Trump targets Dodd-Frank law

Donald Trump has moved to dismantle the Dodd-Frank regulations; the latest in a flurry of executive orders seeking to reform the US market. The law – introduced by Obama in 2010 as a response to the 2008 financial crisis – was a sweeping revision of the financial sector, designed to safeguard financial stability, improve transparency and put a stop to “too big to fail” institutions in the US financial system. Ultimately, the law aimed to provide an advanced warning system for upcoming crises and protect the taxpayer from future bailouts.

However, this signature part of Barack Obama’s legacy drew criticism from Trump, who claimed the law damaged the country’s entrepreneurial spirit. Trump’s executive order, which is planned for February 3, will mark the first step in scaling back the law. While the move will trigger a review into the law, major changes will still need to pass through Congress. Despite this, Trump has signalled he is confident he can make a sizable dent in the law: “We’re going to be doing a big number on Dodd-Frank.”

The order will be a major move toward Trump’s promise of reducing the regulatory burden
on US business

The executive order will be a major move toward Trump’s promise of reducing the regulatory burden on US business – a stance that is well received by Republicans. On January 30, he signed an executive order putting into force his ‘two-for-one’ pledge, which requires agencies to revoke two regulations for each new rule they issue.

It is not entirely clear which parts of the law will be targeted, though, according to The New York Times, Trump’s secretary of the Treasury, Stephen Mnuchin, has expressly promised to “kill” the Volcker rule. The rule blocks certain forms of speculative investment that according to Paul Volcker, former Fed chairman, played a major role in the 2008 financial crisis.

White House National Economic Council Director Gary Cohn has defended Trump’s move, arguing many of the post-crisis regulations are ineffective in targeting the problems they claim to address. “I’m not sitting here saying we want to go back to the good old days”, he said, according to The Wall Street Journal.

He also argued: “Americans are going to have better choices and Americans are going to have better products because we’re not going to burden the banks with literally hundreds of billions of dollars of regulatory costs every year.”

However, the move is not without criticism. For one, Jeremy Grant from the Financial Times tweeted:

Israeli innovation drives foreign investment

Over the past two decades, Israel’s hi-tech sector has gone from strength to strength. Known to many as ‘the start-up nation’, the Middle Eastern country has emerged as a hotbed for technological innovation.

Between 1998 and 2012, Israel’s tech industry grew at more than double the rate of the nation’s GDP, expanding by an average of nine percent annually. In 2015, Israeli start-ups collectively raised $4.4bn in venture capital funding, up 30 percent from the previous record high achieved just a year earlier. Thanks to years of booming tech sector activity, Israel now boasts more start-ups per capita than anywhere else in the world outside Silicon Valley.

With the nation now home to more than 1,000 new start-ups a year, business journalists and industry experts alike are looking to understand the factors behind the state’s remarkably successful hi-tech ecosystem.

An entrepreneurial ecosystem
While the nation’s start-up success has often been compared to that of Silicon Valley, the Israeli model is unique in many ways. From the online marketplace Fiverr to the award-winning traffic app Waze, each Israeli start-up has profited from an enabling ecosystem that allows new businesses to thrive. Within the small country, the start-up scene is strengthened by a culture of experimentation and entrepreneurial spirit, as well as government eagerness to support and nurture new talent. These factors, when combined with Israel’s highly skilled workforce and world-class academia, have helped establish the nation as a leading site for business investment.

When analysing the elements that shape Israel’s flourishing hi-tech sector, it is sensible to first acknowledge the thriving entrepreneurial spirit that underpins Israeli business culture.

Thanks to [a] booming tech sector, Israel now boasts more start-ups per capita than anywhere else in the world outside Silicon Valley

“In Israel, we have an entrepreneurial culture that encourages people to turn their ideas into reality”, said Eyal Eliezer, Senior Director of the Strategy and Marketing Department at Invest in Israel, an investment promotion authority created by Israel’s Ministry of Economy and Industry.

“Israeli entrepreneurs are not afraid of failure”, Eliezer told World Finance. “We often encounter serial entrepreneurs who try again after failing the first time, and who use their experience to do better in their future business ventures.” The basis of this ambitious and enterprising spirit has often been attributed to the combination of Israel’s unique history of immigration and its mandatory military service.

In their 2009 New York Times bestseller Start-Up Nation: The Story of Israel’s Economic Miracle, business writers Dan Senor and Saul Singer suggested immigrants are, by the very nature of their migrant experience, prepared to start from scratch and often have little to lose. Given that today nine in 10 Jewish Israelis are either immigrants or descendants of first or second-generation migrants, Israel can rightfully be classified as a nation of immigrants and therefore, potentially, a nation of natural entrepreneurs.

The authors also argued Israel’s mandatory military conscription plays an essential role in creating a shared enterprising culture. According to Senor and Singer, the required two years of service not only instils young Israelis with positive behavioural traits, such as discipline and a good work ethic, but also provides them with a network of contacts that may prove useful later in life.

The largely un-hierarchical structure of the Israel Defence Forces also creates an environment where achievements are valued over rank, thus encouraging young citizens to question and challenge their supervisors – a habit that stays with them long after they complete their mandatory service. “In Israeli culture, employees are even encouraged to disagree with their superiors, which makes entrepreneurship prevalent within companies”, Eliezer said.

Hi-tech talent
Israel also boasts a highly skilled, well-educated workforce and an abundance of specialised research and development (R&D) centres. With a population of just eight million people, the nation has the highest concentration of engineers and PhD degree holders per capita in the world – even beating the US. Remarkably, there are 140 technicians, scientists and engineers for every 10,000 Israeli employees, compared with just 85 per 10,000 in the US.

This pool of tech talent is in turn supported and nurtured by a high level of R&D funding and government investment in scientific infrastructure. At present, Israel is ranked second in the world in terms of its investment in R&D in relation to GDP, only outspent by South Korea. Eager to capitalise on Israel’s wealth of tech talent and commitment to R&D spending, an ever-increasing number of high-profile multinational corporations are choosing to establish operations in the nation. Microsoft, Google, Facebook and Apple are among the more than 270 leading technology companies with an R&D presence in Israel.

Overall, such centres currently employ more than 283,000 hi-tech workers, with many big-name tech corporations looking to further expand their Israeli operations in the future. Along with establishing R&D bases in the country, many multinationals are moving their advanced manufacturing operations to Israel in order to enhance cohesion between their development and production units. Eliezer said: “By moving both their R&D centres and advanced manufacturing bases to Israel, companies can enjoy an R&D-manufacturing proximity advantage, making the entire production process much more dynamic.”

Geographically situated at the meeting point of Europe, Africa and Asia, the nation is ideally located in terms of market access, and benefits from an EU-Israel trade agreement. With its proximity to developed and emerging markets, its network of well-funded R&D centres, and its specialised workforce, Israel is proving evermore attractive to foreign investors.

Eyal Eliezer, Senior Director of Strategy and Marketing, Invest in Israel

The innovation box
With many multinational corporations shifting their R&D operations to Israel, the nation is becoming a leading site for international investment. In 2015, foreign direct investment in Israel totalled $11.6bn – a staggering 90 percent increase from 2014, when $6.7bn was invested from overseas. While foreign investors are certainly keen to tap into the nation’s unmatched tech talent pool, a government eagerness to create supportive conditions for overseas backers has fuelled a fresh wave of investment in Israel.

“The Israeli Government seeks to offer maximally supportive conditions for companies and investors looking to invest in Israel”, Eliezer explained. “As part of the extensive range of incentives and benefits, the State of Israel encourages international investment by offering grants, reduced tax rates and tax exemptions to help companies offset expenses in capital, R&D and wages.”

The Innovation Box incentives:

Corporate income tax

6%

for firms with a global turnover of more than $2.5bn

Dividends

4%

withholding tax on dividends on distribution to a foreign company

Capital gains/ Exit tax

6%

for firms with a global turnover of more than $2.5bn

The grants available to foreign investors primarily come in the form of capital grants, employment grants and R&D grants. Foreign companies that fall under Israel’s Development Area A may be eligible for capital grants of up to 20 percent of the approved investment, covering investments in fixed assets such as equipment, buildings and furniture over a period of five years. If a company is approved for an employment grant, then this subsidy can be used to cover between 20 and 30 percent of the salary cost for additional employees. Finally, the government offers R&D grants that cover from 20 to 50 percent of a company’s total eligible R&D expenditure. The State of Israel also runs several R&D programmes for multinational corporations, which are designed to encourage them to invest in Israeli R&D activities.

In addition to these grants, the government has also created the Invest in Israel authority in order to provide practical support and advice to business owners looking to launch new operations in Israel. The government-backed initiative delivers a variety of customised services, in addition to offering potential investors a wealth of information on taxes, wages and Israeli regulations.

“We are a one-stop shop for foreign investment in Israel”, said Eliezer. “If you are an investor or an international business owner, our department will supply information about the Israeli ecosystem, escort you during your visit, help you navigate our country’s regulations, and much more. We are here to ensure that our clients have the best possible experience when investing in Israel.”

In July 2016, the Israeli Government sought to ambitiously extend the tax incentives it currently offers to foreign investors, publishing a proposal for an ‘innovation box’ intellectual property (IP) tax regime. Tax benefits from the proposed regime include a six percent corporate income tax rate and a four percent withholding tax on dividends for qualifying companies with consolidated revenues of over ILS 10bn ($2.5bn). The new proposal is set to come into effect as part of the upcoming state budget, and marks a significant opportunity both for multinationals currently operating in Israel and those considering investing in the Middle Eastern state.

Looking forward
With the creation of new, attractive tax incentives and grants, foreign investment in Israel is showing no signs of slowing down. Thanks to the success of the nation’s hi-tech sector, Israel’s economy is performing at its highest level since the 2008 financial crisis, boasting positive and steady growth far above the OECD average. In light of this economic prosperity, all global credit ranking agencies have recently raised Israel’s rating to A+, an encouraging move that suggests a bright future for its economy.

Over the next few years, industry experts expect to see greater international recognition of Israel as a global innovation hub, resulting in higher amounts of capital flowing to the nation. Furthermore, as investors from emerging markets are beginning to invest in Israel, this new capital is set to experience a diversification in terms of its sources. China in particular is turning its attentions to the thriving Israeli hi-tech sector and, as of 2016, the vast majority of Israeli venture capital funds have at least one Chinese investor on board during their financing rounds.

With increased diversification of funding, Israeli innovation is poised to become more global, strengthening what is already a vibrant and thriving business ecosystem.

Brexit made official as Parliament passes key bill

While the UK’s popular vote to leave the European Union took place over seven months ago, Parliament had the final say on February 1: voting to officially trigger the legal process of Brexit. The decision to invoke Article 50 – the bill establishing the legal proceedings through which member states may withdraw from the EU – was supported by both major parties and passed by 498 votes to 114.

The vote in Parliament was the subject of an intense legal struggle, with the Supreme Court eventually ruling parliamentary approval was required despite the fact the issue had already gone to a popular vote.

Once Article 50 is invoked, there will be a two-year time limit to complete negotiations

The vote inspired a passionate debate which culminated in a predominantly pro-EU parliament yielding to the public’s ruling. “Democracy is much more difficult when we disagree with the majority”, said George Osborne, the UK’s ex-chancellor. However, several smaller parties opposed the bill, as well as 47 ‘rebel’ voters from the opposition Labour party.

The decision clears the path for Brexit talks to begin, with the prime minister pledging to trigger Article 50 by March 31. Once the law is invoked, there will be a two-year time limit to complete negotiations, during which EU laws will continue to apply in the UK. The time limit is stipulated in the article, which states EU laws will cease to apply after two years unless the European Council, in agreement with the UK, unanimously decides to extend the period.

While the timescale has now been clarified, the shape of the deal, which will be pursued in coming negotiations, remains uncertain. UK Prime Minister Theresa May has made it clear the UK will leave the European single market despite criticism this could instigate a serious blow for the economy. According to Osborne, this is an active choice by the government to prioritise immigration control over the economy.

In approaching negotiations, the UK will seek the maximum possible access to the single market for goods and services, but the final outcome will depend on the priorities of EU negotiators.

Osborne predicts the tone of negotiations will be “rather bitter”, comparing it to a divorce. He further elaborated: “Having spent the past couple of weeks in Berlin and in Paris talking to some French and German political leaders, it is clear to me that although they understand that Britain is a very important market for their businesses, their priority is to maintain the integrity of the remaining 27 members of the European Union; they are not interested in a long and complex hybrid agreement with the UK.”

Baba Ahmadou Danpullo: Africa’s discreet business magnate

With a fortune estimated at $940m, Baba Ahmadou Danpullo is ranked number one on Forbes Afrique’s rankings – the French edition of the US magazine. Danpullo is a discreet man, avoiding the media and the fame that typically comes with immense wealth. In fact, according to many of his close friends, he does not lead a complicated life.

Danpullo once said: “I do not like the media, I always try to stay in the shade and evolve without putting myself forward, but now I am projected to the light.” If he recognises what has been written about him, he suggests that journalists have only managed to identify a small part of his life and achievements.

Guibaï Gatama, the Cameroonian editor of the weekly L’Oeil du Sahel magazine, said: “From a modest family, Danpullo started as a truck driver and owner of a few stalls, until he met Youssoupha Daouda, the Minister of the Economy and Planning.” Impressed by Danpullo’s ability to mobilise XAF 4.5m ($726,000) over a very short time, Daouda granted him the licenses to import rice and flour. He also connected Danpullo with Sadou Hayatou, who at the time led the International Bank for Commerce and Industry of Cameroon. This is how Danpullo obtained an unsecured first loan of XAF 500m ($807,000) to begin importing.

Taking care of business
Africa’s difficult economic situation in 2015 did not negatively impact Danpullo’s business tremendously, due to his diverse business assets. He invested XAF 4bn ($6.4m) to double the production capacity of his company’s flourmill, Moulin Coq Rouge (MCR). Danpullo also increased his stake in Cameroon’s Nexttel, the third largest telecommunications operator in the country. He now owns 49 percent of the company. Danpullo’s company recorded an increase in its activity of 54 percent, and revenues of XAF 21bn ($33.9m).

Danpullo operates through the family holding Baba Ahmadou Group, a diversified conglomerate with operational headquarters in Douala, the economic metropolis of Cameroon. Baba Ahmadou Group is a holding company that has many companies with just one single shareholder: the Baba Ahmadou Danpullo family. The group is present within Cameroon, South Africa, Nigeria and Switzerland. It operates in varied sectors across real estate, the agro-industry (animal husbandry, tea and cotton), transport (aviation and freight airlines), telecommunications, media and physical trading.

Within the animal breeding industry, Danpullo owns the Elba Ranch, a private, family-run breeding company founded in 1976. The company is composed of three ranches: Ndawara, Esu and Batcham. With more than 20,000 French-origin cattle (Charolais and Blonde Aquitaine) Danpullo also raises horses, with more than 3,000 species of Andalusian horses and several thousand sheep and goats.

Africa’s difficult economic situation in 2015 did not negatively impact Danpullo’s business tremendously, due to his diverse business assets

Across the agro-industry sector, Danpullo has two major tea companies: the Cameroon Tea Estate and the Ndawara Highland Tea Estate. With a total area of more than 10,000 hectares, these two companies are made up of four tea units in three regions of Cameroon: the southwest, west and northwest.

A source at the Cameroon Tea Estate said: “Currently, we produce black tea exclusively. Given the growing demand for green tea, we are also planning in the near future to make this category of tea available to the customer.”

Danpullo noted: “Our production capacity is 8,000 tonnes per year, 80 percent of which is destined for export and 20 percent sold on the local market. The altitude, soil – made of volcanic earth – and the selected clones make our tea one of the best in the world.”

Utilising all trade options
Through Société Immobilière du Cameroun (SMIC), the Baba Amadou Group is an 11 percent shareholder of Sodecoton, a company created by the Cameroonian Government to oversee the activities of the cotton-growing industry within Cameroon. In the agro-industry sector, Danpullo also owns his wheat flour manufacturing unit, MCR, which has a current capacity of 400 tonnes of flour per day for an effective production of 325T/J.

MCR produces two types of flour: regular and specially treated flour, for non-bread application. The plant’s manager said MCR plans to add other ranges to the special flour option in the medium term. These include Viennese flour, pastry and wholemeal bread. Mixtures are operated according to the quality of commercial flour needed on the basis of strict specifications.

The company also produces wheat by-products for animal consumption. These products are mixed to produce a better quality feed for livestock. In order to ensure and sustain the quality of the flour with the final consumer, MCR has set up a training centre that ensures the baker’s staff is up to date on the mill’s technical capacity, and is clear on the requirements of periodic recycling.

The Baba Amadou Danpullo Group has a presence across the telecommunications industry through telecoms operator Nexttel, of which it holds 49 percent of the shares, alongside Vietnamien Viettel. Nexttel is composed of two shareholders, namely Viettel Group and Bestinver. As the third telecommunications operator and pioneer of 3G technology in Cameroon, Nexttel launched its commercial activities in September 2014. Since then, Nexttel has claimed 3.6 million subscribers and created 1,000 new jobs, and more than 60,000 secondary jobs. The operator has invested XAF 250bn ($403.5m) since it entered the market.

Nexttel’s distribution network consists of 24 agencies, several call centres and door-to-door resellers whose main objective is to provide consumers with Nexttel products and services. With a network coverage estimated at more than 85 percent of the national territory, the company has 3.6 million subscribers and more than 1,000 employees. A Nexttel operator said: “Because we believe that technological innovation should be accessible to all, we are proud to have many rural areas now connected to our network.”

The operator added: “We are committed to providing the latest technological solutions and the best products and services to contribute to the development of the country.” The Baba Amadou Danpullo Group also owns the Cameroon-based private television channel Dan Broadcasting System. Created in 2006, the channel has been operational since June 2009.

Widespread property investment
The Baba Danpullo Group holds substantial real estate assets across Cameroon, South Africa, the US and the Federal Republic of Nigeria. These assets include warehouses, apartments, shopping centres and commercial offices. This business activity focuses primarily on investment opportunities in the commercial real estate market. Today, it has the largest portfolio of independent properties in South Africa. This includes commercial buildings and shopping centres in Johannesburg, Cape Town and Port Elizabeth.

The group oversees the management of all its properties, while maintaining a permanent asset management function to ensure property performance is fully optimised.
The South African headquarters of the Baba Ahmadou Group are located in Thibault Square, Cape Town. The building, which was recently renamed Norton Rose House, was originally called Southern Life Centre. Located downtown, it is close to the main train station in Cape Town and its urban transport networks. The building also offers public parking spaces.

Across South Africa, Danpullo has acquired many buildings, including the Marble Towers skyscraper in Johannesburg, which it acquired from the Sanlam Group in 2003. The Marble Towers is the second tallest building in the country. In 2000, Danpullo also bought the Mitsubishi head office building in Nelson Mandela Square, Sandton, Johannesburg, from Stocks and Stocks. He also purchased the His Majesty Building from Anglo American, and the Waldorf, which he sold to NBS Bank in 1998.

Danpullo is also a well known retailer in South Africa, where he owns three shopping centres, including the King’s Court in Johannesburg and the Moffett On Main Retail Centre in Port Elizabeth.

Having started out as a truck driver and owner of just a few market stalls, Baba Ahmadou Danpullo has made quite the name for himself and his family. The Baba Ahmadou Danpullo Group has grown tremendously over the years, along with the industries that Danpullo is associated with and operates in. From imports to telecommunications and real estate, Danpullo’s success can be attributed to his determination, business mind and drive, making him Forbes Afrique’s numéro un.

BNP Paribas: driving digital change

There was a time when banking meant cumbersome payslips and hefty chequebooks – lengthy processes and piles of paperwork that took up valuable time and effort.

These days, of course, those chequebooks have been almost completely replaced with online transfers. Cash is competing against contactless payments, and digital banking is becoming the go-to resource; in the US, for example, 53 percent of smartphone owners with a bank account reported using mobile banking in the past year, according to a 2016 report by the Federal Reserve. The industry has clearly come on a long way in digitalising its processes.

But while that’s true, there’s still a whole lot more to be done before the sector’s key players can say the job is done and dusted, according to Béatrice Belorgey, CEO of BNP Paribas Banque Privée. “Even today, banks are still often bogged down by procedures that require paper documents and client signatures”, said Belorgey. That makes it hard to streamline internal practices with those of its customers. Getting rid of the paperwork completely, Belorgey explained, would enable staff to align internal documents – contracts, brochures, client records and other important information – with external sources such as legal information sites, therefore helping everything to run more smoothly. “Going paperless gives private banks the advantage of improving efficiency.”

For Belorgey, modern banking means adapting to consumer expectations and providing a service tailored to them. “Client behaviour and preferences in the way they consume bank products and services have evolved significantly in recent years, with increasing appetite for digital solutions for greater flexibility and swift”, she told World Finance. “Of course, giving clients instant access to basic transactions – on their smartphones, tablets or computers – has become the very least that a bank can provide, but it is not enough to fully meet their expectations.”

Going paperless gives private banks the advantage of improving efficiency

In response to these changing needs, BNP Paribas has begun implementing various programmes to step up its digital strategy and address consumer demand. From testing out new technologies and introducing video conferencing to creating a concierge service and implementing a start-up accelerator, the bank has taken a diversified, forward-thinking approach that is helping it stand out from others in the field.

Speeding up the process
It’s evident one of the key areas for improvement in the sector lies in making digital banking quicker, smoother and simpler for customers to use, which may well mean doing away with passwords. “Client access is often complicated by the need to provide an account number and password”, said Belorgey. “Access needs to be faster without compromising security. The client experience needs to be reviewed and procedures streamlined to adapt to new client/banking relationships.”

One means of doing that, of course, is through new forms of technology – something BNP Paribas has been ahead of the game in recognising. The bank is currently testing a biometric authentication method that uses facial, fingerprint and voice recognition to identify users far more quickly and securely than entering a cumbersome, difficult-to-remember password can. Recorded messages, touch ID and photo recognition have been on the radar for several years, and stepping up their use in the banking sector is a logical move.

It could mean exciting things, like giving clients access to all the information they might need in one place, and so forming an electronic ‘vault’ that would act as a platform for various exchanges with the bank. This would make it simpler for clients to keep up to date with their finances on a holistic level, Belorgey said. “Clients would have a consolidated view of their financial and non-financial assets to be able to make informed decisions at all times. Digital banking can no longer be limited to basic operations. The client needs a 360-degree view, covering all assets.”

Big data
Of course, providing an enhanced service isn’t just a case of improving the speed of access; the key is in ensuring the service meets the client’s individual needs. For that, there’s big data.

Concerns over privacy are rife where big data is concerned, but if it’s harnessed in the right way it can have far-reaching advantages. By monitoring clients’ preferences, banks can target the right products at the right people, in turn benefitting both parties.

Belorgey is clear on what this means: “Data usage – governed, of course, by an appropriate data usage policy – should be geared towards serving our clients. The goal is to offer them the most suitable range of products and services tailored to their needs, not to track them. Accordingly, we need to establish procedures and encourage private bankers to make a habit of collecting, processing, updating and using data.”

The bank is therefore looking into various possibilities, from analysing customer interests based on their use of banking apps, to using social media as a tool for measuring preferences.

The role of fintech
Delving into technology is all very well and good, of course, but there are certain innovations that are beyond the capabilities of the banks themselves, which is where fintech firms come in. “Sometimes the digital transformation calls for cutting-edge technical solutions that banks don’t currently have and would take too long to develop”, Belorgey noted. “In these cases, it’s better to turn to experts in the industry by selecting the right fintechs for the job.”

53%

of US smartphone owners used mobile banking in 2016, according to the US Federal Reserve

€100,000

Amount BNP Paribas donates to select fintech start-ups

With that in mind, BNP Paribas set up a dedicated fintech accelerator last year to support start-ups that are seeking to improve the customer experience – becoming the first bank in France to do so. The programme involves providing funding of up to €100,000 to the chosen firms, each of which work with a specific area of the business to help develop new products, services and opportunities. They aim to do so within the space of four months.

The start-ups receive mentoring from experts in their field and are given a modern, central office space in Paris, alongside the backing needed to accelerate their growth.

“By accompanying the start-ups during the main steps – sourcing, acceleration, pilot testing and full scale rollout – the programme enables innovative products and services to be developed in line with the changing needs and expectations of both corporate and individual clients”, Belorgey explained.

The process began by sending out a call for tenders to attract relevant start-ups. Eight were eventually chosen from a total of 142; among them was TwinPeek, a start-up whose goal is to help consumers choose what information they want to share online by creating a ‘digital alter-ego’, and KYC3, which seeks to use artificial intelligence and big data to improve ‘know your customer’ processes. The application creates a ‘digital fingerprint’ for each client in order to enhance security.

The firms were selected by L’Atelier BNP Paribas, the body responsible for aligning each start-up with the appropriate business segment. This was arranged in collaboration with several of the company’s entities, including BNP Paribas Wealth Management, BNP Paribas Banque Privée, Cardif, Personal Finance, French Retail Banking and Securities Services.

The project has been so successful that another round will soon be taking place, with applications closing mid-January and selections being made in February for a March enrolment. To ensure it reaches its full potential, the approach will be adapted according to feedback from the previous round.

Complementing, not competing
With the rise of fintech firms and digital transactions, however, comes the concern that traditional banks could begin to be overlooked. Not so, according to Belorgey, who believes they still have a key role to play in providing information that digital forms cannot: “Digital services do not replace the bank’s skills and expertise, especially when it comes to global support and bespoke solutions.”

Rather, Belorgey said, it’s about complementing the forms that already exist. “Clients don’t want digital for the sake of digital. They’re interested in what it can offer them in terms of flexibility and expediency in their relations with their bank, without compromising quality of service or access to top expertise. It’s not about lowering costs, but about enriching our offering.

“The acceleration programme is the perfect illustration that fintech companies aren’t direct competitors to banks, but offer complementary services and assist them with their innovation.”

Videoconferencing is a perfect example of how digital services can do exactly that, providing traditional expertise via a forward-thinking, efficient approach, which saves customers the time of having to physically go to a branch. “We promote it because it’s convenient for our clients and we want to meet their clearly expressed need to save time”.

It is these technologies that are key to further improving the customer experience and ensuring that digital banking is as smooth and efficient as physically possible. Knowing how to harness their opportunities is exactly where the challenge lies for the banking sector at large, but – if its list of moves so far is anything to go by – BNP Paribas is one bank, at least, facing that challenge head on.

Emerging nations in the global economic climate

Following 2016’s populist revolts in the US, the UK and Italy, 2017 could provide a unique opportunity for several under-the-radar nations like Canada, Argentina and Japan to exert wider influence in a dramatically changed global landscape.

Just as companies must carefully nurture their brand image to achieve success, these countries understand that their reputations – how they position themselves and how others perceive them – are vital to their economic growth and diplomatic and cultural influence. Strong branding is essential to everything from attracting foreign investment and adding value to exports, to promoting tourism and wielding ‘soft power’.

[A countries’ reputation is] vital to their economic growth and diplomatic and cultural influence

Top Trump
Of course, no discussion of the power of national brands in 2017 can begin without examining how “Brand USA” will be impacted under the leadership of President Donald J Trump.

Regardless of your political stance, the story of President Trump’s rise from a bankrupted entrepreneur to President of the United States is, in many ways, a reflection of the American brand: the American dream. Myths are one of the most powerful reinforcers of brands and there is no better illustration that anything is possible in the US than Trump’s establishment as the leader of one of the most powerful countries on Earth.

One president, however, can only have an incremental impact on a solid brand like the US ­– a country strongly defined by longstanding values, iconic products, vast cultural output, superstar athletes and celebrities, popular tourist destinations and more.

President Trump, though, could potentially play a more influential role in one area that is critical to a nation’s brand: its reputation for good business. How he moves forward with his plans to invest in America’s infrastructure and support its thriving technology industry will be a key indicator of the impact he will have on the US brand.

Brave new world
While Trump is likely to make most of the headlines, his peer to the north, Canadian Prime Minister Justin Trudeau, also has a clear opportunity to propel his nation’s increasingly strong “New Canada” brand forward in 2017.

Proclaiming Canada is “not just about natural resources, but about resourcefulness”, Canada has moved beyond energy and minerals to become a hub for technology and innovation, a leader in human rights and climate control, and a nation viewed as open, vital, and on the rise. Trudeau’s bid to win a seat on the UN Security Council signals the country’s intentions to have a greater influence in shaping international affairs in the years to come.


Beyond the US and Canada, global watchers should keep these countries on their radar in 2017:

Argentina
President Mauricio Macri successfully returned the country to the international markets and put Argentina back on the map through an array of ambitious initiatives including gathering more than 4,000 business leaders and investors in Buenos Aires for the first-ever Argentina Business and Investment Forum last year. The International Monetary Fund estimates Argentina’s economy will grow at least three percent through 2019.

Saudi Arabia
Its record-breaking global bond sale in 2016 – the largest ever by a developing country – put a spotlight on the Kingdom’s efforts to diversify its economy and move away from its reliance on oil. Keep an eye on Saudi Arabia’s dynamic, 31-year-old Crown Prince Mohammed bin Salman, who is leading initiatives aimed at enlisting young Saudis to play a role in transforming the country into a centre for renewable energy, entrepreneurship and tourism as part of its ambitious Vision 2030.

Japan
After years of challenges, the Japanese economy finally appears to be on a path to recovery and is expected to show stable growth in 2017. With Prime Minister Shinzo Abe enjoying high approval ratings following a historic visit to Pearl Harbor last month and a recovery in the Japanese economy, watch for him to take a larger role on the world stage by becoming the leading advocate for an open international trading platform – especially if the Trans-Pacific Partnership is scuttled by President Trump.

Senegal
Under the leadership of President Macky Small, Senegal’s economic growth rose to 6.5 percent in 2015, making it one of the top 10 fastest-growing economies in the world, one of the most stable democracies in west Africa and the region’s leading business hub. In 2017, Senegal is poised to become a more influential player in the energy sector thanks to new offshore oil and gas discoveries.

Most of these countries share traits that provide a model for other nations seeking to strengthen their brands in a new world – a world in which globalisation and the leadership of the elite is being met with fresh challenges and questions. Nations with energetic leaders, who speak with an authentic voice, who understand the power of optics and digital media and who are committed to creating jobs and economic growth, have demonstrated the power of a new type of national branding. Now, all eyes will be on them to see how they can continue to move their nations forward and face the unexpected challenges that surely await them in the coming year.


Richard Attias is the Founder and Executive Chairman of nation branding and global communications consultancy firm Richard Attias & Associates. He produced the World Economic Forum in Davos from 1993 to 2006 and founded the Clinton Global Initiative and the Nobel Laureates Conference.

The global effects of Trumpenomics

On January 20, businessman turned politician Donald Trump took the helm of the world’s most dominant economy. He brings with him a series of drastic and unorthodox economic plans that will inevitably reverberate the world over.

A special focus report, recently released by the World Bank, shines light on the “sizeable ripple effects” that can be expected should Trump fulfil his campaign manifesto. The report emphasised global growth hangs directly on decisions made in the White House; predicting the global growth rate will diverge from current projections in the event Trump fully implements his policy promises.

[Trump’s] lax approach to financial regulation
has the potential to unleash newfound inflationary
pressures on the economy

Notably, if he keeps to his word on fiscal measures, the bank predicts an “increase [of] both US GDP growth and global growth above baseline projections in 2017 and 2018”. The flip side, however, is a warning the same polices could harbour destabilising financial effects for emerging market economies.

According to estimates from the World Bank, the role of the US is dominant to the extent a one point increase in US growth could lift growth in advanced economies by 0.8 percent, and developing economies by 0.6 percent. However, its influence takes on a much more pervasive form for emerging market economies, whose dollarised financial system has left them burdened with an unhealthy exposure to US policy decisions.

In such countries, US monetary policy can set the tune for credit conditions and financial health. World Finance talked to Professor Charles Calomiris, Professor of Financial Institutions at Columbia Business School, who said: “What we know from the last 30 or 40 years is that there is a very close relationship between the cycle of monetary policy in the US and the cycle of crises in emerging market countries.”

Trumpenomics begins
Since Donald Trump’s election victory, the cycle of monetary policy in the US has reached the brink of a new phase. After eight years of historically low interest rates, the country is now facing a new era of tax cuts, deregulation and fiscal injections. Trump has declared he will dramatically cut income and corporate taxes, while simultaneously launching vast new infrastructure projects. In addition, his lax approach to financial regulation has the potential to unleash newfound inflationary pressures on the economy. The Fed, of course, is poised to react, with many arguing a lift-off of interest rates is imminent. Indeed, Calomiris argues, “interest rates are likely to rise much faster than people think”.

In the first policy announcement since Trump’s victory, the Fed signalled hikes in 2017 would be more frequent than previously projected. While only two rate rises of 0.25 percent had originally been planned, the latest projection suggests three will be implemented. Currency markets also jumped on this theme, with interest rate expectations triggering a surge in the dollar upon the announcement of Trump’s election victory.

The World Bank has warned of the adverse implications of such a Fed lift-off, particularly in the event that policy decisions by Trump’s incoming administration propel rate rises to a pace faster than originally anticipated. The report outlined: “Tightening US financial conditions – whether due to faster-than-expected normalisation of US monetary policy or other reasons – could reverberate across global financial markets, with adverse effects on some emerging markets and developing economies that rely heavily on external financing.”

Donald Trump has already signed a number of executive orders
Donald Trump has already signed a number of executive orders reinforcing his campaign rhetoric

Financially exposed
Crucially, rising US interest rates threaten to expose the financial fragility of many emerging market economies. Many emerging economies hold a vast proportion of their corporate and national debt in dollar form; meaning borrowers are extremely vulnerable to either an exchange rate devaluation or changes in US interest rates. Such borrowers are experiencing a surge in the size of their debts amid a hike in interest costs. Damaged creditworthiness of debtors can then threaten banks’ credit quality, triggering a tightening of credit supply.

According to Calomiris, this weakness is further exacerbated by the dominance of debt issued on short term contracts in countries with weak institutional characteristics. This kind of short term dollar denominated debt embodies a certain volatility, given investors “are reserving the option to withdraw the money suddenly once interest rates return in the US”. Thus, many nations are facing the prospect of a sudden withdrawal of capital and tightening financial conditions, which could prompt severe consequences for economic activity.

[Emerging economies] are extremely vulnerable to either an exchange rate devaluation or changes in US interest rates

Peru, Turkey and Mexico, among other emerging market economies, have all seen the value of their currencies tumble upon the announcement of Trump’s victory.

The shock that can be expected as a result of capital outflows is of course not just one story – it will vary widely from country to country. Calomiris believes: “This reflects the institutional characteristics of the country… to give an example, Peru is, I think, a big concern. People have believed for some time that the exchange rate is overvalued, that they are a dollarised financial system, and that they are not in a position of short term strength.”

This fragile financial scenario seen in emerging market economies is nothing new. It has been building for years, spurred by a lengthy phase of loose Fed rates and a lack of protections against an influx of dollarised debt. In an integrated global economy, it is inevitable that decisions made in the world’s largest economy will have implications beyond its borders. In this case, the ripple effects felt by emerging markets will be broadly mixed.

On the one hand, with the outlook for growth in the US broadly positive, the world economy is likely to see a boost, especially in the event of a fiscal stimulus. Nonetheless, the exposure of long-standing fragilities in many emerging market economies will present a painful side effect to a new era of US policy.

South Korea’s banking technology drive

Established nearly 120 years ago with capital from the royal treasury of Emperor Gojong, Woori Bank has been at the forefront of building the framework for modern finance in South Korea. The bank is known for having been a trustworthy partner to its customers throughout many of the country’s historic moments.

Woori Bank has a well-balanced business portfolio, which varies from household products and SMEs to large corporate customers, maintaining long relationships in each through a variety of banking options. Throughout the years it has forged strong relationships with large corporations, and is proud to be the main banking partner of Samsung, LG and POSCO, just to name a few. With these partnerships in place, the bank has contributed to the development of the Korean economy.

Serving the Seoul Metropolitan Government for the past 100 years, Woori Bank has been chosen as the primary banking partner by more than 70 percent of Korean public institutions. In retail, it has secured a 22 million-strong customer base through differentiated strategies and innovative product offerings.

In terms of overseas operations, the bank has a presence across 24 countries with a network of 218 branches – the most extensive overseas network of all Korean financial institutions. Today, Woori Bank is known across the world and is a NYSE listed company. As the first bank in Korea to be listed on the country’s stock exchange – and as the first Korean financial institution to open an overseas office – it has been leading the way throughout its history.

With this determination in place, the bank will continue to play an integral role within the Korean banking industry, based on its core values of customer satisfaction, honesty and trust.

Turning circumstances around
During the global financial crisis of 2008, Woori Bank faced some difficulties. However, an organisation-wide initiative to become more innovative led to some significant changes, starting at the top. By doing this, the firm was able to make a positive turnaround that has continued through to today, where all performance indicators – including profitability and asset quality – have improved. Investors have greatly increased their interest in the bank, mainly due to its improved fundamentals.

With key partnerships in place, Woori Bank has [continued to contribute to] the development of the Korean economy

In terms of profitability, the 0.2 percent return on assets at the end of 2013 rose to 0.5 percent at the end of Q3 2016, while return on equity increased from 2.5 percent to 7.5 percent. During 2016, the bank built a cornerstone to earn over WON 1trn ($867m) in net profits every year.

Asset quality has also continued to improve. The bank has set strict credit limits to the exposure of each industry, and has strengthened credit assessments to pre-emptively manage potentially problematic assets. Woori Bank has also steadily reduced questionable sector assets, while increasing the portion of prime level assets. The emphasis on risk management has led its non-performing loan ratio, which was 2.99 percent at the end of 2013, to reach 1.05 percent at the end of September 2016. The coverage of non-performing loans, meanwhile, picked up from 82.3 percent to 156 percent.

Improved financial performance is not the only good news to come out of the bank recently. The long-awaited privatisation of Woori Bank has recently been finalised: the Korean Government sold off 30 percent of Woori Bank shares to private entities as its majority ownership changed for the first time in 16 years.

Successful privatisation has increased the market’s expectations immensely. The bank is confident it will meet these expectations as new corporate governance will provide stability while management actively pushes forward on business diversification in order to increase business opportunities.

A changing demographic
In an environment where the boundaries between finance and IT are breaking down, Woori Bank is actively promoting fintech to be its next major driver of growth. In May 2015, the bank launched South Korea’s first ever mobile-only banking service, known as WiBee Bank, later adding a mobile messenger service, WiBee Talk. It also released an online open market service called WiBee Market to establish a comprehensive mobile platform. At the time of release, these services were all unprecedented in the Korean financial industry.

The WiBee platform offers a wide variety of services. For instance, customers can use their smartphone apps to sign up for mobile-only deposits with preferential rates and loans, use the simple payment system service, and apply for travel insurance. They can also use WiBee Talk for convenient money transfers.

Furthermore, Woori Bank has been a driving force in taking initiatives across the fintech industry. It was the first bank to implement payment and ATM withdrawals using Samsung Pay, and also introduced an iris recognition system for mobile banking.

To overcome the low-growth, low-margin environment, the bank is proactively searching for new revenue streams. As a financial institution with the largest global network in Korea, Woori Bank is continuously expanding its presence and business overseas. It is particularly focused on the southeast Asian market, where its competitive strengths in retail and mobile banking are set to significantly enhance its business.

Asset management will be another key pillar for the bank’s future growth. It will continuously strengthen its capabilities and improve its service in asset management to not only maximise customer satisfaction, but to also build on its earnings potential.

Managing greater wealth
With its overall aim to become the leading wealth management business in Korea, Woori Bank provides total customised financial solutions to its clients through its specialists, advising on matters of wealth management, tax and real estate. Furthermore, it hosts its Asset Allocation Strategy Committee each month to strengthen the bank’s expertise in customer asset management.

Customers can use their smartphone apps to sign up for mobile-only deposits with preferential rates and loans

The decisions made by the bank’s committee are used in the selection of recommended funds and the setup of private equity funds. The outcome from the committee meetings can be seen in its sample portfolio, and in making real investment decisions regarding the bank’s discretionary ISA asset management.

Securing a higher yield than the market rate is an objective Woori Bank strives for when making product recommendations and creating a model portfolio based on the stability of assets. The bank’s focus on managing a stable portfolio stems from its acknowledgment that commercial banking customers have a more conservative approach to banking, and therefore they have a higher preference for mid-risk, mid-return products, compared to high-return products.

Woori Bank carefully looks into not only the past performance of relevant funds, but also the risk management indicators – such as standard deviation of return and information ratio – whenever a customer is selecting products. When evaluating the investment product performance, the bank puts more emphasis on products that show stable returns over the longer term, to ones that have high returns in the short term.

The deterioration of profitability due to the current low-rate, low-growth environment is bringing about immense changes to financial companies and their channel strategy. As the deposit rates offered by banks have been decreasing, the importance of non-face-to-face channels – which can provide higher rates and greater convenience to some customers – has increased, especially to consumers more familiar with online or mobile banking.

Customers can purchase wealth management-related products, such as funds, insurance, foreign currency, gold, pensions and discretionary ISAs using non-face-to-face channels. Woori Bank has also established its online WM Centre, where customers can directly consult with advisors through video conferencing using the bank’s homepage, or by phone or email.

These advisory services are mostly focused on market analysis, product marketing, customised product planning and effective rebalancing of existing assets. The adoption of a ‘robo-advisor’ service has also eased the client qualification criteria, and will expand the bank’s overall customer base. For these robo-advisors, Woori Bank is developing a pilot programme service called Robo AD-Alpha, which will be fully implemented in the coming months.

This new systematic and specialised asset management service will recommend customised investment portfolios. It will also automatically rebalance these portfolio and financial products through a computer algorithm that is equipped with artificial intelligence, thereby analysing big data related to customers and transactions.

Robo AD-Alpha will stretch the asset management services currently provided to the bank’s high net worth customers across its affluent and mass-market customers, through personal computers and mobile devices. Not only will this service accommodate the diverse needs of all its customers, it will also contribute to the government’s drive towards expanding asset management services. The recommendations from Robo AD-Alpha will be frequently used in managing ISA and pension accounts, so the bank can increase customer returns and build a stable portfolio.

Trump considers Mexican tariff

Less than a week into office, US President Donald Trump has substantially soured relations with southern neighbour Mexico, threatening the beginnings of a trade war. Trump has voiced his support for the introduction of an import tariff on goods from Mexico, with the money generated used to fund the construction of the infamous wall promised during his presidential campaign. His statements have been interpreted as support for a current proposal from House Republicans for a 20 percent tax on all goods imported to the US.

While the intention of the tariff is to force the cost onto Mexico and its industry, the bulk of the tax would likely be passed on to US consumers

As reported by The New York Times, Trump’s apparent support for this import tax came following a diplomatic standoff with Mexico’s president Peña Nieto, who cancelled a visit to Washington over Trump’s insistence Mexico would pay for the construction of the wall. However, Trump’s commitment to the tax has since been rolled back, with White House Press Secretary Sean Spicer telling reporters an import tax was just one of several options being considered. The tax plan being proposed would need congressional approval to be implemented.

While the intention of the tariff is to force the cost of the wall on to Mexico and its industry, the bulk of the tax would likely be passed on to US consumers. As reported by The Guardian, Mexican Foreign Minister Luis Videgaray cautioned a tax in this format would punish the US people: “A tax on Mexican imports to the United States is not a way to make Mexico pay for the wall, but a way to make the North American consumer pay for it through more expensive avocados, washing machines, televisions.”

Additionally, should goods from Mexico become too expensive, US consumers and retailers would likely turn to other countries, thus limiting the funds that could be generated from the tax.

Despite the questions surrounding how it would be funded, the wall is going ahead; with Trump already signing an executive order issuing its construction. Trump has stated the wall will cost between $10bn and $12bn, although some independent estimates have placed the cost at closer to $25bn.

UK growth defies post-Brexit expectations

The UK economy grew 0.6 percent in the final quarter of 2016, marking a strong end to a year that exceeded expectations. According to preliminary estimates from the IMF, the new figures place the UK at the front of the G7 group in terms of growth in 2016. The US, on the other hand, is expected to see growth of 1.6 percent in 2016, while Germany is on track for 1.7 percent.

The positive growth figures have defied recurrent warnings the UK’s decision to leave the EU will dampen growth. Chris Hare, a UK economist at Investec, noted, as of yet, there are “scant signs” of a Brexit-related slowdown in the economy. However, the Brexit process is still in its formative stages and its impact on the economy is yet to take shape. “We do still expect the modest slowdown in economic growth this year. Brexit-related uncertainty has not disappeared and might begin to weigh noticeably on business spending”, Hare told The Guardian.

The Brexit process is still
in its formative stages, and its impact on the economy
is yet to take shape

While UK growth appears to have exceeded that of other G7 nations, it has slowed somewhat from previous years. The economy grew by 2.2 percent in 2015 and 3.1 percent in 2014.

Growth in the fourth quarter was driven by a strong performance in services, particularly through consumer-focused industries like retail, travel agencies, and restaurants. The hospitality and restaurant industry performed particularly well, expanding by 1.7 percent and carving out a contribution of 0.24 percent to quarter-on-quarter GDP growth. Manufacturing increased by 0.7 percent, providing a negligible overall contribution to growth. Notably, the business and finance industries expanded by a solid 0.9 percent during the quarter despite fears Brexit could dent confidence in the financial industry.

While the UK appears to have dodged a serious blow to its growth in 2016, many feel the decision to leave the EU will cause serious damage to the economy in the coming years. Quoted in the Financial Times, Bronwyn Curtis from the Society of Business Economists said: “The UK is the country that initiated the ‘divorce’ and Europe will want to make the UK pay the highest price possible.”

Energy insecurity: the danger of foreign investment in the energy sector

In August, Australia made a decision regarding its energy infrastructure that caught many people off-guard. Ausgrid, the country’s biggest energy grid – which was at the time in the process of being privatised by the New South Wales Government – rejected an offer from the highest bidder.

The offer was a joint proposal from the Chinese state-owned State Grid Corporation and Hong Kong-listed Cheung Kong Infrastructure. The Australian Treasurer at the time, Scott Morrison, announced the rejection: “After due consideration of responses from bidders to my preliminary view… I have decided that the acquisition by foreign investors under the current proposed structure of the lease of 50.4 percent of Ausgrid, the New South Wales electricity distribution network, would be contrary to the national interest.” The decision was reportedly in line with a recommendation made by the Australian Foreign Investment Review Board.

The rejection of the proposed deal – which Morrison claimed raised a number of security concerns – was not well received by the Chinese Government. “This kind of decision is protectionist and seriously impacts the willingness of Chinese companies to invest in Australia”, said Shen Danyang, a spokesman for the Chinese Commerce Ministry, according to the BBC.

The situation bears a striking similarity to one faced by the UK in negotiating a deal over its Hinkley Point nuclear power station. Last July, the UK Government temporarily delayed approval of the project, which was jointly funded by France and China. In the wake of the delay, China’s ambassador to the UK, Liu Xiaoming, warned the Financial Times that international relations between the UK and China stood at a “crucial historical juncture”. However, the deal was eventually approved.

The definition of security
As energy security continues to appear at the forefront of foreign policy, international ownership of energy infrastructure is coming under increased scrutiny. According to the International Energy Agency, energy security is defined as “the uninterrupted availability of energy sources at an affordable price”. Such a broad definition has somewhat diluted the concept’s meaning, leaving it open to interpretation, and leading it to become associated with varying definitions.

Dr David Reiner is a senior lecturer in technology policy at the University of Cambridge. He told The New Economy that a challenge when it comes to analysing energy security policy is the many different ways the term ‘energy security’ can be used: “I think the danger is people aren’t always consistent when they’re discussing it. It tends to be used quite loosely, so sometimes you think they’re talking about self-sufficiency and then all of a sudden they start veering off into security of supply, which is quite different. And then there are also ideological differences of opinion within governments, within ministries, within individuals as to its importance.”

To this extent, energy security can be broadly applied to not only the daily availability of energy for a population, but also more long-term prospects in terms of where energy can be sourced. A poorly designed grid prone to blackouts is a very different problem to making sure countries are able to access liquefied natural gas on the international market, but both issues can fall under the broad definition of energy security.

In terms of foreign investment, the major energy security concern is when a country’s energy supply becomes too intertwined with international politics

In terms of foreign investment, the main energy security concern is when a country’s energy supply becomes too intertwined with international politics. Reiner said foreign investment into national energy systems could be considered similar to any sort of trade between countries, so determining whether foreign investment poses an energy security risk comes down to how a country interprets the intent of an investor.

“So, if you believe that Russian investment in the UK might make the Russians more sensitive to UK economic interests, then you might be, again, a bit more relaxed about that”, he said. “Whereas if you believe a firm like Gazprom might be acting not in its own economic interest, but might be acting more in the strategic and geopolitical interests of the Russian Government, then they would be doing things not economically or commercially rational.”

Reiner said attitudes vary from government to government, and they frequently change. In any case, given how energy networks are considered to be critical infrastructure, foreign investments tend to be placed under immense scrutiny.

Global grid ambitions
China’s State Grid Corporation has signalled it has broad and ambitious goals for international energy infrastructure. The company is the largest energy provider in the world and, according to Fortune 500, the world’s second largest corporate entity by revenue. Its aggressive global growth is showing no signs of slowing down, with the company already owning portions of the energy network in Italy, Brazil and the Philippines.

The company’s international expansions are the beginnings of an impressive scheme. Chairman Liu Zhenya said in a March 2016 interview that the company’s ambition is an international interconnected energy network: “If railway, road and internet can link the whole world, why can’t an energy network be built? The problem right now is just that people need to embrace new ideas and not let the old thinking stand in the way of new innovation.”

The technology that would be needed to develop such a system has only recently become feasible, with the development of high-voltage, direct current electricity transmission making transmission across longer distances possible.

Liu has also proposed a smart grid system to manage the allocation and distribution of energy across regions. The system has the potential to be more efficient than smaller local grids, and also improve the reliability of renewable systems. Widely distributed sources of renewable energy could alleviate the supply and storage issues that go along with the technology. If an energy grid were to span continents and hemispheres, for example, solar energy could be continuously supplied even if some regions were in the dark.

However, any chance of implementing Liu’s scheme seems unlikely anytime soon. Apart from the $50trn estimated cost of the project, many countries are unlikely to relinquish national control of their energy networks to an international body. Instead, many governments are looking at internal sources wherever they can.

Buying energy independence
Renewable energy sources, such as wind or solar power, can provide energy security by reducing governments’ reliance on international provision. Furthermore, Reiner said, while these energy sources may be at the mercy of the weather, their supply isn’t affected by an election on the other side of the world: “You might be buying the turbines from Denmark, Germany or China, but after they are built they are not reliant on what’s going on in any particular year in the Gulf. You don’t have to worry about the long-term prospects for Qatar or any of these other countries.”

However, though they do cut out foreign powers from the equation, renewables still suffer from the problem of security of supply. In order to take full advantage of their benefits – and short of creating a global interconnected system – governments may have to rethink the way local energy grids are managed.

David Hall is a visiting professor at the University of Greenwich. Last April, he released a report into the potential costs of renationalising the UK’s energy network. As per his calculations, he estimated the cost of renationalising the UK’s energy infrastructure to be between £24bn ($29.7bn) and £26bn ($32.2bn), with a national saving of £3bn ($3.7bn) every year. He said that, across Europe, energy infrastructure owned by the public is between 20 and 30 percent cheaper than privately owned infrastructure. In the US, it is around 15 percent cheaper. He also observed energy infrastructure in public ownership offers more energy security benefits.

You’re not subject to the pressure of, for example, multinational companies who want to see the generation of policy around items that favour their interests

“If [energy infrastructure] is actually owned by the country through the public sector, then there’s no danger of foreign interests having a built-in say in what’s going on”, explained Hall. “You’re not subject to the pressure of, for example, multinational companies who want to see the generation of policy around items that favour their interests, as well as not being subject to political pressure.”

Hall also noted the increasing use of renewables offers the opportunity to escape the uncertainty that goes along with dependence on foreign energy markets: “One of the worst issues in energy security has been the instability of oil and gas prices, and the impact this has on the cost of energy. We’ve seen that in some other countries over the last few years. One of the great advantages of going to renewables is that, as part of that process, you make yourself independent of the oil and gas markets and move beyond gas politics as well. This is a real economic security gain, as well as – indirectly and directly – a political security gain, because you eliminate the political risk of oil and gas suppliers.”

It’s a method private companies have caught onto before governments have. Walmart, Google and Apple have received designation from the US Government to become electrical wholesalers, generating and supplying green energy to themselves. While it could be seen as a mere nod towards environmentalism, the move does allow these companies to lock in the price of their energy bills.

The future
However, despite all the efforts of international governments, complete long-term energy independence – and therefore total security of supply – is a near impossibility. Reiner observed that, in an interconnected and fragmented world, one country is not able to consistently source everything it needs, internally.

“You occasionally get those periods. Arguably, because of the shale gas revolution in the US, 40 years after project independence they’re now accidentally somewhere near energy independence for maybe a few years. But, fundamentally, you’re always fighting against the inevitability that you’re going to be relying on foreign sources, and then it becomes a question of what can be an acceptable foreign source.”

As such, energy security will remain a political issue, with countries continuing to make decisions as to what are acceptable investments, ownerships and imports. But, with the changing nature of the energy grid, a major rethink of who owns these critical pieces of public infrastructure seems inevitable.

Dow Jones reaches record high

The Dow Jones Industrial Average made financial history on January 25, breaking through the 20,000 barrier for the first time. The broader S&P 500 and the Nasdaq index also reached new records, bolstered by President Trump’s early executive actions on infrastructure and deregulation.

The Dow Jones index broke the barrier following the president’s renewed pledge
to build a wall along the
US-Mexico border

Wall Street stock markets have rallied since Trump’s election victory, with the Dow first coming close to the 20,000 landmark on December 13, and then finishing just 0.37 points shy of the milestone on January 6. It broke the barrier on the morning of January 25, following the president’s renewed pledge to build a wall along the US-Mexico border. With the promise of using domestic steel at the heart of the construction effort – and the announcement of two planned pipeline projects – investor confidence in US markets has boomed.

The newly inaugurated president took to Twitter to comment on the milestone, tweeting:

His senior advisor, Kellyanne Conway, tweeted the landmark was a result of:

Goldman Sachs and JP Morgan are among the big winners of the recent Trump rally, accounting for around 20 percent of the record rise. The Wall Street stalwarts rose by around 34 and 26 percent respectively, fuelled by investor hopes that Trump’s fiscal stimulus package will trigger inflation and prompt a rise in interest rates.

While the Dow is perhaps one of the best known US stock market indexes, it has a somewhat limited scope and is thus regarded as an unreliable economic measurement among most market professionals. The index measures the performance of the 30 largest publicly owned companies in the US, from tech giants such as Apple to global banks such as JP Morgan. The Dow assesses performance by tracking the share prices of each company, paying little attention to the overall size of the company in question and failing to adjust for inflation – leading to several peculiarities.

The Dow’s rise has been remarkably sudden since Trump’s shock victory in November. Given sharp rises on the Dow are historically followed by sharp falls, the index could well stand to lose these impressive gains over the coming months as Trump begins his fiscal spending.

US economy stutters in 2016

The year 2016 was marred by several unexpected developments: the UK’s shock decision to leave the EU; China’s struggle to stabilise its economy; the surprise election of Donald Trump in the US; and the persistent deflationary pressures engulfing most advanced economies. Perhaps a less widely publicised example, however, was the unanticipated slowdown of the US economy.

The US ran out of steam in the first half of 2016, as growth in the world’s largest economy slowed unexpectedly. Growth expectations for the year fell from 2.5 percent at the end of 2015 to 1.5 percent. Although consumer spending held up well during the year, business investment was weak and exports were held back by the strength of the dollar and lacklustre growth elsewhere in the world. The sluggish economic performance was one of the reasons the Fed refrained from raising rates during the first half of the year – despite initially planning one or two possible hikes.

Easterly winds
There were several headwinds following the beginning of the year that seriously worried policymakers. The year started with a fresh bout of volatility in financial markets, principally caused by the People’s Bank of China’s (PBOC) willingness to let the yuan depreciate against the dollar – the same source of panic that led to turbulence in the global market in the summer of 2015. This, in turn, renewed concerns over the health of China’s economy, and the subsequent knock-on effects it would have on other emerging market economies.

The unexpected outcome of the Brexit vote appeared to dent both business and consumer sentiment

While the yuan remained on a steady downward path, financial markets became somewhat less concerned about any further depreciation of the currency. This appeared, in part, to be a result of investors perceiving the fall to be consistent with China’s economic slowdown. Another contributing factor was PBOC’s demonstration that it was able to support the yuan when necessary. There was also an improved mood regarding the state of China’s economy, as indicated by the rebound in China’s stock market – rising sharply after a January low.

Nevertheless, there was confusion about the PBOC exchange rate policy, with many analysts questioning the central bank’s ‘market-orientated’ daily midpoint fixing. In the meantime, China’s economy showed signs of stabilising, with GDP growth averaging 6.7 percent year-over-year during the first nine months of 2016. Even the struggling manufacturing sector appeared to be coming out of the doldrums, with both the official and Caixin manufacturing Purchasing Managers’ indices turning positive in the third quarter. Exports failed to recover, however, and China looked set to record a decline in yearly exports for the second year running.

Perhaps a bigger risk facing the country was the high level of corporate and local government debt. Chinese authorities had been relying on increased lending to sustain demand and meet their growth targets. The credit surge came despite the PBOC keeping its benchmark rate at 4.35 percent since October 2015. The central bank resisted cutting its one-year lending rate further despite low inflation – fearing any cut would fuel further capital outflows. Instead, the PBOC opted to increase borrowing by lowering the reserve requirement ratio for large banks and by expanding its lending facilities to state-owned banks.

Capital outflows from China – which had been accelerating since 2014 – exerted downward pressure on the yuan, forcing the PBOC to spend billions of its foreign reserves to defend the currency. China’s foreign currency reserves fell from just under $4trn in June 2014 to $3.17trn in September 2016. During the same period, the yuan fell by about 7.5 percent against the dollar – from around 6.20 per dollar to 6.67 by September 30.

The weakened outlook brought on by the market turbulence at the start of the year led investors to pare back their expectations of the number of times the Fed would hike rates in 2016. By late spring, as the volatility subsided and US economic data seemed more solid, the Fed looked set to raise rates in June or July. However, fresh panic soon struck the markets following Britain’s shock vote to leave the EU on June 23.

Brexit blues
The initial reaction to the result of the UK’s EU referendum saw stock markets tumble, with sterling plunging to a 31-year low of 1.32 against the dollar, while gold surged to a 15-month high. The uncertainty created by the unexpected outcome of the vote appeared to dent both business and consumer sentiment – not just in the UK, but in the eurozone, too. However, with the swift appointment of a new prime minister in the UK – and the new government signalling it would take its time before formally initiating the Brexit process – market order was quickly restored.

China’s foreign currency reserves:

$4trn

June 2014

$3.17trn

September 2014

The Bank of England (BoE) was also quick to respond to the shock of Brexit, swiftly putting its contingency plans into effect and announcing a huge stimulus package in August, cutting interest rates to a record low of 0.25 percent – the first cut in UK interest rates since 2009. The measures helped maintain business confidence in the British economy, with most indicators suggesting the Brexit vote actually had little economic impact. While the UK’s growth forecasts for 2016 were quickly revised from 1.9 percent to 1.4 percent in the wake of the referendum, they were subsequently revised back to 1.8 percent.

The improved forecasts were partly due to sterling’s depreciation – which continued to slide to fresh 31-year lows against the US dollar – raising the prospect of inflation overshooting the BoE’s two percent target. However, the BoE said it was willing to tolerate higher inflation as it attempted to cushion the UK economy from the uncertainty of Brexit.

The quick dissipation of the market panic was also welcomed by the European Central Bank (ECB), which faced the possibility of having to expand its already large asset purchase programme if eurozone growth took a hit from the UK’s decision. The ECB’s deposit rate reached a record low of -0.4 percent, and the bank admitted there was a limit to how low rates could go.

The Bank of Japan soon followed suit, introducing a negative interest rate policy of its own – although the reaction in Japan was not as positive as that in the eurozone. The wider adoption of negative interest rates – as well as the likelihood of lower rates for longer elsewhere – drove gold to a two-and-a-half year high of $1,375 per ounce in July. Heightened economic uncertainty also added to this high.

The Fed, reserved
In the meantime, the Fed had to once again put any decision to raise rates before and after the Brexit vote on hold, with some analysts questioning whether the central bank would tighten at all in 2016.

Another reason for the Fed’s caution was the unexpected slack in the US labour market. While the number of hawkish voices within the Federal Open Market Committee (FOMC) grew bigger, a few Fed policymakers – including Fed Chair Janet Yellen – were making the case that the US economy still had room to run before it started to overheat. Yellen even suggested it might be better to let the economy run hot before raising rates in order to help the US economy repair the damage caused by the financial crisis. This could be a sign of a possible shift in Fed policy in 2017, though Yellen might find it difficult to convince the Fed hawks that rates should stay low.

A policy of a ‘high-pressure economy’ could be especially controversial if oil prices continue to strengthen, as planned restrictions on output by OPEC and Russia could put a floor under the oil price.

Crude oil prices moved sharply away from 13-year lows set in January and February as a series of production disruptions and declining output from high-cost producers – such as the US – provided some relief to the supply glut. A surprise commitment by oil producers to curtail output reinforced the 2016 oil rally, although analysts remained sceptical whether the different OPEC members – as well as Russia – would abide by any such agreement.

While this might be good news for countries currently struggling to meet their inflation targets – such as Japan and those in the eurozone – it could spell potential trouble for the US if monetary policy is too accommodative; given headline inflation was already hovering around one percent and core inflation was around two percent.

The diversifying views within the FOMC have already resulted in mixed messages coming from the Fed. The lack of consensus by Fed policymakers could be a new cause of angst in the markets in 2017, and the Fed may need to rethink how it provides guidance in a changing economic environment if it is to avoid creating fresh confusion and uncertainty.

Chief Trump advisor set for $100m windfall

Wall Street stalwart Goldman Sachs is set to pay an $100m exit package to Gary Cohn, its former President and COO. In December, Cohn announced he would be leaving his position at the bank in order to take over as President Trump’s chief economic advisor.

Over the course of Cohn’s 25-year career at Goldman, the investment banker acquired many bonuses and stock awards, which he was due to receive in the coming years. However, government ethics rules state these investments are subject to a “conflicted employment provision”, meaning Cohn is eligible to receive an accelerated payout upon joining the Trump administration.

The president has packed his administration with a host of banking and business experts

According to a document filed by Goldman Sachs with the Securities Exchange Commission, Cohn will receive a cash payout of approximately $65m, covering the long term bonuses he was owed. Goldman has also lifted restrictions on a further $23m worth of shares held by its former President, and advanced stock awards totalling $35m.

Half a dozen former Goldman employees have now taken up roles within the Trump administration. With Cohn leading the National Economic Council and Stephen Mcuchin as secretary of the Treasury, ex-Goldman bankers will hold the two premier economic roles in Trump’s new government. Former Goldman Investment banker and Breitbart executive Steve Bannon will also serve as Trump’s chief strategist.

During his presidential campaign, Trump repeatedly attacked Wall Street banks as symbols of a corrupt establishment. However, following his unexpected election victory, the president has packed his administration with a host of banking and business experts, with Goldman alumni awarded a significant portion of the senior roles.

While Cohn’s exit package is certainly substantial, it is just shy of the $180m Rex Tillerson is set to receive from ExxonMobil as he steps into his new role as secretary of state. Meanwhile, with a portfolio of investments across the globe, Trump will have to cut financial ties to his business empire during his presidency in order to meet government rules on ethics. Despite this, the president is yet to elaborate on how he will manage his own potential conflicts of interest.