Dana Holdings builds a better future for Eastern Europe with its ‘city within a city’ concept

Many of the major cities in Eastern Europe are blessed with picture-perfect spaces that have delighted residents and visitors for centuries. But while these cities have historic charm in abundance, they are sometimes found wanting in other areas. The modern global economy means that urban spaces are no longer just competing domestically to secure the best talent and the most investment – they are up against international rivals, too. For cities in Eastern Europe that possess outdated infrastructure and lack modern amenities, this can make it difficult to win the race.

In 1991, Belarus was the second-most developed post-Soviet country in terms of GDP per capita, after Russia. The country boasted well-developed infrastructure and substantial industrial capacities that enabled it to supply consumer goods to other former Soviet states. However, the economic growth that was experienced in the early 1990s proved difficult to sustain. Some of the country’s struggles can be attributed to an overreliance on Russia; delays in expanding the private sector did little to help matters. In 2015, Belarus’ economy contracted by 3.83 percent (see Fig 1).

Today, though, things are taking a turn for the better: Belarus is revamping its economy to focus on a more diverse range of industries, encompassing everything from IT to agriculture. Ambitious construction projects are creating modern business hubs that sit comfortably alongside the country’s more traditional attractions. Similar developments are taking place in other Eastern European markets as well.

Although governments have played their role in the turnaround, several of the most impressive projects being launched in the region owe their existence to Dana Holdings. As one of Europe’s leading investment and construction firms, Dana Holdings has plenty of experience when it comes to creating world-class business and residential complexes. Having emerged as one of the earliest examples of private enterprise in the former Socialist Federal Republic of Yugoslavia, the company has first-hand knowledge of what it takes to thrive as a new business in this part of the world.

A city for everyone
One of the approaches that Dana Holdings has pioneered is the ‘city within a city’ concept, which involves creating large multipurpose complexes that combine residential, business, cultural, educational and entertainment facilities. So far, the concept has been warmly received, attracting state-of-the-art businesses with premium infrastructure and first-rate amenities.

The developments are part of Dana Holdings’ broader plan to use real estate and construction to support economic development in Eastern Europe. These markets possess huge growth potential, but often require a helping hand to make their voices heard in today’s highly competitive global business climate. The developments being pioneered by Dana Holdings ensure that investors can no longer ignore this part of the world.

Dana Holdings’ city within a city approach allows tradition to sit beside modernity. One of the places where Dana Holdings is planning to implement its new type of urban project is the Belarusian capital. Dubbed Minsk World, the development will have an international financial centre at its heart and will be fully integrated with the city of Minsk and its infrastructure.

Due to the sheer size of modern cities, the commute between home, work and other destinations has become a major obstacle to enjoying a good quality of life

“The financial centre of Minsk World has been modelled on the examples of Dubai, Singapore, Hong Kong and other world-class financial hubs,” Dana Holdings President Nebojsa Karic told World Finance. “The ambitious project started with a vision to allow Belarus to take a leading role in the region’s economic development. Though part of the country’s existing economic zone, the international financial centre will enjoy a special system of benefits and incentives to attract capital and provide financial services. We believe that thanks to these incentives, Belarus can become the most competitive and interesting country for investments on the continent.”

In addition to world-class financial services, Minsk World will also contain residential areas, shopping malls, entertainment centres, schools, hospitals and hotels. Nestled among parks and gardens, the site will be fully integrated into the urban environment of the dynamic city. The project’s location in the centre of Minsk reflects the city’s position in the very heart of Eastern Europe. Belarus’ sustainable development and diverse investment options – from agriculture to IT – were also important factors in deciding the project’s location. Minsk World is set to strengthen the role of Belarus as a bridge between Western Europe and the growing economies of Russia, Eastern Europe and Asia.

At three million square metres, Minsk World is one of the region’s largest and most ambitious construction schemes to date – not to mention the biggest single development project in the whole of Europe. It is no coincidence that it has been compared to projects in Dubai and Abu Dhabi, the leaders of modern urbanism. Minsk World combines residential and business amenities to provide a new level of friendliness, comfort and quality of life to residents and guests.

Sustainable growth and increasing prosperity lie at the heart of Dana Holdings’ vision for Minsk World – a complex that comprises 24 residential quarters named in honour of different countries, people and achievements. A new city park will be at the centre of the project to support a green way of life, while a system of pedestrian zones and vast green spaces will connect the park with the new urban, eco-friendly environment where contemporary and historic designs are fused into one.

A rendering of Chelyuskintsev Park

Home sweet home
The residential areas of Minsk World will boast a highly developed and complex infrastructure composed of social, cultural and educational facilities, as well as robust transportation links, including a new metro line. With its modern boulevards running along the main residential areas – which comprise walkways and cycling tracks, as well as fully equipped playgrounds – Minsk World is set to become a great place for business and recreation for both residents and visitors.

“Multifunctional complexes, with their city within a city format, have swiftly become extremely popular across the world,” Karic said. “The main reason is that time has become the most valuable commodity in modern life. There is only a limited supply, yet we still want to experience and accomplish as much as possible within any given 24-hour period.”

Due to the sheer size of modern cities, the commute between home, work and other destinations has become a major obstacle to enjoying a good quality of life. The city within a city concept allows real estate developers to organise and plan each project to give the end-user everything they need on their doorstep. In Karic’s words, it allows Dana Holdings to “fight the commute with the community”.

Minsk World is a next-century city looking at a bright and confident future, but it is not alone. In fact, Dana Holdings’ work in the Belarusian capital is not confined to Minsk World: the real estate developer also has plans to create a multifunctional complex called Mayak Minska. The complex was conceived in 2008 to operate as a separate neighbourhood unit, prioritising family values.

“Dana Holdings is an example of strong family relations being used successfully within the enterprise management system, and we put a similar idea into action with Mayak Minska,” Karic said. “We have focused on creating an environment that caters for couples looking to build a bright future together, as well as people who prefer a quiet, measured life surrounded by beautiful European architecture. The indisputable advantage of our multifunctional complex is its unique location opposite the National Library of Belarus – one of the country’s most enduring symbols – and along the main road connecting Minsk and Moscow.”

Shopping opportunities are also provided nearby. The largest regional shopping and entertainment centre, Dana Mall, is located on the territory of the multifunctional complex, where there are schools, supermarkets, fitness clubs, spa centres and food outlets to enjoy as well. Covering an area of 200,000sq m, Mayak Minska is the first of Dana Holdings’ residential projects to offer apartments with fully decorated interiors. These apartments, renovated in accordance with the highest principles of design and using the best materials and equipment, are ready for occupancy immediately. This allows individuals to move in as soon as possible, which should mean that a sense of community builds up rapidly in the area.

A safe investment
Situated near Minsk city centre and not far from the M1 highway, which leads to Minsk National Airport, is Dana Holdings’ premium business hub, Dana Centre. The complex encompasses guest parking and several fitness centres, provides direct access to the Dana Mall and offers 24-hour security. It is also an ideal place to host small and medium-sized businesses, as well as already being the headquarters for large international companies.

One of the Belarusian capital’s newest attractions is Picasso Boulevard, which links the entire architectural concept of the Mayak Minska projects together and forms a central meeting point for all residents. The nearby multimedia fountain, Dana’s Dance, crowns the boulevard and is already a favoured location among photographers – especially during the summer months, when a host of beautiful events come to this part of the city.

“Picasso Boulevard, with its considered layout and magnificent architecture, is by far one of the most beautiful pedestrian streets in Minsk,” Karic said. “Everything is provided for the comfort and pleasure of residents. Every day, new stores, cafes, travel agencies and other service establishments open.”

In addition, Dana Holdings has launched a new wedding festival at Mayak Minska to support the institutions of marriage and family – two social values that are very important to the company. “We are building apartments in Minsk that offer everything required for a happy family life,” Karic told World Finance. “And thanks to advantageous price conditions, our apartments are available to everyone. We are sure that our wedding festival will become a much-loved tradition and that over the coming years, there will be even more couples in love.”

Every Saturday, visitors to Dana Mall – including residents and guests of the Mayak Minska residential complex – can be seen enjoying social events. On weekends, when the Summer in Mayak Minska initiative is running, Picasso Boulevard turns into a vacation spot for families, offering activities such as drawing, checkers, backgammon, inflatable rafting and a mechanical bull.

“Over the past 10 years, we have witnessed constant, stable growth, improved the wellbeing of Belarusian citizens and created an environment where new investments can flourish,” Karic said. “We believe that this was facilitated by the implementation of new government policies, which were aimed at creating a safe state. This not only created the right conditions for doing business and seeking investment, but also shaped an environment where the safety of citizens and visitors was prioritised. Today, we can confidently proclaim Belarus to be the safest country in Europe.”

Undoubtedly, the construction of new projects like those pioneered by Dana Holdings has been a major step forward in the development of Belarus. The creation of bespoke technology hubs in urban areas, for example, has greatly supported the Belarusian digital economy. As a result, the country can attract the attention of investors from around the world. The national government is aware of the importance of these new builds and recently signed an investment agreement with Dana Holdings for several large construction projects. Partnerships like these help to ensure that new projects are developed with a long-term view in mind and continue to deliver benefits to local people for years to come.

A rendering of Tesla City

The right environment
Many factors must be considered when a business is deciding where to locate its headquarters, with the physical building being chief among them. This can have a huge bearing on a company’s costs, revenues and ability to attract talented members of staff. It’s something that Dana Holdings always keeps in mind when starting a project.

This attention to detail is perhaps best shown in the BK Capital Palace business centre. Situated in the heart of Minsk, the venue boasts eight storeys of business space, a luxurious designer lobby lounge with panoramic views and a ceiling height of more than eight metres. Businesses that choose to place themselves in these glamorous surrounds will gain access to multifunctional offices with areas of between 50sq m and 2,635sq m. They will also enjoy centralised air conditioning, high-speed silent elevators and high-quality energy-saving windows. To ensure the highest security standards are maintained at all times, CCTV will be in operation 24 hours a day.

“The BK Capital Palace boasts an ideal location in the heart of Minsk, as well as amazing views across Independence Avenue and the stunning October Square,” Karic said. “It takes visitors only 30 minutes to get to BK Capital Palace from Minsk National Airport by car. There are also two metro stations and major road networks in the immediate vicinity.”

Recreationally, the BK Capital Palace has plenty to offer. There is a food court, multifunctional trading floor, cocktail bar, restaurant and lounge area. For added convenience, the complex offers two-level underground parking for 190 cars, while the palace’s favourable central location means that public transport options are plentiful. Covering a total area of 100,000sq m, the BK Capital Palace stands out even in a city with no shortage of picturesque locations. To have an office here sends a powerful message to partners, investors, clients and employees that the business is moving in the right direction.

Steppe-ing up
Dana Holdings is not focusing all of its energy on Belarus, though. Set in the heart of the Eurasian Steppe, the expansive nation of Kazakhstan has one of the fastest-growing capital cities in the world; Dana Holdings is keen to play its part in its development. The city of Nur-Sultan (previously Astana) became the capital of Kazakhstan in 1997 and has not looked back since. Futuristic buildings and towering skyscrapers now dominate the skyline, while the population has more than doubled since 2005 (see Fig 2).

With such an impressive rate of growth and a forward-thinking vision firmly in place, Nur-Sultan has proven itself to be the ideal location for Dana Holdings’ latest development project: the innovative Tesla Park. Set in one of the most dynamic areas of the city, Tesla Park will cover 1.5 million square metres and feature all of the crucial elements of a modern, liveable city, including comfortable residential areas, shops, schools and plenty of green space.

“As the project continues to advance steadily, our vision for Tesla Park is beginning to take shape, creating a vibrant hub within the rapidly expanding city of Nur-Sultan,” Karic noted. “The city’s significance within the region is only set to grow in the years to come, as it continues on its modernisation drive and capitalises further on its strategic location at the centre of the Silk Road. With Dana Holdings helping to drive innovative development in the area, the future certainly looks bright for Kazakhstan’s thriving capital.”

The main goal of Tesla Park is to conquer a segment of the market that is currently underserved – namely, property functionality and apartment design. Nowadays, dynamic lifestyles demand functional apartments at prices that are affordable for businesspeople. This is where Dana Holdings comes in: contemporary planning is the company’s main focus, as it directly impacts local economies and can help attract a young, talented workforce, supporting urban growth and development.

“Nur-Sultan was chosen as the location of Tesla Park largely because of the vast scope of the capital’s potential,” Karic added. “Over the past 20 years, Astana, as it was known until March 2019, has grown from a town of some 300,000 inhabitants to a city in which more than one million people live. Its population is expected to reach 1.5 million people in the next 10 years. Situated halfway between China and Europe, Nur-Sultan is like a mini Dubai and has great prospects both geopolitically and macroeconomically.”

The city is also extremely interesting from an investor’s standpoint: Nur-Sultan harbours ambitions of becoming one of the world’s foremost financial centres, and the national government has launched several initiatives to attract new business to the city. Its position at the centre of the Eurasian landmass is another factor in the city’s favour. Dana Holdings’ Tesla Park project, meanwhile, provides vital support to the city’s growth plans.

A rendering of BK Capital Palace

Global recognition
Dana Holdings has also attracted interest from outside of Eastern Europe. In September 2019, the company participated in the Cityscape Global exhibition in Dubai, becoming the first Belarusian company to exhibit at the event for many years. As one of the most significant forums in the fields of architecture, construction and investment, it is hoped that the firm’s participation at the exhibition will show investors that Belarus is a country worth doing business in.

“I believe that the Cityscape Global exhibition provides the most suitable platform for finding those people who are interested in investing in Belarus,” Karic told World Finance. “Here, we were able to promote Belarus as a country that is open for business, that is a safe place for capital, and that is in possession of clear work regulations and a safe environment.”

The real estate market is constantly evolving – buildings rise and fall with the changing needs of the people who inhabit them

Karic is right to put so much significance on the exhibition: the event showcased the Belarusian economy to potential investors from all over the world and provided an opportunity to publicise the country’s favourable geographical position and attractive investment conditions. Boasting a visa-free regime with 74 countries, Belarus presents a fantastic opportunity for businesses hoping to enter the European market. In particular, its relatively cool climes may provide some welcome relief from the Gulf’s summer temperatures, which regularly touch 40 degrees Celsius.

“On the first day of the Cityscape Global event, a number of negotiations were held with interested parties,” Karic said. “This is unsurprising given that we have received numerous accolades in recent years. For example, Dana Holdings is one of the few European investment and construction companies to be awarded a place on the World Finance 100 list on multiple occasions. This list traditionally includes the largest companies in the world that have shown the highest results in their field, while contributing to the global economy.”

Dana Holdings’ Minsk World development was singled out for particular praise at the Cityscape Global event, with Europaproperty.com presenting Dana Holdings Vice President Boyan Karic with an award for the successful implementation of the project. More specifically, Minsk World was recognised as the largest multifunctional complex in Europe for 2018 – a rare honour only granted to the most innovative projects in the real estate market.

“The Minsk World complex will strengthen the growing role of Belarus as a bridge between Europe and the dynamically developing economies of Russia and Asian countries,” Europaproperty.com founder Craig Smith said as he presented the award to Karic. “It acts as a catalyst for sustainable development in Belarus, Russia and the Eurasian Economic Union zones.”

Building momentum
As the residents of Belarus and other post-Soviet states are discovering, a thriving construction sector can prove a boon to economic growth. In particular, completing new projects within strategically important parts of the economy can provide indirect benefits to the wider populace.

“Dana Holdings has completed many strategically important projects throughout Russia,” Karic said. “Some of the main developments include the head office of the Bank of Russia, the Meyerhold Theatre and Cultural Centre, the Gagarin tunnel and Yakutsk State University’s Institute of Finance and Economics. These developments have enriched the social, cultural and economic lives of countless Russian citizens.”

Although Dana Holdings has delivered a host of successful projects to date, the Belarusian firm is not intent on stopping any time soon, and currently possesses a pipeline of new developments spanning more than five million square metres. Among them is the Chelyuskintsev Park residential complex, located at the intersection of Independence Avenue and Makayonka Street in Minsk.

Spanning 250,000sq m, the project is due for completion later this year and is already generating much excitement as a result of its elegant and stylish design. The facilities, which include a fully equipped concierge service, a modern interphone system, a fitness centre and underground parking, ensure that every possible detail has been accounted for. Its location near the Chelyuskintsev Park of Culture and Rest, the Minsk Botanical Garden and several other famous attractions is a bonus.

The real estate market is constantly evolving – buildings rise and fall with the changing needs of the people who inhabit them. Dana Holdings understands this better than most: across numerous projects, the company has crafted new residential and business premises that are both aesthetically pleasing and practical. As investors weigh the pros and cons of entering the still-developing markets of Eastern Europe, the glittering constructions being delivered by Dana Holdings – and the economic growth that they foster – should help them make up their minds.

What Petrobras’ waning monopoly means for Brazilian oil and gas

Brazil is one of the largest economies in Latin America, ranking ninth-largest in the world in terms of GDP (see Fig 1). But its emerging economy is still overcoming years of corruption, as exemplified by the charges filed against former President Luiz Inácio Lula da Silva and the impeachment of his successor, Dilma Rousseff, in 2016.

In 2019, Jair Bolsonaro became president, and immediately set about trying to jump-start Brazil’s economy. Today, he is encouraging foreign investment with an emphasis on the energy sector. This has certainly been welcomed by Petro-Victory Energy. We view the Brazilian market as a huge growth opportunity.

Strong commercial terms and an improving regulatory framework are helping to create an environment that is better suited to oil and gas investment. Additionally, in the wake of a corruption scandal involving state-owned oil and gas firm Petrobras, transparency in the country has increased and corporate governance has improved. These changes will all contribute to great returns for existing operators in the country.

A new competitive landscape is being created in Brazil, leading to a resurgence in the onshore upstream space

Petro-Victory Energy has identified onshore oil fields as an important prospect for expansion into the Brazilian oil and gas industry. With Petrobras historically focusing its efforts on deep-water, pre-salt projects, onshore fields in Brazil have suffered from a significant lack of investment. Onshore oil production dropped by 30 percent between 2012 and 2017, and the number of wells drilled fell by more than 70 percent between 2015 and 2017.

Now, for the first time, significant portions of Brazil’s onshore fields are available for acquisition, including the majority of Petrobras’ onshore producing portfolio. This has created a unique opportunity for an independent exploration and production (E&P) company to acquire a significant portfolio in the onshore upstream space. We are making the most of this, having already acquired 28 oil and gas licences in Brazil.

Licence to drill
On September 10, 2019, the National Agency of Petroleum, Natural Gas and Biofuels (ANP) held the initial cycle of its permanent offer round. It was the first bidding round in 20 years in which Petrobras did not participate. Petro-Victory was the biggest winner, gaining 16 oil concessions in the Potiguar Basin in the state of Rio Grande do Norte.

The success of the bidding round brought about an 11 percent increase in the number of contracted blocks in Brazil, with the round predominantly focused on small to medium-sized players. This has created a more dynamic oil and gas sector, free of the Petrobras monopoly that defined the market for so long.

We have identified the Potiguar Basin as an area of particular interest, mainly for its favourable geological features. Our technical team has experience in evaluations, from terrestrial fields to the shallow and ultra-deep waters found in this basin, giving us an unparalleled understanding of the area. Known geological conditions and quantifiable drilling and development costs make the Potiguar Basin attractive for expanded commercial oil development.

In the onshore oil and gas space, Brazil is expected to welcome more small to medium-sized independent oil and gas producers. As the ANP continues to show its support through fiscal incentives in permanent offer licensing rounds, investment activity will increase across the onshore Brazilian oil and gas industry.

A shore thing
After the 2014 corruption scandal, Petrobras started making plans to divest its entire portfolio of onshore oil and gas assets located in Brazil. It was not until 2019 that the first major Petrobras onshore divestments occurred, when 34 onshore production fields in the Potiguar Basin were sold to Potiguar E&P, a subsidiary of PetroRecôncavo, for $384.2m.

Since then, a number of onshore divestments have concluded, including Petro-Victory’s recent acquisition of the Lagoa Parda fields in partnership with Imetame Energia. The sales terms were approved in October 2019 and the deal is expected to close in early 2020. Petro-Victory and Imetame Energia plan to invest significant capital in the fields to increase production from the current rate of 180 barrels of oil per day to more than 550.

The Lagoa Parda opportunity is typical of the current onshore climate in Brazil. While many fields have considerable potential beyond their current daily production, the focus on the offshore pre-salt sector means capital resources have not been invested in fields. The last oil well was drilled at Lagoa Parda eight years ago, while many completed oil wells are currently shut due to mechanical problems that could be rectified by a simple workover programme to revitalise them. By using its technical resources and selectively investing capital, Petro-Victory plans to ramp up production, increasing government and landowner royalties, tax receipts and local employment.

Before the start of the Petrobras divestments, the state-owned company held more than a 90 percent share of the Brazilian oil and gas market. With Petrobras almost certain to exit the onshore oil and gas space soon, a new competitive landscape is being created, leading to a resurgence in the onshore upstream space in Brazil.

To take advantage of the opportunities being made available by Petrobras and the ANP, an international E&P company must become well established in Brazil. Petro-Victory has been present in the country since 2016, yet only completed its first E&P transaction in September 2019. We took our time establishing the right partners, from legal departments to accounting, operations and technical support, to ensure success in our new venture. We are now ready to expand further into Brazil’s upstream space.

Visions of success
After almost four years of activity in Brazil, Petro-Victory is being rewarded for the time it has spent in the country. In September 2019, we received final approval from the ANP for our first transaction in Brazil: the acquisition of four onshore oil fields from Brazilian service company ENGEPET. In October, we received preliminary approval from the ANP for our second transaction in Brazil – the acquisition of 50 percent of five onshore concessions from Brazilian operator Imetame Energia.

This transaction, plus the Lagoa Parda divestment and the ANP permanent bidding round, brings Petro-Victory’s portfolio to 28 onshore oil concessions and transforms the company into one of the largest licence holders in the onshore Brazil upstream sector. In addition, Petro-Victory has received certification from the ANP to qualify as a Type C operator, which means the company is qualified to operate in Brazilian blocks located in shallow water, onshore and in areas with marginal accumulations.

The senior management team at Petro-Victory, comprising myself, Mark Bronson, who serves as CFO, and Richard Lane as COO, will continue to expand our portfolio in Brazil, with ambitions to become the largest licence holder in our target geological basins. We now have an experienced cadre of geologists and geophysicists supplementing the team, with further expansions planned shortly.

The company expects to participate in future Petrobras divestments and ANP bidding rounds, as well as evaluating a number of private transactions with other operators. Based on the licences acquired already, there are plans to drill up to 30 wells and 40 workovers in the next five years, which will transform Petro-Victory into one of the leading onshore oil companies in Brazil. We are very pleased with our position in Brazil and the foundations that we have built. We look forward to advancing and growing our portfolio in the upcoming year.

BAC Credomatic adds a personal touch to its digital banking solutions

As in many other parts of the world, the banking sector in Central America has undergone a profound change in recent years. Digital technologies have revamped many banks’ solutions as they attempt to keep pace with shifting customer demands. At BAC Credomatic, these changes have centred on transforming company culture to make sure customers are at the centre of its operations at all times. Becoming a customer-centric bank has been the most important initiative the bank has undergone recently, and has resulted in a significant change in organisational structure and a fundamental shift from products to customers. Now, the company’s C-suite is organised by client segments and a new chief customer experience officer role has been created.

Unsurprisingly, given its customer-centric approach, the bank continues to value its physical branches even as it embraces digitalisation. Banking is about relationships, and many clients still value this in brick-and-mortar branches. At BAC Credomatic, however, the role of the branch is changing: every day, the transactional side of the bank shrinks, opening opportunities for branches to become advisory and relational centres for clients.

In the past five years, despite serving an increased number of customers, monetary transactions carried out at BAC Credomatic branches have plateaued, while digital monetary transactions have increased by 282 percent. Consequently, branches have been redesigned to provide a more relational banking experience, drawing on digital aspects, such as full internet access and self-service kiosks, while simultaneously prioritising relational solutions like providing meeting spaces for expert advice. The bank plans to expand its network of concept branches in the coming year.

Maintaining a high standard of digital and human services will not be easy, particularly with technology rapidly evolving, but it is something that BAC Credomatic is wholly committed to

Maintaining a high standard of digital and human services will not be easy, particularly with technology rapidly evolving, but it is something that BAC Credomatic is wholly committed to. World Finance spoke with the bank’s chief digital officer, José Manuel Páez, about how the organisation intends to achieve this balancing act over the coming years.

How has the bank used technology to foster a culture of innovation and creativity among its employees?
BAC Credomatic continually invests in human talent, which remains the core of our business. Internally, we organise webinars where digital initiatives are shared company-wide and employees get the chance to hear and ask questions about recent digital releases. Our CEO regularly participates in these sessions, discussing the bank’s customer-centric strategy and the challenges we are facing.

In 2019, the bank organised a digital showroom where developers were able to showcase their innovative initiatives. All corporate employees were invited to learn about recently released and upcoming innovations, testing them firsthand. The event felt like a tech showcase: loud and busy; everyone getting their hands on the new technology. We received very positive feedback about the event and will continue to support these types of initiatives in the future.

In what other ways has BAC Credomatic digitalised its products and services?
BAC Credomatic has undertaken a number of efforts to digitalise its products and services. Internally, we are launching novel product origination processes through our newly implemented business process management solution. The focus isn’t only on creating more efficient processes, but also on redesigning the processes themselves, thinking about digital origination and self-service wherever regulation allows. In 2018, we were thrilled to release new streamlined origination processes for three credit-card-related products, and even more excited to see the extremely high adoption rates that these processes have had in all markets. Externally, we recently launched our redesigned mobile application.

Currently, three out of four digital customers use our mobile banking solution; therefore, it was critical for us to launch a completely renovated mobile experience. Further, because two out of five of our customers only use our mobile solution, we were keen to deliver a pristine application. We invested hundreds of hours researching customers’ needs and testing prototypes in order to deliver a banking solution they would fall in love with.

Our mobile banking platform now presents a bird’s-eye view of all the products being used by each customer. It also allows them to easily share the result of a transfer or payment through their preferred method, whether it is an SMS, email or WhatsApp message. Improvements like these have positively impacted our customer satisfaction scores.

As part of our efforts to offer an omnichannel experience, we are pleased to have opened the first three concept branches in the region, located in Guatemala, Honduras and Costa Rica. Among other benefits, these branches offer full Wi-Fi access to customers and extensive in-branch digital solutions, integrating our technology platforms with our new business vision of a customer-centric service model.

How has BAC Credomatic embraced mobile payments?
BAC Credomatic became the first bank in the region to equip its mobile application with contactless payments functionality. Through near-field communication (NFC) technology, users can safely and easily use any NFC-enabled Android phone to pay merchants. As the largest merchant bank in the region, we have been creating an environment in which mobile payments can thrive, pushing contactless terminals and providing training for merchants.

Clients have embraced the idea of only carrying their mobile phone and still being able to pay safely and smoothly. Since its release in August, uptake has gradually increased, and only continues to do so. We are pleased to see our customers raving about how innovative the feature is.

What security features are included within the mobile app to safeguard consumer assets?
Across all our services and channels, we adhere to the strictest information security standards and protocols, which allow us to safeguard our customers’ data and privacy. For one, the app itself is obfuscated, preventing anyone from accessing the source code. We have also included risk-based authentication functionalities within our platforms. This enables us to understand, detect and prevent unwanted customer behaviour. As part of our efforts to provide a safe but convenient experience, we have enabled biometric login where the device allows.

Does BAC Credomatic offer any digital solutions that are specifically tailored to its SME customers?
We have tailored many of our digital solutions to the SME segment. In a developing region such as ours, we focus on providing solutions that support the formal economy by enabling digital payments. For example, we launched MiPOS, a Bluetooth-enabled card reader that allows SMEs to receive card payments on the go. Credit card acceptance in our region is remarkably strong, partially due to the innovative and convenient products we offer.

Another product we offer SMEs is Compra-Click, which allows small merchants that don’t have the resources to build and maintain a website to sell their products through Facebook or via email using a simple and accessible platform. The uptake of this solution has exploded in the past year. We have also created a digital portal that offers discounts and promotions to our customers and merchants. The portal extends our merchants’ reach and provides discounted benefits to our customers. This closed loop has created a virtuous cycle that has been well received by both merchants and customers.

As technology becomes more prominent, how will BAC Credomatic ensure that it keeps a human touch at the heart of its services?
At BAC Credomatic, we are dedicated to keeping the customer at the centre of our every undertaking. We constantly research our markets and make every effort to understand our customers’ behaviour in order to find solutions that resonate with them. Our user experience team goes into the field on a weekly basis to receive customer feedback on new products and prototypes. The insights we obtain from these excursions are used to make the necessary changes to ensure our products are as clear and helpful as possible.

In addition, we are implementing a new tool that will help us measure customer satisfaction at every touchpoint. We are excited to give our customers a voice to express their opinions. This will help us turn customer views into actionable insights that ultimately translate into better experiences. Technology is an enabler in many processes, but the customer will always dictate the path we will follow.

What are BAC Credomatic’s plans for the future?
We remain committed to our customer-centric culture and, with that in mind, we are moving forward locally and regionally to strengthen our value proposition. In 2020, we will continue along the same lines, delivering well-researched solutions that respond to our customers’ needs. For our retail segment, we are planning to release a solution that helps our customers better understand their financial position and therefore make better financial and life decisions. It is our goal to create deep relationships with our clients, becoming their trusted advisor.

We will continue to innovate for our corporate segment, providing digital solutions and a better experience for payroll, treasury and supplier payments. BAC Credomatic closed 2019 on a very positive note and we expect 2020 to be equally full of opportunities for the organisation.

How Firmenich is tackling the climate emergency and improving the wellbeing of its stakeholders

Founded in 1895, Firmenich is the world’s largest privately owned perfume and flavour company, present across more than 100 markets. We are in the business of creating emotions through the senses of taste and smell, and our work touches billions of people around the world every day, through products such as coffee, cereals, detergents, shampoos and fine fragrances. As a family-owned company that takes a long-term view of its operations, preserving the planet is embedded in our DNA. When you consider it takes 3.5 tons of rose petals to produce one kilogram of rose oil, there is no other option than to treat nature responsibly. That’s why Firmenich has always played a prominent role in preserving the environment.

Firmenich is recognised as a global environmental leader, being one of only two companies in the world to have achieved A rankings in all three of the Carbon Disclosure Project’s categories: climate change, water security and forests. Firmenich started this journey towards sustainability in 1991 – one year before the UN Conference on Environment and Development brought sustainability into the mainstream – when we signed the International Chamber of Commerce Business Charter for Sustainable Development. We have been committed to reducing our environmental impact ever since.

Firmenich uses technology to address some of today’s greatest challenges, such as nutrition, sanitation and climate change

Three decades after our first public commitment, we continue to lead real change, placing sustainability at the heart of our growth strategy as we pursue a business model focused on inclusive capitalism. Our comprehensive approach to sustainability and track record of having a positive impact was recognised by the first ever IMD-Pictet Sustainability in Family Business Award in 2019.

Inclusive strategy
At Firmenich, we believe there can be no long-term value creation for shareholders without values. That’s why we have an inclusive capitalism business model that makes a positive difference for all stakeholders. Making our business work for everyone, we use technology to address some of today’s greatest challenges, such as nutrition, sanitation and climate change. The UN’s Sustainable Development Goals are embedded in our growth strategy and we were recently recognised as a UN Global Compact LEAD company after being an active member of the UN Global Compact for more than a decade. Today, we are the only player in our industry to be part of this elite group of 36 LEAD companies, actively ensuring that our business works for people, the planet and society.

In terms of people, we ensure we are inclusive at all times, making our business work for the many, not the few. We were recognised as a diversity and inclusion leader at Ethical Corporation’s 2019 Responsible Business Awards, due to our well-rounded and scalable approach, which is firmly embedded in our culture.

Firmenich was the seventh company worldwide and the first in our industry to be globally certified as a gender-equal employer by EDGE, the world’s leading business certification in this area. This standard goes well beyond equal pay to include gender balance across recruitment, promotion, training and mentoring programmes. Today, women represent 42 percent of our senior executives and 41 percent of our total workforce.

Being truly diverse means embracing all demographics, including race, sexuality, age, experience and disability. Firmenich has been working with people with different abilities across our business for more than 40 years. For instance, we count more than 100 visually impaired professionals in our sensory teams: visually impaired people tend to have a heightened sense of taste and smell, helping us to advance our sensory analysis. We also recently joined the Valuable 500 – an initiative committed to disability inclusion – to firmly anchor inclusion within our leadership agenda.

Healthy planet, healthy business
To safeguard the planet, we are working hard on decarbonising our operations to combat global warming. We set ourselves ambitious and measurable science-based goals as part of our vision to become carbon neutral. For example, Firmenich’s sites throughout Europe, North America and Brazil operate with 100 percent renewable electricity; the group is currently using 86 percent renewable electricity worldwide and is well on its way to reaching the goal of 100 percent in 2020.

We are decoupling our growth from our CO2 emissions, a key indicator of environmental progress. Since 2015, our manufacturing output has increased by 18 percent, while our CO2 emissions declined by 30 percent. Advancing our vision to become carbon neutral, we are taking a leading role in the UN’s Business Ambition for 1.5 degrees Celsius, a coalition of 87 companies committed to stopping global warming. Together, we have set several science-based targets to achieve a net-zero carbon future by 2050.

We also believe in the importance of responsible sourcing. At Firmenich, we have the broadest and finest ingredient portfolio in the industry, using only the most authentic and responsibly sourced natural ingredients. Whether it’s jasmine from India or Madagascan vanilla, we are committed to operating the most traceable, sustainable and ethical value chain in the industry.

Through our Naturals Together initiative, we build long-term partnerships with some of the world’s best natural ingredient producers. We are proud to support the livelihoods of 250,000 farming families at the source of our 170 varieties of natural ingredients. By working with individuals to address their most pressing challenges, we help them embrace regenerative agriculture, diversify their revenue sources and ensure access to healthcare services, education and training.

Advancing our commitment to biodiversity, Firmenich helped launch the One Planet Business for Biodiversity coalition at the 2019 UN Climate Summit in New York. Alongside 19 like-minded companies, we are stepping up our support for alternative agriculture practices to protect biodiversity.

Last year, Firmenich removed one trillion calories from products that consumers love, making healthier options taste great and helping to tackle today’s nutrition challenge

Innovating for wellbeing
Innovation is our engine of growth. We invest 10 percent of our annual revenue in research and development – CHF 390m ($390.53m) in 2019. We currently have 3,700 active patents covering a range of fields, from renewable ingredients to nutrition and sanitation solutions.

As pioneers in biodegradable and renewable ingredients, we implement green chemistry principles to reduce our carbon footprint while minimising and upcycling waste. For more than 10 years, all our new perfumery molecules have been biodegradable. As an industry leader in white biotechnology, we create renewable perfumery ingredients from sustainable biomass, such as sugar cane from Brazil.

Tackling today’s nutrition challenge, we are shaping the future of food through a number of cutting-edge solutions. More than a decade ago, we started investing in ways to make healthier food and drink options taste great. These investments have paid off, and our latest technology, TastePRINT, can reduce sugar content by as much as 100 percent without compromising on taste. Last year, we removed one trillion calories from products that consumers love, making healthier options taste great. Supporting the growing popularity of vegan and ‘flexitarian’ diets, our ‘Smart Protein’ solutions produce plant-based food and beverages that don’t compromise on taste or texture.

We are also working to accelerate access to sanitation. Today, 4.2 billion people do not have access to safely managed sanitation facilities. According to the UN, 300,000 children under five die each year from diarrhoea as a result of unsafe drinking water, inadequate sanitation and poor hand hygiene. Our most recent research found that malodour was one of the top barriers to using toilets – 87 percent of respondents in Kenya, 70 percent in South Africa, 62 percent in India and 51 percent in China.

Once we realised smell was preventing people from using toilets, we decided to become part of the solution. We engaged in a research partnership with the Bill and Melinda Gates Foundation to reinvent toilets from an odour perspective, leading us to develop a range of breakthrough malodour-control technologies to make clean toilets smell good in an affordable and sustainable way. It is clear that clean and pleasant-smelling toilets are critical levers to addressing today’s sanitation crisis.

Looking to the next 125 years, our vision is to be the indisputable leader in inclusive business. We will constantly strive to improve our environmental and social impact, tackling the climate emergency and improving the wellbeing of our stakeholders. We believe we can achieve all this while continuing to meet consumer expectations for healthy, ethical and traceable products.

The Bahamas opens its doors to high-net-worth individuals with new residency programme

For more than 80 years, the Bahamas has successfully attracted foreign direct investment and offered competitive wealth management services to clients from around the world. One of the key reasons for the archipelago’s success is its position as an internationally recognised centre for the provision of financial services. In fact, while the country is small in size, it has consistently proven itself to be strong in terms of products and services.

This strength has been challenged in recent years by the global consolidation of technological advancement, the region’s relative economic weakness, increased competition from other financial centres (both onshore and offshore) and regulatory pressures. To counter these issues, the Bahamian Government has begun laying the foundations for its financial services strategic outlook up until 2025. This strategy has a clear aim to cement the country as a location of choice for specialist international financial services and seeks to build on a number of the Bahamas’ strengths, including its local HR talent, well-regulated environment, technological development, product and service innovation, established infrastructure, excellent client services and friendly investment policies.

The Bahamas must articulate its legitimacy as a well-resourced, compliant financial centre that is focused on lawful international business

Current trends are pointing towards a more technology-driven financial sector that is increasingly knowledge-focused. As such, the Bahamas must be prepared to adapt its product and service offerings to these changes, while also leveraging its existing strengths to seize the opportunities being created by new and emerging developments.

Offshore, but above board
The Bahamian Government believes that fostering a continued alliance between the public and private sectors, while collaborating with both domestic and international regulators, is critical to growing the islands’ financial services industry and preserving the jobs of its citizens.

In the past, the word ‘offshore’ has conjured up negative images of financial centres. Unfortunately, the word still casts a shadow over the continuing success and tremendous growth of legitimate private banking and wealth management businesses in well-regulated jurisdictions like the Bahamas. The government, therefore, believes the Bahamas must articulate its legitimacy as a responsible, well-resourced and compliant financial centre that is focused on lawful international business – in other words, a centre that is committed to the highest possible standards of service delivery, transparency and cooperation.

As such, the Bahamian Government is dedicated to maintaining the integrity of the country’s financial services sector and ensuring full transparency in line with its international obligations – all while balancing clients’ need for safety and confidentiality. To this end, the Bahamas has been proactive in the global fight to increase tax transparency, complying with international regulatory initiatives that help tackle tax avoidance and evasion, combat money laundering and prevent terrorist financing.

The Bahamas will not allow its financial services sector to be compromised and remains committed to ensuring that it is a transparent, clean and compliant jurisdiction. It has already demonstrated this commitment through its swift response to the new international regulatory initiatives developed by the OECD, EU and Financial Action Task Force, allocating substantial human and monetary resources to ensure the necessary legislation and policies have been implemented.

A piece of paradise
Having recognised the importance of adopting a modern, progressive and development-focused immigration framework, the Bahamas’ Ministry of Financial Services has developed a tax residency programme that can serve as a gateway to more permanent residence for high-net-worth individuals. This programme grants successful applicants the right to reside in the Bahamas for a period of up to three years and bestows upon them a certificate of tax residence.

To maintain access to these benefits, however, investors must make the Bahamas their home (or main) residence, living in the country for at least 90 days and declaring they will spend less than 183 days in any other single country. If they fail to abide by these rules, a ‘substantial presence test’ will be conducted to ascertain whether their benefits should be withdrawn.

The ministry also recognises that the issue of residency is hugely important given global developments in tax transparency. With this in mind, the concept of residency – and, specifically, tax residency – in the Bahamas has been carefully defined. This has helped the country’s financial services sector remain progressive, while also keeping up to date with a changing global landscape.

As always, a fine balancing act must be struck. The Bahamas will continue to abide by the highest regulatory standards – both domestic and international – while delivering new products and services that maintain the archipelago as one of the world’s most respected providers of financial services.

Sustainability Awards 2019

In 2019, the issue of climate change rose to the top of the global agenda. People from around the world took to the streets in a series of large-scale protests, walking out of their schools and workplaces to demand urgent action on global warming. The subject has dominated newspaper headlines and international political conversations, so much so that Oxford Dictionaries declared ‘climate emergency’ its word of the year for 2019.

But citizens aren’t just looking to their political leaders to drive change. Increasingly, consumers are calling on businesses to play their part in tackling global warming, with companies’ environmental credentials coming under greater scrutiny. This significant shift in public consciousness, coupled with more stringent government regulations on climate change, has prompted businesses of all sizes to review their environmental, social and governance (ESG) policies, putting sustainability firmly at the heart of their operations.

More than 200 of the world’s most recognisable companies – including IKEA, Apple, Google, Nike and Coca-Cola – have already joined the RE100 initiative, committing to using 100 percent renewable electricity across their global operations by 2050 at the latest. This pledge is just the tip of the iceberg, with many other global companies also taking steps to reduce their carbon footprint.

As businesses across the globe begin to take real action to tackle climate change, World Finance introduces its very first Sustainability Awards. The winners of these inaugural awards have shown an admirable commitment to environmentalism and sustainability, and are making the business world a much greener place.

Preparing for the future
In the past, sustainability was something of a corporate buzzword, but it has since become a priority for all forward-thinking businesses. Consumers are growing more environmentally conscious, and this is reflected in how they are spending their money. According to a report by Nielsen, products with sustainable claims – such as being carbon neutral or ethically sourced – sell better than items without such credentials. What’s more, the study found that consumers are willing to pay more for the sustainable choice. With the public responding positively to eco-friendly products and sustainable brands, it’s clear that going green is not just good for the planet – it’s good for business, too.

In the past, sustainability was something of a corporate buzzword, but it has since become a priority for all forward-thinking businesses

Indeed, embracing sustainability initiatives can improve a company’s financial performance and public image. Research carried out by Deutsche Bank shows that companies with high ESG ratings actually have a lower cost of debt and equity, and tend to outperform the market in the medium and long term. Investors are also moving away from ‘sin stocks’ and are looking to create low-carbon portfolios with eco-conscious companies. As shareholders get serious about sustainability, prioritising ESG initiatives might be the key to long-term success.

Setting out the business case for establishing sustainable development goals, the Business and Sustainable Development Commission has suggested that companies could unlock up to $12trn in savings and revenue by 2030 if they commit to pursuing a low-carbon future. Jeremy Oppenheim, programme director at the commission, said in 2017 these new goals “have the potential to trigger a new competitive race to the top”. He added: “The faster CEOs and boards make the Global Goals [for Sustainable Development] their business goals, the better the world and their companies will be.”

Tracking footprints
In 2016 alone, companies on the Fortune 500 saved approximately $3.7bn by switching to renewable energy sources and reviewing their energy efficiency. In the years since, renewable energy has only become more accessible and affordable, encouraging a number of other companies to follow suit and make the switch to green power. In the UK, for example, businesses consume 56 percent of the nation’s total electricity, meaning individual companies have the potential to considerably reduce Britain’s fossil fuel consumption. Energy is just one factor that businesses can address to become more sustainable in their practices.

The first step for any company is to measure its carbon footprint. When doing so, it is important to audit the company’s supply chain, as this can be an emissions-heavy element for many businesses. According to the Carbon Disclosure Project’s Global Supply Chain Report 2019, emissions from a company’s supply chain are around 5.5 times higher than its direct operations, so this cannot be left out of a comprehensive carbon footprint analysis. Addressing emissions in this area might involve switching suppliers or looking at different options for materials, but it could also have a significant influence on reducing a company’s environmental impact.

Once a business understands its carbon footprint and where it might be losing energy, it can get to work on becoming more energy efficient. From there, in addition to considering a switch to renewables, there are a number of other steps that companies can take to reduce their carbon footprint. Transport, for example, is likely to be another highly polluting area, so businesses could consider switching to electric or hybrid vehicles, as well as incentivising employees to use eco-friendly modes of transport during their commute.

Reassessing the use of paper and plastic can also have a positive impact on reducing day-to-day waste, and properly implemented recycling systems can stop reusable materials from ending up in landfill. From large-scale changes, such as committing to 100 percent renewable energy, to more minor, office-wide initiatives, every change will contribute to making the business world more sustainable.

Teething troubles
While sustainable goals present businesses with a wealth of opportunities, they also pose several challenges. Companies certainly stand to benefit financially from embracing sustainability, with cost savings, increased shareholder interest and improved brand perception all motivating businesses to go green. But becoming an environmentally sustainable company is a complex process, and one that takes a considerable amount of time and planning. Time, however, is a luxury that businesses no longer have.

Since the signing of the Paris Agreement in 2016, governments around the world have been pressing ahead with policies to tackle global warming, introducing stringent regulations that aim to reduce carbon emissions. From the UK’s newly established diesel tax to ultra-low emissions zones, new rules are transforming our societies and driving change. But if businesses are slow to adapt to these eco-friendly expectations, they have much to lose – not least, their reputations.

Environmentalism is no longer a fringe issue in the business world, but one that will define companies’ growth plans in the years to come. The winners of the World Finance Sustainability Awards 2019 have shown a commitment to ESG policies in all aspects of their operations and have put green initiatives at the heart of their long-term visions. For an insight into some of the brightest names in the world of corporate sustainability, take a look at this year’s winners.

World Finance Sustainability Awards 2019

Automotive car production
Audi

Engineering
WSP Global

Shipping
Wärtsilä

Real estate
Vornado Realty Trust

Kitchens
TUKC

Investment
TOBAM

Tissues
The Cheeky Panda

Energy
TenneT Holding

Machinery and electrical equipment
Stanley Black & Decker

Medical technology
Sonova Group

Food
Smithfield Foods

Steel
Salzgitter

Spirits
Saint Ives Liquor

HR services
Randstad N.V

Data centres
QTS Realty Trust

Sports apparel
Pure Sportswear

Chemicals
PTT Global Chemical

Lighting manufacturing
Osram Licht

Carbon offset
Nori

Footwear
NOAH

Brewing
Molson Coors Beverage Company

Consumer technology
Logitech

Coffee products supplier
Huskee

Pulp and paper
Holmen

Communications
Havas

Infrastructure
Granite Construction

Transportation
Go-Ahead Group

Life science
Getinge

Dairy
FrieslandCampina

Flavour and fragrances
Firmenich International

Environmental hygiene
Ecolab

ICT
Cybercom Group

Logistics
CSX Corporation

Wine products
Corticeira Amorim

Airlines
American Airlines Group

Global Insurance Awards 2019

The global insurance sector is undergoing an exciting transformation. This largely traditional industry, which can trace its roots back to the merchant traders of ancient Babylon, has firmly entered the digital age. Over the past two decades, technology has redefined the insurance landscape, opening companies up to new opportunities and challenges.

Digitally savvy consumers have grown to expect on-demand, personalised services from their insurance providers, with smartphones radically transforming the customer service experience. In addition to managing these evolving expectations, traditional insurance companies must now compete with the emergence of highly digitalised ‘insurtech’ firms. Another by-product of the technological revolution, these nimble start-ups put cutting-edge innovation, such as artificial intelligence (AI) and the Internet of Things (IoT), at the heart of their operations, generating significant investor interest and expanding into spaces previously held only by established insurance behemoths.

To deal with shifting customer expectations and an increasingly competitive market, many insurance providers are branching out of risk-based products and have begun to focus on developing a wide range of non-insurance services to supplement their current offerings. While the insurance industry has historically provided protective products to help clients when things go wrong, the sector’s future may well lie in preventative services that enable customers to identify and avoid risks before they happen.

As these new challenges and changes sweep through the industry, insurance providers must adapt accordingly. The winners of this year’s World Finance Global Insurance Awards have shown that they are innovative, resilient and forward-thinking enough to successfully navigate the testing times ahead.

Tech-enabled services are allowing established insurers to explore new income streams and diversify their services away from the traditional, protective products of the past

Data is power
Technology underpins many of the trends affecting the insurance industry. Digital innovation has enabled insurance companies to not only better serve their customers, but to better understand them, too. The advent of the IoT and AI has given companies access to incredible amounts of useful data, helping them create a better picture of who their customers are and what products will best suit their lifestyles. By analysing records from telematics – devices that collect data from cars – and wearable technologies such as smartwatches and fitness trackers, insurers can create a profile of their customers based on their habits and behaviour, offering them usage-based policies and personalised products that are tailored to their needs.

Of course, it is understandable that insurance providers might feel wary of carrying out such large-scale data collection. Insurance companies must comply with data protection regulations and guidelines or risk hefty fines, as well as a loss of consumer trust and support. But for the companies that successfully tap into big data and analytics – all while adhering to regulations – these new technologies open up a wealth of lucrative possibilities.

Indeed, personalised products are something of a win-win solution for customers and insurers. Customers can enjoy reduced premiums as a result of the data they share, with black box telematics devices being a prime example of this trend. These smart devices can measure a number of factors when driving, such as braking, speed and acceleration, creating a driving profile for whoever is sitting behind the wheel. Sensible drivers could, therefore, be rewarded with lower premiums, which might prove particularly appealing to younger motorists who often face high insurance bills. Meanwhile, the insurance companies behind these data-driven policies can enjoy improved customer satisfaction, while also benefitting from more accurate risk assessment.

New technology is rapidly transforming the insurance sector, meaning established firms need to keep up with the rate of change if they wish to stay profitable in the years to come. This is especially true given the growth of insurtech companies, which are steadily eating into the market share held by traditional insurers. The successful adoption of new technology is undoubtedly the key to future success in the insurance sector, and if firms cannot effectively exploit systems such as AI and the IoT, they risk being left behind.

A relationship for life
As technology continues to redefine customer expectations, it seems that traditional insurance products aren’t enough to attract new clients and retain existing ones. Instead, the future could well see non-insurance services and add-ons, which focus on prevention rather than protection, become the frontrunners.

This shift away from insurance products might seem like an unusual step for insurers to take, but it could yield significant rewards for those bold enough to branch out. According to research carried out by Deloitte, 45 percent of consumers believe that the offering of non-insurance products is the most important factor when choosing an insurer. Insurers have been quick to respond to this burgeoning interest in non-insurance services, and the same study shows that almost a quarter of premium volumes now come from products and services that didn’t exist five years ago.

The majority of these services are technology-driven and help alert customers to potentially risky scenarios that might lead to an insurance claim. When it comes to home protection, for example, some firms now offer to install leak detection kits in their customers’ homes. Some health insurers, meanwhile, have begun to provide customers with personalised exercise and dietary advice. UK-based health insurance firm Vitality has taken things one step further, offering an array of awards to customers who opt-in to wearing a fitness tracker.

These new, tech-enabled services are allowing established insurers to explore new income streams and diversify their services away from the traditional, protective products of the past. By building up these value-added products, insurers can move away from simply being there for customers when something goes wrong. Instead, preventative services allow insurers to have a more active and ongoing conversation with their clients, creating a relationship for life.

Human touch
Even as the insurance sector embraces new technology and digital innovation, it is important to remember the role that good customer service plays at any leading firm. According to Deloitte, 57 percent of insurers believe that access to friendly and knowledgeable staff members is the most effective way to maintain customer loyalty.

Customers are increasingly choosing to communicate with their insurance providers online, and these virtual interactions must be as successful as any that happen over the phone. In today’s digital world, clients expect around-the-clock customer care as standard, and are demanding transparency, speed and efficiency in their interactions with insurance providers – right down to their communications with company chatbots on social media. With consumers expecting rapid responses and personalised care, insurance firms must ensure that customer service remains a priority. We might be entering a digital future, but insurers can’t afford to lose their human touch.

Against this backdrop of rapid transformation, some firms have emerged as clear industry leaders. The World Finance Global Insurance Awards 2019 celebrate the industry’s most innovative players, shining a light on the insurers that are helping to drive the sector forward.

World Finance Global Insurance Awards 2019

Argentina
General – MetLife
Life – MetLife

Australia
General – IAG
Life – Zurich Australia

Austria
General – UNIQA Group
Life – Vienna Insurance Group

Bahrain
General – Gulf Union Insurance
Life – Bahrain National Life Assurance

Bangladesh
General – Nitol Insurance
Life – Popular Life Insurance Company

Belgium
General – Ethias
Life – Baloise

Brazil
General – Allianz Brazil
Life – Brasilprev

Bulgaria
General – Armeec Insurance
Life – UNIQA Life Insurance

Canada
General – RBC Insurance
Life – Canada Life

Caribbean
General – Guardian Group
Life – ScotiaLife Financial

Chile
General – ACE Seguros de Vida
Life – SURA

China
General – China Pacific Insurance
Life – Ping An Life Insurance

Colombia
General – Liberty Seguros
Life – Seguros Bolívar

Costa Rica
General – ASSA Compañía de Seguros
Life – ADISA

Cyprus
General – General Insurance of Cyprus
Life – Eurolife

Czech Republic
General – Komercˇní banka
Life – Allianz pojišt’ovna

Denmark
General – Tryg
Life – Danica Pension

Egypt
General – Allianz Egypt
Life – Allianz Egypt

Finland
General – Fennia Mutual Insurance
Life – Fennia Life

France
General – Covéa Insurance
Life – SCOR

Georgia
General – Aldagi
Life – Aldagi

Greece
General – Ethniki Hellenic General Insurance
Life – NN Hellas

Hong Kong
General – China Taiping Insurance
Life – Habib Bank Zurich (Hong Kong)

Hungary
General – Allianz Hungária
Life – Magyar Posta Életbiztosítás

India
General – ICICI Lombard
Life – Max Life Insurance

Indonesia
General – Asuransi Jasa Indonesia
Life – Asuransi Jiwasraya

Israel
General – Harel Insurance
Life – Clal Insurance

Italy
General – UnipolSai
Life – Poste Vita

Jordan
General – Middle East Insurance Company
Life – Arab Orient Insurance Company

Kazakhstan
General – Nomad Insurance
Life – Kazkommerts-Life

Kenya
General – CIC Insurance Group
Life – Britam

Kuwait
General – Kuwait Insurance
Life – Al Ahleia Insurance

Lebanon
General – AXA Middle East
Life – Bancassurance

Luxembourg
General – AXA Luxembourg
Life – Swiss Life

Malaysia
General – Etiqa
Life – Hong Leong Assurance Berhad

Malta
General – GasanMamo Insurance
Life – HSBC Life Assurance Malta

Mexico
General – GNP
Life – Seguros Monterrey New York Life

Netherlands
General – ABN AMRO
Life – ING Netherlands

New Zealand
General – Tower Insurance
Life – Asteron Life

Nigeria
General – Zenith Insurance
Life – FBNInsurance

Norway
General – Tryg
Life – Nordea Liv

Oman
General – Oman United Insurance
Life – Dhofar Insurance

Pakistan
General – Adamjee Insurance
Life – EFU Life

Panama
General – ASSA Compañía de Seguros
Life – Pan-American Life Insurance Group

Peru
General – RIMAC Seguros
Life – MAPFRE

Philippines
General – Standard Insurance
Life – BPI-Philam Life Assurance

Poland
General – UNIQA Group
Life – MetLife

Portugal
General – Allianz Seguros
Life – Grupo Ageas Portugal

Qatar
General – Qatar General Insurance
Life – Q Life and Medical Insurance

Romania
General – ERGO Group
Life – Allianz-Tiriac

Russia
General – AlfaStrakhovanie
Life – Renaissance Zhizn Insurance

Saudi Arabia
General – Al Rajhi Takaful
Life – MEDGULF

Serbia
General – Generali Osiguranje
Life – Generali Osiguranje

Singapore
General – AIA Singapore
Life – AIA Singapore

South Korea
General – Samsung Life
Life – Hanwha Life Insurance

Spain
General – BBVA Seguros
Life – Seguros RGA

Sri Lanka
General – HNB General Insurance
Life – Ceylinco Life Insurance

Sweden
General – Trygg-Hansa
Life – Folksam

Switzerland
General – Helvetia
Life – Swiss Life

Taiwan
General – Cathay Century Insurance
Life – Fubon Life Insurance

Thailand
General – The Viriyah Insurance
Life – Thai Life Insurance

Turkey
General – Zurich Sigorta
Life – Anadolu Hayat Emeklilik

UAE
General – ADNIC
Life – ADNIC

UK
General – AXA UK
Life – Legal & General

US
General – Progressive
Life – Lincoln Financial Group

Uzbekistan
General – Uzagrosugurta
Life – O’zbekinvest Hayot

Vietnam
General – PVI
Life – Fubon Life

Oil & Gas Awards 2019

Over the past five years, market volatility has become the new normal for the oil and gas industry. Ongoing trade disputes, geopolitical tension and sanctions on oil-exporting nations have sent crude prices oscillating, while global demand has been unpredictable. Amid all this uncertainty, though, there has been a sense of cautious optimism sweeping the sector.

Valuable lessons have been learned from the 2014 oil crash and the downturn that followed. With crude now swinging between $60 and $70 per barrel, prices might be far from the historic highs of the early 2010s, but they have certainly picked up since their post-crash slump. These higher, healthier prices are decidedly encouraging, and the industry has shown remarkable resilience in the face of volatility. Global growth is also expected to pick up to 3.6 percent in 2020, which could bolster demand.

The turbulence of recent years has shown that the oil and gas sector is able to cope with hardships, from supply chain disruption to sustained low prices. But, as we look towards 2020 and beyond, the industry’s biggest challenge is much more existential. Climate change has been described by the UN as “the defining issue of our time”, and we are witnessing a global push towards green energy sources, prompting oil and gas companies to reassess what their role might be in the future. This year’s World Finance Oil and Gas Awards celebrate the companies that meet such challenges with confidence and a will to succeed.

Go green or go home
Since the signing of the landmark Paris Agreement, the world has been moving towards a low-carbon future. Renewable energy is set to play a crucial role in this transition, helping countries meet their ambitious emissions targets and reduce their carbon output. According to British energy giant BP, renewables will be the world’s main source of power by 2040, with green energy accounting for around 50 percent of electricity in regions such as Europe. Renewable energy is predicted to grow in popularity faster than any other fuel in history, and is already generating 85 percent of the growth in energy supply.

The question of sustainability is unavoidable, and oil and gas companies of all sizes need to examine how they can make their existing operations more environmentally friendly

While green energy is becoming more commonplace, fossil fuels are not set to disappear anytime soon. Indeed, many industry experts are predicting that the demand for oil and gas will continue to grow over the next two decades, driven primarily by emerging markets in China and India. In fact, BP believes oil demand will not hit its peak until the mid-2030s if the current rate of change continues. This leaves oil and gas companies in something of a double bind – they must produce enough energy to meet this growing demand, while also reducing their carbon emissions.

Firms are looking to deal with this challenge in a number of ways: larger companies can use their deep pockets to acquire smaller green energy providers, allowing them to diversify into the world of renewable energy without having to build the infrastructure from scratch. Others – Denmark’s Ørsted being a prime example – are transforming themselves into green energy companies by phasing out fossil fuels and shifting towards low-carbon alternatives. Ørsted has cut its carbon emissions by over 50 percent since 2006 by refocusing its business on wind and solar energy. As stakeholders and consumers grow more conscious of environmental issues, we may see similar pivots to renewables from leading oil and gas companies in the years to come.

A comprehensive clean-up
For smaller companies with less financial flexibility, however, these large-scale transformations and ambitious acquisitions simply might not be feasible. Fortunately, there are several cost-conscious steps that companies can take to improve their services and appeal to an increasingly eco-friendly customer base.

The question of sustainability is unavoidable, and oil and gas companies of all sizes need to examine how they can make their existing operations more environmentally friendly. This is a practical way for smaller companies to reduce carbon emissions, as it doesn’t require a costly expansion into alternative energy sources. By eliminating methane and CO2 leaks from existing infrastructure, properly maintaining equipment and considering carbon offsetting strategies such as reforestation, companies can make their current operations more effective and less environmentally damaging.

Moving forward, oil and gas companies must also consider the environmental impact of decommissioning their ageing rigs. This poses one of the greatest challenges to companies working in the industry, from both a logistical and financial standpoint. A huge number of offshore rigs will reach the end of their production cycle over the next two decades, and these facilities need to be safely dismantled and disposed of. According to a report by IHS Markit, approximately 2,000 offshore rigs will need to be decommissioned by 2040, at a cost of around $13bn a year. With thousands of rigs, platforms and pipelines coming to the end of their life, oil and gas companies need to devise thorough decommissioning plans that are cost-effective and considerate of the environment.

Smart solutions
The oil and gas sector has been slow to embrace new technology. It is only in recent years that companies have begun to tap into artificial intelligence (AI), robotics, the Internet of Things and blockchain, but these cutting-edge systems are already transforming the industry. As uncertainty remains over oil prices and demand, new technology is helping companies to effectively cut costs and streamline their operations, enabling them to better withstand external market shocks.

Smart drilling, for example, has been designed to boost efficiency and has the potential to improve well productivity by up to 30 percent, while cutting construction times considerably. AI and machine learning, meanwhile, are enabling companies to use data in new ways. Companies can harness these advanced technologies to identify trends and pinpoint poor performance, as well as gauging the risks of new projects. AI can be applied at every level of a company, improving efficiency across operations, from offshore rigs to onshore head offices. While not yet as common as AI and machine learning, blockchain also offers a valuable means of simplifying processes and reducing costs – particularly when it comes to supply chains. Digitalisation is drastically reshaping the industry, and companies cannot afford to fall behind their competitors when it comes to adopting the latest technology.

In an industry marked by uncertainty and changeability, success is reserved for the most forward-thinking and adaptable companies. The winners of this year’s World Finance Oil and Gas Awards see opportunity where others see challenges, demonstrating innovation and ambition even in testing circumstances.

World Finance Oil & Gas Awards 2019

Best Fully Integrated Company
Africa: NNPC
Asia: PETRONAS
Middle East: Qatar Petroleum
Eastern Europe: Lukoil
Western Europe: Royal Dutch Shell
Latin America: Petrobras
North America: ExxonMobil

Best Independent Company
Africa: Seplat Petroleum
Asia: MedcoEnergi
Middle East: Genel Energy
Eastern Europe: Irkutsk Oil Company
Western Europe: Wintershall Dea
Latin America: Petro-Victory Energy
North America: PEDEVCO

Best Exploration & Production Company
Africa: LEKOIL
Asia: PTTEP
Middle East: PDO
Eastern Europe: Volga Gas
Western Europe: Chrysaor
Latin America: Vista Oil & Gas
North America: W&T Offshore

Best Downstream Company
Africa: Rainoil
Asia: PETRONAS
Middle East: ADNOC Refining
Eastern Europe: Tatneft
Western Europe: Repsol
Latin America: YPF
North America: Valero Energy

Best Upstream Service & Solutions Company
Africa: Century Group
Asia: China Oilfield Services Company
Middle East: MB Petroleum Services
Eastern Europe: Schlumberger
Western Europe: Archer
Latin America: Baker Hughes
North America: National Oilwell Varco

Best Downstream Service & Solutions Company
Africa: Chrome Group
Asia: Puma Energy
Middle East: Q8
Eastern Europe: Honeywell UOP
Western Europe: VARO Energy
Latin America: Rodoil
North America: Motiva Enterprises

Best Drilling Contractor
Africa: ODENL
Asia: Dynamic Drilling
Middle East: ADNOC Drilling
Eastern Europe: Maersk Drilling
Western Europe: Valaris
Latin America: DLS Archer
North America: Nabors Industries

Best EPC Service & Solutions Company
Africa: Nestoil
Asia: WorleyParsons
Middle East: Arkad Engineering & Construction
Eastern Europe: McDermott Wuchuan
Western Europe: Wood Group
Latin America: Techint Engineering & Construction
North America: Bechtel

Best Sustainability Company
Africa: Axxela
Asia: PTT
Middle East: Qatar Petroleum
Eastern Europe: Hellenic Petroleum
Western Europe: Equinor
Latin America: Ecopetrol
North America: Pioneer Natural Resources

Best CEO
Africa: Austin Avuru, Seplat
Asia: Takayuki Ueda, INPEX
Middle East: Amin H Nasser, Saudi Aramco
Eastern Europe: Marina Sedykh, Irkutsk Oil Company
Western Europe: Patrick Pouyanné, Total
Latin America: Miguel Galuccio, Vista Oil & Gas
North America: Joe Gorder, Valero Energy

Best Oil & Gas Law Firm
Africa: Templars
Asia: Ashurst
Middle East: Latham & Watkins
Eastern Europe: CMS
Western Europe: White & Case
Latin America: Canales Auty
North America: Maalouf Ashford & Talbot

Best CTRM Company
Global: Eka Software Solutions

Digital Banking Awards 2019

In a remarkably short space of time, digitalisation has revolutionised the world of banking. Nowadays, there’s nothing unusual about customers paying for items with the tap of an app, or checking their bank balance on their smartphone while on the move. Advanced technologies have transformed the way we bank, with remote, on-demand services becoming the new normal.

Mobile banking has fast become the go-to method for customers looking to review their spending, transfer money and make payments. By 2021, consulting firm Caci predicts mobile banking will overtake high street branch visits in the UK, with consumers increasingly opting for the convenience of banking through their portable devices. As our lives become more digitalised, customers have had their expectations defined by other industries – particularly online retail – and are now demanding the same round-the-clock service from their banks.

For younger generations – and digital natives in particular – convenient, highly personalised mobile services are expected to be the standard. To keep up with these evolving preferences, traditional banks must ensure they are successfully incorporating the latest technology into their operations, while also anticipating what the next digital trend might be. For those that manage to stay abreast of these rapid developments, digitalisation presents a number of exciting and potentially lucrative opportunities. On the other hand, those who fall behind risk losing ground to their more innovative competitors.

With new technology rewriting the rulebook for financial institutions across the globe, it’s clear that the banking industry is at a crucial moment in its history. Decisions made today will have a profound impact in the years to come, meaning banks cannot afford to make any digital missteps. The World Finance Digital Banking Awards 2019 celebrate the firms that are leading the way with their digital strategy, prioritising innovation and setting a path for future growth.

Time to act fast
We are now living in a smartphone-filled society. These devices are a fixture of modern life and have created an ‘always on’ culture where most of us have grown accustomed to 24/7 access to the internet. At the touch of a button, smartphone users have almost limitless access to a wealth of information, various forms of entertainment, social networking sites, online shopping channels and, perhaps most significantly, an unprecedented means of communication with businesses and brands.

With new technology rewriting the rulebook for financial institutions across the globe, it’s clear that the banking industry is at a crucial moment in its histor

As such, customers have grown to expect remote, round-the-clock customer care from their financial service providers. But rapid responses aren’t enough on their own – the entire customer service experience needs to be tailored to each customer as personalisation rises up the list of customer demands. The runaway success of fintech start-ups reflects this growing appetite for personalised services.

Traditional banks, meanwhile, have learned from the success of these tech-savvy start-ups and are now using advanced technology to improve their customer service. The most significant example of this is the widespread adoption of artificial intelligence (AI), which banks are using to deliver frictionless, 24/7 customer care. Research by IHS Markit shows that the business value of AI in banking was $41.1bn in 2018.

In the same year, PricewaterhouseCoopers found that 72 percent of business decision-makers believed AI would be the leading business advantage of the future. AI-powered chatbots allow banks to offer convenient, flexible customer support, available from any location and at any time, day or night. As these systems become increasingly sophisticated, they have the potential to replace traditional communications channels such as email, phone and text, especially among younger, more digitally literate consumers.

Chatbots aren’t the only way banks are strengthening their relationships with customers. The advent of biometric identification – such as iris scanning and fingerprint recognition – has allowed banks to offer clients an additional layer of security to their online interactions, responding to a growing demand for more personalised security measures. In an age when data protection and online security is a top priority for many, this enhanced feature helps put customers’ minds at rest.

Unlocking insights
Biometric identification and AI-powered chatbots are perhaps the two most noticeable ways that banks are employing new technology in their customer-facing operations. But behind the scenes, big data might be the most important tool available to financial service providers. Each day, banking customers generate vast amounts of data through credit card transactions, cashpoint withdrawals and other purchases and payments. Every customer has their own transaction footprint containing plenty of useful information about their spending and saving habits.

For banks, this data – if collected and analysed effectively – presents a number of exciting opportunities. By tracking spending patterns, banks can better understand their clients, creating detailed profiles for each customer. This enables banks to offer greater product personalisation, helping them to devise new products and services that are tailored to customers’ specific needs.

What’s more, the successful analysis of big data allows for improved fraud detection, as banks are able to use machine learning to pinpoint transactional behaviour that differs from customers’ regular banking habits. In 2018, 14.4 million people were victims of fraud, with out-of-pocket fraud costs reaching $1.7bn. As the threat of online fraud looms large for many digital banking customers, data-enhanced fraud detection is certainly an area worth investing in over the coming years.

In safe hands
The digital transformation of the banking industry has opened traditional financial service providers up to a wealth of opportunities, helping them boost efficiency while cutting costs. This significantly improves their customer service operations. However, the digital era also comes with its fair share of challenges, and banks must take care to protect themselves and their customers from the risks that accompany increased digitalisation.

According to a 2019 report by cyber intelligence firm IntSights, over 25 percent of all malware attacks in 2018 were targeted at banks and financial services organisations, making the finance industry the worst-hit professional sector. The study also recorded a 212 percent year-on-year increase in stolen credit card data and a 102 percent increase in malicious apps. To combat these aggressive attacks, banks of all sizes must prioritise investment in threat detection and online security. Failing to do so places institutions at risk of suffering a targeted attack, potentially resulting in regulatory fines, sky-high legal costs and irreparable reputational damage.

As we begin a new decade, it is remarkable to reflect on how technology has transformed the banking sector. Services that seemed impossible a few short years ago are now accepted as commonplace, and banks are only beginning to scratch the surface when it comes to advanced technologies. The sector is moving towards a dynamic future, and a handful of innovative institutions are leading the way. The World Finance Digital Banking Awards 2019 highlight those firms at the very forefront of this exciting digital drive.

World Finance Digital Banking Awards 2019

Best Mobile Apps

Andorra
MoraBanc App – MoraBanc

Angola
BFA App – Banco de Fomento Angola

Austria
George-App – Erste Bank

Botswana
SC Mobile Botswana – Standard Chartered Bank

Brazil
Airfox – Airfox

Cambodia
Sathapana Mobile – Sathapana Bank

China
HSBC Mobile Banking – HSBC

Costa Rica
Banca Móvil – BAC Credomatic

Côte d’Ivoire
SC Mobile (CDI) – Standard Chartered Bank

El Salvador
Banca Móvil – BAC Credomatic

Finland
Ferratum Mobile Bank – Ferratum Bank

France
BRED – BRED Bank

Germany
N26 – N26

Ghana
SC Mobile Ghana – Standard Chartered Bank

Greece
Winbank Mobile – Piraeus Bank

Guatemala
Banca Móvil – BAC Credomatic

Honduras
Banca Móvil – BAC Credomatic

Hungary
MKB Mobilalkalmazás – MKB Bank

Italy
Intesa Sanpaolo Mobile – Intesa Sanpaolo

Kenya
SC Mobile Kenya – Standard Chartered Bank

Lebanon
Cedrus Mobile Banking – Cedrus Bank

Mexico
BBVA Mexico – BBVA Mexico

Mozambique
Via Daki – BCI

Netherlands
Bunq – Bunq

Nicaragua
Banca Móvil – BAC Credomatic

Nigeria
Access Bank – Access Bank

Panama
Banca Móvil – BAC Credomatic

Philippines
UnionBank Online – Union Bank of the Philippines

Portugal
ActivoBank – ActivoBank

Singapore
Frank – OCBC Bank

Spain
Openbank – Openbank

Tanzania
SC Mobile Tanzania – Standard Chartered Bank

Turkey
Garanti BBVA Mobile – Garanti BBVA Bank

UAE
Snapp – Mashreq Bank

Uganda
SC Mobile Uganda – Standard Chartered Bank

UK
Monzo Bank – Monzo

Zambia
SC Mobile Zambia – Standard Chartered Bank

Zimbabwe
SC Mobile Zimbabwe – Standard Chartered Bank

 

Best Consumer Digital Banks

Andorra
MoraBanc

Angola
Banco de Fomento Angola

Austria
Erste Bank

Botswana
Standard Chartered Bank

Brazil
Airfox

Cambodia
Sathapana Bank

China
HSBC

Costa Rica
BAC Credomatic

Côte d’Ivoire
Standard Chartered Bank

El Salvador
BAC Credomatic

Finland
Ferratum Bank

France
BRED Bank

Germany
N26

Ghana
Standard Chartered Bank

Greece
Piraeus Bank

Guatemala
BAC Credomatic

Honduras
BAC Credomatic

Hungary
MKB Bank

Italy
Intesa Sanpaolo

Kenya
Standard Chartered Bank

Lebanon
MEAB Bank

Mexico
BBVA Mexico

Mozambique
BCI

Netherlands
Bunq

Nicaragua
BAC Credomatic

Nigeria
Access Bank

Panama
BAC Credomatic

Philippines
Union Bank of the Philippines

Portugal
ActivoBank

Singapore
OCBC Bank

Spain
Openbank

Tanzania
Standard Chartered Bank

Turkey
Garanti BBVA Bank

UAE
Mashreq Bank

Uganda
Standard Chartered Bank

UK
Monzo

Zambia
Standard Chartered Bank

Zimbabwe
Standard Chartered Bank

Best Banking and Finance Software Solutions Provider
ICS Financial Systems

Facebook’s foray into financial services is struggling to gain momentum – here’s why

“It was a neat idea that’ll never happen, and I have nothing else to say about it.” JPMorgan Chase CEO Jamie Dimon didn’t mince his words when asked about the fate of Libra, the digital currency expected to be launched by a Facebook-led coalition later this year. Dimon’s assessment came after several members of the Libra Association, the Geneva-based body overseeing the launch of the currency, withdrew from the project.

The timing couldn’t have been worse. Announced just a few days before the group’s first board meeting, the exodus – which started with PayPal and soon included Stripe, Mercado Pago, Mastercard, Visa, eBay and Booking Holdings – dealt a heavy blow to the currency’s reputation.

Like other cryptocurrencies, Libra has been accused of being a potential conduit for money laundering

“It costs the Libra project some credibility,” John Sedunov, an associate professor of finance at Villanova University and an expert on cryptocurrencies, told World Finance. “You have institutions that are well versed in processing payments and handling data leaving the project. It can survive without these partners, but the costs of doing so will be higher.”

Quick out of the blocks
The mood was very different when Facebook announced Libra’s launch last July. Kevin Weil, Vice President of Product at Calibra, a Facebook subsidiary created to serve as a digital wallet for Libra, expressed hope that the currency would last “hundreds of years”. One of the project’s main goals is to boost financial inclusion by catering to the 1.7 billion adults around the world who do not have access to a bank account. The currency’s white paper set the tone: “Our hope is to create more access to better, cheaper and open financial services – no matter who you are, where you live, what you do or how much you have.”

Facebook is far from alone in its attempt to tap into this booming market. Telegram, a popular messaging app, is planning to launch its own digital token, while other tech powerhouses are rumoured to be experimenting with similar projects. But it is Facebook’s user base of some 2.45 billion people that has raised hopes that digital currencies can finally break the silo of the close-knit blockchain community and gain traction with the broader public. As Sedunov explained: “In some ways, corporate-led cryptocurrencies may be beneficial for currencies like bitcoin, as they may provide an easier gateway into the cryptocurrency world. Individuals may change their dollars to Libra and then move from Libra to bitcoin as they become more comfortable with the idea of a cryptocurrency through a company they already know.”

One reason cryptocurrencies have failed to enter the mainstream is their high volatility. Bitcoin, the first and still best-known digital currency, has been plagued by abrupt price swings, attracting speculators but putting off less tech-savvy users. In December 2017, it reached its peak price of nearly $20,000, before dropping to $7,754 less than two months later (see Fig 1). To avoid this pitfall, Libra has been designed as a ‘stablecoin’ – a low-volatility currency backed by offline financial assets, such as a basket of fiat currencies and US Treasury securities. In September 2019, Der Spiegel reported that Libra’s reserve basket would comprise US dollars, euros, yen, pound sterling and Singapore dollars (see Fig 2), while each partner would contribute $10m.

The structure of Libra departs in several ways from cryptocurrencies such as bitcoin and Ether: for example, Libra units will be issued by partner companies rather than independent miners, while partners will be responsible for the reconciliation of transactions and will have exclusive access to transaction data. Further, unlike bitcoin and Ether – which use public, ‘permissionless’ blockchains that allow all users to validate transactions – the Libra Association is expected to operate as a central authority.

Show me the money
One of the key components of the Libra venture is Facebook’s payment service, Calibra, which some pundits believe could bring about a revolution in online commerce by enabling micropayments. Christophe Uzureau, a blockchain analyst at research and advisory company Gartner, told World Finance: “Facebook increasingly invests in payment systems with services such as Facebook Pay, and that reflects a fundamental shift of strategy. They do not want to be perceived as a media company and they are also trying to reduce their reliance on advertising revenue. Shifting to e-commerce is an important component of this strategy.

While Facebook has stressed this won’t be the case, a potential combination of Calibra and Facebook Pay could be a catalyst for this shift.” The withdrawal of important partners may set back these plans, however. EBay’s departure was particularly damaging, depriving Libra of a global marketplace of 182 million consumers, while credit card companies Mastercard and Visa could have helped introduce the cryptocurrency to older audiences. The project would have also benefitted from access to the global network of merchants using Stripe or PayPal to process payments.

Some experts, though, believe that Calibra could emerge as a competitor to these companies. “In time, the question is whether PayPal and the credit card companies can survive without Libra,” Sinclair Davidson, an associate at RMIT University’s Blockchain Innovation Hub, told World Finance.

Andreas M Antonopoulos, an author and educator who has published several books on cryptocurrencies, believes there is a generational aspect that favours Libra, too: “Libra and other ‘corpocurrencies’ are most threatening to the existing financial system. They can serve the Millennial demographic much better than existing banks and payment providers. It’s most useful to think of them as a super PayPal than a cryptocurrency.”

Others are more sceptical about the threat Calibra would pose to payment powerhouses. David Shrier, an expert on financial innovation who leads the fintech and blockchain strategy programmes at Oxford University’s Saïd Business School, told World Finance: “Apple Card… Google’s rumoured addition of checking accounts to Google Pay and offerings out of China like Alipay are a more serious threat [than Calibra].”

A crumbling coalition
While major partners have pulled out of the project, other organisations are jumping on the Libra bandwagon. In fact, the Libra Association announced in June 2019 that more than 1,500 organisations had expressed an interest in getting involved with the project, around 10 percent of which met the preliminary membership criteria. However, the withdrawal of household names such as Visa and eBay has brought the project’s viability – as well as potential imbalances in its internal governance – into question.

As Uzureau explained: “Facebook, Calibra and the Libra Association are tightly aligned. As of the end of October, all the money invested in the Libra Association comes from Facebook; none of the other members have contributed so far. So, Facebook is likely to shape Libra’s governance model according to its own preferences. Facebook and Calibra engineers are behind the Libra protocol and the programming language Move.”

Although no official explanation was given for the Libra Association exodus, it is widely assumed that regulatory concerns played a crucial role. Sedunov told World Finance: “I think that the companies left the association – at least, in part – because of the high level of scrutiny that Facebook is facing from regulators around the world. It may end up being just too costly to launch the project. There is also risk involved with an innovation like this and perhaps these firms didn’t like the level of risk that the project would require.”

In October 2019, Senate Democrats Sherrod Brown and Brian Schatz warned Mastercard, Visa and Stripe that their involvement could pose a threat to the financial system: “If you take this on, you can expect a high level of scrutiny from regulators not only on Libra-related payment activities, but on all payment activities.” And after the companies announced their withdrawal, Brown commented: “Large payment companies are wise to avoid legitimising Facebook’s private, global currency. Facebook is too big and too powerful, and it is unconscionable for financial companies to aid it in monopolising our economic infrastructure.”

For Antonopoulos, such regulatory pressure stresses the need for cryptocurrencies: “[Mastercard, Visa and Stripe] were basically threatened with audits for even being part of the [Libra Association]. That kind of extra-legal coercion by regulators and legislators is one of the reasons cryptocurrencies exist and are needed.”

Ironically, Sedunov believes the departure of household names from the coalition will make regulatory approval a thornier process: “These exits can also make the regulatory hurdles Facebook is facing more difficult to clear. The credibility loss also matters, as individuals may be less likely to adopt Libra if it is a Facebook-only project, relative to a project with backing from the full association.” For his part, Facebook CEO Mark Zuckerberg testified in front of Congress, pledging that Libra would not be launched anywhere else before getting the green light in the US. He did, however, warn that “if America doesn’t innovate, our financial leadership is not guaranteed”, and pointed to China’s development of a government-backed cryptocurrency as evidence of that fact.

Some think Libra may be more successful in laxer regulatory regimes where the need for alternatives to fiat currency is more evident. As Shrier explained to World Finance: “Political resistance is the big obstacle to Libra’s success. With the major countries in the EU lining up to keep you out – France notably stating [that] Libra will be banned from the country – you lose a market of 500 million people. China is unlikely for market penetration due to the dominance of Baidu, Alibaba and Tencent, plus the launch of China’s [digital currency]. This means Libra could be launched, but will probably have more traction in emerging markets where the political will to ban them is weaker.”

You shall not pass
For the time being, Facebook faces an uphill battle to overcome regulatory hurdles, with critics pointing to its potential threat to national sovereignty as a main point of contention. According to Davidson, cryptocurrencies such as Libra could undermine the ability of states to use financial sanctions as a foreign policy tool. Another risk is that central banks may lose their grip on monetary policy by controlling the supply of money, making them toothless when the next financial crisis strikes.

The advent of corporate cryptocurrencies could force governments and central banks to enter the fray

Dirk Niepelt, a professor of economics at the University of Bern, believes currency exchange rates may also be affected: “When customers hold Libras, they indirectly hold dollar or euro [denominated] securities. Accordingly, the demand for dollars or euros rises if customers who used to hold, say, rupees, switch to Libra. But the demand for rupees would fall.”

In Europe, French Minister of the Economy and Finance Bruno Le Maire dismissed Libra as an “unacceptable” venture that would see “a private company controlling a common good and taking over tasks normally discharged by states”. The European Commission has also launched an investigation into potentially anti-competitive behaviour. And, like other cryptocurrencies, Libra has been accused of being a potential conduit for money laundering, although Juan Llanos, a New York-based expert on fintech compliance, dismissed these concerns as scaremongering in an interview with World Finance: “If a digital record-keeping system had a way to attach the real-world identity of each user to each transaction, it would be less attractive to criminals. Well, Libra is such a system. It’s digital, traceable [and] potentially indelible.”

For Shrier, though, Facebook’s leading role in the project is problematic: “Libra has political toxicity around it due to Facebook’s continued involvement. Arguably, Libra can’t work without Facebook – one of the world’s largest marketing platforms – yet it is that very involvement that makes Libra’s launch so challenging.”

Over the past few years, Facebook has been embroiled in several scandals concerning privacy and manipulation, some of which had serious political ramifications – notably, the role the company’s data played in the lead-up to the UK’s EU membership referendum and the 2016 US presidential election. Shrier continued: “Politicians have Facebook in their crosshairs due to the numerous and repeated privacy violations, mishandling of personal data and suggested impact on sovereign elections, making Libra’s market access problematic.”

Facebook has attempted to alleviate these concerns, clarifying that it will keep transactional data separate from other Facebook services and ensure the identities of users are not tied to transactions. Many critics take these assurances with a pinch of salt, pointing to loopholes, such as asking users to accept sharing their Libra-related data to access other Facebook-owned apps. As Uzureau told World Finance: “If Calibra is the only wallet available on Facebook services, including Facebook, Facebook Messenger, WhatsApp and Instagram, it becomes very easy for Facebook to use Libra as a reward programme for sharing data. So if a user agreed to share more data, they could offer them more units of Libra. The risk is that the customer would be highly dependent on such an ecosystem.”

In Europe, French Finance Minister Bruno Le Maire dismissed Libra as an “unacceptable” venture that would see “a private company controlling a common good and taking over tasks normally discharged by states”

A SWIFT response
The advent of corporate cryptocurrencies such as Libra may force governments and central banks to enter the fray. A 2019 survey of central banks conducted by the Bank for International Settlements found that 70 percent of respondents were conducting research on central-bank-backed digital currencies (CBDCs) or were considering launching digital currencies of their own. Central banks in China, Sweden and Thailand, for example, are expected to issue CBDCs in the coming years, while outgoing Bank of England Governor Mark Carney has called for an international CBDC to replace the dollar as the global reserve currency.

Although national digital currencies wouldn’t compete with the likes of Libra – due, in large part, to the fact they would be pegged to fiat currencies and would be centrally controlled – they could contribute to the acceptance of cryptocurrencies as a legitimate means of transaction. Shrier believes the announcement of Libra’s launch may have concentrated minds: “If anything, Libra served as a wake-up call to governments to move faster… Libra’s biggest threat today is [China’s state-backed currency] and Alipay. Tomorrow, it’s possibly a federation of government digital currencies.”

As for commercial banks, Libra is an enigma wrapped in a riddle. By rattling the cages of the financial system, it may push them to reconsider some of their practices – especially the use of services like messaging network SWIFT, which is often dismissed as being antiquated. Some fear that Libra may turn Facebook into a competitor, with the Libra Association effectively operating as a private central bank. In an interview with the Financial Times, Weil acknowledged that Calibra could offer services traditionally provided by banks, but dismissed speculation that Facebook has bigger ambitions: “We’re not a bank, we don’t view ourselves that way. We’re not offering interest, for example, and things that banks do.”

Chain reaction
For the blockchain community, the advent of Libra has been equally frustrating. Some pioneers have hailed it as a major event that will make cryptocurrencies more popular, but critics see it as a betrayal of blockchain’s libertarian origins. Bitcoin’s greatest selling point was the creation of a decentralised financial system that wouldn’t allow any participant to become dominant, effectively ending the monopoly of governments and central banks over money supply.

By rattling the cages of the financial system, Libra may push commercial banks to reconsider their practices

According to Llanos, though, that was a naive vision from the outset: “They overestimated the capabilities of the technology and underestimated the power of the market constraints. On the one hand, the technology itself is very immature – as are, one may argue, many of its supporters. On the other hand, human nature hit the ceiling of the law and indifference of public opinion.”

Libra is closer to a centralised model, only permitting members of the Libra Association to process transactions via the blockchain. The authors of the currency’s white paper express hopes of moving to a permissionless system within five years, but acknowledge that no solution currently exists “that can deliver the scale, stability and security needed to support billions of people and transactions across the globe through a permissionless network”. Many experts doubt that such a transition is feasible, or even desirable. “The white paper was a naive pipe dream,” Antonopoulos told World Finance. “Without decentralisation of control, you cannot have permissionless operations or any of the other characteristics of cryptocurrency.”

Given the amount of research showing that permissionless consensus mechanisms can be improved, Uzureau believes scale is being used as an excuse to justify a centralised governance structure: “Being centralised or decentralised is not a dichotomy – it’s a continuum. You could move a bit more towards decentralisation, but the question is, can you reverse it? If Calibra becomes the main wallet used for Libra transactions – and Facebook has a lot of power on how Libra is used as part of its ecosystem – they could influence the evolution of Libra and reverse the process of decentralisation.”

Some go one step further, pointing to Facebook’s track record. “Libra, as a cat’s paw for Facebook, has no strategic interest in becoming permissionless or decentralised,” Shrier said. “Zuckerberg swore when he bought WhatsApp that he wouldn’t break the end-to-end encryption and run ads, and WhatsApp’s founder left Facebook when ‘plans changed’ to do exactly that. So I wouldn’t count on much in the way of consistency in Libra’s strategy.”

But should Libra’s partners manage to build a cryptocurrency that is permissionless and scalable, the rewards could be massive. “This is a $29trn question,” Davidson said, referring to RMIT Blockchain Innovation Hub’s estimates of the size of the booming cryptocurrency economy. “I’m not greedy, I would just like one percent.”

Brightline: employee engagement is key to delivering a successful transformation

Transformation is often a difficult, expensive and doomed organisational endeavour. According to Harvard Business Review, 70 percent of large-scale digital transformations fail to meet their goals, with $900bn being wasted on restructuring efforts in 2018 alone. Yet, a recent survey by The Wall Street Journal indicated that transformation risk remained the number one concern among directors, CEOs and senior executives. Clearly, not everyone has been put off by past failures.

It has become increasingly clear that organisations need support to deliver changes that work for their employees, customers and bottom line. At Brightline, we have developed a guide for transformation that helps organisations and their leaders achieve sustainable performance improvement. The Brightline Transformation Compass, as it is known, is built around five mutually reinforcing building blocks: the North Star; Customer Insights and Megatrends; the Transformation Operating System; Your Volunteer Champions; and Inside-Out Employee Transformation.

Overcoming these challenges is never easy, but the rewards make it worthwhile. Successfully restructuring your organisation can lead to improved employee performance, reduced costs and increased company agility.

Changing minds
The biggest challenge we have seen in the field of transformation is not technology, structural issues or process bottlenecks – it’s shifting people’s mindsets. That’s why the Brightline Transformation Compass puts employees at the centre of any major movement. It is people who have to change.

The negative connotations associated with the term ‘transformation’ stem from the fact that leaders too often fail to see companies as collections of human beings

Often, business leaders profess a desire to revamp their company, but their commitment is soon found wanting. If they don’t have a personal commitment to it, their organisation is never going to change. But it doesn’t start and finish with the CEO: everyone in an organisation needs to be a part of the process. Most of the time, people don’t put enough effort into this simply because it’s difficult.

Employees hear ‘transformation’ and they associate it with optimising cash flow, financial results and, ultimately, people losing their jobs. The negative connotations associated with the term stem from the fact that leaders too often fail to see companies as collections of human beings. When people don’t feel like part of the process or believe they’re being excluded, they disengage. To move away from this negative perception, leaders must identify new ways of getting individuals to move in the same direction as the company. Two critical things are identifying the North Star – the principal reasons for change – and putting people at the centre of any developments.

When we say Inside-Out Employee Transformation, we mean two things: the first is that employees, not outsiders, must lead the change; the second is that all employees (from the CEO to front-line members of staff and everyone in between) will be a part of the process moving forward. That starts with a vision statement – one for the organisation and one that every employee understands in the context of what they can contribute. Asking people to create a vision is less threatening than asking them to change.

We often enjoy talking about remoulding organisations and governments, but we are not so keen on changing ourselves. When people don’t know where a transformation’s North Star is, they think it stems from shareholders putting pressure on executives to make adjustments. We need to alter the way people behave and the way people see work: we should all stop seeing work as a job and start thinking of it as a part of our personal journey. Start-ups are not powerful because they are lean and small – it’s because they are driven by an inner passion from the founders, and that is contagious.

The best protection any employee at any level can have is being able to evolve. It’s the ability to move somewhere else if a job comes to an end or the workplace culture no longer suits them. That, ultimately, is very empowering. People will always act in their best interests, so it’s important to help them understand how transformation can work for them.

Measure for measure
To gauge success, businesses need to create clear key performance indicators that will allow them to see and forecast results. For example, when you shape your organisation’s transformation operating system, you choose how you want to relate every single item of the process to the metrics that are driving them.

Before a project begins – at, what we call, the inspiration phase – we ask organisations to decide on those metrics and come up with a baseline. If they don’t know what those numbers are today, there is no way they can track progress. For example, a county hospital needed to improve productivity because money was running out after the implementation of the Patient Protection and Affordable Care Act. This hospital was treating patients from some of the most vulnerable sections of society – namely, the poor, homeless and those with mental illnesses. By restructuring the entire hospital flow, we were able to improve productivity by around 30 percent. That meant the hospital was able to help 30 percent more people – a big win not only for staff, but also for wider society.

As important as a metric like this is, what makes an organisation successful is how it places people at the centre of this journey. People are willing to die for a cause, but they work for their money. How do you position transformation as a cause for people? Everybody wants to be part of a winning team, so it’s about creating a winning culture where everybody matters, where people feel safe, learn daily and know their input is valued. If you can achieve this, success is guaranteed.

A journey of discovery
One of the biggest trends we are seeing in the workplace currently concerns digitalisation, but in many ways, this is no different from any other kind of transformation. The only distinction is the scale of workplace anxiety it is creating. People are not just worried about their jobs disappearing at any given organisation – they fear for their entire job function. As a result of the technological progress we’ve seen in the past 20 to 30 years – especially the past five to 10 – we are witnessing disruption in a lot of industries, so transformation has become a matter of survival. But the principles that drive successful transformation are the same, regardless of what type is being done or the reason for doing so.

Another concern we see stems from businesses that have previously tried to alter their operations with little success. They often wonder what the point of trying again is. In this case, we ask them to cite the reasons why it didn’t work the first time. Inevitably, it turns out that the reasons – employees aren’t engaged, there’s too much infighting, it’s in the hands of consultants – are addressed by the building blocks of the Brightline Transformation Compass.

These five building blocks are supported by a three-step methodology: inspire, mobilise and shift. It provides a roadmap that gets organisations started within a matter of weeks – maybe 10 to 12 – and starts delivering fast. It should be remembered that a transformation is a journey and the cycle usually lasts between one and two years. But using our roadmap means that you’ll have something to show for your efforts roughly every three months. That helps make the change sustainable.

During the inspire phase, you motivate everyone, put the structure together and complete vision statements. You then meet with stakeholders and create an inside-out movement during the mobilise phase – this is when you learn about and understand all the adjustments that are happening in your corporate ecosystem, including how your customers are changing, how you need to evolve as an individual and how the organisation must adapt. The final stage, shift, is about execution. Business transformation always starts with a vision – getting that right is the first step on the road to success.

Emirates Islamic is enhancing the digital experience for UAE customers

Islamic finance has developed markedly in recent years. According to a study conducted by Thomson Reuters, more than 1,300 Sharia-compliant organisations – holding combined assets under management of some $2.4trn – offered products and services under the umbrella of Islamic finance in 2018.

In its modern form, Islamic finance is a relative newcomer to the financial services sector, with origins tracing back to the foundation of the Islamic Development Bank in 1975. However, it has certainly modernised quickly. In fact, many institutions have since embraced new technology to deliver faster and more reliable services to their customers.

Emirates Islamic is dedicated to providing the latest digital banking solutions and an enhanced banking experience

This is certainly the case for Emirates Islamic, where we are dedicated to providing the latest digital banking solutions and an enhanced banking experience. We were the first Islamic bank in the UAE to launch a mobile banking app and consistently lead the Islamic banking sector in terms of digital innovation. As new trends develop in the market, we will continue to adapt to give our customers the very best service.

On the way app
At Emirates Islamic, our customers are helping to drive our pursuit of more innovative banking solutions. For example, they recognise the world-class features of our mobile banking app, which has received more than 25,000 reviews on the App Store and possesses an excellent average rating of 4.5 stars. We revamped the app in late 2018 and have subsequently delivered regular enhancements and updates. As a result, it now has more than 250 features, including a demo that lets both customers and non-customers experience the app’s key services without having to log in. This feature makes Emirates Islamic the only financial institution within the region to have a fully working demo included within its app.

Our app also allows customers to benefit from cardless cash withdrawals, a cash-on-call facility and a remote card management system that enables users to activate, block or unblock their cards, as well as change their PIN instantly. Its QuickRemit function, meanwhile, allows customers to transfer funds to partner banks in India and Pakistan in less than 60 seconds.

Moreover, the app’s peer-to-peer service, Instapay, enables customers to send and receive funds with just a mobile number. Other helpful services include a remote queue ticket for our branches, the in-app provision of Apple Pay, an enhanced security option called SmartPass and instant account opening. Collectively, the features included in the app have helped Emirates Islamic stay relevant and in tune with our customers’ needs.

First things first
Emirates Islamic continues to pioneer innovations in the Islamic banking sector, becoming the first (and, so far, only) Islamic bank in the UAE to offer its cardholders all three digital wallets – namely, Apple Pay, Samsung Pay and Google Pay. Digital wallets have found favour with many consumers due to the added convenience and security they provide. At Emirates Islamic, we are keen for our customers to make the most of these services.

In April 2019, Emirates Islamic launched its own WhatsApp banking service, becoming the first Islamic bank in the world to do so. This service further enhances Emirates Islamic’s suite of digital financial products, enabling customers to conduct daily banking activities in a seamless and hassle-free manner. It also allows customers to enjoy features such as remotely checking their account balance and temporarily blocking or unblocking an existing card.
Furthermore, in Q3 2019, Emirates Islamic became the UAE’s first Islamic bank to offer dynamic currency conversion for visitors using a non-UAE Visa card. As a result, customers can now view exact conversion rates and fees in their home currency before making withdrawals at Emirates Islamic ATMs.

At Emirates Islamic, we are dedicated to enhancing the digital experience for our customers; our commitment to innovation can be seen through the many regional and industry firsts we have achieved. By creating a paperless, digital sourcing experience in both our physical branches and dedicated applications, we are making it easier – and, more importantly, faster – for customers to acquire and use our products and services. As the financial services market rapidly transforms, we are ready to keep pace while remaining true to the principles of Islamic finance.

Trump agrees to ‘phase one’ of China trade deal

The trade war between the US and China has been wide in scope, but on December 12, US President Donald Trump signed off ‘phase one’ of a deal with China, following extensive discussions with his advisors. Agreeing to the deal has enabled Trump to avert the introduction of new tariffs, which were due on December 15 and expected to affect around $160bn worth of Chinese consumer goods. Although the terms of the deal have now been approved by Trump, the legal text must still be finalised.

Phase one of the trade deal calls for China to buy $50bn worth of agricultural goods from the US in 2020; in exchange, the US will reduce tariffs on many Chinese imports, which currently range from 15 to 25 percent. The deal will also include Chinese commitments to averting intellectual property theft, as well as promises from both sides not to manipulate their respective currencies. The Chinese renminbi surged significantly as the trade war cooled in the summer of 2019, rising above seven yuan to the dollar for the first time in three months.

Away from the upcoming election, Trump’s agreements with China have been met with criticism from members of his own party

Looking to the future, Trump expects phase one of his deal to lead to further negotiations, with subsequent agreements likely to tackle more difficult issues, such as forced technology transfer, subsidies and reviewing the behaviour of Chinese state-owned firms.

More immediately, Trump must consider his position on the trade war ahead of the 2020 election campaign. The US president is currently faced with a dilemma over whether to bet on an escalation of hostilities and tariffs with China or to follow the advice of more market-orientated advisors, who have argued that a pause in the trade dispute would help the slowing US economy rebound.

Away from the upcoming election, Trump’s agreements with China have been met with criticism from members of his own party. Republican Senator Marco Rubio has urged the White House to consider the risks of the deal, while others have warned Trump that his administration must stay strong against the Chinese Government. Clearly, Trump still has turbulent times ahead and will struggle to reach a compromise that sees him achieve further agreements with China while remaining popular among Republicans.