World Finance Pension Fund Awards 2023

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

 

World Finance Pension Fund Awards 2023

Australia
Unisuper

Austria
APK Pensionkasse

Azerbaijan
State Social Protection Fund of Azerbaijan

Belgium
Pensioenfonds UZ Gent – UGent

Bolivia
BISA Seguros y Reaseguros

Brazil
Bradesco Seguros

Canada
OMERS

Caribbean
NCB Insurance

Chile
AFP Plan Vital

Colombia
Grupo Sura

Croatia
PBZ Croatia Osiguranje

Czech Republic
CSOB

Denmark
Nordea Pension

Estonia
Swedbank

Finland
IImarainen

France
AG2R LA Mondiale

Germany
HVB Trust Pensionsfonds

Ghana
Pensions Alliance Trust

Greece
Piraeus Asset Management

Iceland
Almenni Pension Fund

Indonesia
BNI

Ireland
Accenture Defined Contribution Pension Plan

Italy
Fondo Pensione Nazionale BCC/CRA

Jamaica
JMMB Fund Managers

Macedonia
Sava Penzisko

Malaysia
Gibraltar BSN

Mexico
Afore XXI Banorte

Mozambique
Moçambique Previdente

Netherlands
Pensioenfonds Zorg en Welzijn

Nigeria
Fidelity Pension Managers

Norway
KLP

Peru
Prima AFP

Poland
Pocztylion-Arka

Portugal
Santander

Serbia
Dunav Voluntary Pension Fund

South Africa
University of Johannesburg Pension Fund

Spain
GM Pensiones

Sweden
Swedbank Pension

Switzerland
CERN Pension Fund

Thailand
Kasikorn Asset Management

Turkey
TEB Asset Management

US
NYC Board of Education Pension Fund

World Finance Sustainability Awards 2023

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

Most Sustainable Companies

AgTech
ProducePay

Airports
Aeroporti di Roma

Chemical
Stepan Company

Confectionery
WNWN Food Labs

Digital Exchange
Metaverse Green Exchange

Electric Services
Avangrid

Energy
Saudi Aramco

Energy Storage Technology
Energy Vault

Event Management
MCH Group

Financial Services
Bourse Kuwait

Flag Carrier Airline
Turkish Airlines

Footwear
CCC

Freight Forwarding
CH Robinson

Glass
BA Glass

Investment
KBC Asset Management

Logistics Technology
Arrive Logistics

Low-Cost Airline
Wizz Air

Pet Food
Tuggs

Property Technology
Kamma Data

Pulp & Paper
Inapa

Quick Service Restaurant
Kotippizza Group

Security
Securitas

Semiconductor
ONSEMI

Sports Apparel
BjornBorg

Technology
Fingerprints

Telecommunication
Swisscom

Trading of Energy Products
United Energy Trading

Transportation
CPKC

 

Most Sustainable Stock Exchanges

Northern Europe
Nasdaq Nordic

Eastern Europe
Warsaw Stock Exchange

Southern Europe
Bolsas y Mercados Espanoles

Western Europe
The London Stock Exchange

GCC
Bahrain Bourse

Northern Africa
Egyptian Exchange

Eastern Africa
Nairobi Securities Exchange

Southern Africa
JSE

Western Africa
Nigerian Exchange Group

Central Asia
Kazakhstan Stock Exchange

South East Asia
Shanghai Stock Exchange

North America
Nasdaq

Central America
Bolsa de Valores Nacional

Latin America
Bolsa do Brazil

World Finance Forex Awards 2023

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

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

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

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

 

World Finance Forex Awards 2023

Best FX Customer Service
XM

Best Mobile FX Trading App
HYCM

Best Multi-Asset Broker
MiTrade

Most Trusted Crypto Broker
Stormgain

Most Transparent Broker
Olymp Trade

Best CFD Broker
Libertex

Best FX Trading Platform
EBC Financial Group

Best CFD Trading Platform
QuadCode Markets

Best Trading Execution
EBC Financial Group

Best Affiliate Program
FPM.Global

Most Trusted FX Broker, Turkey
GCM Yatirim

Best FX Broker, Europe
XM

Best FX Broker, Australasia
XM

Best FX Broker, Latin America
XM

Best FX Broker, Middle East
XM

Most Reliable Broker, Brazil
OctaFX

Start In Malta: New residency option offers support and funding to non-EU innovators

World Finance speaks to Malta Enterprise and Residency Malta, the government agencies behind Malta’s new residency by investment programme for start-ups; as well as Malta Tourism Authority and the CEO of Trust Stamp, to understand what makes Malta such an attractive destination to live, work, and grow a new and innovative business.

World Finance: Freedom of movement and the ability to explore the world have long been recognised as vital to human and economic development. But more than ever before there is a high demand for politically and economically stable jurisdictions to welcome migrants to settle, work, and establish businesses.

Malta is one such jurisdiction. Small but agile, the Mediterranean island state recently created a residence permit for digital nomads; and has now launched programme for non-EU entrepreneurs who would like to use Malta as a launch pad for their ventures.

Economic development authority Malta Enterprise has been working to make it as simple as possible for new businesses to succeed on the island.

Kurt Farrugia, Malta Enterprise: We’ve been working together with our start-ups for the past few years, and we’ve been developing schemes in the form of grants or a payment advance, as well as ensuring that it’s a lot easier to setup a company to start up in Malta.

We try to facilitate as much as possible the business journey of a company. We step in to make synergies with our universities, with the technical institute, and also to attract companies and small start-ups with the highly innovative products and services to relocate and set up in Malta. And that is exactly what the programme aims to do.

We are looking at entrepreneurs outside of the European Union which are the game changers in various industries. Eligible activities that fall under the residence programme would be in manufacturing, software development, industrial services, health, biotechnology, and blue and green economy; as well as other activities that would provide solutions to any of these sectors. So we’re looking at the highly innovative start-ups that come up with great solutions.

World Finance: The programme is a collaboration between Malta Enterprise and Residency Malta Agency, the government body that manages Malta’s residency by investment programmes.

Charles Mizzi, Residency Malta: Residency Malta comes in to facilitate the relocation of these talented individuals to Malta. We will provide residence permits to the founders and co-founders, together with core employees who will be crucial in setting up and operating this business.

But we won’t stop there. We will also be providing residence permits to family members who will be relocating to Malta.

At first we will give a three year residence permit. If the business is doing well, we can renew for a further five years for the founders and co-founders. Core employees have their permit renewed for another three years.

The programme has been designed to provide flexibility and peace of mind to these individuals. We know this is a big decision for them, so we want to make this as smooth as possible.

We welcome people from all walks of life, and we hope to attract more and more people to come and live on our island and enjoy all the benefits that our country has to offer.

And it does have a lot to offer. Last year 2.3 million people visited Malta – and 20 percent of the population are ex-pats who found that the islands’ lifestyle, hospitality and infrastructure made it the perfect home.

Francesca Vincenti, Malta Tourism Authority: Well the island of Malta is in the centre of the Mediterranean sea; it is Europe’s smallest member state, both in terms of land mass and its population size. We’re very well connected to airports in Europe, Turkey, Israel, North Africa and with the Emirates as well.

It’s a very safe place to live, and it’s one of the most affordable countries to reside in compared to other European nations. Malta is extremely welcoming to newcomers, and we have two official languages: Maltese and English.

Due to the fact that the islands are small in size with short distances between one spot and another, combined with the great weather – 3,000 hours of sunshine per year – the excellent education system, reliable healthcare system and transport, and of course the multilingual population; this creates the perfect hub for anyone looking for a happy and social work-life balance.

Now whether you’re into history, fine dining, diving, wine tasting, going to the theatre, to concerts, participating in sport competitions; you’ll never run out of things to do, and you’ll encounter people here that may just become friends for life.

World Finance: Trust Stamp is an identity technology company that made Malta its European headquarters in 2020. Its CEO, CFO and CTO moved to the islands just to help the operation get started – until they and their families fell in love with the country. Now they are all permanent or temporary residents through one of Malta’s residency schemes – and the business is thriving.

Gareth Genner, Trust Stamp: The single biggest benefit of being in Malta for Trust Stamp has been our ability to grow at a faster rate than we would anywhere else. And that’s both because of the funding that the government gave us to support that growth, but also because costs in Malta are much lower than virtually every country that we operate in, and because there are talented personnel here.

Malta has the unique distinction of being both a member of the European Union, and a member of the Commonwealth. Therefore it was a very logical leaping off place for us to go into those two networks of countries. And for us, a country where we could do business and deal with government in English was an obvious attraction.

Malta Enterprise worked with us, both advising us on all of the aspects of law and regulation we needed to deal with, together with the things that we would find that are different in the Malta market.

But once we had moved here, they remained committed. We’re in year three of being in Malta, but Malta Enterprise remains as supportive for us as it ever has been. And the range of opportunities that they seek to put before us keeps growing.

We found that being completely open and flexible in communicating with them meant that they joined in the process and became a creative partner in helping us work out how best to make that move a success.

We have found working with Residency Malta to be very straightforward and collegial. Now the new residency initiatives that Malta is establishing will broaden the range of individuals who are able to come to Malta. These programmes have clearly been designed very pragmatically to say, ‘If you are going to bring your talent to Malta, and your energy to Malta, then we want to have you here.’ And again, that’s a very proactive and positive approach, as opposed to the gatekeeper approach which you’ll find in many countries.

World Finance: The programme does seem to have accessibility at its core. Each application costs just €750, plus a small charge to cover the cost of the residence card. All the information about the scheme, and the financial and advisory support available, can be found at startinmalta.com

Charles Mizzi, Residency Malta: Although there are two agencies behind this project, prospective applicants will be assigned one point of contact who will help them throughout the whole process: from application stage to their relocation.

The process is quite simple. The first thing is to set up a meeting with our team, so that we can discuss their plans and their ideas. Obviously Malta Enterprise will be looking at the business proposal to make sure it’s viable. From our side we will look at the residency, we will do a due diligence on each individual included in the application.

Then we will start a personal relationship with the applicant. We will have discussions online and possibly even invite them to come over to Malta so that they can see first-hand what’s available for them.

Normally timeframes will take around 4-6 months in order to conduct full due diligence and evaluation of the business proposal, and then hopefully we will be welcoming a lot of innovative start-ups to Malta.

Kurt Farrugia, Malta Enterprise: Added to that of course we can assist with the implementation of a project. We’re not only assisting by granting a residence programme but also we can offer our support packages, helping you throughout the whole business journey. We’re looking at the business model and if it is a good match for the island and for the start-up itself.

Our geo-strategic location is excellent. It’s easy to do business here, and this is a really good island to live or to raise your kids or to have fantastic healthcare or a good education. A good quality of life, which is so important in this day and age.

Sound Impact: Investing to make a difference in emerging markets

Alpen Capital is an investment banking advisory firm specialising in debt and equity solutions for institutional and corporate clients in the Middle East, Africa, south Asia and beyond. CEO and Executive Chairman Rohit Walia explains how the firm’s work with development finance institutions and impact funders in emerging markets automatically tends towards impactful projects – and how Alpen started measuring that positive impact. In the first half of this interview Rohit talks about Alpen Capital’s rapid expansion and its other recent focus of providing funding to banks around the world.

World Finance: Rohit, you released your first sustainability report earlier this year, called Sound Impact. Why did you put this report together, why have you released it?

Rohit Walia: I think in a fashion and form to measure the impact that our transactions have. It’s something we’ve always been aware about, the fact that we work in most of the emerging markets in the world. All of them have some impact or another.

Our largest funding partners are development finance institutions or impact funders. And each of them has a different thought process on what part of society do they want to fund with. So if I look at the last few years of our transactions, a huge part of our funding has come from these people, which automatically tends itself to fund projects which are impactful – either on climate, or on the society.

So the idea was to, instead of just talking about it, see what was the impact. And then potentially put some KPIs in place over the next two to three years to measure, and aim towards potentially doing more transactions in certain areas that we feel are more impactful, both to the environment and to the societies we work in.

World Finance: Well talk me through some of the most socially impactful transactions you’ve been involved in.

Rohit Walia: IndusInd Bank, funding $35m. Complete funding has gone to women’s empowerment, lending to groups of women in the rural areas of India, some of the poorest states out there.

We funded Sahyadri, a farmers’ cooperative near Bombay, owned by 18,000 farmers. The equity came in from four development finance institutions out of Europe. This has changed the lives of all these people. We could do another dozen transactions in that fashion in the same country – huge impact on the society, on the environment.

We just did a transaction – again a few weeks back, for a large rated company called Shriram Transport, which enables existing truck drivers to become truck owners. So it creates businessmen. It was funded by Asian Development Bank, $100m.

On the corporate side, the most interesting one there has been for the Tata Group, in India. They have a huge business in about eight or nine countries in Africa, selling trucks and buses – again, makes the individual bus driver into an entrepreneur. And the Tatas fund this transaction.

So what we have done for them is taken the whole bucket of receivables, as we say. Put it into a structure into Abu Dhabi, and funded it. It’s a very interesting structure, it’s taken us one year to just put the legal structure in place. It cost a million dollars in legal fees, if nothing else. But it’s been running now very well for two years, and it’s got a huge potential to grow.

We’re looking to fund a few climate change projects in Vietnam – that’s an interesting new market. That’s one of the few countries in Asia that is actually doing a lot of work towards green energy projects.

World Finance: And now that you’ve released your first report, are you going to be updating it into the future? And is this sort of transaction going to become an important part of Alpen’s strategy?

Rohit Walia: So, we will take a look at what we have done during the year, and potentially update this by early first quarter – at least for the next two to three years. And then like I said, we will put KPIs in place for different aspects of our business.

I’m not saying we’re specifically looking for such projects. But as and when we find such projects, they tend to be more of a priority for us to take a look at than other projects which come on to the table.

World Finance: Rohit Walia, thank you very much.

Rohit Walia: Thank you.

Alpen Capital: The GCC firm that’s funding banks from the UK to Vietnam

Alpen Capital is an investment banking advisory firm specialising in debt and equity solutions for institutional and corporate clients in the Middle East, Africa, south Asia and beyond. CEO and Executive Chairman Rohit Walia discusses the firm’s rapid geographical growth, and the most important transactions that Alpen has advised on recently – and in particular its trend towards funding financial institutions. In the second half of this interview Rohit talks about Alpen Capital’s first sustainability report, and the impact that Alpen’s work has in emerging markets.

World Finance: Rohit, reintroduce us to Alpen Capital and the services that you offer.

Rohit Walia: So we’re a 22 year old firm, born in the DIFC in Dubai. Grown quite rapidly over the last 20 years.

Two very specific services: we are good at raising money for growth capital. And number two, at any M&A transaction which you may have in mind.

There are a lot of people who are looking to grow their businesses, i.e. acquire a business, either regionally or globally. Or we have clients who are looking to divest businesses.

We’ve got very good connectivity within our reach, and we very clearly understand what it is that you need, and how do we get there. And we also have a very good idea of what would work in which part of the GCC markets, which we can help with.

The GCC markets have become more receptive to setting up industry. The largest GCC market, Saudi Arabia, they’ve actually set up an institution, Dussur, with whom we work very closely. We’re running two transactions with them right now, to help clients set up a manufacturing base in the region.

In Abu Dhabi we have something called ADIO – Abu Dhabi investment Office. We work with them very closely too.

Each has a different offering. So we have to make sure what is it that the clients requires, and how do we match it up with what is available.

World Finance: Now tell me how you’ve grown over the last few years since we last had you in the studio.

Rohit Walia: Our home markets remain the GCC and south Asia, but we’ve grown dramatically geographically.

We were working in what, six to eight countries, now we’re in about 25-28 countries.

A lot of it is in Africa, so there’s a dozen-odd countries there: east, west, and Francophone Africa. And Asia. We’re actually running transactions from Mongolia all the way down to Cambodia. And anything in the middle!

And these are countries where either we have done, or are doing a transaction. So that’s where the growth has come from: 15, 20, 25 percent growth, year on year. But I think each of us has become a lot more efficient, you know, given the last three years of COVID and how we worked. Maybe we figured out a better way of doing things.

World Finance: Talk me through some of your most important recent transactions. You’ve been providing a lot of funding to banks lately?

Rohit Walia: Yeah: the latest one is right here in the UK, where we’ve provided equity to one of the Neo Banks. Just got licensed a couple of years ago, called Monument Bank. We just got the documents signed a month ago – a large client of ours, Dubai Investments, has taken a nine percent equity stake. It’s an important transaction, a very nice transaction.

In other markets we’ve done some very large ticket funding for financial institutions in India. A bank called IndusInd Bank. Huge impact around women empowerment lending.

So exotic markets are where we’ve had some of our recent successes.

World Finance: And the other side of your business, Alpen Asset Advisors: what does this offer?

Rohit Walia: So this side of the business actually looks after your money, whereas Alpen Capital helps you raise money.

Our clients here are mid-sized banks, large family offices, corporates; who have short-term surplus funding which needs to be parked in a fashion which can be accessed quickly and rapidly for their businesses.

World Finance: And what is going to be the strategy for Alpen Capital, moving forward?

Rohit Walia: I think we keep focus on our core: emerging markets. We can grow them, grow them a lot. There’s a humungous potential.

We’ve done very well, very successful means we’ve done one or two transactions in each of these countries. So I think there is huge scope to grow in all of them, and that will be our key focus going forward.

BVI Finance CEO: ‘We create opportunities so that businesses can thrive’

Beyond Globalisation: The British Virgin Islands’ contribution to global prosperity in an uncertain world is the new report published in April 2023 by Pragmatix Advisory for BVI Finance. In the third part of our interview with BVI Finance CEO Elise Donovan she discusses the key ingredients to the British Virgin Islands’ success over the last 40 years, since the BVI Business Company was first established; and how the leading international business and finance centre will continue innovating in response to the challenges posed by changing globalisation.

World Finance: Now, the British Virgin Islands has built its reputation as a leading international business and finance centre over the last 40 years; what have been the key ingredients to its success?

Elise Donovan: One of the most important things is the establishment of the BVI Business Company. We first established the BVI Business Company in 1984, and right now we have 375,000 BVI Business Companies all over the globe. So every corner of the globe you can find successful businesses using the BVI Business Company. And that has been critical to the BVI’s success.

Why do they use the BVI Business Company? Because it provides legal and commercial certainty, it’s tax neutral, in the sense that we don’t add an additional layer of tax. We also provide a sound legal and regulatory framework. We’ve established an international commercial court, as well as an arbitration centre, to help businesses navigate any conflicts or disputes that may arise.

And more importantly, the BVI is innovative and agile. We continue to create new legislation and new products and services. Right now the BVI has become a hub for digital assets, and so we are moving into that space. So we are agile, we are innovative, and we are also creating new opportunities for businesses across the world.

World Finance: Tell me more about that, because in this report you’re identifying different forecasts for globalisation. How is the BVI going to respond? How are you going to be agile and innovative in approaching these potential different futures for the world?

Elise Donovan: This is why this report was done – we look at what’s happening in the globe, and we determine how can we position ourselves? How can we adapt, how can we best change what we need to change, to ensure that we continue as a leading international business and finance centre.

One of the things that we’ve recently done is establish a virtual assets of service providers legislation. And this is to deal with what we’ve been seeing in terms of BVI becoming a hub for crypto currencies and digital assets. So we’ve responded by creating a regulatory framework that responds to that. And that’s what we do: we remain agile, we remain innovative, and we create opportunities so that businesses can thrive.

World Finance: Elise, thank you very much.

Elise Donovan: You’re welcome.

‘Globalisation is changing, and the role of the BVI will be more important than ever’

Beyond Globalisation: The British Virgin Islands’ contribution to global prosperity in an uncertain world is the new report published in April 2023 by Pragmatix Advisory for BVI Finance. In the second part of our interview with BVI Finance CEO Elise Donovan, she explains exactly how much the BVI contributes to global wealth, employment, and tax revenues; and how different scenarios of the future of globalisation will change the role of the British Virgin Islands and other offshore financial centres. You can also watch the third part of the interview: BVI Finance CEO: ‘We create opportunities so that businesses can thrive’

World Finance: Elise, tell me more about the findings of this report.

Elise Donovan: Well the report shows that the BVI is home to a globally respected international business and finance centre; an established intermediary with a proven track record of success, of facilitating global trade and investment.

We mediate $1.4trn of assets that are held across the globe, the investment in that generates 2.3 million jobs across the world, and it also creates $14bn in government revenues.

Second, the BVI is also a very cooperative international finance centre: we participate in all the global tax initiatives, as well as for anti-money laundering standards.

And third, the BVI contributes positively to the UK economy. It does not take revenues from the UK, and in fact it holds assets in the UK of $153bn. That generates 134,000 jobs, as well as tax revenues of $3.5bn. So overall we have a very positive impact on the UK economy, and we’re fiscally self-reliant.

World Finance: A significant component of the report is exploring the future of globalisation: different scenarios and the ways they may impact on the BVI; could you explain?

Elise Donovan: Yes – globalisation is changing, and the role of intermediaries like the British Virgin Islands will be more important than ever before. There are three scenarios that have been identified in the report as potential of what the future of globalisation will look like.

The first scenario is weaker internationalism. And what that means is that globalisation continues, but at a much slower pace, and of course there are more political obstacles to navigate.

The second scenario is the bloc economy. We’re seeing economic and regulatory integration between countries, but those countries are also going into geopolitical blocs, and those blocs are diverging.

The third scenario is new economic nationalism. And what that means is that countries are deciding to sort of reverse globalisation. They’re becoming more protectionist, and that of course creates more political obstacles.

And you’re going to need intermediaries, international finance centres like the BVI, who are able to navigate the complexities that are being created as a result of these scenarios.

Beyond globalisation: The British Virgin Islands’ contribution to global prosperity

Beyond Globalisation: The British Virgin Islands’ contribution to global prosperity in an uncertain world is the new report published in April 2023 by Pragmatix Advisory for BVI Finance. BVI Finance CEO Elise Donovan talks to World Finance about the report’s basic findings, and the changes in globalisation trends that made BVI Finance commission it, before diving deeper into the report in two further videos: ‘Globalisation is changing, and the role of the BVI will be more important than ever’, and BVI Finance CEO: ‘We create opportunities so that businesses can thrive

World Finance: Elise, tell me about this report.

Elise Donovan: Thank you for having me. This report, Beyond Globalisation, does two things. First, it demonstrates the BVI’s significant and continued contribution to global prosperity. It looks at how we create jobs and generate revenues. And second, it looks at various scenarios with regards to the future of globalisation, and how we can best adapt to those scenarios to maintain our position as a leading international finance centre.

World Finance: Now why did you commission this report, and why have you released it now?

Elise Donovan: Well, globalisation is changing; we’ve seen a lot of uncertainty and risk in the world recently. There’s inflation, there’s war, there’s banking crises, there’s crypto crises. So much is happening, and it’s creating risk and uncertainty.

The BVI is an intermediary that facilitates global trade and investment, and global trade is going to be more difficult. It’s going to be more challenging. And so this report answers the questions on how intermediaries, international finance centres, can respond to this risk and uncertainty. How can we adapt? How can we change? How can we be best positioned to respond to the risk and uncertainties that are being created in the world.

World Finance: And who is the report for, who’s it aimed at?

Elise Donovan: The report is aimed at a wide range of stakeholders; and this includes the clients doing BVI business all across the world. The advisors and firms that service those clients. The policymakers as well as regulators who set the standards for global business. And of course it includes the local BVI community; whether it’s the government or the private sector.

The report is tangible, evidence-based research that demonstrates how the BVI contributes to the global economy, how we support and create jobs, as well as how we generate revenues for government coffers across the world.

It also debunks some of the myths that are often propagated about the jurisdiction. We are a small force on the global stage, punching way above our weight. An established intermediary with a proven track record of success of facilitating global trade, investment, finance, and mobility. And we’re a significant global contributor.

Powering an emirate of the future: DEWA’s 360° sustainability strategy

Dubai Electricity and Water Authority is the exclusive electricity and water utility provider for the emirate of Dubai. It generates, transmits, and distributes electricity and potable water to more than a million end users throughout the emirate, with a number of landmark projects and achievements that have made it one of the most effective, efficient, and sustainable utility providers worldwide. DEWA Managing Director and CEO, His Excellency Saeed Mohammed Al Tayer, explains how the authority has embedded the UN’s Sustainable Development Goals into its vision and strategy, is making viable progress towards achieving its carbon zero ambitions, and has established world-class governance across its operations to provide a sustainable service for the people of Dubai.

H.E. Saeed Mohammed Al Tayer: Sustainability is an essential part of our vision and strategy. DEWA is the first government organisation to adopt the 17 UN sustainable development goals in its strategic plan to achieve long-term sustainable growth with its economic, social, and environmental aspects.

Guided by the vision and directives of the wise leadership, we have a clear target for the energy sector to provide 100 percent of the energy production capacity from clean energy sources by 2050, based on the Dubai Clean Energy Strategy 2050, and Dubai Net Zero Carbon Emission Strategy 2050.

For many years, DEWA has stopped launching new projects that produce energy using fossil fuels. All our future generation and desalination capacity growth is intended to be based on the use of renewable energy.

One of our biggest projects to achieve 100 percent clean energy by 2050 is the Mohammed bin Rashid Al Maktoum Solar Park. This is the largest single site solar park in the world, utilising the independent power producer (IPP) model. Its current production capacity is 2,027 MW; about 14 percent of DEWA’s total power production capacity. By 2030 it will have a production capacity of 5,000 MW, using photovoltaic solar panels and concentrated solar power.

We are working on a 250 MW pumped-storage hydro-electric power plant in Hatta, that is the first of its kind in the GCC region. It will have a storage capacity of 1,500 MWh, using the water stored in Hatta dam.

Dubai achieved 21 percent CO2 emission reduction by the end of 2021, exceeding the target of 16 percent. We have a new target of 30 percent CO2 reduction by 2030.

Our other main initiatives include a joint district cooling company, Empower, with more than 40 percent reduction of electric energy consumption; a Super ESCO company to promote energy efficiency by retrofitting 7,792 existing buildings in Dubai to date; and installing 350 EV charging stations throughout Dubai, to date – it is planned to reach 1,000 EV charging stations by 2025.

DEWA also encouraged its customers to install photovoltaic solar panels on their premises with a connection to DEWA’s distribution network, to meet a part of their demand. By the end of 2022 the total installed capacity reached 493 MW.

Last, executing the Dubai Demand Side Management strategy resulted in a 17.1 percent reduction per capita in electricity consumption, and a 21 percent reduction per capita in water consumption.

Last year DEWA became a listed company on the Dubai financial market. This marked the beginning of an exciting new chapter in DEWA’s growth journey to become one of the leading companies regionally and globally.

DEWA has a world-class governance system and a continuous record of good governance across all its operations.

DEWA is quite active in the Middle East and North Africa OECD regional working group on corporate governance. This active partnership allows DEWA to benefit from the OECD countries’ corporate governance experiences, as well as highlight DEWA’s positive strides on corporate governance.

Understanding customer experience during the digital transition

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

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

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

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

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

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

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

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

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

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

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

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

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

Do sanctions work?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Who will win the lithium race?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The perils of market sentiment

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

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

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

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

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

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

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

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

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

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

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

A return to supersonic commercial aviation

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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