A new path for Mexico?

It’s time for women,” Claudia Sheinbaum told jubilant crowds at her presidential inauguration in October. “Women have arrived to shape the destiny of our beautiful nation,” she said to thunderous applause. The event marked a historic occasion for Mexico, as the nation’s presidential sash was presented to a woman for the very first time.

After winning a landslide victory in June’s elections, President Sheinbaum has taken office on a wave of public support. An environmental scientist and the former mayor of Mexico City, the newly elected president is something of a trailblazer in Mexican politics. As the first female leader and first Jewish President in over 200 years of Mexican independence, Sheinbaum’s election has already made history. But as she embarks on a six-year presidential term, the world will be waiting to see if she will forge a new political path for Mexico.

Sheinbaum has made it clear that she prioritises the clean energy transition in Mexico

Sheinbaum inherits a highly troubled nation from her predecessor and mentor, Andrés Manuel López Obrador. Mexico is gripped by gang violence, with over 175,000 people murdered and a further 43,000 missing over the last six years. López Obrador – known colloquially as AMLO – pursued a controversial ‘hugs, not bullets’ policy during his time as president, which ultimately proved ineffective in curtailing the nation’s violent drug cartels. After an election campaign marred by violence, confronting Mexico’s dire security situation will be a priority for Sheinbaum. And, along with escalating cartel violence, López Obrador has also passed a shaky economy on to his protégé.

The country’s budget deficit stands at close to six percent of GDP – the highest it has reached since the 1980s. Last year, foreign investment in Mexico fell to an 11-year low, with jitters over security affecting investor confidence. Productivity remains stagnant, and the large informal economy continues to limit the government’s tax base. Amid this challenging fiscal landscape, Sheinbaum may struggle to implement the ambitious social policies that she so successfully campaigned on.

A lasting legacy
While Claudia Sheinbaum’s election came as no great surprise, nobody had expected her victory to be quite so decisive. The climate scientist was elected with nearly 60 percent of the vote – the highest vote percentage in the country’s democratic history. Her party, Morena, now governs 24 of Mexico’s 32 states, and also boasts a large legislative majority. This gives Sheinbaum near-unprecedented power to shape the nation’s future – but the burning question is whether she will break from her predecessor’s policies.

AMLO’s legacy looms large in Mexico. The left-wing politician rose to power in 2018, promising a ‘Fourth Transformation’ for the nation, on par with the war of independence, the Reform War and the Mexican Revolution. As part of this radical transformation, López Obrador pledged to end corruption, reduce violence, grow the Mexican economy and expand social programmes designed to reduce poverty and inequality. By the end of his six-year term, AMLO may have fallen short on a number of his lofty ambitions, but his administration achieved inarguable progress in poverty reduction.

Between 2018 and 2022, more than five million Mexicans were lifted out of poverty, driven largely by significant increases to the minimum wage and direct cash transfers to low-income families. Social spending increased across AMLO’s presidency, with a focus on pension benefits, educational scholarships and financial assistance for vulnerable groups. Many Mexicans have felt the benefit of this expanded social safety net, helping AMLO’s approval ratings to remain consistently high throughout his administration.

A charismatic and well-liked leader, López Obrador was able to forge a bond with many ordinary Mexicans during his time as president. His personalised approach to politics endeared him to his electorate, with millions tuning in to his sprawling daily press conferences each morning. These lengthy news briefings, known as the mañaneras, allowed the former president to speak directly to his citizens, highlighting his government’s key achievements and verbally sparring with members of the press.

Often lasting for up to three hours, the mañaneras became a defining feature of AMLO’s presidency, and reshaped how many Mexicans interact with the news. Even more significantly, the briefings showcased the former leader’s ability to influence the national conversation, using his communication skills and charisma to his advantage.

Despite his failures to tackle corruption and curtail cartel violence, AMLO left office with an approval rating of almost 60 percent, and a legion of loyal supporters. He has insisted that he will retire from political life, and relocate to his family ranch in the southern state of Chiapas. But even if AMLO embraces a peaceful retirement, his legacy will have a lasting impact on Mexican politics. His political protégé Sheinbaum will soon need to decide if she wishes to continue in AMLO’s footsteps, or forge her own path.

Pioneer or ‘puppet’?
On paper, Sheinbaum and her mentor are cut from a rather different cloth. Ideologically, both are left-leaning, and committed to socio-economic justice. But the pair have differing political backgrounds and public personas. A lifelong politician, López Obrador has secured enduring popularity based as much on personality as on policy. The former president also prioritised fossil fuel production during his six-year term, propping up indebted state-owned oil firm Pemex in an effort to achieve a self-sufficient energy supply. In his frequent interactions with the press, AMLO embraced populist rhetoric, attacking the nation’s corrupt ‘elites’ while defending the working class.

Home to over 130 million people, and boasting strong trade ties to the US, Mexico has vast economic potential

Sheinbaum, by contrast, may set a different tone in her presidency. She brings a formal scientific background to Mexico’s top job, and outlined a modern, progressive outlook in her inaugural speech as president. Her career as a climate scientist, meanwhile, sets Sheinbaum at odds with AMLO’s fossil fuel-focused strategy. Although she didn’t campaign on an explicit climate platform, Sheinbaum has made it clear that she prioritises the clean energy transition in Mexico. With her technical background and her reputation for hard work and efficiency, Sheinbaum may adopt a more pragmatic approach to politics than her predecessor.

Sheinbaum now has a tricky line to tread. She has promised some departures from the previous administration, particularly when it comes to energy and the government’s relationship with the private sector. But she has also committed to continuing the model of ‘Mexican Humanism’ set out by her mentor. Sheinbaum’s campaign slogan promised ‘continuity with change,’ but any radical reforms may prove difficult when AMLO casts such a large shadow.

And it is not just AMLO’s lasting legacy that Sheinbaum has to contend with. Before leaving office, López Obrador announced a series of constitutional reforms, which could radically reshape the Mexican judicial system in the years to come. The controversial proposals include introducing direct elections for state, federal and Supreme Court judges, as well as cuts to the overall number of lawmakers. Experts have warned that, if implemented, the proposals could weaken judicial independence and the wider division of powers in Mexico. Sheinbaum has shown no opposition to the proposals brought forward by her predecessor, and the judicial reform received approval in the lower house of Congress in September. The reform will move to the Senate for further debate, where it is expected to pass due to the ruling party’s strong majority. According to human rights advocates, the move marks a concerning erosion of democracy, by all but guaranteeing Morena political control of the judiciary.

Sheinbaum’s support for these controversial proposals suggests that she will remain loyal to AMLO’s political agenda. Critics have cast her as a mere ‘puppet’ of López Obrador, while international markets have baulked at the reforms. The Mexican peso has tumbled against the dollar following the judicial system upheaval, and bond market volatility has increased. The US ambassador to Mexico, Ken Salazar, has been openly critical of the proposed reforms, warning that the direct election of judges constitutes “a major risk to the functioning of Mexico’s democracy.”

As the peso continues to fall against the dollar, Sheinbaum may need to reconsider her public position on these reforms if she is to reassure investors and analysts of her commitment to democratic values.

Balancing the books
Along with grappling with AMLO’s political legacy, Sheinbaum will also need to get to grips with the shaky economy she has inherited. Home to over 130 million people, and boasting strong trade ties to the US, Mexico has vast economic potential. Historically speaking, however, the nation has struggled to tap into these prospects, and has underperformed compared to similar developing nations. This pattern of slow growth and missed opportunities continued under López Obrador, whose business-bashing rhetoric hampered private sector investment in a number of key sectors. What’s more, AMLO’s spending on social programmes has put considerable strain on the government purse strings. The budget deficit now stands at six percent of GDP – the highest rate in three decades. Simply put, the government does not collect enough tax revenues to fund its current level of social investment. Mexico’s large informal economy continues to impact its tax base, with tax revenues amounting to just 17 percent of the nation’s GDP – far below the OECD average of 34 percent of GDP. Almost 60 percent of Mexico’s workforce operates off the books, and tax compliance is minimal at best. Sheinbaum has promised to continue the ambitious social policies of her mentor, but will struggle to finance these legacy programmes without increasing tax collections.

Last year, Mexico officially displaced China to become the US’s top trading partner

Most significantly, she will need to find crucial funds to support health services, which were dramatically underfunded during AMLO’s term. In 2020, the López Obrador administration closed its flagship health insurance programme, Seguro Popular, which had provided medical cover to millions of Mexican citizens. As a result, the number of Mexicans without access to health services more than doubled by 2022 to over 50 million people. Reversing this trend and expanding access to healthcare should be an early priority for the socially conscious Sheinbaum. Indeed, in her first speech as president, Sheinbaum insisted that “health and education are rights of the Mexican people, not privileges.” Sheinbaum’s pledges to increase social spending will have to be financed somehow. But maintaining fiscal responsibility without reforming tax may prove a difficult line to tread.

A creaking giant
Aside from tackling the budget deficit, one of President Sheinbaum’s most pressing economic concerns is the fate of the beleaguered state-owned oil firm Pemex. With debts of over $100bn, Pemex is the world’s most indebted oil company, and has largely relied on government bail-outs to stay afloat. The firm was once a major money-maker for Mexico, providing half of the country’s entire revenue in its heyday. But years of falling crude production, corruption scandals and workforce bloat have left the company drowning in debt. Amid these dire circumstances, López Obrador decided to throw Pemex a lifeline.

In an effort to revive the debt-laden firm, López Obrador slashed its debt burden and channelled government funding into the construction of a new oil refinery in the state of Tabasco. AMLO’s tax cuts and cash injections are thought to have pumped over $70m into the state-owned firm over the course of the last six years, constituting a major burden on state finances. This ambitious rescue package was ultimately in service of AMLO’s lofty goal to make Mexico self-sufficient in fuel production. By recommitting to fossil fuels and providing near-unlimited support to an ailing Pemex, López Obrador effectively slammed the brakes on renewable energy growth.

Unlike her predecessor, President Sheinbaum has shown explicit support for the clean energy transition. During the election campaign, the former climate scientist promised to invest $14bn in renewables, and is seemingly open to working with the private sector to enable the green energy transition. Here again, however, AMLO’s shadow looms large. Her ties to her predecessor have seen Sheinbaum publicly defend the construction of the Dos Bocas refinery, and set a target for Pemex to ramp up its oil production. These decisions may seem in conflict with Sheinbaum’s climate-conscious background, but the new president’s hands are largely tied when it comes to the indebted oil firm. Increasing production and sales at Pemex will reduce the firm’s reliance on state support, but is squarely at odds with a transition to clean energy. And with Pemex’s fortunes so deeply entwined with those of Mexico itself, Sheinbaum simply cannot afford any costly missteps when tackling the firm’s pressing debt burden.

Neighbourly relations
It is not all doom and gloom for the incoming president. There are some bright spots in the Mexican economy – particularly when it comes to the nation’s relationship with its northern neighbour. Last year, Mexico officially displaced China to become the US’s top trading partner, with $798bn of goods passing between the two nations.

Indeed, Mexico is uniquely placed to benefit from escalating US-China tensions, and Sheinbaum would be wise to harness this opportunity while it lasts. Economic relations between the US and China have severely deteriorated under the Trump and Biden administrations, with Chinese exports to the US falling by 21 percent since July 2018. With tariffs on Chinese imports likely to continue under the new US administration, Mexico’s exports boom shows no signs of slowing down.

The nation also stands to gain from the phenomenon of ‘nearshoring.’ The business practice – which sees firms relocate their factories in order to bypass costly tariffs – has become increasingly commonplace in the post-pandemic environment. Given its proximity to the US, Mexico is a prime location for companies looking to nearshore their production lines. In fact, new investments driven by nearshoring could see Mexico add an additional three percent to its GDP over the next five years.

Recent announcements by major industry players have bolstered confidence in the nation’s ability to attract investment. Amazon Web Services has announced that it will invest $5bn to open new data centres in Mexico over the next 15 years, while car-making giant Volkswagen is set to inject a further $1bn into its sprawling Puebla plant. In total, the nation received $36bn in foreign direct investment in 2023 – a boon for the economy, certainly, but perhaps falling short of its full potential.

AMLO’s anti-business rhetoric and underinvestment in water and electricity infrastructure have diminished Mexico’s attractiveness to multi-nationals. Blackouts and water shortages are a major concern for investors looking to establish manufacturing bases in the country, while security threats from organised crime have long impacted Mexico’s competitiveness on the international stage. The US remains the largest investor in Mexico by some margin – spending $13.8bn south of the border in 2023 – but the Latin American nation will need to tackle some deep-set issues if it is to maximise investment from its neighbour.

Unlike her predecessor, President Sheinbaum has shown a willingness to work with the private sector, and a desire to improve investor confidence in Mexico. But her ability to strengthen the bilateral relationship with the US will be largely determined by the behaviour of the unpredictable Donald Trump as he settles into his second term. What’s more, with the US-Mexico-Canada Agreement (USMCA) free trade deal up for renegotiation in 2026, Trump’s return could radically reshape the economic relationship between the two neighbouring countries.

The cartel question
In 2024, one prevailing issue continues to hold Mexico back from achieving its full potential: extreme criminal violence. The country has just experienced the most deadly election campaign in its history, with a number of high-profile assassinations taking place in the lead-up to voting day. According to political consultancy firm Integralia, approximately 200 politicians, candidates and public servants were murdered or threatened ahead of June’s elections, and three further assassinations took place in the days following the vote.

This latest wave of political violence adds to the country’s worsening security crisis. President Sheinbaum has inherited a nation marred by gang warfare and violent criminality. AMLO’s ‘hugs, not bullets’ approach failed to clamp down on cartel violence, with his administration presiding over the bloodiest six-year term in the nation’s modern history. Since 2018, over 30,000 people have lost their lives each year to crime-related violence, while kidnappings and disappearances remain rife. So far, Sheinbaum has largely stuck to AMLO’s political roadmap. But his hands-off security approach has proved ineffective in tackling escalating cartel violence. For the safety and security of her own citizens – and for the sake of her country’s reputation on the world stage – Sheinbaum may need to forge her own path on this issue. She has a track record of combating crime, with the homicide rate plunging by 50 percent during her tenure as mayor of Mexico City.

President Sheinbaum must prioritise a security strategy that bolsters investor confidence and civilian safety

Sheinbaum achieved this impressive result with a combination of targeted strategies, from intelligence sharing with US law enforcement agencies, to boosting police surveillance powers in high-crime areas. There are early signs that she may continue this multifaceted approach to crime reduction in her new role as president. Shortly after taking office, Sheinbaum unveiled a new security strategy, which promises to boost collaboration between law enforcement units, along with creating an enhanced national intelligence agency. This fresh approach to security policy simply cannot come soon enough – a survey published by the national statistics agency shows that over 60 percent of Mexicans consider public safety to be the gravest issue affecting the nation.

For years, Mexico’s struggle with violent crime has harmed its citizens, dampened its economy and deterred investors. With the nation poised to benefit from a once-in-a-generation nearshoring opportunity, President Sheinbaum must prioritise a security strategy that bolsters investor confidence and civilian safety. This window of opportunity will not last forever, and the nation’s new president will need to act swiftly and decisively to unlock the country’s full potential.

If Sheinbaum can seize the initiative and step out from her mentor’s shadow, she may be able to steer Mexico towards a bold new future.

Insurance Awards 2024

According to the 2024 Allianz Global Insurance Report, “the global insurance industry grew by an estimated 7.5 percent in 2023, therefore achieving the fastest growth in almost two decades, since 2006.” Artificial Intelligence is perhaps the greatest potential driver for change in this industry, and with the global insurance market expected to grow by an annual rate of 5.5 percent over the next decade, it has the potential to help reduce protection gaps by improving the availability, affordability and accessibility of insurance. The report goes on to say that global risks, including the growing climate crisis and conflicts in both Ukraine and Palestine, have brought insurability – or the limits of it – sharply into focus. Navigating the complex changes across the globe to balance risk and affordability is a key issue for the winners of the World Finance Insurance awards. This year, we recognise the trailblazers driving the insurance industry forward, showcasing the dedication and creativity that define the profession.

 

Best Life Insurance Companies

Argentina
Sancor Seguros

Australia
TAL

Austria
Vienna Insurance Group

Bahrain
Al Hilal life

Bangladesh
National Life Insurance Company

Belgium
Ethias Insurance

Brazil
Sulamerica Cia Saude

Bulgaria
Tumico

Canada
Canada Life

Caribbean
Sagicor

Chile
SURA

China
China Life Insurance Group

Colombia
Seguros Bolívar

Costa Rica
Pan American Life Insurance

Cyprus
Eurolife

Czech Republic
KB Pojistovna

Denmark
Nordea Life & Pensions

Egypt
Allianz Egypt

Finland
Nordea

France
CNP Assurances

Georgia
Imedi L

Germany
The Talanx Group

Greece
NN Hellas

Honduras
Pan-American Life

Hong Kong
China Life Insurance (Overseas)

Hungary
Groupama Biztosító

India
Max Life Insurance

Indonesia
PT Asuransi Jiwasraya

Italy
Poste Vita

Japan
Nippon Life Insurance Company

Jordan
Arab Orient Insurance Company

Kazakhstan
Halyk Life

Kenya
Britam

Kuwait
GIC

Lebanon
Bancassurance

Luxembourg
Swiss Life

Malaysia
Hong Leong Assurance Berhad

Malta
HSBC Life Assurance Malta

Mexico
New York Life

Myanmar
Prudential Myanmar

Netherlands
Aegon the Netherlands

New Zealand
Asteron Life

Nigeria
Sanlam Life Insurance

Norway
Nordea Liv

Oman
Qatar Insurance Company

Pakistan
State Life Insurance Corporation of

Peru
Pacifico Seguros

Philippines
BPI AIA

Poland
Santander Allianz

Portugal
Ocidental Grupo Ageas

Qatar
Q Life a

Romania
Allianz-Tiria

Saudi Arabia
Tawuniya

Serbia
Generali Osiguranje

Singapore
Singlife with Aviva

South Korea
BNP Paribas Cardif

Spain
Zurich

Sri Lanka
Ceylinco Life Insurance

Sweden
Folks

Switzerland
Swiss Life

Taiwan
Fubon Life Insurance

Thailand
Thai Life Insurance

Turkey
Bereket Sigorta

UAE
Oman Insurance

UK
Aviva

US
MassMutual

Uzbekistan
New Life Insurance

Vietnam
Mirae Asset Prevoir

 

 

Best General Insurance Companies
Argentina
Sancor Seguros

Australia
Insurance Australia Group

Austria
Helvetia Austria

Bahrain
Qatar Insurance Company

Bangladesh
Nitol Insurance

Belgium
AXA

Brazil
Zurich

Bulgaria
Bulstrad Vienna Insurance

Canada
Intact Group

Caribbean
RBC

Chile
ACE Seguros de Vida

China
Ping An P&C Insurance

Colombia
Liberty Seguros

Costa Rica
ASSA Compañía de Seguros

Cyprus
Genikes Insurance

Czech Republic
KB Pojistovna

Denmark
Tryg

Egypt
AL Mohandes Insurance Company

Finland
Fennia Mutual Insurance

France
CNP Assurances

Georgia
Irao

Germany
Allianz

Greece
Interamerican

Honduras
Ficohsa Seguros

Hong Kong
China Taiping Insurance

Hungary
Groupama Biztosító

India
ICICI Lombard

Indonesia
Sinarmas

Italy
UnipolSai

Japan
Mitsui Sumitomo Insurance

Jordan
GIG

Kazakhstan
Nomad Insurance

Kenya
CIC Insurance Group

Kuwait
Qatar Insurance Company

Lebanon
AXA Middle East

Luxembourg
AXA Luxembourg

Malaysia
Generali Malaysia

Malta
GasanMamo Insurance

Mexico
GNP

Myanmar
AYA SOMPO Insurance

Netherlands
Aegon the Netherlands

New Zealand
Tower Insurance

Nigeria
Zenith Insurance

Norway
Tryg

Oman
Qatar Insurance Company

Pakistan
Adamjee Insurance

Peru
Rimac Seguros

Philippines
Standard Insurance

Poland
LINK4 TU

Portugal
Fidrlidade

Qatar
Qatar Insurance Company

Romania
ERGO Group

Saudi Arabia
Tawuniya

Serbia
Generali Osiguranje

Singapore
QBE International

South Korea
Hanwha General Insurance

Spain
SegurCaixa Adeslas

Sri Lanka
Continental Insurance

Sweden
Tryge

Switzerland
Helvetia

Taiwan
ShinKong Insurance Company

Thailand
The Viriyah Insurance

Turkey
Bereket Sigorta

UAE
Qatar Insurance Company

UK
AXA UK

US
State Farm

Uzbekistan
Kafil-Sugurta

Vietnam
BaoViet Insurance

Digital Banking Awards 2024

There has been a continued growth in digital banking in 2024 spurred on by an increased adoption of fintech solutions, AI and machine learning, digital wallets and cryptocurrencies and regulatory changes designed to help enhance consumer protection, data privacy and anti- money laundering measures. There has been a trend not only towards AI-powered hyper-personalisation, but also open banking and embedded finance, allowing third-party developers to build applications and services around financial institutions, fostering greater competition and innovation in financial services. CBDCs have also risen in significance and, according to a study by Juniper Research, “the value of payments via CBDCs (Central Bank Digital Currencies) will reach $213bn annually by 2030; up from just $100m in 2023,” which underlines the enormous growth potential of CBDCs, if government can drive their adoption. Security has also been a significant trend during the year. According to research by McKinsey, countries that successfully introduce secure authentication via digital identity and ID wallets can expect to unlock economic value between three and six percent of GDP by 2030. In this year’s World Finance Digital Banking awards, we highlight those who are transforming traditional banking models through innovation and creativity, setting new benchmarks for excellence in the digital age. We honour the remarkable achievements of individuals and institutions that have embraced technology to enhance customer experiences and drive financial inclusion.

Best Digital Banks
Africa
First National Bank

Asia
Ping An Bank

Europe
Garanti BBVA

Middle East
Commercial Bank

Latin America
Bancolombia

North America
Bank of America

Best Consumer Digital Banks

Bulgaria
Postbank

Colombia
Bancolombia

Costa Rica
BAC Credomatic

France
Revolut

Ghana
Access Bank

Greece
National Bank of Greece

Hong Kong
Standard Chartered

Indonesia
BNI

Kuwait
NBK

Malaysia
Standard Chartered

Mexico
Banorte

Nigeria
Access Bank

Pakistan
HBL

Qatar
Commercial Bank

Saudi Arabia
Saudi National Bank

Singapore
SC Mobile

Turkey
Garanti BBVA

US
Bank of America

 

Best Mobile Banking Apps

Bulgaria
m-Postbank

Colombia
Bancolombia Personas

Costa Rica
Banca Movil BAC

France
Revolut

Ghana
Access Bank

Greece
Next by NBG

Hong Kong
SC Mobile

Indonesia
BNI Mobile Banking

Kuwait
NBK Mobile Banking

Malaysia
SC Mobile Malaysia

Mexico
Banorte Movil

Nigeria
Access More

Pakistan
HBL Mobile

Qatar
CBQ Mobile

Saudi Arabia
SNB Mobile

Singapore
SC Mobile

Turkey
Garanti BBVA Mobile

US
Bank of America Mobile Banking

Wealth Management Awards 2024

The underlying growth trend of the wealth management industry looks set to continue. According to a recent report by PwC, they anticipate that “global Assets under Management (AuM) will almost double in size by 2025, from $84.9trn in 2016, to $111.2trn by 2020, and then again to $145.4trn by 2025.” Other key findings of the report indicate that active management will continue to play an important part and alternative asset classes will experience huge growth, expected to reach 15 percent of global AuM in 2025. As such, asset managers need to organise and innovate if they are to take advantage of this global growth opportunity. This means closely monitoring niche areas and keeping on top of technological advancements when developing active, passive and alternative strategies. The winners of the World Finance Wealth Management awards are those who are playing an active part in the transformation of the industry, examining the developments that are driving huge change and successfully navigating these changes.

 

Best Wealth Management Providers

Argentina
Santander Wealth Management & Insurance

Armenia
Unibank Prive

Australia
Nab Wealth Management

Austria
Schoellerbank Wealth Management

Bahamas
RBC Caribbean

Bahrain
Ahli United Bank

Belgium
BNP Paribas Fortis

Bermuda
Butterfield Bank

Brazil
BTG Pactual

Bulgaria
Compass Invest

Canada
RBC Wealth Management

Chile
BTG Pactual

China
ICBC Private Banking

Colombia
BTG Pactual

Denmark
Nordea Asset & Wealth Management

Estonia
Raison Asset Management

Finland
Nordea Private Banking

France
BNP Paribas Banque Privée

Georgia
TBC Wealth Management

Germany
Deutsche Bank

Greece
Alpha Private Bank

Hong Kong
BNP Paribas Wealth Management

Hungary
OPT Private Banking

Iceland
Islandsbanki Asset Management

India
Kotak Mahindra Bank

Indonesia
Hana Bank

Italy
BNL BNP Paribas

Japan
Sumitomo Mitsui Trust Asset Management

Kuwait
Markaz

Liechtenstein
Kaiser Partner (Best Multi-Client Family Office)

Lithuania
INVL

Luxembourg
Indosuez Wealth Management

Malaysia
Maybank Private Wealth

Mauritius
Stewards Investment Capital

Mexico
Santander Wealth Management

Monaco
Societe Generale

Netherlands
ING Private Banking

New Zealand
ANZ Private

Norway
Nordea Asset & Wealth Management

Oman
Bank Muscat

Philippines
China Bank

Poland
CITI Handlowy

Portugal
Santander Wealth Management & Insurance

Qatar
Dukhan Bank

Singapore
CMBI

South Africa
Investec Wealth and Investment

South Korea
Hana Financial Group

Spain
Santander Wealth Management & Insurance

Sweden
SEB

Switzerland
Pictet

Taiwan
E.SUN Bank

Thailand
Siam Commercial Bank

Turkey
Akbank Private Banking & Wealth Management

UAE
Emirates NBD

UK
Schroders

US
Northern Trust

Vietnam
Genesis Fund Management

Investment Management Awards 2024

According to a report by Deloitte, there is an increasing investor appetite for low-cost funds and this looks set to continue into the new year. AI has been the buzzword across many industries, but the question now is how to effectively harness and scale this technology. The report goes on to say that the investment management industry is looking at “some of their biggest risks in areas such as digital transformation, technological advancements, and cybersecurity.” If 2024 was the year in which firms were testing this emerging tech, 2025 will be about adoption. It will be a year in which investment management firms may face “the steepest risk/reward curve in decades.” With this in mind, we celebrate the winners of this year’s World Finance Investment Management awards, recognising those who have successfully been able to navigate a shifting industry environment characterised by “evolving investor preferences, shrinking profit margins, sustained high interest rates, and escalating regulatory demands.” We shine a spotlight on the leaders and innovators who have not only set the benchmark for excellence but who are also looking at shaping the future of the investment management industry.

 

Best Investment Management Companies

Belgium
KBC Asset Management

Brazil
Itau Asset Management

Chile
BCI Asset Management

Colombia
Campo Capital

Ghana
Stanbic Investment Management

Greece
Piraeus Asset Management

Hong Kong
HSBC Asset Management Hong Kong

Kuwait
Kamco Invest

Malaysia
Maybank Asset Management

Mauritius
Stewards Investment Capital

Mexico
BBVA

Morocco
Wafa Gestion

Pakistan
Al Meezan Investments

Qatar
Qinvest

Saudi Arabia
Alistithmar Capital

Singapore
UOB Asset Management

Thailand
UOB (Thai) Asset Management

Turkey
Ak Asset Management

UAE
SHUAA Capital

Vietnam
VinaCapital

Innovation Awards 2024

It was Steve Jobs who famously said that “innovation is the ability to see change as an opportunity, not a threat.” With that quote in mind, in this year’s World Finance Innovation awards, we celebrate the visionaries and pioneers who are not just visualising opportunity, they are also pushing against the boundaries of what is even possible. We recognise the incredible achievements of individuals and organisations, from across the globe and in differing industries, that have demonstrated creativity, ingenuity, and a commitment to progress in their fields. We highlight those who are transforming ideas into impactful solutions, driving change and setting new standards for excellence. They exemplify the spirit of innovation, showcasing their dedication to improving lives and advancing industries. From groundbreaking fintech solutions to transformative banking practices, these innovators are not only enhancing customer experiences but also setting new standards for efficiency, security, and inclusivity.

Most Innovative Companies (by industry)

AgTech
FarmSense

Apparel
Bamboo Clothing

Auto Insurance Technology
Roadzen

Banking
Banco Azteca

Battery Storage
Antora Energy

Circular Economy
Saathi Pads

Digital Assets
CoinFund & CoinDesk Indices

Digital Health Technology
Neteera Technologies

Electric Vehicles
BYD Company

FoodTech
Amai Proteins

InsurTech
PinPoint

Investment
KBC Asset Management

Payment Solution Technology
TPay

Pensions & Retirement
CommonWealth

Plastic Technology
Green Dot Bioplastic

Trucking Technology
Fleet Advantage

Wastewater Management
Zwitterco

Real Estate Awards 2024

Welcome to the World Finance Real Estate Awards 2024, where we celebrate excellence in the dynamic world of property and development. This year’s awards recognise industry leaders and innovators who are reshaping the global real estate landscape with vision, sustainability, and resilience. Join us as we honour those setting new benchmarks in an ever-evolving market.

World Finance Real Estate Awards 2024

Best Bank for Real Estate
DBS

Real Estate Deal of the Year
Alistithmar Ezdihar Park Fund

Best Real Estate Advisor
Knight Frank

Best Real Estate Developer, Middle East
United Real Estate Company

Best Real Estate Developer, Europe
Unibail-Rodamco- Westfield

Best Real Estate Developer, Asia
CapitaLand

Best Real Estate Developer, Latin America
Corparacion Inmobiliaria Vesta

Green Bond Issue of the Year
CBRE IM Green Bond

Most Sustainable Development of the Year
The Red Sea

Retail Developer of the Year
Unified Real Estate Development

Residential Developer of the Year
Mah Sing Group Berhad

Sustainable Developer of the Year
Diamond Developers

Industrial Developer of the Year
Soilbuild International

Carbon Awards 2024

This year we have witnessed significant technological advancements made in the field of carbon emissions reduction.

The World Finance audience is following the current climate policies, which are estimated to put the world on track for around 2.7 degrees Celsius warming by 2100. If countries achieve their current pledges, this could be reduced to 2.1 degrees Celsius. However, to limit warming to well below 2 degrees Celsius as per the Paris Agreement, more ambitious commitments and policies are needed.

The World Finance Carbon Awards Programme is designed to recognise companies leading the decarbonisation trends, reducing the impact on people and the planet, and introducing innovative and advanced technologies to combat CO2 emissions by capturing, storing, removing, and avoiding them.

The transformative potential of science and technology is helping to drive the emissions reduction efforts, and promises significant advancements in capture, storage, avoidance and environmental sustainability.

For many businesses CO2 reduction is no longer just a process or an addition to the core strategy, but a central tenet; it is a reminder to dig deeper, ask more questions, and continuously strive for ongoing transformation across all business areas.

 

World Finance Carbon Awards 2024
Best Company for Decarbonisation in the Transportation Industry
123Carbon

Best Company for Carbon Reduction in the Hospitality Industry
Accor

Best Company for Carbon Reduction in the Airport Industry
Aeroporti di Roma

Best Energy Attribution Certificates Broker, Europe
AFS Energy

Best Company for Carbon Reduction in the Engineering Industry
Aker Solutions

Best Company for Carbon Reduction in the eCommerce Industry
Alibaba Group

Best Company in the Nature Based Carbon Project Development Industry
Allcot

Best Company for Carbon Reduction in the Sporting Equipment Industry
Amer Sports

Best Energy Attribution Certificates Broker, North America
Amerex

Best Company for Carbon Reduction in the Glass Industry
BA Glass

Best Company for Carbon Reduction in the Chemical Industry
BASF

Best Company for Carbon Reduction in the Mining Industry
BHP

Best Company for Carbon Reduction in the Automotive Industry
BMW Group

Best Company in the High Impact Carbon Project Development Industry
Campo Capital

Best Company for Carbon Reduction in the Real Estate Industry
CapitaLand Group

Best Company for Decarbonisation in the Industrial Sector
Carbon Clean

Best Company for Decarbonisation in the Real Estate Industry
Catalyst

Best Company for Carbon Reduction in the Telecommunication Industry
Chunghwa Telecom

Best Carbon Markets Broker, North America
ClearBlue Markets

Best Public Health Project Developer
Climate Impact Partners

Best APAC Carbon Markets Broker
Climate Impact X

Best Company in the Carbon Removal Technology Industry
Climeworks

Best Company for Decarbonisation in the Logistics Industry
Convoy

Best Energy Attribution Certificates Broker, APAC
CORE Markets

Best Company for Carbon Reduction in the Wine Products Industry
Corticeira Amorim

Best Company for Carbon Reduction in the Transportation Industry
CPKC

Best Company in the Carbon Storage Industry
Cquestra

Best Company for Carbon Reduction in the Logistics Industry
CSX Corporation

Best Company in the Technology Based Carbon Project Development Industry
DevvStream

Best Blue Carbon Project Developer
Ecosecurities

Best Carbon Emissions Trading System Broker, UK
Evolution Markets

Best Company for Carbon Reduction in the Pulp and Paper Industry
INAPA

Best Company for Carbon Reduction in the Healthcare Industry
Johnson & Johnson

Best Company for Decarbonisation in the Aviation Industry
LanzaJet

Best Company for Carbon Reduction in the Shipping Industry
Maersk

Best Company for Carbon Reduction in the Food Industry
Nestlé

Best Company for Carbon Reduction in the Semiconductor Industry
Nordic Semiconductor

Best Company In the Carbon Accounting Industry
Normative

Best Company for Carbon Reduction in the Steel Industry
Nucor Corporation

Best Company for Carbon Reduction in the Spirits Industry
Pernod Ricard

Best Company for Carbon Reduction in the Technology Services Industry
Persistent Systems

Best Company for Decarbonisation in the Agricultural Industry
Poás Bioenergy

Best Company for Carbon Reduction in the Data Centre Industry
QTS Realty Trust

Best Company for Carbon Reduction in the Feminine Hygiene Products Industry
Saathi Pads

Best Company for Carbon Reduction in the Energy Industry
Shell

Best Project for Carbon Reduction in the Livestock Farming Industry
SINGEI Project (by Aurelian Biotech)

Best Company for Decarbonisation in the Steel Industry
Stegra

Best Carbon Emissions Trading System Broker, Europe
STX Group

Best Company in the Carbon Solutions Provider Industry
Tasman Environmental Markets

Best Company for Carbon Reduction in the Packaging Industry
Tetra Pak

Best Biodiversity Project Developer
ValueNature

Best Company for Carbon Reduction in the Low-Cost Airline Industry
WizzAir

Best Carbon Exchange
Xpansiv

Best Company for Carbon Reduction in the Water Industry
Xylem

Banorte: Growing together, growing with Mexico, growing with you

Grupo Financiero Banorte is one of Mexico’s leading banks, supporting local families and businesses since 1899. In this video, the group’s chairman, Carlos Hank González, reflects on Banorte’s history, successes, people, and mission for the following 125 years.

Carlos Hank González: 125 years ago, our journey began with a vision to be more than just a bank. We set out to be a trusted companion, walking alongside our customers, every step of the way. Growing together, growing with Mexico, growing with you.

For 125 years, we have accompanied families, helping them achieve their dreams and supporting businesses in reaching their goals. In challenging times, we’ve been there as a steadfast ally.

Our story is one of transformation and progress. We’ve evolved, modernised, and embraced innovation, but our core remains unchanged: putting our customers at the heart of everything we do.

From our beginnings, as a small local bank in Monterrey, we’ve grown to become Mexico’s leading financial group, a digital pioneer, and the strongest bank in the country. And our journey is far from over.

The true strength of Banorte isn’t found in numbers or awards won, but in the people, who have shaped this story with us: our dedicated collaborators, investors, trusted partners, and each of the customers who have placed their confidence in us.

Mexico is our home, and here we’ll stay. We’re rooted in this land, committed to building a brighter future because we believe that hidden opportunities are always present, and Banorte has always known how to seize it.

Our history is intertwined with Mexico’s. Every decision, every loan, every business we’ve supported, and every project we’ve financed has left a mark, impacting families, businesses, and entire communities. Because when they thrive, so does Mexico – and so does Banorte.

Our commitment to Mexico is unwavering, and while we honor the past, our eyes are set on the future. Our story continues along with Mexico’s evolution.

Challenges lie ahead, and we are ready to face them. Together, we will continue to do the ordinary in an extraordinary way.

At Banorte, the next 125 years will be written, again, hand in hand with Mexico.

Ooredoo Group: Innovation, integrity and social responsibility mean ‘the sky is the limit’

Ooredoo is one of the world’s largest mobile telecommunications companies, with over 164 million customers across 12 countries. Hilal Mohammed Al Khulaifi is Ooredoo’s Group Chief Legal, Regulatory and Governance Officer; he explains how the company’s governance has evolved it has grown, its commitment to sustainability, and what the “DNA of Ooredoo” means for its future.

World Finance: Ooredoo is one of the world’s largest mobile telecommunications companies, with over 164 million customers across 12 countries. I’m with Hilal Mohammed Al Khulaifi; Ooredoo’s story is one of real rapid regional expansion – how has your governance changed and evolved as you’ve grown into country after country?

Hilal Mohammed Al Khulaifi: Well expanding into multiple countries has been an exciting journey for Ooredoo. But it’s also posed some challenges in terms of governance.

To ensure uniformity while allowing local execution, we adapted a centralised framework. This means that core governance principles remain the same, but there is flexibility to adapt to local regulations and cultural norms.

To get diverse perspectives, we expanded our board to include experts with international experience. We also rely on state-of-the-art technology for real-time monitoring across different markets.

Moreover, stakeholder engagement is crucial to us, and we strive to interact closely with local governments, communities, and NGOs.

World Finance: How is Ooredoo working to become more sustainable – both financially and environmentally?

Hilal Mohammed Al Khulaifi: Sustainability is a core value for Ooredoo.

We are taking steps to diversify our revenue by adding digital services like cloud computing and IoT, and traditional telecoms services.

We have a well-defined risk-assessment strategy to mitigate any market instability.

To reduce our impacts on the environment, we are working towards reducing our carbon footprint. We are increasing our usage of renewables to power our data centres, and implementing effective e-waste management programmes.

Our aim is to make a positive contribution, not just to our balance sheet, but also to the planet.

World Finance: And looking forward, what are your hopes and ambitions for the company?

Hilal Mohammed Al Khulaifi: Looking ahead, the sky is the limit. I see Ooredoo becoming a market leader in every country we operate – not just in numbers, but also in customer satisfaction and innovation.

The digital transformation is in full swing, and we want to be the go-to digital solutions provider for both consumers and businesses.

Sustainability will remain a cornerstone, with a goal to become a zero-carbon company by 2030.

We also want to make sure that our workforce is as diverse and inclusive as the market we serve.
Our guiding principles remain customer focus, innovation, integrity, and social responsibility. These aren’t just words; they are the DNA of Ooredoo.

Tradition to transformation within the luxury market

In 2023, the luxury sector demonstrated robust growth, despite facing global economic complexities, an overall slowdown in consumer demand, and inconsistent performance across different markets. Bain & Company reported a global market value of €1.5trn, with personal luxury goods reaching €362bn – a four percent increase at current exchange rates and eight percent at constant rates. Notably, menswear emerged as a rapidly expanding segment, driven by the demand for high-quality, classic pieces reflecting brand heritage – a trend corroborated by our group’s recent results.

Entering 2024, the luxury sector faced additional hurdles, including adapting to a swiftly changing digital landscape and combating counterfeiting while upholding ethical supply chains. The geopolitical environment, including the Russia-Ukraine war and most recently the Israel-Palestine conflict, has also presented challenges for sector growth. Despite these obstacles, the sector has demonstrated resilience, emphasising its ability to thrive amid volatility. As the year progresses, luxury brands must continue to navigate geo-political and economic challenges, technological shifts, and evolving consumer preferences. This adaptability is essential as brands aim to meet the sophisticated demands of a global consumer base seeking authenticity, sustainability, and exceptional quality.

Navigating new norms
The luxury market is experiencing significant changes in 2024, influenced by economic shifts and an evolving demographic profile. The Knight Frank and Douglas Elliman 2024 Wealth Report highlights a 4.2 percent increase in global ultra-high-net-worth individuals (UHNWIs), with notable growth in North America, the Middle East, and Africa. This surge provides luxury brands with opportunities as $90trn in assets is set to transfer from baby boomers to their children, setting the stage for millennials to become the wealthiest generation ever.

However, capturing this wealth requires more than traditional strategies and this becomes even more imperative in the face of Bain & Company’s prediction that younger generations (Generations Y, Z, and Alpha) will emerge as the predominant consumers of luxury goods, accounting for nearly 85 percent of global purchases by 2030 (see Fig 1).

Today’s affluent consumers, especially millennials and Gen Z, demand authenticity, sustainability, and ethical practices from luxury brands, reshaping the market’s landscape. These consumers are not just looking for prestige but also for a genuine commitment to social values and environmental responsibility.
Sustainability has become a crucial aspect of luxury branding. The younger generation’s environmental concerns are prompting luxury brands to adopt sustainable practices and transparently communicate these efforts, moving sustainability from a trend to a business imperative and an integral part of their global legacy.

Digital transformation is also critical. As wealth mobility and younger consumers’ digital fluency increase, luxury brands must integrate advanced technologies such as AI to enhance online and in-store experiences. AI can enable brands to drive design with data insights, authenticate products, optimise supply chains, and much more. These innovations are not just about keeping pace with technology but are crucial for connecting with a digitally native audience, thereby ensuring that luxury brands remain relevant in an ever-evolving market landscape.

Additionally, according to Bain & Company, the retail landscape is witnessing a remarkable shift towards enhanced in-store experiences. Monobrand stores, in particular, are leading this change. In our group’s experience, personalised clienteling has been instrumental in attracting luxury consumers who are eager to return to face-to-face interactions, thereby demonstrating a preference for a more tailored and intimate shopping experience. This era is about leading change, not just adapting to it. Luxury brands that can effectively harness shifts in wealth demographics, consumer expectations, and technological advancements are set to succeed. The evolving luxury landscape continues to demand a blend of exclusivity, responsibility, innovation, and authenticity, all tailored to meet the diverse needs of a global consumer base, just as it has in the past.

On-trend in China
China has been a reference for luxury goods for decades and the diversity within China’s regions plays a critical role in shaping the luxury market. For example, while mainland China has shown strong performance post-reopening, emerging economic challenges have hinted at potential slowdowns. In contrast, Hainan’s Sanya Haitang Bay is on track to become a new luxury hub, set to transform into a duty-free island by 2025, which could significantly alter the luxury retail landscape.

The retail landscape is witnessing a remarkable shift towards enhanced in-store experiences

Furthermore, Bain & Company forecast that by 2030, Chinese consumers are expected to reclaim their pre-Covid-19 position as the leading nationality for luxury goods, accounting for 35–40 percent of global purchases. Additionally, mainland China is anticipated to surpass the Americas and Europe, becoming the largest luxury market worldwide, representing 24–26 percent of global purchases.

While the luxury sector faces a complex array of challenges in 2024, the opportunities within China’s expanding and evolving market are significant. Brands that can navigate these complexities with strategic agility, a strong digital presence, and a commitment to sustainability are likely to outperform and continue to captivate the sophisticated and increasingly diverse luxury consumer base in China and beyond.

Must-haves in the Middle East
The Middle East is experiencing significant economic growth, driven by government investment of energy sector revenues into new economic areas. This is fostering a notable increase in wealthy families in the region. Projections suggest that by 2027, the number of high-net-worth individuals (HNWI) in the Middle East will increase by 82.4 percent, and UHNWIs by 33 percent, exceeding the global growth rate.

In addition to these trends, the Middle Eastern luxury goods market, primarily driven by the UAE and Saudi Arabia, is expected to double in size from nearly €15bn in 2023 to €30–€35bn by 2030. Saudi Arabia, in particular, is rapidly becoming a major hub for luxury, with Vision 2030 playing a pivotal role in transforming the country into a luxury destination. The country plans to develop nearly 500,000 square metres of luxury commercial real estate in Riyadh alone, including three major shopping malls. This development is aimed at retaining the luxury expenditure of Saudi nationals within the country, which is expected to grow significantly. Additionally, the proposed luxury destination in the Red Sea by Neom is anticipated to bring substantial economic growth to the area.

This burgeoning growth sets the stage for the Middle East to become an increasingly important market for luxury goods, potentially comparable to established markets such as the US, Europe, and China. The emphasis on creating a regional luxury shopping paradise, coupled with massive economic transformation initiatives, positions the Middle East as a vibrant landscape for luxury brands looking to expand their global footprint.

Redefining the industry
In 2024 the luxury sector is on the brink of a significant transformation, offering a wealth of opportunities for forward-thinking brands. To thrive, companies must innovate, evolve, and resonate with the shifting dynamics of the luxury market. The foundation of this transformation lies in understanding and engaging with the new generation of consumers who demand both authenticity and innovation.

Companies must innovate, evolve, and resonate with the shifting dynamics of the luxury market

Over the next decade, the fusion of traditional luxury values with cutting-edge technology will redefine the industry, creating a new era that appeals to a more diverse and sophisticated global audience. Brands that leverage data-driven insights, embrace seamless omni-channel experiences, and expand into emerging markets will be at the forefront of this evolution. Overall, the future of luxury is about more than just quality products; it’s about creating strong long-lasting relationships with consumers and offering them personalised, meaningful experiences that they connect with deeply.

Tackling the world’s hidden-debt problem

From the Covid-19 pandemic to advanced-economy interest-rate hikes, developments over the last few years have left many developing economies struggling to repay their debts. But the problem might be even bigger than the world realises, as many sovereign debts are hidden, undisclosed, or opaque. This prevents policymakers and investors from making informed decisions. Some low-income countries have made progress on disclosing their debts: the latest Debt Reporting Heat Map shows a rise in disclosure from 60 percent in 2021 to 80 percent today. But some countries have regressed, and significant gaps and weaknesses remain. For example, information might not be released swiftly enough or in adequate detail, and countries might disclose only central-government debts, leaving out other public and publicly guaranteed liabilities.

Consider domestic debts: many low-income countries, shut out of financial markets, have resorted to issuing such debt to meet their financing needs – often without reporting these instruments. Similarly, opaque currency-swap lines are being used to prop up heavily indebted borrowers. The World Bank’s 2021 report on public-debt transparency in low-income countries anticipated both of these trends. Boosting debt transparency requires action in three key areas.

Dealing with debt
First, we need to improve the software that records and manages public debt. Just as individuals use internet banking to manage their personal finances, governments rely on specialised software to manage their debt portfolios. But whereas advanced economies design their own systems – typically as part of an integrated information-technology solution that manages budgetary, accounting, and treasury processes – most low-income countries rely on ‘off-the-shelf’ software subsidised by the international community. These arrangements are often inadequate to deal with countries’ increasingly complex debt portfolios, let alone to deliver comprehensive, timely debt reporting. This became starkly apparent during debt-reconciliation efforts under the G20’s Common Framework for Debt Treatments beyond the Debt Service Suspension Initiative. The debt records of the four countries that applied to the Common Framework – Chad, Ethiopia, Ghana and Zambia – were sometimes incomplete and often inaccurate.

To resolve these issues, Excel spreadsheets had to be manually reconciled – a months-long process that significantly delayed restructuring negotiations. We recommend creating a task force to coordinate the design of better debt-management systems. With the involvement of all the main service providers, task-force members would standardise debt definition and computation methods, and lead the development of user-friendly IT solutions. That way, national authorities could focus on debt analysis and management, rather than remaining bogged down by data entry and reconciliation. The newly designed software could also allow for input from creditors on loan disbursements and payments, as suggested by the 2023 UNCTAD Trade and Development Report. This would enable the real-time generation of World Bank International Debt Statistics and other statistical reports, based on fully validated data.

The second crucial measure needed to strengthen debt transparency is the creation of incentives for public borrowers to disclose their debts at both the national and international levels. This will require reforms of national legal frameworks as well as efforts by multilateral organisations to promote debt-transparency initiatives. Already, the World Bank’s Sustainable Development Finance Policy includes debt-disclosure incentives for low- and lower-middle-income countries receiving support from the International Development Association. This has contributed to improvements in debt reporting and coverage in more than 40 low-income countries.

Debt restructuring also creates opportunities to implement such incentives. The necessary and often arduous debt-reconciliation process can be used to provide detailed information on outstanding debt, as in the case of Zambia. It also gives countries a chance to wipe the slate clean and organise their debt records from scratch. Eligibility criteria for the provision of debt relief could include minimum transparency requirements to encourage the provision of data until debt relief is fully provided.

The third area where progress is needed is improved reporting by creditors. To facilitate transparency in official bilateral lending, creditor countries should follow the recommendations of the G20 Operational Guidelines for Sustainable Financing, such as improving data collection and publishing more information on new and existing loans.

Bilateral creditors should publicly disclose both outstanding debts and the core terms of foreign exposure, including direct loans, guarantees, and Export-Credit Agency insurance. The US Treasury’s loan-by-loan repository offers a good model for creditors seeking to boost the transparency of their portfolios. To support these efforts, creditors should avoid including confidentiality or secrecy clauses in new loan agreements, as a 2022 World Bank paper argues. Among the debt challenges facing low-income countries, strengthening debt transparency is one where concrete and meaningful progress is within reach. Success will require a combination of practical technical solutions and full cooperation from every stakeholder.

Completing the banking puzzle

For fans of American football used to watching advertisements about fast food chains, the last few months have been a crash course in banking regulation, with commercial breaks during NFL games often featuring ads that warn them about sudden hikes in their mortgage rates. And that is just the least aggressive part of a campaign the US banking industry has launched against a reform in capital rules, announced by regulators last summer. “I doubt that people seeing those ads have any idea what they are talking about,” said Michael Ohlrogge, an expert on financial regulation teaching at NYU School of Law, adding: “They might perhaps activate people who have a knee-jerk reaction that all regulation is bad.”

Higher, stricter, harsher
The reform is the latest attempt to buttress the country’s financial system, proposed by the Federal Reserve, the Office of the Comptroller of the Currency and the Federal Deposit Insurance Corporation. It has been named ‘Basel III endgame’ after the Swiss city where the Bank for International Settlements (BIS) that oversees central banks is based. Banks with over $100bn in assets will be obliged to set aside tens of billions more by early 2028. They will also have to include a larger part of losses in capital ratios and will no longer be able to use lower historical capital losses to reduce their capital requirements. US regulators have expressed hope that the reform will reduce systemic risk and improve the US banking sector’s resilience.

The Fed has indicated its willingness to compromise and water down the most stringent rules

The overhaul aims to harmonise US capital rules with international standards. Most developed economies have already implemented capital rules dictated by the Basel Committee on Banking Supervision, which sets global capital requirements. In 2017, the committee reached an agreement for higher capital requirements to address concerns that ‘Basel III,’ a banking regulation package implemented after the credit crunch, had failed to tackle systemic risks. However, the committee’s rules are non-binding and subject to adjustment to national regulatory priorities.

In response, US regulators chose to apply stringent standards, particularly in operational risk, which includes novel threats such as cyber crime. One reason is the recent turmoil in the country’s banking system, echoing the darker days of the financial crisis. Three of the largest bank failures in US history took place during the last three years, putting the recovery from the Covid slump and the effectiveness of post-2009 banking regulation into question. The 2023 collapse of Silicon Valley Bank, which albeit small by US standards, held a crucial role in the tech ecosystem, raised eyebrows about the practices of smaller banks. Just a few months later, First Republic, a San Francisco-based bank, followed suit. Crucially, the proposed rules also cover regional lenders previously exempt from strict capital requirements.

Banks may also have to increase their capital when regulators expect a recession. What regulators are keen to avert are more bank bail-outs, an issue that caused public resentment in the aftermath of the Great Recession. “Since the real estate market and debt scenarios have started to mimic the pre-2008 crash scenarios, regulatory organisations are trying to prevent a banking sector collapse with strict policies,” said Ethan Keller, president of Dominion, a US-based network of legal and financial advisors.

Fierce pushback
When announced last summer, the proposals sent a shockwave across Wall Street. An analysis by the law firm Latham & Watkins found that a staggering 97 percent of responding institutions to the public consultation process found the changes problematic. Banks fear that stricter capital requirements will limit their lending capabilities, hurting the US economy and especially SMEs. The bone of contention is risk-weighted assets (RWA), which are measured based on a risk weighting assigned to banks’ operations. As the denominator to determine capital ratios against future losses, low RWAs help banks look stronger financially. Previously, banks were allowed to use their own models to gauge risk, but discrepancies in modelling across the industry have urged regulators to set a common standard to measure operational risk. Critics argue that this will increase capital requirements for mortgages and corporate loans, and even put products such as the hedging contracts airlines use for fuel purchases in jeopardy.

“The pushback is justified, because the rules will have costs but no clear benefit,” said Charles Calomiris, an expert on financial institutions teaching at the University of Austin. Other experts, however, question the validity of the banks’ claims. “If the loans are good loans to make in the first place, why wouldn’t they be willing to fund them with a portion of money from their shareholders,” NYU’s Ohlrogge said, adding: “The kind of loans that capital requirements are going to lead to a reduction in are loans that were bad loans to start with – that is, loans that only make sense to the bank if it can get the profits if the loans perform well, but pass off the costs if they perform badly.” A 2016 BIS study found that increased equity capital is linked to more lending. Critics of banks also argue that their real concern is pay, as higher equity capital will hit executive bonuses based on return-on-equity, and possibly dividends and share buybacks.

Regulators estimate that the new rules will lead to an aggregate 16 percent increase in capital requirements for the largest banks. However, they clarified in their initial proposal that “the largest US bank holding companies annually earned an average of 180 basis points of capital ratio between 2015–2022,” meaning that the hit would be mild at best. The 12 largest US banks sit on a record $180bn of excess common equity tier one capital, a common measure of their financial strength. Several banks and lobbying groups have pushed back against these projections. The Bank Policy Institute, which represents large and mid-sized banks, estimates that the largest ones will have to increase their capital up to 24 percent. Some banks have also argued that they are already financially strong, expressing concerns that higher capital requirements would only lead to higher costs, rather than more safety. The Financial Services Forum (FSF), a group representing the eight largest US banks, estimates that its members had $940bn of capital in 2023, three times more than in 2009.

Three of the largest bank failures in US history took place during the last three years

Another concern is potential loss of international competitiveness. US banks will have to comply with more stringent capital requirements than those their competitors face, currently standing at 3.2 percent for large UK banks and 9.9 percent for EU-based ones. Diminished internal competition could be another unintended consequence if more banks merge to comply with the new rules. One of the regulators, the Federal Deposit Insurance Corporation, has recently proposed reforms that would make big bank mergers more difficult. “Not only do higher capital requirements make US banks less competitive relative to foreign banks, higher capital requirements also make regional and larger US banks less competitive relative to community banks,” said Matthew Bisanz, partner in the financial services, regulatory and enforcement practice of the US law firm Mayer Brown. “Considering EU banks’ existing technology and framework to maintain the Basel framework, this will give them a competitive advantage over US banks,” said Dominion’s Keller, adding: “As this framework means additional costs for training, tracking, and setting aside a specific portion of the capital, the banks will churn out the additional costs from the customers. Hence, smaller banks with Basel Endgame exception will gain a new clientele not willing to pay extra money for US banking conglomerates.”

For its part, the Fed has indicated its willingness to compromise and water down the most stringent rules of the initial proposal, with a final plan expected to be announced this summer. Its chair, Jay Powell, has said that “broad and material changes” are likely and has acknowledged that a balance has to be struck between potential costs and the stability of the financial system. Other Fed board members are even more sceptical. Two of them, Michelle Bowman and Christopher Waller, have raised concerns over reduced competition, curtailed lending, less liquidity and costlier credit as a result of the changes.

Basel rules under fire
The reform has entered the political fray amid the campaign for the forthcoming presidential election. The banking industry has launched a website where voters can notify elected representatives about their concerns. Banks are also lobbying lawmakers to put pressure on regulators. Many republican congressmen and senators have openly opposed the reforms, and a future Trump administration is expected to pressurise regulators to water down the proposals. When the initial proposals were announced last summer, regulators were concerned about recent bank failures, while Biden administration officials were worried about an imminent financial crisis. The reform “reflects the greater political pressure on US regulators and politicisation of US regulation post-Dodd-Frank,” Bisanz said, referring to a post-2009 piece of legislation that reined in the worst excesses of the financial services sector, adding: “The campaign of banks reflects the seriousness of the increase in the capital requirements, as well as the weakened position that US regulators are in after missing the bank failures last year. There also is an element that courts are questioning decisions by regulators.”

More ominously, the overhaul and the resulting outcry have provided ammunition to the many critics of Basel rules. “Basel is so weak that even in the US, where large banks succeed in avoiding strict prudential guidelines, it has historically been so inadequate that the US adopted stricter but still ineffective standards,” said Calomiris. Stricter capital requirements elsewhere and even another overhaul of Basel regulations may be on the cards, as banks and regulators worldwide take notice of changes in US regulation. Ironically, the government of Switzerland, where BIS is based, has put forward proposals to increase capital requirements for Swiss banks after the collapse of Credit Suisse in March 2023. “The more rigorous of capital regulations the US adopts, the more encouragement it provides for other countries to adopt rigorous rules,” said Ohlrogge.

Can extreme weather events threaten the rise of solar?

Solar is the fastest-growing energy source in the world. Between 2013 and 2022, 46 percent of global renewable energy investments flowed into solar photovoltaics, according to the International Renewable Energy Agency (IRENA), which also highlighted that in 2022 solar PV accounted for 60 percent of this investment, around $300bn. But as extreme weather events increase in frequency, insurers and lenders want assurances that potential threats to productivity, performance and resilience of these assets are being addressed.

Towards the end of the last decade, a large loss for a utility-scale solar PV plant would typically be in the region of $100,000 to $200,000, perhaps as much as $1m. According to specialist renewables insurer GCube (owned by Tokio Marine HCC), which has underwritten over 20GW of solar capacity, claims due to damage from hailstorms to solar PV plants in the US now average around $58.4m per claim and account for 54.21 percent of incurred costs of total solar loss claims.

GCube director of operations and legal counsel, James Papazis, says: “The premiums for the solar plant’s construction phase as well as its operational phase have increased, along with increases in deductibles and imposed sub-limits and limits.”

Today $100m-plus losses from hail damage at solar sites in the US are not unusual with sub-limits at $50m–$60m. The loss is shared by multiple insurers and reinsurers. Even then the project is exposed with an uninsured loss for a substantial figure. “This had led to tension between financiers, lenders and insurers.

As a result, more due diligence and effort is occurring at the planning stage of projects, and insurance is also being discussed at a much earlier stage of the project’s development because lenders want to know about sub-limits, premiums and deductibles,” Papazis says. As solar PV projects have increased in size and are increasingly being sited in more remote locations, longer construction phases ensue. Supply chain bottlenecks and limited availability of components and equipment have also impacted projects so they are taking longer to build.

Construction risks
“If project construction phases fall behind it can expose projects to additional risks because it may occur in wind, hail or tornado season and fully complete projects are more resilient to damage than incomplete ones,” says Papazis. According to Paul Raats, principal consultant, energy systems at risk management consultancy DNV, financiers and insurers are paying increasing attention to the risk that comes with climate change and extreme weather events. “In north-east Europe, it has led to additional risk analyses to ascertain a solar project’s viability with increased impacts in the instance of heavy rainfall and winds.”

DNV has advised IRENA on developing a set of recommendations to help the solar PV industry better manage extreme weather event-related risks regarding solar projects and assets. “More attention needs to be given to sudden harsh weather during construction as the PV systems are not at their full bearing capacity and are more vulnerable to heavy loads,” says Raats. Developers and their contractors are advised to schedule construction by considering short-term weather forecasts, a practice that is more usual in offshore wind.

$100m-plus losses from hail damage at solar sites in the US are not unusual

“In extremely wet or flood-prone regions risks can be better understood and mitigated during the development stage by carrying out detailed geotechnical, hydrological and flood risk assessments,” Raats continues. DNV also advises that assessment of 100-year flood probability should be part of these assessments and any recommendations should be considered in the project design. These can include ensuring increasing the height of mounting systems so the bottom edge of the solar PV module is above the highest historical water level, installing inverter cabinets off the ground, reinforcing foundations and adding draining systems or modifying existing drainage. Furthermore, insurance against damage should provide an additional layer of financial protection to the projects located in such regions. As well as advising that projects should have an owner’s engineer for oversight, inspectors during plant construction should be employed and contractors should have proper insurance in place, according to DNV.

Wind, rain, floods and landslides
Solar developer and asset owner Lightsource bp intends to start construction works on a 100 megawatt (MW) project in Taiwan once financial close is reached in the next two to three months. The extent and frequency of extreme weather events on the island is increasing. Higher wind speeds, more rainfall as well as flooding and accompanying landslides have to be considered. Lightsource bp’s specific mitigations for its Budai solar project include technical requirements to ensure equipment is high enough – at least 1.1 metres – to account for potential subsidence/landslides, which are determined through historical trends as well as considerations like flash flood events. Double glass modules to reduce the chance of water ingress will also be used instead of those with polymer backsheets.

The developer has also involved reputable international parties with strong local experience like Fitchner, as owner’s engineer, and TÜV Rheinland, as lender’s technical adviser, to check its assumptions and design. In addition, project level insurance is in place to cover force majeure events.

Weather modelling
The frequency, intensity and unpredictability of weather and its impact on solar farm yields, or productivity, as well as its potential for damaging solar assets, can be mitigated by weather monitoring and modelling.

US solar plant owners and developers are adopting approaches where they use ground weather monitoring stations – onsite sensors – at their project site for a minimum of a year. The gathered data can then be compared with high-resolution satellite data, sometimes going back 20–30 years, to produce bankable site-specific data. Solargis, which provides this kind of modelling service, counts solar PV project developers and independent power producers, as well as technical advisers and independent engineers on projects, while banks also use its data and services for their financing process.

Accurate historical temperature and irradiation values are crucial for analysing trends, predicting scenarios, and making informed decisions, says Giridaran Srinivasan, Solargis’ Americas CEO. “This allows for more accurate prediction of output, based not only on the best-case scenario but also for periods of extreme or non-typical scenarios. More and more, lenders in the solar PV sector are including rigorous due diligence procedures for project funding.” As part of this process, they require calculations and simulations that incorporate more extreme event models upfront to account for the worst-case scenario in terms of energy production. The aim is to provide an accurate representation of the solar PV project’s potential performance.

“The use of such models ensures that lenders have a comprehensive understanding of the risks involved in financing a given project so it is important for project managers and developers to incorporate these extreme models in their simulations to secure funding,” Srinivasan adds.

Technological adaptations
More accurate modelling and better data is also helping the supply chain to respond to the challenge. Solar module tracking systems are becoming more mature and mainstream with built-in intelligence models, for example.

Kevin Christy, Head of Innovation & Operational Excellence, Americas, at Lightsource bp, says: “The US is experiencing severe hail events in Texas, Kansas, Oklahoma, to name a few. A large hail stone can do a lot of damage if it hits a solar panel dead on. Our hail monitoring and mitigation system, Project Whiskyball, helps to mitigate damage.”

The trackers that the company uses in its projects tilt in order to maximise the incoming light from the sun. But when the risk of a hailstorm is detected, the trackers stow the modules in a more vertical position.“Any hail striking the modules will be reduced to a glancing blow rather than a direct hit. It is extremely effective at reducing the force applied by any hail and greatly reduces the potential for damage. Project Whiskyball is now operational across all of our completed solar assets in the US,” Christy adds.

Lenders in the solar PV sector are including rigorous due diligence procedures for project funding

Solar Defender Technologies has developed a protective net that covers modules mounted on single axis tracker systems, used in ground-mounted utility-scale installations, while allowing the modules to move to achieve optimum energy output. A combination of the increased costs of solar technology adaptation plus the tripling of insurance premiums in the last few years, is eroding the profitability of some solar plants. In some cases there may not be the coverage available to give the developer the comfort to build. Papazis says: “This is becoming a big issue for the industry. When lenders have to factor in increased premiums or uninsured hail losses, the economics of projects can change significantly. There isn’t really a clear answer yet.”

Where developers are building projects that they intend to operate and own for the majority of the operational lifetime, lenders are more comfortable with these sorts of companies to partner with. “This long-term approach does change the economics, making it attractive for those with large balance sheets and large portfolios,” adds Papazis. Portfolios with projects spread across different locations and regions mean that ones in a hail-prone part of a state or by the coast can be offset by others that are in areas where weather is less severe. The main problem with the weather has always been its unpredictability, and climate change isn’t helping.

“Wildfires are the latest issue for the industry. Generally, solar projects in some parts of the US are becoming more expensive to finance and insure due to mitigating against more weather events, not just natural catastrophe,” he says. The industry has options available to support mitigation and underwriting of risks, including paying more attention to site selection, equipment and technology choices and making better use of weather modelling, as well as looking at water tables and frequency of flooding events. “There are multiple factors so use of multiple different modelling tools, including satellite imagery, is important,” says Papazis.

Too much power: the problem of private equity

As a Professor of Law and Economics at Harvard Law School, as well as former Acting Director for the Division of Corporation Finance for the US Securities and Exchange Commission (SEC), John Coates doesn’t mince his words when it comes to regulating the wildest beasts of modern capitalism. In his latest book, The Problem of 12: When a Few Financial Institutions Control Everything, he explores the origins of a quiet revolution in American finance. ‘Big Four’ index funds such as Vanguard and BlackRock control more than 20 percent of the votes of S&P 500 companies. Private equity firms, the likes of Carlyle and KKR, have amassed trillions of assets while removing from public markets and scrutiny an increasing number of firms. This is the titular ‘problem of 12’: a few financial institutions hold dangerously outsized sway over US politics and finance.

Professor Coates sat with World Finance’s Alex Katsomitros to discuss how we arrived at this crucial juncture and what regulators and policymakers can do about it.

How did index funds and private equity grow so big?
Index funds are growing faster than the economy, the stock market and even the companies they own, because they offer a remarkably good product: a low-cost way to achieve diversified investment in the equity, debt and alternative markets. They have a track record of 50 years of outperforming most active managers, even before fees.

Index funds are growing faster than the economy, the stock market and even the companies they own

It is not simply retail investors who benefit from the product, but most large institutional investors, including pension funds and endowments. They also enjoy enormous economies of scale. That allows them to lower fees even more. Today, you can get close to zero costs.

The combination of growth and concentration coming from economies of scale means that the top index funds now own 25 percent or more of all US-listed companies. Private equity funds are also growing faster than the economy and public capital markets and enjoy enormous economies of scale and access to information. They are constantly buying and selling companies, raising funds, exchanging ownership stakes with other investors.

They also run credit funds. So they are responsible for an excess of 25 percent or more of all fee-generating activity for Wall Street. They are the biggest players positioned to harvest information across the entire capital market, and they use that information to time exits, entries and fundraising.

You argue in the book that index funds and private equity have practically become ‘political organisations.’ How did that happen?
The politics arises because of concentration. If the industry only consisted of many dispersed firms, like the mutual fund industry 30 years ago, I don’t think they would be significant political players. But the index funds have grown at the largest scale, especially the top three or four. So the problem is that 12 people largely control the outcomes of votes at shareholder meetings for public companies.

When Exxon had a proxy fight a few years ago, the dissident was able to elect directors to the board over the objection of Exxon. They had a very different political agenda, but they were able to do that because the index funds supported them. Currently there is a debate going on over labour policy at Starbucks and other companies. Again, index fund votes are largely determining how those struggles are playing out. So it is the concentration of voting power in a small number of funds that gives them enormous power through the shareholder control process, and with a different result than 20 years ago.

Private equity is different. Their power comes from controlling about 15–20 percent of the entire US economy. About eight or nine percent of US workers work for private equity, even if they don’t know it, because part of the structure of private equity is to make no disclosure. It is difficult to find out who owns what. But they make important choices about how the companies they operate are run, and they have political effects.

Currently in Boston there is a hospital chain that private equity bought out a few years ago. They took on financial risk, and it is probably going to go bankrupt in the next few weeks. That is going to shut down major hospitals in Boston, depriving people of basic healthcare. That is putting a spotlight on the role of private equity not just in that sector, but other parts of the economy too.

You also claim that private equity is not really private anymore. Why is that?
Private equity was originally private in the sense that most of the capital that early buyout funds were raising was from a few wealthy individuals. The SEC limited the number of investors, preventing funds from raising money from lots of institutions. They also had ‘look-through’ rules, which meant that if a fund raised money from other funds, it could be a problem. That changed in the 1990s. Now SEC reports show that their principal investors are institutional investors: pension funds, endowments, other funds. So the ultimate economic beneficiaries whose money is being managed are millions of people. A typical private equity fund is no longer managing money just for a few people, but for the public.

It is effectively the same type of capital formation process that goes into a public company, but through a different set of channels, which don’t trigger a requirement to register with the SEC. In fairness, they don’t list the shares of their portfolio companies. So in that sense they are still private, but the ultimate economics are more public.

Should they be regulated like public companies then?
I don’t think their structure lends itself to taking public companies’ disclosures and dropping them onto private equity. However, there is a public interest in how they are being run, what risks they are taking, and whether that generates returns that compensate investors. The reason is that US pension funds, especially public pension funds, face relatively light oversight. So if private equity is doing a large part of the investing for those pensions, ultimately US taxpayers are on the hook if the pension funds’ money is not well invested.

Private equity occasionally goes through periods when the risks they take don’t generate returns. When they buy a company, they borrow money and that debt creates financial risk. Some private equity funds generate other kinds of harm through the way they run the kinds of companies they increasingly own. Today, they are active in professional services, healthcare, service businesses regulated in ways that make some disclosure a good idea for the industry.

Control the outcomes of votes at shareholder meetings for public companies

I wish it was as simple as doing the same thing as with public companies, but I don’t think that would be a good model. Most of their operations are portfolio companies that don’t have the capacity to produce quarterly reports or engage with investors. It would be odd to require that kind of detailed reporting when the only exit would happen several years later. So a reporting regime is a good idea, but not the public company regime.

If this is a problem of market concentration, isn’t breaking them up the standard regulatory response?
If we are talking about an excessively concentrated product market or service market, antitrust or competition policy has often been the way we respond. But it is not the only way. Take early dominant players in sectors that at the time were high-tech, like electricity and water. Companies that provided what we now call utilities enjoyed massive concentration. We didn’t try to break those up. Sometimes we did, and sometimes there were limits on size.

Another path is to regulate them and allow them to provide benefits because they enjoy economies of scale. This is ultimately the problem. If you break up companies that enjoy efficiencies at great scale, and therefore concentration, you are imposing greater costs on the people who benefit from their services. It will be more costly for 12 index funds to function than four, so they won’t be able to do the same job at the same price.

Isn’t it worth paying that price?
Maybe, but another way to go would be to say: ‘okay, we don’t mind that they are so big and concentrated, but we don’t want them to use their power in ways other than their basic utility, which is to invest in a low-cost, diversified way.’ On the regulation side, they have already started to take the first step themselves by being more transparent about how they go about making voting decisions on behalf of other people. They now report quarterly, although they are only required to report annually. I don’t know why they can’t report in real time; the technology is available for that. I would encourage them to go even further.

A typical private equity fund is no longer managing money just for a few people, but for the public

More importantly, they have started, at least in principle, to give their investors the option to pick different policies for them to follow about how to vote. So far, the policies are very similar to each other. Over time for this to work, policies will have to become more varied. There is also a question of whether they will follow the instructions, but this is a work in progress.

The closest analogy is thinking of them as quasi-government agencies. We don’t want to have multiple central banks, that is a contradiction: two central banks are not better than one. What we want is more accountability and transparency.

Would you pin your hopes on a Biden or a Trump administration to address this issue?
Any government that doesn’t obey the law, I don’t have any faith in. I may not love the Biden administration all the time on every issue, but they follow the rules. With normal Republican and Democrat candidates, I might have a different view, but Trump has zero commitment to the rule of law. Once you say that, there’s nothing else to say.