How Guyana became Latin America’s leading development lab

Guyana is on the cusp of a profound socioeconomic transformation unlike any seen in Latin America and the Caribbean. Despite its small population of roughly 800,000, it boasts the world’s fastest-growing economy. According to the World Bank, its GDP per capita, which surged by 62.5 percent in 2022 alone, now exceeds that of major Latin American economies like Mexico and Brazil. Guyana’s economic boom is fuelled by its vast oil reserves, estimated to exceed 11 billion barrels.

After more than doubling its oil output in 2022, the country is on track to produce more than 800,000 barrels per day by 2025. To put this in perspective, Guyana’s oil production is on par with those of much larger countries like Colombia, which has a population of 52 million. Guyana is also expected to overtake Kuwait and the other Gulf countries and become the world’s biggest oil producer per capita.

But Guyana is taking a unique approach to its newfound oil wealth. Under the leadership of President Irfaan Ali, the Guyanese government aims to leverage its fossil-fuel windfalls to combat poverty and accelerate its clean-energy transition. By investing heavily in renewable sources like hydro, solar and wind power, the country aims to reduce its dependence on hydrocarbons, lower energy costs, and attract industrial and agricultural investments. With its proximity to the equator and low population density, it has the potential to become an attractive destination for international investors. To achieve Guyana’s social development goals, the government is investing heavily in education, healthcare, housing, water and sanitation. However, the country urgently needs an influx of migrant workers to meet the labour demands of its numerous construction and infrastructure projects.

A guiding force in Guyana
With more than 85 percent of its territory covered by tropical forests, Guyana is the only Amazonian country with minimal deforestation. Moreover, roughly 15 percent of this territory is legally owned by indigenous communities. Recognising the importance of environmental conservation in achieving its social goals, Guyana initiated its low-carbon development strategy back in 2009. The current administration has since bolstered this effort, effectively positioning the country as a nature-positive economy.

Guyana offers a promising model for other oil-rich countries

To reduce its dependence on hydrocarbons and foster green job creation, Guyana must accelerate its energy transition and invest in conservation, sustainable housing and clean transportation. By capitalising on its nature-positive status to guarantee that green projects in Guyana generate greater environmental benefits than other locations, the country could establish itself as an attractive destination for environmental, social, and governance (ESG) investments.

Drawing inspiration from similar programmes in Colombia and Mexico, Guyana aims to promote green growth and boost employment by developing a comprehensive system of economic transfers. At the same time, the government could foster green cities through accelerated urban development.

To be sure, Guyana faces significant economic hurdles. To keep pace with development and maintain its current growth momentum, the country must adopt immigration policies that would enable it to attract the workforce required to complete existing construction projects, expand its financial services sector, and establish an industrial and entrepreneurial base. These steps are crucial to achieving full employment and facilitating rapid expansion of the middle class, thereby preventing civil unrest and political instability.

Safeguarding Guyana’s democracy is particularly critical in the face of Venezuelan President Nicolás Maduro’s threats to annex the oil-rich Essequibo region, which accounts for 75 percent of Guyana’s territory and has been part of the country since it was still a British colony. The steadfast support of the US, the UK and the international community has been crucial to neutralising Maduro’s threats and averting a military conflict until the International Court of Justice decides which country the region belongs to.

Owing to its effective leadership and leveraging of hydrocarbon profits to drive socioeconomic change, Guyana is now the leading development laboratory in Latin America and the Caribbean. Its ongoing commitment to sustainability and environmental conservation provides ample opportunities for investors, positioning the country as a key hub for climate-related financial instruments.

Moreover, Guyana offers a promising model for other oil-rich countries. With the support of the international community, major investors, multilateral institutions, and private firms, Guyana is demonstrating how developing countries can harness both renewable and non-renewable resources to escape the poverty trap.

Pioneering innovation and sustainability in Dominican banking

Can you outline the bank’s strategy and explain how you have navigated the challenges and opportunities presented by the current economic climate?
Banco Popular’s strategy is based on innovation with a sustainable vision and a customer-centric approach. Our main objective is to deliver a unique experience by offering services and products that match customers’ needs and preferences. Banco Popular caters to all segments of the economy with a differentiated commercial, product, and advisory offering. For corporate and middle market customers, we provide innovative loan, cash management, and capital markets products, supported by relationship managers and specialists tailored to the company’s needs. For SMEs and retail customers, we base our offering on relationship managers who can advise customers and leading electronic channels where they can complete all their transactions and product services.

Our digital transformation and commercial strategies are based on an innovation culture. We are constantly looking to transform delivery channels to create value for customers while redesigning and streamlining internal processes to increase speed of response and capture efficiencies.

The core elements enabling this transformation at the bank are: 1) A state-of-the-art IT infrastructure that leverages leading technologies and cloud applications for fast development, scalability, and reliability; 2) Data analytics and AI models as key differentiators in our decision-making process; 3) Operational efficiency based on agile processes adopted throughout our organisation; 4) Best-in-class talent and an innovation culture that is continually evolving; and 5) Analytical and predictive risk management practices that anticipate the risks we face as a bank, including cybersecurity. This strategy is supported by our sustainable vision; we are leaders in the country in ESG practices.

The Dominican Republic has enjoyed a positive economic environment in recent years, but like everywhere else, the pandemic posed difficulties that required firm actions. During that period, the CEO led the bank to overcome challenges and seize opportunities in topics such as: 1) in collaboration with monetary authorities and the government, Banco Popular strongly supported individuals and companies in all economic sectors, such as tourism, which faced severe challenges. This backing was essential for the sector’s revival, making it one of the fastest in the world to recover from the pandemic; 2) Acceleration of digital transformation to serve customers remotely. Today, 88 percent of transactions and over 25 percent of product sales are conducted through electronic channels; and 3) Internal process automation and robotisation to improve delivery and efficiency, during the past five years the bank’s efficiency ratio improved more than 1,300 bps.

At present, the country is experiencing a positive economic climate that has stimulated growth and attracted investments. The IMF expects the Dominican Republic to grow 5.4 percent in 2024. This positive economic outlook brings opportunities, and the CEO is leading the bank to have a robust and sound growth in our loan portfolio and continue to drive innovations introduced to the market to maintain our market leadership and improve customer satisfaction.

The strategy Banco Popular has adopted led to very favourable results. In 2023, our assets grew by 19 percent, and we closed the year with a ROA of 3.30 percent and a ROE of 22.85 percent. This growth was achieved with a very sound loan portfolio, with past due loans at 0.86 percent of our portfolio and a reserve ratio of 3.2 times past due loans. Moreover, we have a strong capital, with a solvency index of 14.8 percent.

How did the bank contribute to the advancement of sustainable and responsible banking practices in the Dominican Republic?
Today’s banking landscape requires sustainability and responsible banking as key components. At Banco Popular, sustainability is part of our DNA, and we have continually reinforced this vision. We became the first bank in the insular Caribbean to join the United Nations Principles for Responsible Banking as a signatory partner, an international coalition of banks launched in 2019 to align banking services with the Sustainable Development Goals (SDGs) and the Paris Climate Agreement, thereby supporting social and sustainable development. We are also part of the Partnership for Carbon Accounting Financials (PCAF), which develops the Global Standard for Greenhouse Gas (GHG) Accounting and Reporting.

To promote sustainable development and clean energy, we lead green financing in the country, with more than $600m in loans for various clean energy projects, including a recent $100m loan to build the largest solar park in Central America and the Caribbean. Additionally, we offer retail customers and SMEs the ‘Hazte Eco’ solution, the first green programme in the country to offer advisory and financing (including green leasing) services to promote sustainability initiatives. Moreover, in 2024 we issued the first green bond in the Dominican Republic, which will be allocated to fund loans from our green portfolio to support the country’s transition to a low-emission economy.

Internally, we aim to reduce our environmental impact through initiatives as installing solar panels, implementing efficient lighting and water control systems, and running recycling programmes for employees and customers. Our employees have planted more than 1.2 million trees in different areas of the country. We consume more than 8MW of clean energy, partially produced by solar panels installed at our branches.

How does Banco Popular plan to take the business forward over the next few years?
In the coming years, our business will be driven by innovation and a mandate to promote financial inclusion. This innovation will cover products and services to meet customers’ needs and expectations; advanced analytics and AI models to enhance decision-making; and internal processes and risk management practices to achieve efficiency and agility.

We are leaders in digital transformation, enabled by agile methodologies, and offer the most advanced financial services and products in the market. For example, our new app ecosystem features four specialised mobile applications that enable online customer onboarding and cover everything from personal financial management solutions to corporate banking, remittance reception, and the renovation of the Popular App – the most downloaded mobile financial application in the market. In 2023, the Banking Superintendency recognised Banco Popular as the best digital bank in the Dominican Republic for the third consecutive year.

Analytics and artificial intelligence are reshaping the financial sector and will have a major impact in the coming years. We envision a future where our interactions, insights, and solutions for customers are influenced by these technologies. We established the Digital Centre of Excellence and the Data and Analytics Centre of Excellence several years ago to enhance our capabilities. Today, we have a world-class team that keeps Banco Popular’s innovation on par with the most relevant global players in the industry. This Centre of Excellence has implemented different analytics use cases along the customer’s lifecycle such as client acquisition, next best action, client satisfaction, and churn prevention, among others.

Artificial intelligence will continue to change how we communicate with customers and operate internally. At Banco Popular, we use AI solutions for fraud prevention, code development, and cybersecurity. However, we believe that generative AI, combined with our analytics expertise, will revolutionise how we engage with and deliver value to our customers. Therefore, we are developing internal skills and in partnership with Microsoft creating generative AI models focused on client acquisition, client satisfaction and internal processes.

How is digital integration incorporated into business strategy?
Innovation is a core value of our organisation. Digital transformation is an important part of our business strategy. The bank has always been a pioneer in innovation in financial services, consistently introducing new solutions to the public. We believe that our ongoing digital transformation is a key advantage, helping us strengthen our market leadership and achieve high customer satisfaction.

As I mentioned earlier, digital transformation has revolutionised our channels, providing customers with the ability to conduct all their transactions securely and conveniently on their computers or mobile devices. Today, 88 percent of transactions and over 25 percent of product sales are completed through electronic channels. Our goal is that soon, customers will be able to perform 100 percent of their transactions, services, and product purchases through our digital channels, all while enjoying the exceptional customer experience and convenience they expect.

Digital transformation has impacted not only our customer-facing channels, but also internal processes. We recognise the importance of having fully automated, end-to-end processes. To achieve this, we have implemented strategies such as digitalisation, automation, and robotisation of processes, enabling fast, reliable, and efficient delivery to customers.

To support this digital transformation, the bank has made substantial investments to modernise our IT capabilities with a flexible architecture based on microservices, enhancing our agility and the reliability of innovations. Our data centre was certified as Tier III Design and Facility by the Uptime Institute, the only financial institution in the Dominican Republic with this achievement. Additionally, we have adopted cloud infrastructure and applications, enabling faster deployment, scalability, and efficiency.

What specific support does your bank provide to the tourism sector, given its significance to the economy of the Dominican Republic?
The tourism sector is vital for the Dominican economy, directly and indirectly influencing the country’s economic activity and employment. For over 30 years, Banco Popular has firmly supported this sector, earning the reputation as the ‘Tourism Bank.’ Our strategy focuses on maintaining long-term, sustainable relationships with all customers and stakeholders in the tourism industry, acting as an enabler of its growth. This commitment extends beyond having the leading tourism credit portfolio in the country to offering a comprehensive range of specialised products, including cash management, project financing, and merchant acquiring services tailored to the needs of tourism clients.

Banco Popular understands that each project has unique features, strategies, and requirements, and we adapt to support customers in their hotel investments and operations. In 2023, we financed projects investing over $500m in the country. For 2024, we have approved facilities for projects exceeding $700m, impacting over 4,600 rooms. Our tourism credit portfolio exceeds 40 percent of the banking loan portfolio to the sector. Over the years, this support has strongly incentivised foreign investment, resulting in the construction of over 26,500 rooms and the creation of more than 33,000 jobs in the country.

Banco Popular recognises the sector’s significance to the country and the importance of co-ordination with the government and tourism associations. As a result, we participate in all major tourism fairs to promote the Dominican Republic and its investment opportunities. Additionally, we sponsor, in collaboration with ASONAHORES, the main tourism study conducted in the country to assess tourism’s economic impact. More than 20 years ago, we established a specialised business area in the bank to oversee the tourism sector.

What measures has Banco Popular Dominicano taken to ensure financial inclusion across various demographic groups in the Dominican Republic?
Banco Popular was founded 60 years ago with a mandate to promote financial inclusion in order to assure economic and social growth in the country. One of our main objectives is to facilitate growth to all Dominicans in a sustainable way. Without a doubt, through financial education and inclusion, we support the country’s socio-economic development.

Banco Popular’s strategy involves socially responsible initiatives to expand access to financial services for the unbanked and underbanked. These initiatives include tailored products, accessible channels, and comprehensive financial education. Our deposit products, such as ‘Cuenta Digital Libre,’ along with bancassurance options and remittance services, are designed to meet the financial needs of this population simply and effectively.

Our channel offerings have expanded to reach more people with specific needs, incorporating innovative initiatives. Our APP ecosystem promotes financial inclusion and education with specialised applications: GNIAL for young people entering the financial system, YAVA for customers receiving remittances and accessing banking products, and Comerza for small merchants to transact with customers using QR codes. Additionally, we have ‘Subagente Popular,’ a network of merchants where customers can perform regular transactions conveniently and efficiently. These include hardware stores, pharmacies, grocery stores, and as well as other locations. The ‘Subagente Popular’ network currently includes about 2,000 affiliated stores.

In financial education, Banco Popular has helped over 200,000 SMEs and individuals. For individuals, we have a digital academy that offers free courses, workshops, and tools to help users manage their personal finances, through an online platform and in-person sessions. And for SMEs, we have Impulsa that gives guidance to small businesses to boost their competitiveness and enhance their financial management. Impulsa has a dedicated website and the most relevant SME conference that takes place annually.

Additionally, we offer a scholarship programme that covers the full cost of university education for low-income students. This scholarship has benefited more than 650 students who after graduating have gone on to work at leading companies in the country.

How does Banco Popular Dominicano plan to address the challenges posed by digital security and data protection in its operations?
One of the main challenges we will face in the coming years is cybersecurity and data protection. Financial institutions are encountering increasingly sophisticated attacks every day. Additionally, the emergence of artificial intelligence is providing new tools for cybercriminals to target our infrastructure and customers with fraudulent transactions.

At Banco Popular, we have recognised these risks and developed a robust cybersecurity strategy focused on cyber protection, monitoring, and fostering a cyber-aware culture among employees and customers.

In terms of cyber protection, we have implemented advanced security tools (EDR, NGFW, PAM, WAF, IDP, etc) to safeguard our data, infrastructure, and networks, both on premise and on the cloud. We protect customers with strong authentication protocols, including biometric authentication for high-risk transactions.

For monitoring, our Security Operations Center (SOC) utilises various tools (network detection and response, SIEM, automated response, etc) and AI models to detect potential breaches across channels, networks, emails, servers, and endpoints.

We understand that the awareness and readiness of employees and customers constitute the last line of defense against cybercriminals. Therefore, we have implemented a highly effective strategy to build a strong cyber culture among our employees, which includes certifications, frequent reminders, and ethical phishing campaigns. This awareness extends to our customers through campaigns via direct mail, radio, and social media, providing information on common attacks and tips on how to protect themselves.

 

 

Paris set for Olympics hosting gold

Holding an Olympic Games means evoking history,” said Pierre de Coubertin, the founder of the modern games as we know them today. On a fateful evening in 1894, Coubertin proposed a revival of the ancient sporting event, which had been confined to the history books for nearly 1,500 years. Setting out his vision to unite the world through sport, Coubertin imagined a future where the world’s major cities would step forward to host the competition – and in 1896 his hopes became reality. The Olympic Games were reborn in Athens, and sporting history was made.

Since then, 23 cities have played host to the summer Olympic Games. The appeal is plain – hosting the Olympics is a surefire way for cities to announce themselves on the global stage. For a few short weeks every four years, the eyes of the world are focused on one specially selected location, giving nations a prime opportunity to showcase their culture, traditions and perspectives to the world. In 1988, the Seoul Olympics helped to accelerate South Korea’s transition to democracy, while the 1992 Olympics completely revitalised the city of Barcelona, creating two miles of beachfront and a five-kilometre seafront promenade which have come to define the modern Catalan capital.

Staging the Olympics can have a truly transformative impact on cities. When managed well, hosting the games can increase tourism, boost local economies, and create a sense of community cohesion and wellbeing. Poorly managed events, meanwhile, can push host cities into fiscal black holes. Over the past few decades, escalating costs have somewhat dampened interest in hosting the games, with some cities dropping their bids after closer inspection of the anticipated balance sheet. There is no doubt that hosting the games comes with a hefty price tag, and cost overruns have become par for the course. The Olympics is in real danger of losing its appeal to potential host cities – and it is clear that something needs to change. That is where Paris 2024 promises to be different.

Breaking the bank
A century has passed since Paris last hosted the Olympic Games, and the city of love is once again gearing up to welcome another summer of sport. As final preparations are put in place, the French capital appears to have pulled off the impossible – it hasn’t blown its budget.

The growth of the competition has put increasing strain on host cities

By minimising new construction and maximising the use of existing infrastructure, the city is on track to deliver the cheapest Olympic Games in decades. Most of the games’ events will be held in existing stadiums, all of which are well served by public transport, reducing the need to undertake costly and time-consuming construction projects.

Elsewhere, historic sites will be temporarily repurposed into sporting venues, with Les Invalides set to provide a stunning backdrop to the event’s archery and para archery competitions, and Place de la Concorde to play host to BMX freestyle and skateboarding showdowns. A temporary outdoor arena will allow the Château de Versailles to host the games’ equestrian events, and beach volleyball will be played at the foot of the Eiffel Tower. In total, an impressive 95 percent of events will take place in existing or temporary structures, as the city looks to establish a new model for the Olympic Games.

This radical, low-carbon, low-build approach is a deliberate departure from previous events. For many, the Paris approach represents a much-needed reset for the games. Over the last 50 years, the cost of hosting the Olympic Games has skyrocketed. Spending has spiralled out of control, and host cities are too often left burdened with debts once the Olympic torch has moved on.

There are a number of factors behind these ballooning budgets. The first is quite simple – as the games themselves have grown, so have the costs. Over the past half a century, the number of teams and athletes attending the Olympics has almost doubled, and the number of events has steadily increased. At Tokyo 2020, 339 gold medals were up for grabs across 50 sporting disciplines – a far cry from the 43 gold medals and 10 sporting events at the first modern Olympics back in 1896. More competitors ultimately means more people to house and more mouths to feed, with athlete villages coming to resemble small cities in their own right.

The addition of new sporting disciplines has made the Olympics a more inclusive place, opening up the door to athletes from less mainstream sports, and boosting female participation in the games. But these new sports – competition climbing and skateboarding among them – also require high-quality specialised venues, which most host cities will need to construct from scratch.

More athletes and more sports might make for an entertaining Olympics, but the growth of the competition has put increasing strain on host cities. Here, Paris is once again determined to be different. The city will be reducing the number of events held over the course of its 17-day games – marking the first reduction in Olympic events since 1960.

The security bill
For many, the Olympic Games symbolise peace and global unity. But the high-profile nature of the competition has sadly made it a target for terrorism. In 1972, tragedy unfolded at the Munich summer Olympics, when gunmen killed 11 members of the Israeli national team. The incident had a profound impact on the approach to security at the games, and made event organisers acutely aware of the threat of terrorism at large-scale sporting events. In 1996, the games were once more devastated by violence, when a pipe bomb exploded in a crowd at Atlanta’s Centennial Olympic Park, killing one person and injuring over 100 more.

The terrorist attacks of 9/11 raised the threat of terrorism around the globe. Security at global mega-events suddenly became paramount, and spending on Olympics safety precautions quickly began to escalate in the post-September 11 era. In 2012, London’s security bill is thought to have ballooned to over £1bn, as event organisers initially underestimated the number of staff needed across its venues. More than 2,000 army reserves were called in to beef up security, with over 23,700 security staff ultimately needed to police the event. Since then, host cities have routinely racked up significant security bills, as threat levels remain high.

In addition to terrorism and potential violent disruptions, event organisers are now facing a new security risk: cyber attacks. During Tokyo 2020, security staff thwarted more than 450 million attempted cyber attacks, while a successful incident at the 2018 Pyeongchang Winter Olympics came close to shutting down the opening ceremony. Large-scale sporting events have become prime targets for cyber threats, due to both their global profile and their increasing reliance on digital infrastructure. Venue Wi-Fi networks, app-based ticketing systems and credential scanners are all vulnerable to attack, and if compromised, could bring an event grinding to a halt. Such an attack – as narrowly avoided at Pyeongchang – would prove as costly as it would disruptive.

Paris is on high security alert ahead of the Olympics. The French capital has experienced some of the most deadly terrorist attacks in modern European history, and the 2015 Bataclan musical hall massacre looms large in the national consciousness. April’s IS-claimed concert hall attack in Moscow has further added to security concerns, while recent threats made on a pro-IS media channel have caused growing unease. Amid these mounting anxieties over safety, the President of Paris 2024 has sought to reassure attendees that security is the games’ top priority. In an interview with BBC Sport, Tony Estanguet stressed that the event will be taking place under an “unprecedented” security protocol, with over 2,000 private security agents joining 40,000 police and gendarmes to provide enhanced protection across the games.

While Estanguet insists that the budget remains balanced, this additional security comes at a cost. Paris 2024 will be spending £320m on private security – but delivering a safe and secure summer event may ultimately prove priceless.

The good, the bad, and the costly
For better or for worse, each Olympics host city leaves its own lasting legacy. Some go down in history for all of the right reasons, while others live on in infamy due to mismanagement, corruption and controversies. Sydney’s Olympic legacy continues to live on, almost 25 years after it pulled off one of the best ever games. Montreal, meanwhile, is routinely held up as a cautionary tale for prospective hosts, after the 1976 games left the Canadian city $1.6bn in debt.

When Montreal’s winning bid was announced, confidence was high. With the initial budget coming in at a modest £65m, the city looked forward to an economic windfall during the games. Montreal mayor Jean Drapeu even claimed that “the Olympics can no more lose money than a man can have a baby.” This early optimism was profoundly misplaced. Construction costs quickly ballooned, and poor project management resulted in lengthy delays to the erection of the Olympic Park. Union strikes and cost inflation further slowed delivery, and the opening ceremony was forced to take place in an incomplete stadium. When construction finally completed, Montreal’s Olympic budget was 13 times more than originally predicted. The city was saddled with $1.6bn in debt, which took until December 2006 to fully pay off. In the years that followed, a number of fraud and corruption charges were brought against top officials and contractors, and an official inquiry was launched into the disastrous costs of the games.

To this day, Montreal continues to feel the effects of the summer 1976 games. Public services suffered for decades as the city grappled with the Olympics debt burden, with city hall pushed to the brink of financial ruin. The ‘Big O’ Olympic stadium has become an undeniable feature of the Montreal cityscape, but costs C$32m each year to operate and maintain. Earlier this year, the Quebec government announced that it would spend a further C$870m to repair the stadium’s dilapidated roof – a mammoth renovation that will take four years to complete.

Montreal may be the most infamous example of Olympics mismanagement, but it certainly isn’t the only host city to struggle to balance the books once the games have moved on. The final bill for Athens 2004 is thought to be an eye-watering $11bn, and helped push Greece towards bankruptcy in the wake of the global financial crisis. Rio de Janeiro’s 2016 summer games left Brazil with a $32m debt pile – which has risen to an astonishing $113m in the years since.

We want to demonstrate that Paris and France can deliver a games in a different way

According to research carried out by Oxford University, the average Olympic Games experiences a cost overrun of 172 percent, with inadequate cost estimates, poor contingency planning and mission creep all contributing to skyrocketing final bills.

For many cities, the financial burden of hosting the games simply outweighs any short-term benefits it might bring. Interest in holding the prestigious competition has waned in recent years, and public spending has grown ever more constrained in a post-Covid world. Rome, Hamburg and Budapest all withdrew their bids to host the summer 2024 games, leaving Paris and Los Angeles as the only remaining candidates. As bids and enthusiasm dwindle, the Olympics desperately needs to find a path to profitability – and the solution may not be as complex as commonly supposed.

Going for glory
After the financial debacle of the Montreal 1976 Olympics, hosting the games became an unpopular gig. Los Angeles was the only city to bid for the 1984 event, and despite the doubters and naysayers, the city achieved the seemingly impossible – it pulled off the first profitable Olympics since 1932. The city’s strategy was simple: low build, low spend and hefty private sector investment. Most events took place in existing venues and facilities, with the famous Pasadena Rose Bowl and majestic LA Memorial Coliseum both reused after featuring in the 1932 LA Olympics.

Just two new venues were constructed specifically for the 1984 games, and were made possible by generous corporate sponsorships from 7-Eleven and McDonalds. The private sector picked up the tab for the state-of-the-art communications infrastructure required for the summer’s events, and broadcast deals brought in a healthy stream of income for the city. The organising committee sold the television broadcast rights to ABC for $225m, marking one of the most expensive deals in the history of televised entertainment.

While critics at the time bemoaned the over-commercialisation of the Olympic Games, the private sector support at Los Angeles 1984 saw the city turn a tidy profit of $223m. The Olympics windfall allowed the organising committee to establish the LA84 Foundation, a non-profit that promotes youth sports opportunities across Southern California, ensuring a lasting legacy for the event.

The Paris approach represents a much-needed reset for the games

But the impact of Los Angeles 1984 extends much further than the city itself. The event showed the world that a profitable Olympic Games is possible – it just requires a different approach. The Los Angeles model for success embraces private sector sponsorship, but also rejects excess in favour of using existing venues and infrastructure. It shows that spending big is no guarantee of success, and that hasty, expensive construction projects are often more trouble than they are worth.

In the years that followed, however, the world turned its back on the Los Angeles Olympics blueprint. Overspending once again became the norm, with cities falling back into the trap of white elephant vanity venues and poor legacy planning. That is, until Paris. The French capital is looking to reverse the trend of cost overruns and blown budgets, and is wholeheartedly embracing private sector funding. In total, private funding will cover an impressive 96 percent of the cost of the Paris Olympic and Paralympic Games, with public authorities left to cover just four percent of the bill. With the French state well cushioned against costs, this could be the first Olympics to officially break even since the year 2000.

A new era
In 1896, a millennia-old tradition was revived and reinvented for a new age. In 2024, the Olympic Games are undergoing another profound transformation. The days of pure spectacle and excess are over, replaced by a new focus on financial, social and environmental sustainability.

“We want the legacy to be different,” Olympics Chief Tony Estanguet explained in an interview with Time. “Not a legacy of having fantastic venues, but how this project can help a population.”

Just two new purpose-built venues have been constructed for the Paris Games, and both are specifically located in lower-income areas of the city. The Porte de la Chapelle Arena, known as the Adidas Arena after its corporate sponsor, has been built in one of Paris’ most deprived neighbourhoods. Far from the bustling tourist hotspots of central Paris, the Porte de la Chapelle sits to the far north of the city centre, and has long been associated with drug dealing and crime.

The new stadium is a key part of the Olympic Committee’s urban regeneration strategy, and looks to kick-start a programme of further renewal and redevelopment in the disadvantaged neighbourhood. New apartments are set to be built in the area, with 35–50 percent of units earmarked for social housing. Once the games have moved on, local schools and clubs will be able to make use of two onsite gymnasiums at the Adidas Arena, in an effort to boost sports participation in the area.

Over the past few decades, escalating costs have somewhat dampened interest in hosting the games

A few miles north, on the other side of the Paris périphérique ring road, a state-of-the-art aquatics centre has been built in the low-income neighbourhood of Saint-Denis. One of the poorest départements in the Greater Paris area, over a quarter of Saint-Denis residents live below the poverty line. The regeneration of this much-maligned area was at the very heart of Paris’ winning bid to host the Olympics, and many have high hopes that the games will help to fast-track further investment into the neighbourhood.

Along with the new, eco-friendly aquatics centre, Saint-Denis will also be home to the Olympics Village, welcoming 14,000 athletes over the course of the games. And once the Olympic torch has moved on, the village will be transformed into housing for up to 6,000 people – with a quarter of those homes reserved for public housing.

This programme of regeneration and investment may not be a silver bullet for Paris’s poorer neighbourhoods. But it does demonstrate a clear ambition to leave a lasting legacy of inclusive growth – and the games could prove to be a much-needed catalyst for change. Aside from its commitment to urban renewal, the Paris Olympics Committee is also dedicated to delivering the ‘greenest-ever’ games. Organisers have promised to halve the carbon footprint of previous games, and have vowed to double the amount of vegetarian food on offer at venues, in a sustainable approach to feeding athletes and spectators. The games’ limited construction has primarily used natural, bio-based building materials, and the Olympics Village will be powered by geothermal and solar energy.

“We want to demonstrate that Paris and France can deliver a Games in a different way than in the past,” Estanguet said in an interview with BBC Sport. Paris is setting the stage for a new wave of cost-effective, low-carbon and low-build Olympic bids. Its slimmed-down approach has, so far at least, proved better for the budget and better for the planet, and its legacy planning seeks to kick-start positive change for the city’s most disadvantaged citizens. As tourists flock to the French capital in their millions, Paris could take in up to $12.2bn over the course of the event, according to predictions by the International Olympic Committee. If it is able to pull this off, the city may just turn the Olympics from financial burden to economic boon.

The stage is set for a truly momentous event. And away from the excitement and spectacle of the medal ceremonies, the city of Paris may just emerge as the greatest winner of all.

The world cannot afford to ignore the poorest countries

They are home to a quarter of humanity – 1.9 billion people. They possess prized natural resources, including one-fifth of the world’s copper and gold reserves, as well as many of the rare metals essential for the transition to clean energy. Their working-age populations are set to expand for the next five decades amid demographic decline nearly everywhere else. Yet a historic reversal is underway among the world’s 75 countries eligible for grants and low-interest loans from the World Bank’s International Development Association (IDA).

For the first time this century, the income gap relative to the wealthiest economies is widening in roughly half of IDA countries. And while these countries are midway through what could be a lost decade, the rest of the world is largely averting its gaze. IDA countries have an extreme-poverty rate eight times higher than the global average. They account for 70 percent of all extreme poverty, and they are home to 90 percent of people facing hunger or malnutrition. Many of their national governments, meanwhile, are paralysed, and half are either in debt distress or at high risk of it.

The flow of foreign capital has largely dried up for IDA countries. In 2022, for the first time in 16 years, private creditors took more in principal repayments than they put in via loan disbursements to IDA governments and government-guaranteed entities. Financing from foreign governments dwindled to an 11-year low. The remaining lifeline has been multilateral development banks, especially the World Bank, which provided more than half of the $26bn in loans that IDA governments received from multilateral creditors in 2022.

We are witnessing a dangerous retreat from the principles upon which much of the global economic architecture was built after the Second World War. Back then, the wealthiest economies wisely recognised their interest in improving the welfare of the weakest. The 17 donor countries that made their first financial contributions to the IDA in 1960 believed that an acceleration of “economic and social progress in the less-developed countries is desirable not only in the interests of those countries but also in the interests of the international community.”

The global prosperity that followed validated this insight. Three of today’s global economic powerhouses – China, India and South Korea – are former IDA borrowers whose growth has transformed them into important IDA donors.

The path to prosperity
Of course, the path to prosperity is rarely linear. Progress often occurs in fits and starts, with some countries advancing and then regressing. But there is no doubt that the IDA’s consistent support for the weakest economies has done immense good for the world. In all, 36 countries that were once IDA borrowers no longer depend on it, with a dozen ‘graduating’ in the last two decades alone.

Today’s IDA countries account for a mere three percent of global GDP. Yet their economic potential is considerable, owing to the demographic dividend inherent in their population growth. These countries will have deep reserves of young workers at least through 2070, long after working-age populations in other countries have dwindled.

The flow of foreign capital has largely dried up for IDA countries

IDA countries are endowed with a trove of mineral deposits that are crucial for the world’s transition to clean energy – including silicon in Bhutan and manganese in Ghana. Most IDA countries are also well placed to take advantage of solar energy, with long-term daily generating potential among the highest in the world. But IDA countries will enjoy neither durable growth nor stability unless they can make productive jobs readily available for young people entering the workforce, and that will require substantial investment in health and education. Moreover, lasting benefits from their natural-resource wealth will remain out of reach without government institutions capable of nimbler economic management.

Ensuring that IDA countries achieve their full potential will require a concerted effort involving vigorous domestic reforms and stronger financial and policy support from abroad. South Korea, India and China have shown that when countries undertake the ambitious reforms needed to accelerate investment, a kind of economic magic occurs: productivity surges, incomes rise, and poverty falls.

Investment needs in IDA countries are immense. In some, improving access to electricity and basic sanitation facilities will require infrastructure investments exceeding 10 percent of GDP. On average, each IDA country today has succeeded at least once over the past 50 years in achieving sustained investment acceleration. But that is only slightly more than half the average of earlier groups of IDA countries. To raise their game, today’s IDA countries will need to bolster fiscal and monetary frameworks, ramp up cross-border trade and financial flows, and improve the quality of institutions.

Global assistance will also be essential. IDA countries deserve financial support from abroad and fresh policy solutions to make the transition to clean energy. Already, climate change is making them pay a steep penalty for others’ sins. They also need an improved global debt-restructuring system. The current framework consigns them to an indefinite purgatory. And they need global help to tackle food insecurity, especially now that faraway international conflicts and trade disruptions have added to the problem.

In the coming decades, the world will need to summon every available reserve of economic potential to achieve universal peace and prosperity. It simply cannot afford to turn its back on a quarter of its people.

Germany needs another miracle

In what must now seem like Germany’s halcyon days of 2015, then chancellor, Angela Merkel told a press conference in Berlin “I am happy that Germany has become a country that many people abroad associate with hope.” It was a statement recognising Germany’s commitment to those seeking asylum and the additional $6.7bn needed to accommodate the system during the height of the migrant crisis.

How heavily those words must weigh on her successor, Olaf Scholz, and indeed, on his compatriot and President of the European Commission, Ursula von der Leyen, in 2024. While Germany may still hold the hopes of migrants in its hands as applications rose to 2015 levels last year, hope must be in short supply in its halls of power. For Germany as an economic power and figurehead of the EU finds itself somewhat beleaguered these days. Long have the Germans been the adults in the room, shouldering the responsibility not just for a nation but the EU too.

As Merkel herself said in the same speech, helping others “is something very valuable, especially in view of our history.” And it is perhaps towards history that Germany must now turn in order to find a path forwards out of its current slump.

By the end of the Second World War, Germany was, in essence, a ruined state with much of its population displaced and malnourished, its buildings destroyed and its economic infrastructure collapsed. It became known as Germany’s ‘Stunde Null’ or ‘Zero Hour,’ a blank slate as it were, a place from which everything would have to be built anew. Its people seemed to be facing a bleak and uncertain future, but by the time the Berlin Wall fell in 1989, Germany had the third largest economy in the world, and still holds onto its top three position today. The country needed a miracle in order to recover and it got one.

Germany did not invest enough money into the electricity supply system for many years

According to Eichengreen and Ritschl in their LSE working paper Understanding West German Economic Growth in the 1950s, the country’s remarkable turnaround reflected its “convergence to the productivity frontier, a process during which investment and growth were higher than normal.”

The effect was so pronounced that the Germans coined a word for it: ‘Wirtschaftswunder’ or ‘economic miracle.’ In reality, regaining control over inflation, as well as efficient labour practices, was what helped to create the conditions needed for productivity. But productivity relies on industry and industry requires energy, in all its forms.

Energy independence
During a recent speech to the German Chambers of Industry and Commerce, Reuter’s reported Scholz saying “the German economy has faced unprecedented challenges over the past two years or so since Russia’s invasion of Ukraine.”

Germany’s over-reliance on relatively cheap Russian energy was just one of several major problems it has needed to address in recent years. Out of the G7 economies, Germany’s was the only one to shrink last year, with an aging workforce and underinvestment counted among the reasons why.

Germany’s economic advisors have cut growth projections for 2024 to 0.2 percent. In the last quarter of 2023, the economy shrank 0.5 percent. As the IMF reports: “with this cheap gas no longer available, the German manufacturing model does not work anymore,” and as of last year, Germany’s manufacturing sector has slipped into recession.

A new deal was brokered with Qatar in 2022 for two million tons of liquefied natural gas (LNG) each year starting from 2026, but this alone is not enough to solve Germany’s energy crisis. Markus Krebber, the head of RWE, a German multinational energy company, said in a recent interview: “the root cause for our problems is that Germany did not invest enough money into the electricity supply system for many years.” In order to achieve this, investment and expansion in renewables must be a priority. Krebber goes on to say, “Germany, with its energy-intensive industries, should have started to take action in this regard 10 years ago or even earlier.”

From this perspective the way forward seems to be: invest in renewables, the lights stay on in the factories and everything else falls into place. But is it that simple? Unfortunately not.

According to the IMF some of Germany’s problems are temporary and some are structural, but wholesale gas prices are now back to 2018 levels, so while energy will always be a factor in production costs and overall competitiveness, it is not the only factor.

A temporary issue such as higher inflation has caused consumers to hit pause on purchases and in order to counteract inflation, the ECB raised interest rates, which in turn caused depression in interest-sensitive areas such as construction. The more fundamental structural issues are productivity growth and an aging workforce (see Fig 1).

Making more market miracles
The German economic miracle following the end of the Second World War was achieved via the introduction of the ‘soziale Marktwirtschaft’ or ‘social market economy,’ which finely balances free-market capitalism with social policy. Germany’s remarkable recovery from the ravages of war was forged in a liberal market economy and returning growth to productivity now could also benefit from less government interference and a ‘Goldilocks zone’ of regulation that balances fair competition and the welfare state.

We need factory workers, engineers, doctors, care workers

In terms of the workforce, the IMF also believes that “over the next five years, the growth rate of Germany’s labour force will drop by more than in any other G7 country.” This, they say, is a result of baby boomers retiring and the current migrant wave coming to an end. Solving this issue could be achieved by raising immigration levels, but regulating immigration is an incredibly difficult balance to strike, as Scholz says himself in an interview with Der Spiegel in October last year.

“We must be firm in cases where someone does not have a right to stay. But at the same time, we have to be open and modern, because we need workers from other countries.”

The chancellor is well aware that Germany needs more workers and more immigration: “Around 13 million citizens of Germany – affectionately referred to as the baby boomers – will soon be heading into retirement. That is why we need factory workers, engineers, doctors, care workers.”

In fact it is clear from his Der Spiegel interview that the chancellor recognises the maladies of Germany’s structural issues and how to treat them, but the world is a changed place, made evident by the rise in popularity of right-wing populist parties such as Germany’s AfD, who are in direct opposition to Scholz’s Social Democratic Party (SPD).

The task ahead of Scholz is not for the faint of heart and I believe that this has as much to do with addressing Germany’s temporary and structural issues as it does with handling the insecurities and anxieties of Europe’s citizens. Kicking off the EU election campaign in Hamburg in April, Scholz rallied behind the SPD with the mantra: “we need hope.” We sure do.

Breaking from tradition

At the turn of the millennium on Wall Street, there was a feeling in the air that anything was possible. The dot-com bubble was growing and companies like Amazon and Google were beginning to reshape how we use technology from a useful tool to an integral part of everyday life. Tech was also fast becoming a key force underpinning financial markets, and someone who was taking notice was Lynn Martin, a programmer at IBM who had just graduated from Manhattan College with a degree in computer science and a passion for writing code. As a lover of puzzles, it was no surprise that Martin soon developed an interest in the mathematics of financial markets, leading her to gain a master’s degree in statistics from Columbia University and leave IBM for the New York Stock Exchange’s (NYSE) derivatives business.

Today, technology is even further entangled in global financial markets, which means Martin’s unique blend of skills and experience make her a fitting boss for the world’s largest stock exchange. When she was named president of the NYSE in late 2021, two decades after beginning her career there, Martin said she was “floored” – and not only because of what the promotion meant for her future. “I was honoured, mainly because I understood the gravity of being asked to do this role as a woman and what it represents to have the confidence of a Fortune 500 CEO and entrepreneur whom I have admired for years,” she said, referring to Jeff Sprecher, chair and CEO of Intercontinental Exchange (ICE), which owns the NYSE.

The appointment of a woman with Martin’s vast experience and potential opens the door to even more innovation for the exchange, Carole Crawford, chair of the board of directors for the non-profit 100 Women in Finance, told World Finance. Indeed, Martin is the first to admit that her route from computer programmer to exchange boss was not a traditional career path that girls could follow when she was young.

From Commodore 64 to the Big Board
While Martin was growing up on Long Island in Smithtown, New York, her parents did something that changed her life: they brought home a Commodore 64 computer. “That initial exposure to computers turned into a college major, got me my first job, and then created the cornerstone of my career,” Martin wrote in an op-ed for Fortune in January 2022, just as her tenure as president of NYSE began.

Martin’s first full-time job as a programmer at IBM during the dot-com boom put her at the heart of a pivotal moment in the tech industry, and her early experience with technology instilled a lifelong “appreciation for the value of data and what technology can create,” she wrote. This understanding catapulted her from “that girl who loved to code” on Long Island right into the centre of the action in lower Manhattan, heading up one of the world’s most significant exchanges. Her familiarity with technology is one of Martin’s superpowers, and she is keenly aware that succeeding at the NYSE “will require me to look both forward and back, to view the future through the lens of my unique experience and to help guide an iconic institution in an uncertain age.”

Martin came to the top job at the NYSE at a time when the economy was still reeling from the pandemic. Two years in, and while Covid-related issues are fading, the exchange is under increasing pressure from rival Nasdaq, which beat the NYSE in the battle for initial public offerings (IPOs) in 2023 for the fifth consecutive year.

There is also the rapidly shifting landscape for environmental, social and governance (ESG) standards to contend with, and the small task of ensuring that global firms continue to see the US capital markets as the most attractive place to take their business. Martin is tackling the challenges head-on, applying her unique brand of data-driven insights to come up with new ways for the NYSE to work. In ICE’s fourth-quarter earnings for 2023, its exchanges segment posted a 16 percent rise in revenue to $1.1bn, equating to half of the total company revenue in the quarter.

Recalling the first time he spoke with Martin in 2013, just after ICE acquired the NYSE in a massive $8.2bn deal, CEO Sprecher said, “I remember thinking about how bold and determined she was. And I liked that about her.” It is what led him to appoint Martin, who had been working in the NYSE’s listed derivatives business at the time, to run Interactive Data, a market data company that ICE bought for $5.2bn in 2015. Although the business had potential, growth was lagging, and Martin was challenged with improving its prospects. She did this and then some, proceeding to double the company’s growth rate and build it into ICE’s multi-billion-dollar fixed income and data services segment. However, considering current market challenges, the NYSE still faces hurdles. Despite earnings from the exchange business helping ICE to beat Wall Street’s fourth-quarter expectations, the listings segment declined by four percent due to a lacklustre market for IPOs. IPO proceeds in the US reached $23.9bn in 2023, according to Jessica Chen and Joel Rubinstein, partners at White & Case, but this was less than half of the $62.6bn in proceeds seen pre-pandemic in 2019.

While 2023 was yet another year of stubbornly low IPOs, experts say the tide could finally be turning this year. So far, 2024 was off to a good start, Chen and Rubinstein said, and what’s more, “the US’s position as a global magnet for cross-border listings has remained undiminished,” with listings like Germany’s Birkenstock on the NYSE securing a market valuation of $8.6bn. “It is hoped that the steady performance observed post-IPO and across US stock markets generally will encourage more companies to pursue IPOs in the coming months,” they added, noting that the Renaissance IPO Index, which tracks the performance of companies that have listed within the past three years, rose 44 percent in 2023, beating the S&P 500. Plus, there is strong interest in the technology sector, where deals involving chipmakers and artificial intelligence (AI) are gathering momentum. In March, social media platform Reddit went public after a long-awaited IPO, and on the first day of trading, shares jumped 48 percent. “The IPO markets are definitely opening back up,” Martin told CNBC in April. “Deals are getting done,” she said, adding that these were “really optimistic signs for the IPO market.”

The issue, then, is attracting them to the NYSE over its rivals. Between January 2018 and July 2023, the NYSE’s market cap for domestic listed companies grew from $23trn to $25trn, according to data from Statista. Meanwhile, Nasdaq’s shot up from $11trn to $22trn. Nasdaq, which has a reputation for being the ‘tech exchange,’ boasts lower listing fees and costs, which can attract smaller companies. NYSE, meanwhile, is associated with a sense of prestige and history – executives who list on the exchange have the opportunity to ring its famous opening bell in front of live traders. Yet as Mark Mandel, chair of Baker McKenzie’s North America capital markets group, told the Financial Times, choosing between the two is like picking between a Bentley and a Tesla: “You won’t go wrong with either, but companies, like people, tend to gravitate towards certain brands.”

Blazing a trail
Becoming president of the NYSE, Martin had big shoes to fill. She replaced Stacey Cunningham, who was the first woman to lead the exchange in its more than two centuries of operation in 2018. Following ICE’s acquisition of NYSE, Cunningham “embraced the challenge to reinvent a global icon,” Sprecher said. The NYSE’s entire portfolio was worth more than $25trn as of December 2023, including four fully electronic stock exchanges and two options exchanges. Running this operation requires a skill set balancing strong leadership with in-depth knowledge of the fundamentals of its systems.

As a leader, Martin is focused on innovation. “I don’t accept the phrase ‘We’ve always done it that way.’ Because with that mindset you don’t grow and innovate,” she said in a NYSE Communications release. In a sign of her openness to new ideas, the NYSE revealed in April that it was polling market participants on round-the-clock trading. The poll followed news of start-up 24 Exchange, backed by Steve Cohen’s Point72 Ventures fund, going to the Securities and Exchange Commission (SEC) for approval to launch the first 24-hour exchange. Such a move could shake up US stock markets, which, unlike cryptocurrencies or even US treasuries and major currencies, don’t operate at all hours.

As someone who has continually been at the cutting edge of a rapidly growing industry – and as a trailblazer herself – Martin is in tune with the bold thinking needed to innovate in financial markets. In 2013, she was named CEO of NYSE Liffe US, the American division of NYSE Euronext’s international derivatives business. Having worked her way up from COO of the firm and senior vice president at NYSE Euronext, the appointment made her the first woman to head a US exchange since the 1980s. Martin didn’t know about this milestone until it was pointed out to her in an interview with John Lothian News, but she did not shrug off the landmark moment, saying it made the appointment special “not just from a professional standpoint, but also from a personal standpoint.”

Martin continued, “When I was growing up, my mom and my grandma always used to say to me that I was so fortunate to be born when I was born, at a time when a woman had all the opportunities in the world in front of her. Being reminded of that every day forced me to work hard throughout my life, and it motivates me to continue to work hard, and also to be thankful for any opportunities that are presented to me, because women in the past didn’t always have those opportunities.”

Within global financial services institutions, as of 2021, women held 21 percent of board seats, 19 percent of C-suite roles and just five percent of CEO positions, according to the report by Deloitte, Advancing more women leaders in financial services. While progress has been made over the past two decades, the report’s authors concluded that these efforts must continue, as inaction could reverse hard-won gains by as soon as 2030. “These statistics illustrate that more work needs to be done to advance gender equity across the industry,” they said. To find evidence of this, one does not have to look far. In April, a Wells Fargo employee accused the company of an “unapologetically sexist” workplace, the latest in a slew of lawsuits against large US banks related to their treatment of women employees. Other suits have been lobbied against the likes of Citigroup and Goldman Sachs, the latter of which agreed to pay $215m to settle a class action lawsuit alleging widespread bias against women in pay and promotions.

What’s more, the independent think tank the Official Monetary and Financial Institutions Forum found in its Gender Balance Index 2023 that progress is very slow going. At the current rate, it will take 140 years to achieve parity between men and women in leadership positions in the industry, it found.

However, Deloitte’s report identified an important caveat: when there are enough women in leadership ranks at the organisational level, there is strong evidence for the ‘multiplier effect,’ whereby for each woman added to the C-suite, there was a positive, quantifiable impact on the number of women in senior leadership levels just below the C-suite. “For decades, companies have focused largely on activities to improve the pipeline for DEI [diversity, equality and inclusion] efforts. Based on our findings related to the multiplier effect it is equally, if not more, important to focus on diversity at the highest levels of the organisation to drive progress and improve the overall pipeline of diverse talent,” said Neda Shemluck, Deloitte’s US financial services industry DEI leader. “In the finance industry, female role models are not just desirable, they are imperative,” Crawford of 100 Women in Finance said. “Their presence not only inspires confidence and ambition in aspiring women but also challenges the status quo, driving much-needed diversity and innovation.”

“Lynn Martin,” she told World Finance, “is a trailblazer whose journey exemplifies the immense potential of female talent and reaffirms the necessity of ensuring representation of women at every level of leadership in the industry.”

The ESG question
One of Martin’s core guiding principles is her belief that ESG considerations are only growing in importance in the US market. ESG is “top of mind for virtually every public company CEO and board of directors,” Martin wrote in Fortune. And the reason was not, she said, government regulations or quotas, but instead “the free market at work.”

Ioannis Ioannou, an associate professor of strategy and entrepreneurship at London Business School, agreed that businesses – and investors – are recognising the importance of addressing ESG. “The impacts of climate change, resource scarcity, and shifting consumer preferences because of these issues pose significant risks to companies’ operations, supply chains, and overall business models and strategies,” he told World Finance. “Therefore, businesses cannot afford to ignore these challenges; addressing ESG issues is crucial for building resilience, cultivating innovation, and maintaining a competitive edge.” Andreas Hoepner, a professor at University College Dublin’s School of Business, identified the biggest ESG issues of the moment as: carbon emissions, the energy transition, the gender power gap and responsible AI. He said these areas of focus are becoming “increasingly important in fundraising and risk management.”

NYSE and ICE are keenly aware of the way the market environment has changed over recent decades. In a note to staff in late 2021, Sprecher outlined what $130trn worth of finance commitments pledged by the private sector to address climate change at the COP26 gathering in Glasgow meant for ICE, saying it “provides great opportunity in many areas of our exchanges segment.”

Today, investors are demanding that companies pay close attention to issues like climate change and diversity, and shareholders are making their voices heard through their investment decisions. “Investors recognise that environmental, social, and governance issues pose genuine risks to a company’s business model, performance, and long-term viability,” Ioannou said. “Therefore, they are looking for ESG data that effectively captures these risks and enables them to make well-informed choices.”

As a financial data scientist, Hoepner told World Finance, he regularly checks updates on corporations’ individual risks filed with the SEC – which he is seeing more and more of. “Filing risks on key ESG issues and even greenwashing accusations themselves keep rising at considerable pace,” he said.

However, the quality, accuracy and comparability of this data “still leaves significant room for improvement,” Ioannou said. Especially at a time when ‘anti-ESG backlash’ in the political domain has led some companies to take a more cautious approach to ESG issues – at least publicly – to minimise the risk of ideological targeting, Ioannou said. “Given the current political climate, I expect the term ‘ESG’ to become more contested in the US during this election year, even as the approach remains pragmatic and necessary in other parts of the world, with the EU leading the charge,” he added.

Yet despite these challenges for ESG investing, Martin remains a big believer in the work the NYSE can do to boost transparency. It’s an area Martin has direct experience with, having helped to create databases that tracked board diversity, climate risk and other ESG measures as part of her previous role at ICE.

Ioannou said he expects the current quality and accuracy of ESG data to continue improving as issues like climate change, biodiversity loss, societal issues and political division underscore the need for robust ESG risk management, enabling more informed decision-making by companies and investors alike. And with more transparent data will come increased interest from investors. “As these efforts progress, I believe that ESG considerations will inevitably become a core component of investment decision-making,” Ioannou said.

In 2022, Martin put another stake in the ground when she launched the NYSE Sustainability Advisory Council. The council brings together select sustainability leaders within the NYSE community of more than 2,400 listed companies to identify and share global best practices addressing ESG issues. “The NYSE Sustainability Advisory Council is designed to help companies navigate this complex and evolving terrain,” Martin said in a press release about the council’s launch. Chair Elizabeth King added that the group hoped to leverage the power of the NYSE community to “raise all boats and advance the identification, development and adoption of best practices at organisations of all sizes.”

As Martin wrote in Fortune, “The Fearless Girl statue stands vigil outside the NYSE and reminds us every day that while there is still much work to be done, ESG-driven risk management is here to stay, and will only become a larger factor in the years ahead.”

What is next?
While Martin has taken a tech-led approach to issues like ESG investing, the creation of the Sustainability Advisory Council shows she recognises that it is people working together that make the difference in business. “Data and technology allow each of us to do much more, much faster, but at the core of any successful enterprise is people collaborating toward common goals,” she wrote in her op-ed. “It is important that we keep this in mind as we move into a future that will demand the best combination of humanity and processing power that we can muster.”

I don’t accept the phrase ‘We’ve always done it that way.’ Because with that mindset you don’t grow and innovate

To do this in practice at the NYSE, she takes a collaborative and open approach, inspiring colleagues to work together across business lines in order to inspire innovation and creative thinking. For Sprecher, Martin’s transparency with colleagues was a key reason he has kept her as part of his inner circle. “When she took that job running our data division, I would periodically receive an unsolicited communication from her that told me exactly what was going on in the business,” he said. “She is very organised and she shares a lot of data and information with others. She is very transparent, which builds a level of trust and endearment that very few people really have.”

In 2022, Martin launched a new initiative to build trust further, not only within the NYSE, but within US capital markets on the world stage. “As the world’s largest stock exchange with a storied history of more than 230 years, the NYSE has a unique platform and substantive role to play as a leading advocate for capital formation around the world,” said Martin at the launch of the NYSE Institute. The institute was created to use the NYSE’s resources, expertise and relationships to support public companies, advance sound public policy and foster economic growth around the world. “The NYSE Institute provides us with a new structure to formally advance this agenda and offer a strong voice supporting the innovative work of our listed companies and the markets we operate,” Martin said.

Martin has long used her voice to champion her core beliefs around the values of technology in our modern world, the importance of transparency of ESG risks and the resilience of US capital markets. As her position as president of the NYSE amplifies her voice further than ever before, executives, exchanges and business leaders around the world are sitting up and taking note.

Reflections on 30 years of banking in ASEAN’s heart

As Baiduri Bank celebrates 30 years serving our customers in Brunei, we reflect on some of the ‘firsts’ we have achieved during this time. There are several worth noting. We were the first bank in Brunei to offer internet banking in 2001, followed by mobile banking services in 2007. We were first to offer in-store and in-mall banking seven days a week, and the first to launch internationally accepted Visa Electron debit cards, Mastercard Electronic CashCards, and Visa payWave in the country. Additionally, we were the first and only bank to provide money remittance services through Western Union and to introduce multi-currency ATM dispensing in euros and US, Singapore and Brunei dollars. We were the first to receive PCI-DSS certification for card payment systems and processes, and to offer online securities trading through our subsidiary, Baiduri Capital.

Building a solid foundation
We are incredibly proud of our achievements since Baiduri Bank was established in 1994, including weathering the storm of the global pandemic and proving our resilience to external shocks. Soon after launch, the business positioned itself as a key player in Brunei’s financial sector. Initially focusing on corporate and private banking clients, Baiduri Bank soon expanded into retail banking to meet the needs of its fast-growing customer base. By the end of the 1990s, Baiduri Bank had opened several branches and a finance arm, becoming a leader in automobile finance in Brunei.

More recent milestones include our relocation in 2020 to new headquarters, designed with environmental sustainability in mind. The building attained the Green Mark Certified Award from the Building and Construction Authority of Singapore in recognition of its innovative green features. Later that same year, we undertook a brand refresh to better communicate Baiduri Bank’s strengths and values, ensuring that we stay ahead in a changing world.

Investing in digital transformation
We aim to keep setting trends as our business evolves to remain fit for the future. One key theme we continue to embrace is digital transformation. As early innovators in online and mobile banking, in 2022 we took our own digital capabilities a step further. We partnered with Temenos to replace our legacy systems with a new cloud-based core banking system designed to improve operational efficiency. This collaboration made Baiduri Bank the first bank in Brunei to operate its core banking platform in the cloud under the SaaS model.

We are especially mindful of cybersecurity threats and the need to guard data carefully

Last year we added a new digital wallet, Baiduri Qpay, to our suite of digital payment services. We also introduced a first-of-its-kind e-Marketplace initiative, Maribali, in collaboration with a local SME. Maribali offers a platform for local businesses to market and sell their products and services online with secure and convenient payment options. We are also currently developing API-based microservices which allow us to smoothly integrate legacy and cloud applications, improving service delivery and personalisation.

Improving the customer experience
We have made all these investments in digital transformation with the customer in mind. Our aim has always been to provide personalised and efficient banking. Digital banking platforms and mobile apps improve the customer experience, while automation and AI streamline operations, reduce costs and increase accuracy. We use robotic process automation to make our operational processes more efficient and reduce the time spent on routine tasks. Our AI chatbot Emmi was an industry first, and has helped us create higher-quality customer interaction and better engagement. For instance, we saw a 169 percent increase in live chats through our platform between 2022 and 2023.

Of course, with all opportunities may come risks, and we are especially mindful of cybersecurity threats and the need to guard data carefully. We have included robust cybersecurity and testing into our digital solutions right from the start to protect customer data and build trust in our digital services.
We also recognise that not all our customers will have the same level of access to or comfort with digital tools. Technological disparities can widen the gap between different user groups. We want to promote both financial and technological inclusivity so our customers can enjoy all the benefits of banking’s digital revolution.

Supporting a greener future
Another key theme we focus on is sustainability and green finance. There is growing regulatory support for sustainable finance in the ASEAN region, and we note that global regulators have, quite rightly, been increasingly focused on protecting consumers from ‘greenwashing.’ Banks offering green finance products can attract customers and investors who are taking a growing interest in sustainability, but implementing green finance solutions can be costly and resource-intensive. The reputational risks associated with greenwashing could be high, so we believe the banking sector should ensure its green finance initiatives are genuine and impactful.

In Brunei, the oil and gas sectors have long been a cornerstone of the economy. As sustainable investing gains momentum, we recognise the need for a dual strategy: supporting the energy transition within the oil and gas sector and promoting economic diversification in line with Wawasan Brunei 2035. We urge businesses to explore new growth areas and identify how they can both contribute to and benefit from the evolving ecosystem that supports the leading sectors of the future.

Baiduri Bank is committed to a more sustainable future. We have a comprehensive range of corporate social responsibility (CSR) initiatives focusing on environmental sustainability and empowering micro, small, and medium-sized enterprises (MSMEs). Our efforts include promoting environmental awareness and supporting local businesses with platforms like the Maribali e-Marketplace and the Baiduri Enterprise Hub, a co-working space for MSMEs and budding entrepreneurs. We also support the adoption of green technology through our EV charging stations, established in partnership with QAF Auto and Porsche.

Additionally, we engage in community projects such as the Mengalinga volunteerism app and environmental conservation efforts like the ‘Zero to Hero’ workshops.

Nurturing our human capital
In addition to environmental sustainability, we also think about sustainability in the context of our greatest asset – human capital. Our people are the key to our success, and we understand the importance of supporting their growth and development. To build a more resilient workforce and a more sustainable business, we need to be both agile and adaptable. Business dynamics have shifted worldwide, especially post-pandemic, and talent management has changed with it. It has never been more important to foster a culture of continuous learning and development and recognise the individual contributions of our colleagues.

Baiduri Bank envisions a future marked by continued innovation, sustainability, and strategic growth

Since the start of 2022, we have been working hard to upskill our people across our organisation through several initiatives and programmes aimed at nurturing leadership capabilities. For example, our Leadership Academy and Emerging Leaders Mentoring Programme are designed to identify high-potential employees and provide them with the necessary skills and training to succeed in senior leadership roles. Participants in these programmes receive comprehensive development opportunities, both technical and professional, through mentorship and diverse learning experiences.

We have also significantly increased our investment in training hours. This includes a variety of technical learning and certification programmes, as well as leadership courses, employee wellness initiatives, and ad-hoc workshops and e-learning courses.

Investing strategically in our employees has boosted engagement levels above Asia Pacific and global benchmarks. Our focus on internal talent development has also improved retention and employee satisfaction. By equipping our team members with essential skills and supporting continuous improvement, we build a more efficient business and deliver better service to our customers. This, in turn, boosts business performance and gives us a stronger competitive position in the financial services market.

Our vision for the next 30 years
What will the next 30 years hold for our business? Looking forward, Baiduri Bank envisions a future marked by continued innovation, sustainability, and strategic growth. Our primary focus is on enhancing and fortifying our domestic presence, while preparing for potential expansion to diversify our market base. We will leverage regional economic opportunities as they arise.

Our digital transformation journey is set to continue, as we upgrade our digital banking services and make the most of the exciting developments we are seeing in AI. As always, our priority is customer-centric innovation. We have plans to further improve our personalised banking solutions and continue to support local MSMEs. We are also committed to sustainability and supporting community initiatives through our CSR activities that are aligned with global sustainability goals.
Baiduri Bank boasts an impressive financial record over the last five years, particularly during turbulent times for the global economy. We attribute our success to the strong foundations we have built, and the legacy of excellence we have cultivated over the past 30 years. We are excited to see what the next 30 years will hold, and what new ‘firsts’ we will achieve.

The democratisation of wealth management in Africa

World Finance gets the low-down on the future of the private wealth industry in Nigeria, as FirstBank wades deep into hyper-powered tech, artificial intelligence, and highly dispersed client ambitions. What are the risks and responsibilities – and how are these safeguarded for this demanding, switched-on client base?

The high-net-worth client business catering to Africa’s growing affluent population is super-competitive. What challenges does this pose for FirstBank, and how are they met head-on?
Africa is home to 135,200 high-net-worth individuals (with $1m or more in investable assets), 312 centi-millionaires ($100m in investable assets or more), and 21 billionaires. Summed up, the bank is faced with the challenges of anticipating and responding to the changing investment and wealth management needs of well-educated and well-travelled individuals who routinely benchmark the bank’s products and services against those of offshore service providers.

So how is this demand met?
We combine a mix of highly personalised service delivery and technology to enhance the client’s experiences with us. We seek to attract the affluent next gen and new money – both to sustain business growth and leadership in the private wealth industry. We leverage technology as an enabler but not to replace humans wholly in the client experience.

What do clients want, in your view?
Speed and competence in service delivery. Our approach has been to focus on the client’s journey, and to seek the most creative ways to make their customer experiences both more personable and rewarding at the right cost. This is achieved by providing highly competent support and leveraging the right technology and tools.

What of political stability, crucial for client risk confidence?
Political instability and governance issues can undermine confidence in the banking system. Affluent individuals can always invest in other jurisdictions to safeguard their wealth.

So how does FirstBank negotiate these tensions?
Political instability anywhere – either remotely or directly – shapes the responses of the players in any market. Private wealth organisations in Africa are no exceptions. These tensions guide how we organise ourselves and also respond to changes in the market.

Is it about a different attitude?
Tensions pose a serious challenge to developing sustainable business models. At FirstBank Private Banking and Wealth Management, we see opportunities where others may focus on challenges. We do this by anticipating high impact changes that could affect personal wealth, and by providing our clients with seamless investment and wealth management solutions to protect and grow their wealth. FirstBank also maintains a presence in the UK providing options for those with offshore banking, mortgage and asset-based lending, and investment needs. A well-trained private banking team sits in this jurisdiction and caters to the needs of these clients.

Where is the Nigerian economy seeing most entrepreneurial growth and potential – and how does FirstBank frame itself as a trusted player in this space?
In the private banking and wealth management business specifically, there are new growth areas in tech and innovation. More private equity firms are showing greater interest in our markets now. Inflows to start-up and tech firms were estimated at $4.5bn in 2023 though this was a decline on the 2022 figures in response to some of the headwinds experienced in some African markets. This sector, however, continues to remain very relevant.

Due to Nigeria’s oil exports, fluctuating oil prices and its impact on the Nigerian Naira, currency volatility is part of life. How does FirstBank manage guidance to clients?
The private banking and wealth management business seeks new growth areas and in turn, more contemporary sources of wealth outside the traditional resource driven areas. We help our clients articulate long-term financial goals and offer a range of investment, wealth management and lifestyle interventions to support these goals. We encourage our clients to adopt risk-mitigating strategies in building investment portfolios to ensure the sustainability of their wealth, while leveraging a range of solutions like mutual funds, fixed income (investment) as well as estate planning (fiduciary) working conjointly with proprietary product partners in FirstBank and our holding companies.

What is the FirstBank view of the Nigerian economy for the next three to five years?
In the recent past we have seen several policy changes aimed at placing the economy on track. With a 600 basis points upward adjustment in the monetary policy rate and in turn higher lending rates, there is guided depreciation of the local currency with a focus on promoting price discovery and stability in the value of the currency. These changes have come with challenges and especially for clients who are constrained to deal with rising inflation (33.69 percent) as of April 2024. It is expected the various government interventions would impact the economy positively with stronger outcomes and a high degree of stability in the next three to five years.

African banks need to offer investment options that match changing values without compromising on profitability. How is this managed?
By being more agile and less reactive. Recognising new growth opportunities while simultaneously protecting the core of their businesses. A good example is the adoption of a well-defined digital wealth management application to cater to a wider and potentially profitable upper affluent base, and to attract the millennial and Gen X future wealth cohorts.

Your competitors aren’t just banks now but fintech and IT companies. With so much blurring of lines, how do you plot a long-term strategy?
Africa is home to seven unicorns – companies with a valuation of more than $1bn. Our long-term strategy is to leverage the distinct advantage of our own franchise – a deep knowledge of the market backed by our long and enviable history, stretching back more than 130 years. We offer solid competence to our private banking and wealth management, institutional and commercial clients. The bank continues to invest heavily in technology as we target more opportunities in adjacent areas for growth.

African countries often compete to attract foreign direct investment (FDI). A favourable tax regime can be an incentive for foreign investors, especially for tech entrepreneurs. Does FirstBank want to see change for clients here?
The government has a policy framework around this with several designated free trade zones listed across the country offering varying incentives to companies ranging from tax breaks to preferential access to regulatory interventions and more.

We have seen several policy changes aimed at placing the economy on track

Tech privacy makes headlines daily. What security and confidentiality safeguards for client peace of mind are in place?
The private wealth business model recognises the high need for confidentiality as distinct from secrecy which may exist outside of regulatory ambits. Chinese walls are built around sensitive data (static and non-static) leveraging technology. We invest in the training of personnel for an in-depth appreciation of the needs and requirements for confidentiality for a highly personalised private banking and wealth management business.

What about corporate governance structure and practices, in relation to board composition?
The bank has an internal governance framework built around best practices and regulatory standards. There is a significant increase at board level understanding of the HNWI and ultra-HNWI business. This is evident in the stronger levels of advocacy and a heightened interest of its role in our overall enterprise strategy.

Are African regulators moving fast enough to support the future digital landscape changes? Is it always a game of catch-up?
Yes. Most of the regulators in the key markets in Africa have a clear stance and view of the role of digitisation. However, there is always room for improvement.

What are the tensions between strong corporate governance, profitability and long-term client trust?
The bank would never sacrifice the trust of its long-term clients or indeed its corporate integrity in the pursuit of profit. We are absolutely woven into the fabric of society in the markets we operate.

The balance of taxes and incentives are particularly important in the African banking landscape. Has the government got the mix right?
These are choices dictated by practicalities and the needs of the sovereign. Nigeria has and would continue to pursue an optimal mix of attracting offshore investors while also ensuring the viability of its local industries.

What can the Western financial services industry learn from African players? Where are African players clearly ahead, do you feel?
Resilience. Banking is a business of managing risks and less about avoiding risks. The ability to deliver despite the intervening uncertainties.

Which financial services companies do you admire most, regardless of jurisdiction?
Other than FirstBank, personally it would be the DBS (Development Bank of Singapore). A practical example of a financial institution that surmounted deep-seated challenges to transition from a conservatively traditional bank to a nimble and opportunity-seeking business reputed to be Asia’s safest bank.

Improve your carbon footprint with packaging for tomorrow

The packaging of the future will be environmentally friendly, lighter, more efficient, and driven by technological advancements. While smart packaging and the Internet of Things (IoT) offer tremendous potential for the future of packaging, the development of sustainable and eco-friendly packaging materials that can be reintegrated into existing waste cycles and are easily compostable is most important.

PAPACKS is now a leading manufacturer of moulded fibre packaging solutions, setting the standard in Europe for sustainable, fibre-based packaging. With production capacities of over 600 million units annually, we are leaders in both production volume and innovation, boasting an impressive array of over 75 patent families, 30 awards, and more than 10 years of continuous development and research. With a focus on climate protection and the conservation of natural resources, we emphasise the use of renewable raw materials and production processes, especially virgin fibres and industrial hemp. This approach enables us to make a significant contribution to reducing the CO₂ footprint, offering tangible benefits to clients and the environment alike.

By investing in sustainable packaging technologies, we can transform the packaging industry to benefit our planet

Following circular design principles, we consider all life stages of packaging – from development to disposal. A key aspect is choosing raw materials that minimise the ecological footprint, like our moulded fibre technology, which is more sustainable than traditional materials and easily recyclable or compostable. We continuously improve our packaging to reduce its ecological impact and meet circular economy demands.

Moulded fibers
Biodegradable and compostable materials are crucial for sustainable packaging, breaking down naturally without causing environmental harm. Compostable materials, especially useful for food packaging, can be fully converted into compost. Moulded pulp from renewable sources like cellulose or hemp fibres offers a sustainable, cost-effective alternative to traditional packaging, integrating easily into recycling systems.

Moulded pulp packaging is competitive in cost and performance, often providing better protection, durability, and user-friendliness. It is environmentally cost-effective, offers excellent shock absorption, is lightweight, and can be produced in various shapes and sizes.

At PAPACKS, we use compostable tree or hemp fibres for our moulded fibre technology. Our virgin tree cellulose fibre, sourced from sustainably managed forests, is high-quality but resource-intensive. Conversely, industrial hemp is a highly sustainable alternative, growing faster, using less water, and absorbing four times more CO₂ than trees. Hemp fibres match tree fibres in performance, making them an efficient, eco-friendly packaging choice that helps offset CO₂ emissions.

Avoiding rising costs and shortages
The packaging industry faces shortages of virgin fibre raw materials, and a shift to paper-like packaging will exacerbate this scarcity, driving up prices. This will increase production costs, which companies will likely pass on to customers, leading to higher consumer prices – especially problematic for industries with thin profit margins. To mitigate future cost increases due to shortages, PAPACKS, in partnership with the European Material Bank (EMBA), has planted over 2,000 hectares of industrial hemp in Ukraine. This strategic move ensures a self-sufficient supply of high-quality virgin fibre, insulating us from market fluctuations.

Investing in the future of packaging is economically crucial, and companies that do not invest will fall behind. Sustainable, innovative packaging solutions are essential to addressing plastic and waste issues and will gain industrial adoption rapidly.

As the founder and CEO of PAPACKS, I am also the president of the European Moulded Pulp Producer Association (EMPPA). In this role, I aim to unite the moulded pulp industry, promoting innovation and political awareness to support new legislation like the EPS ban. By investing in sustainable packaging technologies, we can transform the packaging industry to benefit our planet, not just corporate marketing. Further information can be found at www.papacks.com

New pathways to trading success

Forex trading – the act of buying and selling global currencies – is thought to date back as far as the Babylonian period, some 4,000 years ago. From its humble barter-based beginnings, the forex market has grown to become one of the biggest and most liquid of all financial markets, with a daily trading volume of $6.6bn. The dawn of the digital age has made forex trading more accessible than ever before. In the pre-Internet era, trading was something of an exclusive and limited club, where social connections and deep pockets were prerequisites to investing. Now, an internet connection is all that is needed to start trading. In just a few short clicks, traders can check real-time currency rates and view how their investments are performing. Online brokers have helped to further open the world of trading to a wider community, by providing user-friendly platforms on which to trade, along with educational content and trading tips for beginners and experts alike.

With such a wealth of information at new traders’ fingertips, investing is becoming more democratic and more diverse. But as Artificial Intelligence (AI) and algorithmic trading begin to rapidly reshape this fast-paced and changeable market, finding a path to profit has never been so complex. In these turbulent times, the right brokerage firm can make all the difference to a trader’s investment journey.

Seizing new opportunities
The forex market is experiencing a period of considerable change. Advances in AI technologies are transforming the industry as we know it, while a post-pandemic influx of novice traders has seen the market become an ever more competitive place for established brokers. Increasingly, brokerage firms are looking to set themselves apart from other players in the online trading space, offering enhanced, mobile-friendly trading platforms, expert educational resources and attractive partnership programmes.

“FBS has been in the market since 2009, and we have witnessed many trends over these past 15 years,” Diego Lima, Partnership Managers Team Lead at FBS, told World Finance. “Brokers should provide a sense of confidence on every step – and that is particularly important in the current climate.”

For more experienced traders, some of the most valuable advice a broker can share is on new ways to potentially increase their profits – and some of these opportunities don’t even involve trading, at all. In recent years, Introducing Broker (IB) programmes have become a popular way for traders to generate additional income. In an IB programme, an individual acts as an intermediary – an ‘IB’ – between a broker and other traders, introducing potential clients to the brokerage firm in exchange for a commission.

This kind of collaborative venture can prove lucrative for clients looking to boost their income stream, as it allows traders to earn money outside of their direct investments. The client, or ‘IB,’ promotes their broker’s services to potential new traders, and once the secondary client signs up with the broker, the IB receives a commission on the trades that they make from that point onward.

“The FBS IB programme presents a compelling opportunity for individuals looking to earn money in the forex market without actively trading,” Lima explained. “With its competitive commission rates, comprehensive support tools and commitment to partner success, FBS stands out as a premier choice for those seeking to capitalise on the lucrative world of forex IB partnerships.”

A learning curve
While Introducing Broker programmes may be best suited to more experienced traders, leading broker FBS also boasts an impressive offer for novice investors. Forex is a competitive and periodically volatile market, and new entrants can sometimes find that their self-taught knowledge only takes them so far. For those who are just starting out on their trading journey, expert advice and educational training can prove invaluable.

This is particularly pertinent given the rapid rise of ‘finfluencers’ and other forms of alternative financial advice that circulate on social media. While there is a wealth of information to be found online, it can be difficult to know which resources are truly trustworthy. In fact, a recent report carried out by stock research platform WallStreetZen found that over 60 percent of TikTok videos using the hashtag #StockTok contain inaccurate or misleading information. In this climate of widespread misinformation, advice from experienced financial professionals can make all the difference to those new to online trading.

AI can be a powerful tool for traders looking to stay competitive in a fast-moving market

“We offer a variety of educational resources on different online platforms to empower our traders,” Lima explains. “Beginners can make use of our forex guidebook, which offers a crash course in trading essentials. We also continually refresh our website with the latest market analytics and websites, and we host a series of educational webinars on our YouTube channel, with insights from real, experienced traders.”

Access to clear and comprehensive information can help new and inexperienced traders to make more informed, profitable decisions when it comes to buying and selling. But even when armed with practical advice, new traders can still struggle to enter and navigate fast-paced financial markets. That is where demo accounts can help – by providing a safe space for novice traders to hone their skills.

When using a demo account, traders use virtual capital rather than their own, real money. This gives new clients a risk-free opportunity to refine their trading skills and strategies, and gain confidence in their ability.

“Demo accounts are connected to a live trading platform, and use real-time market data,” explained Lima. “By using a demo account, traders can dive into trading and test their knowledge without risking real money. Then, once traders are familiar with the basics and feel confident enough to place an order, they can easily switch from a demo account to a standard account on our app or through our website.”

Seasoned traders, too, can benefit from exploring new options and strategies on a demo account. Continuous learning is key to success in any industry, and trading is certainly no different. In particular, establishing stop-loss and take-profit levels can prove challenging to new and experienced traders alike, with individuals often unsure on where to place their limits. Demo accounts allow traders to explore the levels that may work best for them, and to refine their risk management approach.

By taking the time to self-assess, reflect and strategise using a demo account, traders of all ability levels can boost their skills, and consequently, their likelihood of succeeding when live trading.

A fast-changing market
The forex market is a dynamic, ever-changing landscape. It has undergone many transformations in the digital age, but perhaps none so profound as the AI-powered evolution that it is experiencing today. When used skillfully, AI can be a powerful tool for traders looking to stay competitive in a fast-moving market. But it also poses its own unique challenges for traders, brokers and regulators alike, with experienced professionals rushing to keep pace with the changes happening in the industry.

Machine learning, a subset of AI, uses algorithms to analyse extensive amounts of data. In a matter of seconds, machine learning algorithms can assess vast quantities of financial information, identify opportunities and even autonomously carry out buy and sell orders. Elsewhere, so-called AI ‘trading bots’ can be programmed to manage every aspect of trading – giving traders the option to let AI make investment decisions on their behalf, if they so wish.

“In the years since FBS has been in the forex market, one of the most profound changes we have witnessed has been the steady increase in instant transaction solutions like trading bots,” said Lima. “Nowadays, around 90 percent of forex interactions are being performed without any human interaction at all.”

There are some inevitable limits to trading bots. It goes without saying that they can’t get every investment decision right, and they also require regular updates and adjustments in order to run smoothly and successfully. There is also the risk that a bot has been trained on flawed or low-quality datasets, resulting in poor predictions. Some users may also feel wary of handing over their investment divisions to an automated bot, especially when there may be significant sums of money on the line. While these are all reasonable concerns, such apprehension will ultimately do little to slow the growing dominance of AI in the world of trading. Amid such far-reaching changes, trust between traders and brokers has never been quite so important. In uncertain and unpredictable times, quality customer service can reassure traders and empower them to make the right decisions for their unique financial goals. With more than 27 million active traders, FBS has emerged as one of the market’s most trusted brokers, offering well-established client support that is available around the clock. “Traders can expect a reply in less than a minute after sending their request or schedule a call-back,” explained Lima. “The comfort and satisfaction of our traders is our priority.”

The next few years will undoubtedly bring further changes to the forex market, as developments in AI and algorithmic trading continue to transform the way that we buy, trade and strategise. Brokers and traders will need to evolve with the times, and for those that do, the rewards may well be significant.

Centennial legacy, magnificent transformation

The reinvention of a long-established Taiwanese government-owned bank, facing challenges in a tough business environment, would likely involve innovative strategies to adapt and thrive. Embracing digital transformation to stay competitive in the rapidly evolving financial landscape through, for instance, more investments in digital banking platforms, mobile apps and online services would be one of the strategies a bank might employ.

Other challenges include the diversification of services to offer a broader range of financial solutions, which could help mitigate risks associated with fluctuations in specific markets and industries while tapping into new revenue streams, as well as the incorporation of sustainability and social responsibility into business practices to attract socially conscious customers and investors. Social responsibility is gaining significant traction in the financial landscape, contributing positively to society and the environment.

By aligning with global sustainability goals and demonstrating a commitment to corporate social responsibility, the bank can enhance its reputation and differentiate itself in the market. These are the key strategies put in place by the Mega International Commercial Bank/Mega Bank, which came into being as a result of the merger of the International Commercial Bank of China and Chiao Tung Bank, effective on August 21, 2006.

Formerly known as the Bank of China (later renamed as the International Commercial Bank of China) and the Chiao Tung Bank during the late Qing Dynasty and the early Republic of China, it has made significant contributions to the internationalised deployment of Taiwanese manufacturers and enterprises, industrial upgrades, and activated economic development through its global presence and extensive remittance network. Presently, it plays a leading role in Taiwan’s banking industry including international trade and foreign exchange operations, international syndicated loans, project financing, and start-up and entrepreneurial investments, among other things.

Mega Bank has been cultivating a comprehensive culture of compliance

Leveraging the advantage of its global presence and correspondent banks, the bank has made immense contributions in supporting domestic companies to expand internationally, upgrading industries, and promoting economic developments. In recent years, by following in the footsteps of peers in advanced countries, the bank has dedicated all efforts to optimising corporate governance and promoting sustainable development.

Mega Bank is headquartered in Taiwan, with overseas operations mainly in Asian countries. The group is focused on developing emerging markets and countries in Southeast Asia, and as of the end of 2023, has 108 branches in Taiwan and 39 overseas operations in 18 countries/regions. Among the 39 overseas locations, Mega Bank has 31 overseas branches and sub-branches, three overseas representative offices and marketing offices, and five subsidiaries and branches in Thailand.

Paul C. D. Lei, Chairman, Mega Bank

Chairman Paul C. D. Lei holds a Cornell Ph.D. in Economics and took office in June 2023. He told World Finance that Mega Bank cannot rest on its laurels. He expects all employees to adopt a proactive attitude of “facing challenges and embracing changes” to tackle various obstacles, including geopolitical conflicts, escalating inflation, and intensifying competition in the financial landscape.

Lei also outlined three major strategies, which include the implementation of environmental, social and governance (ESG) principles, systems optimisation, and nurturing talents, aiming to lead Mega Bank into another century of glory. Mega Bank also actively develops new financial products and has launched marketing projects to continuously promote business development, to respond to market dynamics, meet customer needs in real time, and adapt to technological and digital financial trends.

Mega Bank also continues to strengthen research and development, deepen various digital financial services, seek cross-industry cooperation opportunities, expand service scope and develop new customers. While Mega Bank is actively investing in digital financial research and development, it has also applied for financial patent protection. As of August 31, 2023, a total of 564 new patents and a total of 116 invention patents have been approved by the Intellectual Property Bureau of the Ministry of Economic Affairs, for a total of 680, which ranks it first among public stock banks.

Committing to net zero
Mega Bank places great emphasis on global climate change and carbon reduction initiatives. It has set targets aligned with the Science-Based Targets initiative (SBTi) and Taiwan’s 2050 Net Zero Emissions Goals. It not only aims to reduce 25 percent of greenhouse gas emissions by 2030 but also to achieve net zero emissions by 2050.

It has planned an ‘Environmental Sustainability Pathway’ by implementing systematic carbon reduction measures and introducing various international ISO standards and green building solutions to enhance its operational environmental and energy management efficiency. Currently, three of its self-owned office buildings have obtained dual certifications for ISO 14001 environmental management and ISO 50001 energy management systems.

The bank has made immense contributions in supporting domestic companies to expand internationally

Moreover, Mega Bank incorporates sustainable business concepts into financial product design, as well as investment and financing approval systems to encourage Taiwanese enterprises to prioritise and implement ESG practices. In line with the Financial Supervisory Commission’s ‘Green Finance 3.0’ policy, it offers various sustainable-related financial products and services, effectively guiding its customers towards low-carbon transitions. For example, it provides venture capital loan projects focusing on renewable energy and job creation, consumer credit products for green buildings and maternity support, issuance of green credit cards, and investment in green energy technology industries amplifying Mega Bank’s core business impact on positive sustainable finance.

System optimisation
In response to the rapid changes of the digital era and challenges of outdated core host system architectures, Mega Bank has initiated a five-year core host system transformation plan from 2021. Starting from the perspectives of users/customers, employees, and senior bank management, it has gradually adjusted the traditional ‘big core and small peripheral’ system architecture to a ‘lightweight core and micro-services’ architecture.

Meanwhile, it has introduced key middleware components, including applications, data, reports, and monitoring, to achieve the long-term goal of core host system transformation. This allows front-end services to be applied flexibly and to respond to business needs swiftly, meeting customer demands. Taking the transformation of the consumer finance business as an example, credit loans have been streamlined with an online application platform while ensuring personal data security and privacy protection.

Mega Bank has introduced the Autonomous Use of Personally Related Data (MyData) platform and integrated personal data functions with the bank’s IXML (Financial Electronic Certificate), simplifying the loan approval process with the i-Loan Approval Management system. Leveraging automated preliminary review and data analysis, along with the development of a ‘Loan Value Model Calculator’ for data-driven portfolio evaluation, the bank aims to deliver a satisfying lending experience to its customers.

Talent cultivation
Lei emphasised that employees are the most valuable assets of an enterprise, and a primary aspect of implementing ESG is taking good care of them. Immediately after assuming office, Lei took steps to ensure an immediate increase in employee remuneration and increased meal subsidies and maternity benefits. These measures, which resonated deeply with the employees, show Lei’s commitment to supportive leadership and a positive work environment.

Indeed, Mega Bank is deeply committed to fostering a happy workplace. Apart from offering competitive salaries and benefits, it promotes effective communication channels between labour and management through employee dedication surveys, human rights due diligence investigations, and labour-management meetings. Furthermore, Mega Bank also cares for the physical and mental health of its employees, obtaining ISO 45001 certification for occupational health and safety management systems in 2022.

On the other hand, its employees in this happy enterprise reciprocate with enthusiasm and dedication to their work. In 2023, Mega Bank achieved a post-tax net profit of NT$31bn ($960m), with each employee contributing an average of NT$5.11m ($158,130). The post-tax earnings for the first quarter of 2024 reached NT$9.9bn ($306m). As Mega Bank is a systematically important bank (D-SIBs) in the Coalition of Movers and Shakers on Sustainable Finance, Mega Financial Holding, its parent company, has been selected for inclusion in the ‘TWSE RA Taiwan Employment Creation 99 Index’ and ‘TWSE RAFI Taiwan High Compensation 100 Index’ for many years. With such honourable achievements, it is no surprise that Mega Bank has been rated as Taiwan’s Best Commercial Bank by World Finance magazine for two consecutive years.

However, these are not the most important achievements for Lei. In his vision, Mega Bank should be “a happy Mega Bank for its employees; a friendly Mega Bank for its customers; a profitable Mega Bank for its shareholders; and a sustainable Mega Bank for Taiwan.”

Establishing a compliant corporate culture that balances profitability and risk is crucial for the long-term success and sustainability of any financial institution. In recent years, Mega Bank has been cultivating a comprehensive culture of compliance, balancing short-term profitability, business expansion, and risk management.

Developing clear ethical standards, implementing a comprehensive compliance framework, fostering a culture of compliance from the top down, providing ongoing training and education programmes to ensure that employees have the knowledge and skills necessary to comply with regulations and internal policies, as well as implementing solid risk management practices, are only some of the strategies put in place to ensure a balanced approach that helps to protect the interests of stakeholders while maintaining regulatory compliance and upholding ethical standards.

The implementation of the Global AML and Sanctions Programme aims to enhance the effectiveness and sustainability of the overall anti-money laundering system. With a solid foundation in place, the bank further strengthens its overseas profitability and business development, giving its overseas branches a significant boost.

A look at Mexico’s pensions reform

On May 1, a major new reform was introduced to Mexico’s pension system, which included the guarantee of a 100 percent replacement rate for pensions of below-the-mean-wage workers in the individual account scheme, with an additional fiscal cost to be initially financed by the creation of the Welfare Pension Fund, WPF (Fondo de Pensiones para el Bienestar). This reform is not an isolated event – the country’s retirement system has very recently undergone several transformations to correct aspects of the defined-contribution scheme while strengthening it.

Previous problems and reforms
The original Mexican pension system of the Mexican Institute of Social Security (IMSS) operated under a defined benefit, pay-as-you-go scheme until 1997, when, prompted by Mexico’s economic and demographic shifts, a significant transformation occurred. That year, Retirement Funds Administrators (Afores) were established, marking the shift to a defined-contribution scheme, with retirement savings through individual accounts managed by the Afores. Subsequently, public sector employees were integrated into the Afore system in 2007 (they contribute to another institute, ISSSTE).

The 1997 and 2007 reforms, although helpful in coping with the rising and unsustainable fiscal costs of pensions, presented several drawbacks in terms of coverage. First, for those who did not remain in the old system, minimum contributory years to gain the right to a pension were raised from 10 to 24, a problem in a country where workers contribute on average only 43 percent of their active life to social security. Additionally, the minimum guaranteed pension (MGP) for those who did qualify for a pension was less than 25 percent of their average wage and very few workers were expected to get a pension above it. When the first generation of the Afore system filed for a pension in 2021, 24 years after the implementation of the scheme, only a few of them were going to actually receive it and they would mostly get the very low MGP.

Facing these immediate problems, the administration of President Andrés Manuel López Obrador introduced two critical reforms. In 2019, the Welfare Pension for Senior Citizens (Pensión para el Bienestar de los Adultos Mayores) was established, providing a non-contributory pension funded by the federal government to all individuals aged 65 and over. Later, a reform to the Afore scheme in 2020 increased mandatory contributions that will gradually rise from 6.5 percent of wages in 2021 to 15 percent in 2030, reduced Afore managing fees by 30 percent to a cap aligned to an international reference, enhanced the MGP, and decreased the number of weeks needed to qualify for a pension (from 750 in 2021, to rise gradually to 1,000 by 2031).

An overview of the new measures
The new pension reform approved this year was also supported by President López Obrador. It intends to further strengthen the system by increasing the pension to equal the last contributory wage to all workers earning a salary lower than the current IMSS average of 16,777 Mexican pesos a month (around $1,000 at the current exchange rate), provided they are subject to the Afore system and are at least 65 years old. If the worker takes an earlier retirement the pension remains unchanged. Additionally, they must fulfill the years of contribution requirement for a pension.

This recent reform is part of an ambitious pension programme of the current federal government administration

The government will ensure this benefit through the so-called Solidary Supplement (complemento solidario), which will be added to the MGP. In Mexico’s pension system, workers save their contributions as well as their employers’ and the government’s into individual retirement accounts managed by Afores. Upon retirement, their monthly pension comes from this saved amount. If the balance is not enough to reach the MGP, the government subsidises their pension as soon as the worker’s savings are insufficient, so that they receive the MGP. Now, with the 2024 reform, the Solidary Supplement will be added to the MGP so that the pension is equal to the last contributory wage.

The Solidary Supplement therefore creates a new fiscal obligation to be financed, precisely, by the WPF, which is set to start with an initial capital of 64bn Mexican pesos (around $3.8bn). The fund will draw on a variety of sources, like proceeds from the liquidation of the National Agricultural Development Fund and real estate revenues generated by the National Fund for Tourism Promotion, among others. One issue that sparked debate in the media is that the WPF will also receive funds managed by the Afores that have not been claimed by the workers or their beneficiaries 10 years after they had the right to them, in cases where those accounts have been inactive for a year.

The new laws of IMSS, ISSSTE and the Institute of the National Housing Fund for Workers previously stated that accounts in such a situation would be disposed of by their corresponding institutions, provided they created a reserve to return the funds to workers or their beneficiaries in case they eventually claimed them. Under the new legislation, those unclaimed accounts will go to the WPF, which will be established by the Ministry of Finance as a public trust fund at Mexico’s Central Bank (Banco de México). The obligation remains to create a reserve to ensure that refunds can be made to workers or their beneficiaries whenever claimed.

Fact check: unravelling speculation
More than a few media outlets and commentators sparked a heated debate at the time of the legislative process by asserting that the new measure implied an unlawful expropriation of workers’ savings by the government. This assertion proved to be false, as the new law clearly establishes that property rights of the workers over the assets are imprescriptible and the reform merely represents a shift in the institution managing them for those who meet the mentioned criteria (it is estimated that the resources to be transferred to the WPF add to less than 0.5 percent of the total managed by the Afores). In other words, unclaimed funds previously managed by social security institutions will now be managed by the WPF, with the same obligation of maintaining a reserve to pay any claims that may arise. In fact, the pre-reform system never failed to return any claimed funds, due to the reserve created; there is no reason to believe that with WPF this would be otherwise.

The benefits of the reform
The number of beneficiaries receiving the Solidary Support Aid is projected to grow from 8,529 individuals in 2024 to approximately 2.7 million by 2050. The amount of the supplementary subsidy each pensioner receives is expected to average 4,592 Mexican pesos per month (around $275). To ensure sustainability, the reform includes a provision for an actuarial review of the funding sources every eight years, enabling adjustments in case the projected figures fall short.

Key takeaways from the pension reform
This recent reform is part of an ambitious pension programme of the current federal government administration, which has showed a stark determination in going the extra mile in retirement benefits.

Complementing the 2019 and 2020 changes with the latest in 2024, the country has created a unique mixed model, which brings about a more inclusive and robust environment: it now has a universal non-contributory pillar which is very important for a labour market characterised by high informality – that is, low density rates of contributions. At the same time, it has reduced the years of contributions required to gain access to a pension, favouring the first generations of workers under the Afore system, who would otherwise fail to even reach a pension.

The country has created a unique mixed model, which brings about a more inclusive and robust environment

Additionally, the reform passed in May 2024 assures that those first generations of workers reaching a pension in the individual-account, defined-contribution system, receive pensions with a 100 percent replacement rate if their wage is below average. In a country like Mexico, where half the population still works under informal schemes, this measure may very well be a missing incentive for more workers to seek formalisation.

Regarding the funding of the reform, the WPF provides a sustainable financial source for at least the next decade. It is a good provision of the law however, to mandate an actuarial assessment and an eventual replenishing through additional sources after eight years of operation. This will allow for adjustments to be made in case they are necessary at that time.

By taking the best elements of both non-contributory and contributory schemes, the new Mexican mixed pension model represents a significant advancement in the labour conditions of the country and, very importantly, it not only preserves but actually strengthens the Afore system. This is very relevant, as besides being an optimal and worker-aligned management system for retirement funds, Afores have an important role in the Mexican economy, currently representing domestic savings equivalent to 20 percent of the country’s GDP. Before the new model, this number was estimated to rise to 35 percent by 2040, but now the estimate is as high as 56 percent of the GDP of that year. This is no doubt good news not only to the workers but also to the financial environment and economic stability of Mexico.