Solvency in a family business

Banca March has the highest solvency ratio in Europe according to the European Banking Authority’s stress tests

Above: José Nieto, CEO, Banca March

Banca March has the highest solvency ratio in Europe according to the European Banking Authority’s stress tests

Banca March is the only completely family-run bank in Spain. Founded in 1926 in Palma de Mallorca by Juan March Ordinas, Banca March backed business growth on the Balearic Islands in its first years before later moving on to the Canary Islands, and more recently, in to the rest of the country. Specialising in wealth management and private banking, with particular dedication to family-run businesses and entrepreneurial families, Banca March has strengthened a network specialised in providing financial consulting to high net-worth clients. The company has offices in the Balearic Islands, Canary Islands, Madrid, Barcelona, Zaragoza, Valencia and Alicante, and 240 offices in total.

The family nature of the bank has created a rigorous management approach, making Banca March the most solvent bank in Europe in the two stress tests carried out by the European Banking Authority. As a bank focused on family-run assets, Banca March has a comprehensive understanding of the client, a prudent management style and targets the avoidance of risk, which has been at the root of serious problems at other European financial institutions.

As a result of its rigorous management, as at December 31 2011, Banca March had consolidated the strength of its balance sheet with a solvency ratio of 26.7 percent (Tier 1), well above that of any other European entity. During the 2011 fiscal year, Banca March continued strengthening its strategic areas of wealth management, private banking and corporate banking, with particular emphasis on entrepreneurs and family-run businesses as well as those with medium-high to high incomes. As at December 2011 Banca March’s volume of business under management reached €6.425m in its private banking and wealth management areas, an increase of 14 percent, and €3.190m in its corporate banking sector, showing an increase of nine percent. In the previous fiscal year the number of clients also rose by 17 percent in private banking and wealth management, and by 18 percent in corporate banking.

This specialisation has allowed Banca March to enjoy a privileged position in the complex Spanish financial system. Thanks to its well-defined approach, Banca March is situated to maintain its position as a specialised bank; a niche entity with a deep understanding of its clients, a very high capital adequacy rate and the positive values it brings as a family-run business. For this reason, Banca March continues to work along the lines of its solid, proven strategy and has opted to sit out the concentration of banking processes put in place in the past few years among Spanish financial entities.

“We will only stay in the niches where we want to be and nothing more. We know that we have a goldmine in wealth management and private banking, and we are developing these areas. Moreover, we also know that we are competitive with national and foreign banks, and that we can provide a variety of services which they cannot. Among big companies, our model is also working very well and we believe that with the financial reorganisation in Spain we still have two years to consolidate our franchises,” states José Nieto, CEO of Banca March.

An opportunity for wealth management
Banca March has known how to benefit and grow from the economic turmoil of the past few years by attracting clients looking to find tranquility for their investments, far away from the turbulence in which the Spanish financial system has found itself. As Hugo Aramburu, Director of Wealth Management at Banca March, points out “assets under management in private banking and wealth management have gone from €3.870m at the end of 2008 to €6.425m at the close of 2011, which shows an annual growth of 18.4 percent.” In the last fiscal year alone, wealth management grew 21.7 percent as a result of new client acquisition and new family businesses. “This figure raises the total number of clients in the area of high net worth management to 5,900,” underlines Aramburu. By geographic zones, Barcelona, Madrid and the entire area of Levante particularly stand out for their positive development.

The key to this success, according to the Director of Wealth Management, is based on the security offered by a financial institution with the highest solvency ratio in Europe, a very low number of non-performing assets and 80 percent allowance coverage for insolvencies. In addition, at a time of restrictive credit, Banca March is attracting clients through loans. “Some businesses are having difficulty financing and we are in a comfortable position to lend. In 2011 our credit portfolio increased 17 percent and now represents 20 percent of our total assets,” or about €1.300m, confirms Hugo Aramburu.

Family businesses fund
This growth is also seen in the number of SICAV under management, now totaling 58, plus a further eight currently in the process of being transferred. However, Banca March’s latest innovation is the launch of the Family Businesses Fund, a global equity fund investing exclusively in a selection of the best family-run enterprises. The fund invests in listed companies where more than 25 percent of its shareholders belong to one single family, at least one member of the family is involved in management and there is the aim of passing on the company to the next generation.

“The characteristics of family businesses are a long-term perspective, compromise, loyalty, motivation and little leveraging. These aspects turn them into stable businesses with greater resistance when compared to non-family-run businesses, as demonstrated during periods of financial crisis. In fact, historically the financial results and profits of family businesses are greater than that of other companies,” explains José Luis Jiménez, General Director of March Gestión.

More than 80 percent of all companies worldwide are family-run businesses and nearly 15 percent of those comprising the S&P500 and the Stoxx600. An investor having invested equally in European family-run businesses over the past 16 years would have attained a 250 percent cumulative total return as compared to little more than 50 percent on the MSCI World or the Stoxx600.

With the launch of this fund Banca March continues to foster its national and international growth with highly specialised products which support its investment philosophy: combining long-term value creation with capital protection through active management.

In addition, “this fund allows us to couple our deep knowledge of family businesses with asset management due to the fact that since its foundation in 1926 the Banca March Group has belonged 100 percent to one family and has specialised in wealth management and in financing family enterprises,” comments José Luis Jiménez.

As with the March Vini Catena Fund and Torrenova, the Family Businesses Fund is registered for commercialisation in Spain, Italy and Luxemburg, and will soon be available in Austria and the UK.

A successful team
Thanks to the extraordinary development of Banca March these past years, the areas of wealth management and private banking have also increased the size of their teams by signing on talent at a time during which other entities are not offering a positive outlook for career development. In 2008 wealth management (responsible for managing high wealth clients) was made up of a team of 35 private bankers. Today this figure stands at 57 with 12 more staff expected to be added during the course of 2012. In private banking more than 110 specialised staff members are responsible for personally meeting client needs in this area of the business.

During these years of crisis, Banca March has stood out as a solid bank recognised throughout Europe for its sustainable growth. It continues on a forward path with its approach which has proven to be the best one thus far and which, because of its philosophy, puts Banca March at present in an unbeatable situation to continue to stand along side its main asset: its clients.

For more information: www.bancamarch.es

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.