Paradigm shift in sustainable investment for Latin America

More than ever, the major environmental, social and economic challenges facing humanity today underscore the need to make structural changes to our economic system, both in the way we produce and the way we consume. Governments and corporate sectors are called upon to increasingly make decisions by placing sustainability criteria at the heart of everything they do, seeking to balance the creation of economic value with protection of the very environmental and social systems that support and make their existence possible.

The financial sector and capital markets play a fundamental role. The consideration of non-financial issues when making financing and investment decisions is gaining greater relevance as the risks and opportunities detected by applying ESG analysis become clearer.

In spite of the fact that sustainable investing is nothing new and has been steadily evolving for a long time now, from value-based investing to socially responsible investing (SRI), COVID-19 has served as a major catalyst for the future of ESG practices. It has underlined the need for joint action to be taken if we are to tackle the challenges we all face. There is a growing body of evidence that shows that optimum working conditions, transparency, mitigating negative effects on ecosystems and, generally speaking, having a positive impact on company stakeholder groups, constitute an advantage when it comes to creating added value and standing the test of time.

 

Adapting and evolving
Ultimately, sustainability is a company’s institutional capacity for building trust and adapting to new expectations, in terms of both the market and in relation to the relevant regulatory authorities. Addressing this fact, Christiana Figueres, Executive Secretary of the United Nations Framework Convention on Climate Change, has stated that 50 percent of the world’s corporations are now adapting to sustainable frameworks and recognising that doing so has a significant impact on their profitability.

The pandemic has exposed and exacerbated the challenges that we have faced for years, especially in the social arena. It is crucial to understand that many of its impacts are here to stay. The overall disruption seen so far has required a certain amount of intervention from both the public and private sectors to ensure the recovery of their economies, but this in turn has given us the opportunity to look ahead in terms of sustainability principles.

Within this ESG universe, we have defined climate change as a major factor, understanding it as perhaps the greatest challenge faced by humanity

The role of investors is no less important in this respect, since through their capital allocation decisions they are effectively injecting liquidity into the different economies, while encouraging activities that help enhance sustainability. Under the UK’s Green Finance Strategy, sustainable investing can be understood from three standpoints. Firstly, we have ‘Greening Finance,’ which consists of systematically integrating ESG criteria into mainstream investment analysis to help make more informed decisions. In this way, investors are provided with a more complete picture of a company’s strategy, risks and opportunities, and to potentially influence its practices to improve corporate sustainability standards. Secondly and thirdly, we have the ‘Financing Green’ and ‘Capturing the Opportunity’ components, which are about mobilising capital to sectors and technologies that pave the way towards cleaner technologies, enhanced levels of decarbonisation and greater sustainable development, and that are increasingly becoming good investment opportunities.

 

Continuous increase in numbers
Latin America has not lagged behind in this global transition; indeed, 2020 was a year in which sustainable investment has greatly expanded throughout the region. An example of this is the increase in the number of PRI signatories, which went from 28 in 2019 to, at the time of going to press, 69 in 2020. This shows a much greater interest and commitment on the part of institutional investors and investment managers in incorporating ESG criteria in their processes. Financial regulators and oversight authorities are moving ahead with new regulations and technical guidelines to promote the disclosure of ESG information by market players. We have also seen initiatives being taken by public-private associations such as the Green Finance Advisory Council in Mexico (CCFV), which recently launched an initiative signed by more than 70 institutional investors representing assets under management that account for 25 percent of the country’s GDP, requesting more disclosure from listed companies around their ESG practices and climate mitigation targets.

In addition to this, the Responsible Investing Program (PIR) in Peru, the Responsible Investment Taskforce in Colombia and the Green Finance Roundtable in Chile have gained greater importance in furthering knowledge, defining common standards and cementing collaborative relationships with issuers around the topic of sustainable investment.

 

Building momentum
At SURA Investment Management we are committed to strengthening our sustainable investment capabilities. As PRI signatories, we are making decisive progress with incorporating ESG criteria in our investment processes, doing so in a cross-cutting fashion with all types of assets. We have the firm conviction that this not only strengthens our investment criteria, but allows us to help create well-being and enhance sustainable development throughout Latin America. We understand sustainable investment as an investment philosophy, being aware that it is a process that we must build upon.

We are making good progress, having taken significant steps to factor ESG into our processes. Currently, our bottom-up analysis of potential investee companies includes a review of their ESG performance and their relationship with their stakeholders. To this end, we have developed a proprietary ESG assessment methodology that prioritises and weighs up environmental, social and governance factors within the context of the relevant sector. This provides an initial score based on input information that we obtain directly from these potential companies through ESG questionnaires, which we then proceed to supplement with analysis from an external data provider. Analysing a large dataset in this way ensures that our process is all the more robust when it comes to identifying investment risks or strengths.

Within this ESG universe, we have defined climate change as a major factor, understanding it as perhaps the greatest challenge faced by humanity; its increasingly tangible effects are having an impact on all sectors and geographies. Coordinating the efforts of different social actors is essential if we are to achieve the goal of not exceeding a 2°C increase in global warming. To this end, we recently formed an alliance with 2° Investing Initiative, a thinktank that works to align financial markets and regulations with the Paris Agreement goals. We will be carrying out a joint investigation on the potential for building a Latin American Market Portfolio that is aligned with this objective.

We are also incorporating ESG criteria in our decisions to invest in alternative assets. We carry out rigorous due diligence that includes an assessment of the environmental and social practices deployed by the projects in which we invest. Furthermore, we are striving to adhere to international standards. In terms of our infrastructure debt strategy, for example, we ensure that the projects that we finance are carried out according to the Environmental and Social Performance Standards of the International Finance Corporation (IFC) as well as its Equator Principles. This requires that, in addition to complying with all applicable regulations, they must provide a comprehensive view of their impact and take compensatory or mitigation action when necessary.

When it comes to our real estate investments, we ensure that all our property development projects carry green building certifications. We are currently drawing up a plan for integrating standards that will ensure the efficient use of resources as well as promoting the wellbeing of the people who inhabit them. An example of this ambitious process is the construction of the soon-to-be completed Nueva Córdova building. The first building in Chile to have a photovoltaic façade integrated into its structure right from the initial drawing-board stage, it will prevent the emission of 190 tons of CO2 per year. Furthermore, this project is currently in the process of obtaining its LEED Gold Certification, by incorporating technology designed to enhance the quality of its indoor environment and offering chargers for electric vehicles and bicycles.

 

Push things forward
Clearly there are challenges ahead when it comes to implementing sustainable investment practices: comparable ESG information must be frequently and readily available; markets must move towards more homologous assessment standards that allow for ESG criteria to be incorporated into the pricing process, as well as for more significant movements of capital. Another task ahead is adapting international methodologies to the reality of our own region, as well as establishing mechanisms to avoid ‘greenwashing’, since this would prevent the required structural changes from taking place. However, for us it is a very good sign that Latin America is joining forces with this global push for action and that more and more actors throughout the region are furthering their knowledge from the standpoint of being able to connect sustainability with financial returns.

At SURA Investment Management we are taking on an active regional role through our commitment to sustainable development, as a cross-cutting element of our investment philosophy as well as part of our core asset management strategy. We hope to set ourselves apart by drawing up ESG solutions and placing them at the service of our institutional investors. By doing so, we aim to contribute to the construction of a more sustainable region and planet, creating long-term value along the way.

At the heart of growth and innovation you will find IFCs

The COVID-19 pandemic has caused unprecedented disruption to the global economy, pausing trade and business, and plunging major economies into crisis. However, as we reflect on what has been one of the most tumultuous periods in recent history, we recognise that there is now an urgent need to help global business get back on track. With an added layer of complexity for businesses around the globe, this is the moment when International Financial Centres (IFCs), like the British Virgin Islands (BVI), can come to the fore as conduits to global growth, investment and trade. IFCs are able to help businesses navigate the uncertainties of an ever-evolving regulatory landscape and help businesses to thrive in more innovative and diverse ways. As the global economy starts to build back from the COVID-19 crisis, there are four key areas where IFCs can help support the ‘great reset’.

 

Supporting emerging entrepreneurs
It is expected that by 2030 the global middle class will reach 5.3 billion people, and the key to this growth will be the ability to cultivate start-up and entrepreneurial cultures and allow them to flourish around the world. The World Bank estimates that 600 million jobs will be needed by 2030 to absorb the growing global workforce. In emerging markets, most formal jobs are generated by small businesses, which create seven out of 10 jobs. IFCs are already helping young businesses – vital to a burgeoning middle class – thrive in developing economies. With many start-ups operating under conditions of greater uncertainty, as well as facing more unique pressures around capital and access to funding, ensuring business-friendly environments with stable and clearly stated rules and regulations is key.

While current times have only enhanced these immense pressures for businesses, with alignment to international standards and increasing use of technology giving rise to greater synergy in international business, IFCs have been able to provide fertile ground to help start-ups grow and upscale. For many years, IFCs have allowed small businesses to set up secure and robust business structures offshore, so entrepreneurs can run their business with greater agility and without fear of tripping over arduous rules or prohibitively expensive administrative costs in their home jurisdiction. The tried-and-tested structures of IFCs have given those setting up a new business in these jurisdictions, as well as investors, more confidence to help a company grow. IFCs are therefore increasingly becoming an essential conduit for emerging entrepreneurs, making it easier for them to succeed.

 

Enabling sophisticated businesses
Alongside providing entrepreneurs with access to these tried-and-tested structures, IFCs have developed increasingly sophisticated mechanisms that have also enabled institutional investors and businesses to benefit from the ability to custom-build entities and transactions to meet their needs. In an industry report recently published by Vistra, which looked at global trends in international finance, the findings showed that “offshore centres have been some of the fastest to cater to the needs of increasingly sophisticated clients.” IFCs have developed complex business infrastructure and are specialised in providing financial services, particularly those that are vital for capital flows and facilitating inbound and outbound investment. For example, it is well noted that IFCs like the BVI are an important hub for overseas investment and have played a major role in the growth of a number of Asian economies, especially China.

Additionally, in an era of unprecedented economic uncertainty, mitigating risk and keeping assets protected from greater loss will play a hugely important part for many established businesses and their post-COVID recovery plans. IFCs provide a reliable and legitimate platform to facilitate cross-border trade and investment, especially with countries like China as we have seen with jurisdictions like the BVI. As China continues its remarkable recovery from the pandemic – which is forecast to be the only economy in the world to show positive growth in 2020, according to the IMF – IFCs will continue to play a vital role in this period of post-pandemic recovery for established businesses.

 

Championing the digital economy
One striking effect of the pandemic is that technological adoption and digital innovation have rapidly accelerated in all major economies. Despite initial hurdles, we have seen the continuation of deals, transactions, and other financial activities that have been made possible through adapting to digital methods and by using digital platforms. However, for those economies that are lagging in innovation, there is now a greater urgency to innovate digitally – not only to overcome the barriers presented by COVID-19 but also to keep up with the irreversible technological transformation that we’ve seen throughout the pandemic. For example, China has recently carried out trials of its digital currency and is actively pushing towards a cashless society. We have already seen that cryptocurrency has fast become a symbol of ‘stateless’ digital economies.

The potential for digital assets and a new digital economy is huge for the unbanked population in Africa, Latin America, Asia and the Middle East

By 2030, it is likely that currency managed on distributed ledger technology will be commonplace and could be instrumental in driving global business. The pioneers of stateless, digital assets are seeking jurisdictions that support and encourage these new asset classes. And IFCs are leading the way in developing and facilitating this new global technology.

A recent report found that the BVI, Cayman Islands and Singapore were the top three jurisdictions of choice for Initial Coin Offerings in the world in 2018. Moreover, another recent study found that 80 percent of all crypto hedge funds operating in 2019 were domiciled in IFCs. The potential for digital assets and a new digital economy is huge for the unbanked population in Africa, Latin America, Asia and the Middle East. We’re already seeing how mobile financial technology is revolutionising the movement of money around Africa, for example.

As innovative incubators for these technologies, IFCs can have a hand in making financial services available to billions. Furthermore, IFCs provide agile, sophisticated yet cost-efficient financial products within a supportive regulatory and business environment. For example, the BVI’s “incubator” funds, which target small start-up funds, allow clients to attract and pool a small amount of investment and manage it through their own fund while avoiding high administrative costs. These are also well suited to the digital fund space. These incubator funds enable a new manager to get established without having to appoint local directors, therefore speeding up the entire process significantly.

 

Adaptive regulatory environment
IFCs have a proven resilience and ability to respond to new regulation. As uncertainty and complexity define the growth environment in 2020, the importance of IFCs in exercising this resilience and adaptive regulatory regime to facilitate the formation of cross-border entities and guarantee strong shareholder protections cannot be overstated. Those within the industry recognise that in order to maintain a position as a leading IFC, there needs to be a strong track record of effective regulation. IFCs are often the first adopters of international standards set by global regulatory bodies, such as the Financial Action Task Force (FATF) and the OECD, and have often achieved a higher compliance rating compared to other financial jurisdictions around the world. The trusted and proven structures and neutrality of IFCs are able to provide businesses with greater security and confidence, with such structures also helping to enable economic stability and monetary benefits too.

According to the industry report by Vistra, for some clients, increased regulation is actually becoming a draw when choosing a jurisdiction. Therefore, in this age of continued uncertainty, businesses are finding reassurance in moving to jurisdictions that have robust regulatory systems. IFCs are also taking the lead when it comes to regulatory innovation, and understand that if we are to truly harness the power and opportunities of fintech, existing policies need to be updated and in line with a sector that is evolving fast. For example, when it comes to cryptocurrency or crypto-assets there is no bespoke regulatory regime at present, and most transactions that take place hinge on trust of the underlying technology. However, this is still a relatively new space and as adoption grows, there is an urgent need to regulate the sector in order to reap the benefits of crypto-technology and to foster good governance.

This is why the BVI is actively investing in regulatory innovation and recently launched its Fintech Regulatory Sandbox, joining many other IFCs that have been quick to establish regulatory sandboxes. This initiative enables fintech businesses to test new fintech products in a controlled environment and within a bespoke supervisory framework while protecting market participants. The process is designed to assess whether new financial products are compliant with existing systems and to help develop targeted regulatory responses. Initiatives like these are helping to stimulate innovation and leverage technology to deliver new financial products and services that improve business processes.

 

A key role in the ‘great reset’
IFCs are a sound platform for business establishment, growth and diversification and will be crucial to help stimulate emerging and developed economies in the next decade. As we have seen, a contributing factor to China’s economic growth has been due to IFCs like the BVI, which have continued to facilitate a large percentage of cross-border trade and investment among Asian companies – a trend that is only set to increase. As we look ahead and plan for business and economic recovery, we must continue to champion the unique facets of IFCs, from their ability to foster international business partnerships to their capability of incubating and supporting the growth of innovative financial technologies. In doing so, IFCs can play a major role in the ‘great reset’ in the post-COVID-19 era.

Embracing the new normal in the Philippines

The year 2020 was expected to be a catalyst to economic growth, with even the World Bank citing the Philippines as having one of the most dynamic economies in the East Asia Pacific region, rooted in strong consumer demand, supported by a dynamic labour market and strong remittances. “Business activities are buoyant with notable performance in the services sector including the business process outsourcing, real estate, and finance and insurance industries,” reported the World Bank. These opinions were grounded on sound economic fundamentals and a globally renowned competitive workforce.

However, with the negative effects of the global pandemic on the economy, said projected growth has significantly slowed down in 2020. In fact, the Philippine economy fell into recession as GDP spiraled down by 16.5 percent in the second quarter of 2020 from the previous year, according to the Philippine Statistics Authority. Nonetheless, economic growth is projected to slowly rebound in the latter part of 2020, with an expected 7.3 percent contraction, and then further improving in 2021 and 2022 on the back of expected global improvements as well as the election-related spending boost in 2022.

 

The non-life insurance landscape
In 2019, total gross premiums written from the local non-life insurance sector grew by 13 percent to P92.479 billion from P81.469 billion in the previous year. However, as a result of the pandemic, the insurance industry, specifically non-life, is expected to be adversely affected by the decline in economy as well as its key industry drivers. With over half the net premiums generated from motorcar premiums, the non-life insurance sector is expected to take a huge hit on its premiums portfolio, especially with new motorcar sales taking a huge 39.5 percent drop as of August 2020, year-on-year. Similarly, other key industry drivers such as the property, stock market, tourism and travel sectors, among others, all suffered huge setbacks. Nonetheless, with lower claims incidences during the lockdown period and with continued work-from-home (WFH) arrangements until the end of 2020 for most companies, vis-à-vis, lower operating expenses, these may still balance off the expected drag in premiums, thereby resulting in continued profitable operations for the year. Further, with the mandated increase in capitalisation implementation in recent years, the remaining industry players are financially strong and are expected to survive.

We continue to grant full salaries and benefits to all, from the start of this pandemic up to the present day

Interestingly, the pandemic has forced insurance companies to embrace the changes of the new normal – digitalisation of operations was among its top priorities. As indicated in the past by the insurance commissioner, innovations in technology are changing the industry almost imperceptibly. At present, the industry has been thrown into a ‘black swan’ situation whereby most industries, excepting some establishments belonging to what we broadly now call the essential goods and services sectors, have been immobilised.

The insurance industry was considered non-essential and was thus not operational for several months, which propelled insurance companies to embark on more aggressive initiatives towards digitalisation of operations. The insurance commissioner has been pro-actively supporting the industry by extending submissions of regulatory reports and encouraging assistance programmes to employees and sales forces that are dependent on commissions for their livelihood. Equally important, the commissioner allowed insurance companies to implement sales initiatives through digitalisation, information and communication technology, or any similar technological platforms, subject to regulatory requirements.

 

Turning challenges into opportunities
While every industry and company is subject to shifts in political, economic, social and environmental conditions both globally and locally, it is the goal of Standard Insurance to continuously improve such that opportunities continue to open for us not just locally but globally, and not only in non-life insurance but in adjacent business as well.

Standard Insurance has always been prepared for catastrophic events, so when this pandemic happened, we were able to smoothly shift to remote working arrangements. Our in-house developed systems are all digital and integrated online. More importantly, all our systems are already in the cloud, which allows us to access systems from anywhere and makes the whole cycle of insurance operations possible.

We have assigned our management to one of two teams, each of which could run the entire company on its own, if it had to. As early as February 2020, the full cycle of operations was tested by these two separate management teams, with success, ready for implementation. Hence, Standard Insurance has been online and connected and has been one of only a few that were able to continue to work, immediately after the lockdown, and without a single day of missed operations throughout the pandemic. Continued interactions with brokers and intermediaries as well as internal communications coordination were done via video conferencing and other social media platforms.

To date, our digital analytics show that we are number one in terms of engagement in company websites and social media platforms compared to our competitors.

However, being a non-essential industry during the quarantine period, motorcar sales and insurance premiums generation have been a challenge. Collections likewise slowed down by approximately 20 percent of normal levels initially, but eventually picked up after implementation of the following measures the company mandated to mitigate the negative effects of COVID-19: We defended and increased our renewal ratios, we increased market share and we also maintained proactive collections.

In line with this, the company initiated several critical initiatives that will further improve its renewal business and get more switchers (business from competition) as well as other sales-related initiatives. Aggressive collection initiatives were likewise stepped up and cost-cutting measures have been put in place. In worst case scenarios, the TTC complex in Naic, Cavite, with housing facilities, telecommunications and wireless fidelity facilities, serves as a key business continuity planning (BCP) site outside Metro Manila. Further, all our affiliated companies’ business process outsourcing (BPO) offices can be used as BCP sites and we have in fact tested this possibility, with ease. These are offices of the Insurance Support Services International Corporation (ISSI) and Petsure, whose offices are located in Taguig, BGC and Quezon City, a total of four separate offices within Metro Manila, all well equipped with connectivity and space.

To maximise our online reach, our systems design and development team made our company website an e-commerce site, over and above the usual company information, products and services, among others. Our front office is able to sell e-policies to our clients and file claims online. All filed claims are automatically uploaded to our claims module and our claims front liners are notified immediately via our online platforms.

MyStandardOnLine (MSO) is a platform where all existing clients from the front office, or any intermediary platforms, can register, monitor, renew and pay policies. We have also launched Standard Prime, a loyalty membership programme that provides our clients exclusive offers, freebies and discounts.

As a game changer for our sales intermediaries, agents and sales associates, Standard Insurance launched ISSIoffice, an internally developed insurance office application linked to our major systems. It is an application software, using a smartphone or any telecomputing device, where the whole insurance cycle can be done, from negotiations between an intermediary and the client, to consummation of transaction and payment of premiums, as well as filing of claims and servicing of claims filed. ISSIoffice has an iteration capability where updates can be made online. Ultimately, we hope to gain market share with this tool’s prevalence and ease of use.

 

Cybersecurity in a pandemic
With WFH the new normal, the use of different technological platforms have increased the risks of cyber-attacks and data security issues. Hence, the cybersecurity team was elevated to play more important and visible roles to keep the business online without disruptions, to combat and protect the company from possible operational risks.

The team extended the use of our CATO mobile VPN software to both company-issued and personal computers and laptops to ensure safe usage. An alternative VPN portal from the Amazon Web Services (AWS) cloud is likewise provided for our business partners to use. Company-issued laptops come with our standard security configurations and endpoint security software, capable of detecting and stopping malware, as well as preventing the resurgence of dangerous ransomware that had victimised businesses even prior to this pandemic.

Furthermore, since online meetings are also part of the new normal, there is a surge in the use of video conferencing platforms in conducting collaboration meetings and training sessions, as well as internal and external communications.

Email communication now requires bigger storage, as all transactions, documents and files go through this medium. As such, the infrastructure team regularly reviews usage and upgrades user accounts as and when needed. Even with security measures in place, hackers are still finding ways through cyberspace to destroy, steal or cause harm. To combat this, the team regularly sends its security advisories to all company users, reminding them to be vigilant and strictly follow recommended protocols. By regulating the behaviour of our associates with reference to the use of devices, network and the internet, the cyber security team steadfastly endeavours to protect our company assets, our systems and our data.

 

Crucial role of human resources
Similar to our cyber security and systems group, our human resources department was also in full gear from day one of the pandemic. They were tasked to oversee the initiatives relating to the health and well-being of its more than 1,400 associates nationwide, thereby avoiding any operational breakdowns. These included extension of monetary assistance well within the first month of lockdown. During this time, some of their family members were on ‘no pay, no work’ arrangements so that aggregate family finances were drained and insufficient to meet their respective family needs.

Teleconsulting services and other related services, co-ordinated with our health insurance provider, were given. There was close monitoring of any suspected COVID-19 cases, and support for this, including contact tracing and assistance during quarantine, was immediately implemented. Shuttle services for associates working from the office as well as protective equipment were provided. To date, WFH arrangements are still highly recommended. More importantly, we continue to maintain a full complement of associates, without the need for retrenchment. We continue to grant full salaries and benefits to all, from the start of this pandemic up to the present day. On the whole, Standard Insurance has been able to continue business operations, maintain the team’s productivity, protect the well-being of its people and provide financial assistance to them when needed.

Core Europe: the art of how to prevail in retail banking

We are living in one of the most dynamic and transformative periods of banking. These developments have been at work for some time and are not merely a result of the COVID-19 health crisis. On the contrary, the pandemic serves as an accelerator and catalyst for this transformational change. The traditional banking model is defined by persistently low profitability, structural cost challenges, a legacy approach to technology, and ever-changing customer behaviour. A focus on simplification, technology and efficiency will serve as key levers to help consolidate the banking landscape.

 

Banking in the DACH region
Almost no nation has been spared the economic consequences stemming from the COVID-19 health crisis, which was characterised as a global pandemic by the World Health Organisation (WHO) in early March last year. Early on, the crisis triggered unprecedented market volatility and uncertainty not seen since the financial crisis. The COVID-19 outbreak has led to varying responses, and at varying speeds, from governments across the globe. The developments this year will undoubtedly require a rethink of how businesses operate and engage with customers.

If we turn our attention to focus on Core Europe, the situation for banks in the DACH region (made up of Germany, Austria, and Switzerland) looks particularly interesting. Pre-COVID-19, the average return on equity for German banks was below three percent; while Austria consistently ranks as one of the most densely banked countries in Europe.

We are convinced that simplification and efficiency are key differentiators across the European banking landscape

The region is at times mischaracterised as being structurally unprofitable for banking. A good deal of the below-average profitability of banks in the region can be attributed to cost challenges, a legacy approach to technology, overly complex business models, and, to a certain degree, a fragmented banking market. We see this as an opportunity, in terms of applying an industrialised approach to banking, as well as presenting further opportunities for consolidation. More importantly, our focus is on the strong macroeconomic backdrop of the region, which helps to inform our view. The DACH region is a market with over 100 million people, roughly one-third the size of the US, with solid underlying macroeconomic fundamentals and ample fiscal capabilities, more true today than at any other point in time.

 

Robust government crisis responses
In the DACH region, governments quickly implemented effective policies to contain the spread of COVID-19 to avoid putting their healthcare infrastructure at risk. Austria, which is the core and foundation of our business, implemented a lockdown affecting all businesses with the exception of critical infrastructure earlier than most countries in mid-March, and a second lockdown, in early November. DACH countries have gone to great lengths to support their economies and have put in place extensive stimulus packages. In Austria this amounted to over €50bn, or approximately 13 percent of GDP, while in Germany the fiscal stimulus package amounted to over €1trn, or approximately 30 percent of GDP.

This was possible as a result of the DACH countries’ strong fiscal positions, with a relatively low debt-to-GDP ratio and low levels of both consumer debt and homeownership when compared with Anglo-Saxon countries. These are all good macro factors from a retail banking standpoint and should translate to a lower cost of equity, given the stability and low volatility of the region. With a strong macroeconomic backdrop, a stable legal system, a stable regulatory environment and low levels of consumer indebtedness augmented with strong risk management, conservative underwriting and an industrialised approach to banking, we believe this to be a formula for success in retail banking across the region.

 

Our role as a bank in times of crisis
It goes without saying that BAWAG Group’s business will forever be changed by the events of 2020. Despite the aforementioned all-too-familiar challenges, we see many opportunities across the European banking landscape. Defining core competencies, focusing on core markets, being laser-focused on a handful of core products and services, maintaining a conservative risk appetite, and simplification are keys to driving consistent and profitable growth. BAWAG Group entered the crisis from a position of strength, having transformed the business and having kept its strategy consistent over the years. More than ever, we see a commitment to simplification and efficiency as key, as well as greater caution and prudence in order to address the challenges ahead. As a bank, we have played a critical role in keeping companies afloat and guaranteeing the financial security of our customers. We refocused our efforts on the well-being and full service of our customer base during these difficult and challenging times. Our digitalisation and simplification efforts in recent years are paying off, as we are able to ensure smooth and consistent operations, stay focused on execution, and most importantly, deliver for our customers and local communities.

During the lockdowns, all branches in Austria and Germany remained open with strict safety measures and distancing rules in order to protect our front-line employees. We quickly launched a simplified online application process for payment holidays for our customers and provided immediate access to government guarantee programs for SME clients. The past few months have also triggered a significant shift in how we engage with customers as well as how our team members work together. The post-COVID-19 workplace and operating infrastructure will look very different to what it was before 2020. Since the onset of the pandemic, over 75 percent of our employees have been working from home. We have decided that a flexible working environment will be permanently incorporated into our operating framework. This will provide for a more flexible and dynamic work environment, improved work-life balance, and a continuous reassessment of our overall operating infrastructure.

 

Focusing on what can be controlled
For BAWAG Group, 2019 was a record year, delivering net profit of €459m, a return on tangible common equity of 16.1 percent and a cost-income ratio of 42.7 percent.

For the first nine months of 2020, BAWAG Group reported a net profit of €201m, a return on tangible common equity of 9.6 percent and a cost-income ratio of 43 percent. The underlying operating performance of our business remained solid with pre-provision profits of €495m; allowing us to take a conservative and prudent approach to provisioning given the uncertainties in both the scope and length of the pandemic.

Despite the challenges stemming from the COVID-19 crisis, we continued to transform our business and focus on the things that we control, accelerating initiatives to further simplify our operations. Specifically, we have taken the next strategic step in consolidating our domestic and international retail and SME businesses, focusing on providing standard products and services across the DACH region. We are combining our strengths across the company to centralise and enhance operations; this will ultimately result in greater simplification and most importantly, an enhanced customer experience.

 

The strategy of being simple and efficient
We are now looking into the future as the changes we have experienced over the course of the last year due to the crisis will serve as a catalyst for accelerated long-term changes across the Group. We are going to do our best in continuing to navigate these uncertain times, ensuring that we protect our employees, support our customers and local communities, and protect and grow our franchise. Our goal is to always maintain a strong capital position, stable retail deposits, and a low risk profile. We do this by focusing our strategy on mature, developed and sustainable markets while always applying conservative and disciplined underwriting standards across all of our products.

We are more convinced than ever that simplification and efficiency are key competitive differentiators across the European banking landscape.

Defining core competencies, being laser-focused on a handful of core products and services and continuously simplifying our business over the years has allowed us to establish a highly efficient business with a cost-income ratio in the low 40s. This generated mid-teen returns pre-COVID-19 and healthy pre-provision profits. This gives us the flexibility to proactively and prudently address potential risks arising from a severe economic downturn. We will continue to play our part in supporting our customers and our local communities while protecting and growing our franchise in the times ahead. We will focus on the things that we control, continuing to drive operational excellence and disciplined and profitable growth.

Taxation during a pandemic: challenges and perspectives

We live in strange times. The COVID-19 crisis has seriously disrupted the world order, while at the same time putting significant pressure on public finances. Firstly, the flow of tax revenues is patchy and irregular, due to the decrease in the global taxable base, or the lengthening of the time taken by taxpayers to pay their taxes. Secondly, the numerous state aid, while insufficient to compensate for the real damage suffered by the affected taxpayers, is increasing the deficit over the successive lockdowns. The same applies to measures designed to mitigate the effects of the crisis on businesses, such as exceptional carry-overs of tax-eligible losses. At the same time, a significant proportion of taxpayers have been stripped of their resources, with this problem affecting both natural and legal persons.

The question is, how will states manage to balance their budgets, preserve their GDP and finance themselves, in particular through taxation, without putting the taxpayers, who are already in great difficulty, in an impossible position? This seemingly impossible-to-solve equation highlights another reality: the inadequacy of the tax system as it exists today, consisting of centralising the management of most of a country’s resources at state level.

As regards the balance of the budget, the first step that is immediately necessary is of course to reduce public expenditure. However, the decrease in public spending should be offset by an increase in private expenditure, otherwise GDP and economic activity will contract. Today, however, there is both a reduction in demand (impoverishment of certain sections of the population and a climate of insecurity unfit for spending) and of supply (prohibition of operation or discontinuous operation of enterprises). Therefore, one should boost business operations and empower consumers to spend more. It is, in fact, high time to remember that taxation is not only a financing tool but can also be used as an instrument of economic policy, especially since, even within the EU, the states still have autonomy in matters of fiscal policy.

We believe that, although this may seem paradoxical, the solution is to give up part of the expected tax. This is done by means of tax reduction mechanisms, tax cuts or exemptions subject to investing and/or hiring. States could then safeguard their GDP and, in the long term, their budgets. Thus, rather than collecting resources immediately through taxation, they could trust market participants to achieve better results in the medium and long term. In the short term, states could still borrow to meet their immediate needs, especially since current rates are close to zero and the Stability and Growth Pact (SGP) has been suspended in Europe.

 

Business taxation post COVID-19
The pandemic will end, and it would be illusory to think that the announced growth alone would be enough to solve the problem, since it would, at most, be a return to the current disrupted balance. Corporate taxation will have to be reviewed, with greater emphasis on the overall tax burden and not just on the nominal corporate tax rate. Indeed, if, at first glance, tax is usually calculated on profit, a multitude of other taxes and fiscal charges would reach that profit before being subjected to tax. If we add the wage cost, which is disproportionate to the economic achievements and production costs, we note that companies are severely handicapped. Reducing these tax and extra-tax burdens would increase hiring and investment, while avoiding outsourcing and other subcontracting to countries with lower taxes and/or labour costs. The same requirements apply to individual companies and to the liberal professions.

Of course, tax relief must take place following a precise strategy and with a ‘going concern’ focus. Indeed, the goal is not to increase the profitability of companies only for the benefit of their shareholders, but to transform them into a vector of growth benefiting all the players in the economy. This would allow the increase of the global tax base in a more healthy way, and ultimately reduce rates. The simple reduction of the nominal tax rate is therefore not sufficient: it is imperative that we have a system where businesses have an incentive to hire and invest. Particular emphasis should be placed on investment, in equipment and personnel, in research and development as well as in technological innovation.

If we add the wage cost, which is disproportionate to the economic achievements and production costs, we note that companies are severely handicapped

Indeed, the crisis has not only revealed the essential character of these fields, but also the dependence of states on the private sector, when the situation gets beyond their control. Therefore, it seems both appropriate and justified to promote the activities of such undertakings, mainly by introducing tax incentives, in order to enable these operators to develop their activities. Moreover, the development of these sectors, like many others, would contribute to the creation of high-value-added jobs, while attracting investors, and therefore capital. States would also benefit from this, by taxing the individuals and entities involved in these projects. These measures would certainly have a cost from a budget point of view, but the economic growth and the reduction of unemployment would greatly reduce the fiscal burden, which would ultimately have favourable tax consequences for all taxpayers.

This approach aims to achieve the ideal situation in tax matters, namely the situation where the need of the state to finance itself can be combined with the need for companies to make profits and the necessity for individuals to have a job: a very large taxable base, subject to a tax at a modest rate. To do this, it would naturally be necessary for states to agree to transfer, de facto, part of their prerogatives to the private sector, since the management of resources would mainly take place at enterprise level and following the strategy adopted by it.

In this way, not only would the measures be more targeted, but in the long term, the state would regain its natural place in the market, which, at most, is one of arbitrator and not of actor. The crisis has also brought back to the table the question of whether to tax GAFAM and other online sales or services companies, most of which will emerge stronger from the crisis. States may well consider introducing taxes based on turnover in their territories, either temporarily or permanently. Such a tax could be set at a modest rate, in order to prevent these companies from passing on the increase in their taxes to consumers and to ensure that such taxation is not seen as punitive, as some political statements could unfortunately suggest. However, given the significant importance of the expected taxable base, the revenue deriving from this tax would cover, at least in part, the cost to each state of the new measures recommended above.

 

And what about individuals?
In the area of taxation of individuals, states face two problems: the increase in full or partial unemployment, and the significant decline in the income of taxpayers (including those declared bankrupt following the crisis). The crisis has thus aggravated the usual asymmetry between the obligation to pay tax and the limited financial capacity of the debtor, or more simply, between the legal obligation to contribute to the state’s expenses and the debtor’s capacity to contribute, especially since the effects of the crisis are felt more or less strongly depending on the social group in question. In light of the above, states will necessarily see a decrease in tax revenues, since taxes mainly affect personal income and consumption. The impossible equation mentioned above reappears here: how could countries bring money into the state coffers while protecting already weakened taxpayers?

Once again, it would be wise to act in the long term, even if it means increasing government debt in the short term. In this context, one could imagine revising the system of progressive taxation, in particular by widening tax brackets, while introducing incentives for consumption and investment in specific areas of general interest. In this way, part of the direct taxes that the state would deprive itself of would return to it through VAT. These would be specific taxes on certain products, and also income tax levied on those who would have benefited from the increase in the buying power and investment of taxpayers. Indeed, it is clear that, for a stalled economy to restart, capital must flow, not remain confined to derisory – and currently negative – interest rate bank accounts.

It is said that in every crisis lies the seed of opportunity. The current situation could thus provide an opportunity for states to use tax in a much more diversified way than in the past. New tax legislation should be adopted, in order to adapt the current rules to the requirements of the market and needs of the society, as these needs are shaped by the new realities.

Trillions from home: how the trading industry thrived

A far cry from the cut and thrust of a traditional foreign exchange dealing room, traders working from their home offices and spare bedrooms have proved the resilience of the world’s most liquid financial market. Demonstrating how hugely liquid FX has become, the latest Triennial Central Bank Survey of the global foreign exchange market from the Bank for International Settlements (BIS) found that in April 2019, daily trading in over-the-counter FX and FX derivatives reached $6.6trn.

To appreciate the key role of FX in the global economy, consider that any purchase or sale of goods or other assets denominated in a currency other than the base currencies of one of the counterparties will probably involve an FX trade of some sort. Imagine the impact should the market suffer a blow to its operations or, worse, a complete breakdown.

The outbreak of the COVID-19 pandemic in February and March of 2020 threatened just such an impact. Bank trading floors closed or at most retained just a few staff. How bad would it get? Could the market continue to function? For a number of years, particularly since the 2008 financial crisis, there has been a steady migration from traditional voice trading – think harassed-looking dealers shouting prices across a noisy dealing room – to electronic platforms. These can be single-bank, proprietary venues such as Citi’s Velocity, Deutsche Bank’s Autobahn or Barclays’ Barx and many others, or multibank platforms providing prices and matching counterparties across banks, institutions and brokers; 360T, Bloomberg and Refinitiv’s FXall are among the largest of these.

The benefits of electronic trading are many. For example, every trade has an electronic audit trail, prices and trades can be executed very rapidly and trades can be monitored for best execution. They feed into participants’ straight-through processing and accounting systems and there is very little if any human interaction and therefore little scope for human error. When it came to the lockdown, as long as market participants had access to their trading platforms with appropriate levels of speed and security, they could operate remotely. It was therefore e-trading platforms and online tools that enabled the global FX market to continue to operate.

 

Volume and volatility
Which is not say that it was all plain sailing. In the last days of February and into early March, daily volumes of trades increased enormously. Not only was there the pandemic impact, but governments across the world introduced a range of monetary and fiscal stimuli; there was the Russia and Saudi Arabia oil spat causing prices to nose-dive; many asset classes experienced a sell-off and a dash for cash; there was a clamour of speculation aiming to take advantage of the volatility spurred by diverging news and market analysis. “Volume across the board was up sharply in Q1 2020, including derivatives, most noticeably in outright forward contracts, which were up 40 percent in March,” commented Tod Van Name, Bloomberg’s Global Head of Foreign Exchange Electronic Trading.

On exchange currency derivative, offerings reflected a similar story across all geographies. For example, Singapore’s SGX exchange logged a 58 percent year-on-year increase in its FX futures contracts to the end of March.

Nonetheless, after an intense initial period of setting up connections and access for traders to work from home, the market continued to operate for the most part pretty efficiently. Execution algorithms came into their own, enabling trades to be conducted by computer-driven systems that monitored price volatility and volumes, to achieve the best possible trading outcomes. Relatively illiquid currencies, particularly those from some emerging markets, still required voice intervention, but these, as the BIS survey figures show, account for a relatively small proportion of global FX turnover. The BIS triennial survey, in terms of currencies, reported that the US dollar was on one side of 88 percent of trades with the Euro the second most traded currency appearing on one side of 32 percent of trades.

 

The code of good practice
Bearing in mind the market abuse scandals in the FX market in the years following the financial crisis, there was one crucial issue that the market had to answer to: with potential for mistakes and wilful misconduct, could the market retain its integrity with its participants away from the watchful eyes of their dealing rooms? The disciplines and controls that digital market platforms enable have gone a long way towards ensuring good market behaviour. The FX Global Code, “a set of global principles of good practice in the foreign exchange market,” introduced in 2018 by the Global Foreign Exchange Committee of the BIS, aimed to do the same. As far as we can see, its principles have been widely adhered to and have helped pilot the market through the turbulent times of the first quarter of this year.

In summary then, well-wrought technology tools combined with sound, widely adopted principles seem to have pulled the market through. They have proved that a multi-trillion-dollar global market can function perfectly well with its participants dispersed and working from their home offices and spare bedrooms.

Fulfilling the responsibility of being the people’s brand

Despite the turbulent global environment and continuing uncertainty, Fubon Life has maintained outstanding performance with the advantages of financial stability, comprehensive distribution channels, and a diversified product portfolio in 2020. The cumulative net profit after tax for the first eight months last year reached NT$43.058 billion, equalling a year-on-year growth of 68 percent. In addition to the brilliant investment performance, the company’s premium income also performed well last year. The accumulated first-year premium income (FYP) from January to August 2020 reached NT$84.6 billion, and the total premium income was NT$374.4 billion. Fubon Life’s professional operation has also been recognised by the prestigious international financial media. World Finance has ranked Fubon Life as the ‘Best Life Insurance Company in Taiwan’ on nine occasions.

 

High-quality service experience
Fubon Life offers a comprehensive product portfolio and adjusts product strategies in response to the current economic situation. For example, in response to the COVID-19 pandemic, Fubon Life introduced the country’s first ‘Statutory Infectious Disease Periodic Health Insurance’ policy, which provides people with advanced insurance protection and all-round medical coverage. In addition, Fubon Life continues to leverage insurance technology to provide policyholders with a rapid and high-quality service experience, such as optimising and upgrading the ‘Policy Health Check System,’ and using system analysis results to help policyholders identify the protection gaps in five major areas: life insurance protection, accident protection, medical protection, long-term care protection and pension protection. Fubon’s professionally trained agents will then be able to recommend suitable insurance products to mend the gap as early as possible and improve the risk tolerance of the Taiwanese people.

Fubon Life’s goal is to become a people’s brand. In addition to fulfilling its responsibilities in assisting clients with strengthening their risk protection, Fubon Life also continues to deepen sustainable management such as ESG. It looks forward to leading the development of the industry through sustainable actions in governance, environment, and society. Benson Chen, President of Fubon Life, said: “Enterprises co-exist and prosper with society and the environment. The greater the influence of the company, the heavier the responsibility it shoulders. The award not only recognises our achievements, but also extends our responsibilities. Fubon Life will continue to take into account the company’s operation, social responsibility, and environmental friendliness, and follow the United Nations ‘Sustainable Development Goals (SDGs)’ as a development strategy for insurance and community services, with a view to solving social change issues in many ways and serving the common good of the society in Taiwan.”

The app acts as an online insurance education and health promotion tool

Fubon Life has long practised dementia care activities from the perspectives of prevention, assistance, support, and knowledge transfer. For five consecutive years, it has co-operated with the Federation for the Welfare of the Elderly, Taiwan’s main public welfare organisation for elderly welfare, to give away dementia patient bracelets in 100 hospitals across Taiwan. It is recommended patients wear the bracelet immediately after being diagnosed by physicians. After this model was introduced, the bracelet-wearing rate has increased by 42 percent, and the recovery rate for lost dementia patients is now very high, effectively reducing the psychological pressure of caregivers. This year, the scope of this service has been expanded, and more county and city government resources across Taiwan have been integrated to provide better support for families with dementia patients.

Knowledge and understanding are the starting point for improving dementia care, and the general public’s understanding of dementia is generally insufficient. Considering the many opportunities for interaction between children and elders at home, Fubon Life is actively committed to educating children on the issue of dementia. This year, Fubon Life joined hands with the Taiwan Dementia Association to expand the promotion of the ‘Dementia Education Seed Project,’ producing cartoons on dementia education targeted at children and adolescents to be broadcast in all primary schools in Taiwan. It is hoped that through these informative yet entertaining teaching materials, close to one million school children nationwide can develop the right knowledge and practice on dementia care, which will not only promote an atmosphere of happiness within the family, but also help patients with dementia at home to seek medical treatment in time. These efforts have laid a positive foundation for a dementia-friendly society.

At the same time, Fubon Life has also leveraged its core competency in launching spillover policies that promote health and strengthen medical protection for the disadvantaged population. These products encourage policyholders to walk more and quit smoking to enjoy premium discounts and in so doing, achieve the objectives of advanced disease prevention and morbidity reduction. Fubon Life has also developed a health promotion app called ‘Fun group’ that combines community activities with insurance education and health promotion. The app acts as an online insurance education and health promotion tool, as well as a social platform to promote the concepts of insurance and health management in people’s daily lives.

 

Development of green finance
Fubon Life promotes the sustainable development of green finance in a comprehensive manner. Through four low-carbon strategies including green procurement, an environmentally conscious workplace, paperless services and environmental protection, Fubon Life has launched its environmentally friendly practices and implemented green finance and responsible investment externally, to echo the government’s support for renewable energy development. In order to expand the company’s influence throughout society, Fubon Life not only integrates the concept of environmental protection into product design and policyholder services, but also provides diversified and paperless financial services for policyholders. It is estimated that green service processes reduced carbon emissions by more than 495 metric tons in 2019, equivalent to 15.2 months of carbon absorption capacity of Daan Forest Park. Fubon Life also organised nationwide river cleaning and plastic clean-up sessions. The company introduced the concept of the ‘recycling ecological chain’ by turning recycled plastic waste into mobile phone holders.

Through continuous internal and external communication, Fubon Life is able to raise the public’s environmental awareness, and the company’s practice in promoting environmental sustainability was even recognised with the first ‘National Enterprise Environmental Protection Award’, organised by the Environmental Protection Administration of the Executive Yuan. Fubon Life has long been concerned about the sustainability of Taiwan’s water resources. It has not only led employees in activities such as river cleaning and beach cleaning to protect the environment, but has also cooperated with the Wilderness Conservation Association in 2020 to raise the awareness of river waste disposal issues, becoming the first company in Taiwan to respond. It will join forces with the Wilderness Conservation Association in launching the ‘River Waste Quick Screening Survey Project’ for three years to investigate public hazards in a low-carbon, paperless manner, integrating the idea of citizen science to protect the ecological system. The project is aimed at finding more concentrated sections of river waste to facilitate efficient cleanup, and expand the company’s green influence for the sustainable development of the river basins in Taiwan.

In order to demonstrate the commitment of serving the Taiwan market as a people’s brand, Fubon Life has actively invested resources and deepened its corporate influence in terms of product development, service innovation, talent cultivation, social welfare, and environmental sustainability. The results of the company’s actions have also been recognised at home and abroad, including being named in Brand Finance’s Top 100 Insurance Brands in the World – number one in Taiwan, and winning the ‘Health Promotion Award’ and ‘Green Leadership Award’ in the Asia Responsible Enterprise Awards. Fubon Life also won the ‘Insurance Quality Award’ for three consecutive years in four separate categories. It has also won the RMIM Award for 10 consecutive years and has been voted as the most preferred employer by college graduates. In the future, Fubon Life will continue to focus on the core insurance business and leverage digital technology to create a better user experience for its customers. With the mission of being a good neighbour in the community, it will continue to pay attention to important issues such as dementia and aging, strive to shorten the gap between urban and rural resource allocation, and expand its influence to benefit individuals and families throughout society.

Producing sustainable glass for a greener future for all

Ancient and naturally occurring, glass is the only packaging material that can be infinitely recycled without changing its initial properties. And given the natural properties of its raw materials, it has been considered the healthiest material, preserving the taste of food and beverages while ensuring that the contents are not contaminated in any way. Despite the amazing properties of glass, the glass packaging industry is aware that a lot can still be done in order to transform its production process into a ‘carbon neutral’ operation.

In BA, one of Europe’s leading glass packaging producers for food and beverages, with operations in seven countries and a turnover of €923m, we have been committed to sustainable growth for a long time, by working towards the reduction of our environmental footprint and the promotion of recycling as a sustainable behaviour in local communities.

For more than 20 years, the group has been investing in treatment plants to recover the glass collected after consumers’ usage, and reintroducing it into our production process by recycling. Indeed, today we own one of the most modern glass collection treatment plants in Europe.

But we want more, and in 2018 BA became a founding member of the Porto Protocol, thereby assuming new goals for 2030: to use at least 70 percent of electricity from renewable sources; to reduce natural gas consumption by 10 percent, replacing it with electricity; to reduce water usage by 75 percent; to increase the use of recycled glass by at least the same percentage as the increase in the collection rate; and to reduce CO2 emissions to at least the levels defined by the European Union.

To achieve these ambitious goals, the group implemented a holistic model, based on the measurement of our carbon footprint, the development and implementation of different projects to reduce greenhouse gas emissions (GHG), the development of new and greener technologies, and the investment in offsetting projects.

We measure our carbon footprint in all the three areas, considering the direct and indirect emissions of all our activity. This inventory will allow us to track and report our improvements with transparency, as this is one of our key values.

 

Making a difference
Several projects are currently in place to reduce BA’s emissions. These include an ambitious programme of light weighting our bottles and jars in collaboration with our customers. There is also an investment in photovoltaic installations on roofs, already implemented in two of the Iberian facilities, following a medium-term investment plan. Additionally there is the implementation of environmentally friendly technologies at our production sites, replacing the less energy-efficient ones.

We promote the use of alternative raw materials in the melting process, and increasing the rate of glass recycled in the raw materials, anytime it is available. Furnace energy optimisation will occur by applying data-based tools. Plus there is the continuous revision of transport routes, and replacing ground transport by sea transport whenever possible.

Concerning the development of new technologies, we should highlight an industry-wide project to develop the technology for a new hybrid furnace that will be fuelled by 80 percent electricity (compared with the current 20 percent), which will have an enormous positive impact on the reduction of CO2 emissions in glass packaging production. This project is being developed in partnership with most of the members of FEVE, The European Container Glass Federation.

Finally, thanks to the contribution of our shareholders, the group will be able to dedicate €7.3m of the 2019 results to support future activities in CO2 reduction and capturing, as well as the related R&D projects.

We invite you to learn more about our commitment to environmental sustainability, our projects and results in our sustainability reports, which can be found online. We all have a purpose. Our planet is suffering drastic changes regarding climate and its sustainability, and in BA we aim to be an active agent of its protection, towards a greener industry and a greener future. Now, it’s up to you!

Bringing wealth management to the masses via fintech

The idea around what is now called XSpot Wealth came in a small café in Knightsbridge, London, back in 2014. In a period of rapid regulatory changes, with MIFID I, and the discussions around MIFID II and its implementation, Bassel Ibrahim and I realised that if Europe decided to implement these changes, the entire wealth management industry would change forever. We were also seeing a growing momentum of millennials needing professional and transparent digital providers to help them start saving money for early retirement. We needed to come up with a solution that could relate to everyone and not just the few, a solution that we could easily explain to our family and friends.

As traders and senior analysts, we had many people who sought our advice on how to invest their money, thinking that we would know best. What they did not know is that this was a very difficult question; trading and long-term investing are two different things. This is when we started thinking of creating a service that we could recommend to our families, friends – everyone! The name of the company came about because we were drawing on a piece of paper the four values we wanted our wealth management business to have: Flexibility, Transparency, Technology, Fair Fees. Then we connected the four words with an X. And then ‘spot,’ because ‘on the spot’ service is of paramount importance in what we do to deliver results.

 

Finding the key through fintech
Banks and traditional wealth managers with old-style methodologies, offering expensive products and having very high minimums, were not open to smaller investors. Most of our family and friends did not have the kind of cash required by most banks and traditional managers to start their saving plans. How could people get top-class wealth management services even when investing a few thousand? The key would be revamping everything through fintech. Traditional banks and wealth managers were doing everything manually. For us, automation was already there; we were using algorithms and artificial intelligence (AI) in trading. This made us realise that if we could apply some of these rules in wealth management we could democratise investing and help everyone start their investment pots with great diversification, full transparency and very low costs. This would lead to a totally new era of people taking their financial future into their own hands. But it is very difficult to take what used to be a complicated service for the few and make it available to everyone. It required big investments in technology, countless hours of programming, designing, filtering investment strategies using quant-based algorithmic tools and AI, to reach the point where we could offer XSpot Wealth plans to everyone.

 

XSpot has three types of accounts:
Smart Wealth allows clients to try all of our plans for free to understand which is best, then complete the investor questionnaire online, have your risk profiled by our algorithm and choose from a number of investment plans appropriate for the risk profile. All automated.

Junior Wealth, a somewhat similar setup to Smart Wealth, is an account type designed for affordable saving and investing for children, with the aim to help them with a pot for when they reach adulthood. The difference from our peers here is that we give parents the ability to issue unique reference links to friends and family for birthdays and other festivities, so others can chip in to the account, and leave a note. So, when the child turns 18, they will be able to see who contributed to the account and read all of the notes!

Private Wealth is the offering that is the most different from anything being done by our peers, and the one account we are most proud of. No one else is offering this, as they only focus on online accounts. We call it the ‘new era in Private Banking’. We understand some people still want to meet, online or in person, with an experienced private wealth manager, discuss the issues around their wealth and investments, receive tax advice through our partners and pick from a range of different services. We can do this all for just 0.25 percent on top of a Smart Wealth account, which is just 70 cents per day for a €100,000 account. We have a team of very experienced wealth managers for this service, people who used to work with Citibank, HSBC, Pimco and other big regional banks. I would say the Private Wealth account is what differentiates us most from our peers.

 

Flexibility and transparency
We are very transparent in the entire process from opening the account, to the way we structure the plans, pick the actual securities that go in each plan, rebalance and charge. We believe this to be a key element of innovation. People want all the available information, to be able to decide what is best for them and their investments.

We also give our clients full flexibility. Not only can they change strategy whenever they want, but they are free to take back part or all of their account within 24 hours if stock markets are open.

Our investment plans are designed and stress-tested for almost any scenario, to passively follow all benchmarks, but perform much better during downward movements. We saw this during the market crash at the end of Q1. Our plans outperformed the benchmarks in the sharp downward spikes, which is a big thing both for us, and our clients.

Our average account is around €20,000, ranging from €5,000 to €50,000 and upwards towards €100,000–€200,000. But we are also delighted to have some big Private Wealth accounts of over €1m, clients who used to invest with major European and US banks, proving that our private wealth model is working. Even big clients nowadays understand that they will probably achieve better results with us and will also enjoy a more personalised and premium service.

We have an 83-year-old client so passionate about our model that he decided to quit a major Swiss bank and move his multi-million account to us. Our big strength is that we can deliver results even with small accounts, so traditional clients who used to invest with banks can try our services with small amounts and after a few months can top up their investment. In most cases, these clients bring a big part of their assets to us after six to 12 months, when they understand that we are really delivering results. Our wealth managers who used to work with big banks also had their doubts in the beginning over whether their clients would trust a new digital wealth manager, but we are all very surprised by the results. This is the reason why we have many bankers asking to join our team.

 

The growth of demand
Baby Boomers and Generation X are already saving and investing with traditional companies. We have our model to show them that they can try us and get better results, and we see many shifting from traditional players to us. However, investors of all ages understand that they will need to work well into their 70s to get a state pension in most EU countries. So, now more than ever, they understand that they need an investment pot that will be growing over the years, with the help of compounding. This will help them feel less dependent on their job when they reach their late 50s, and allow them to take earlier retirement, or part-time work. I know many people who are looking to get a good income from their investment with us, and work part-time, travel the world and enjoy life.

Our growth plan modelling shows that with a €1,000 deposit today and a €300 average contribution per month for 30 years, your investment pot in the average scenario will be around €340,000. So from total contributions of €118,000 you end up with €340,000, almost three times as much, because of compounding and reinvesting.

The ages that most people in the EU retire at now vary from 65 to 67, but this will only go up, to about 70, we believe, by the time we approach our own retirement. The question is, who wants to wait to retire at 70? Many people nowadays want financial freedom from very early on. I know people working remotely and travelling the world in their 30s using income from their investments.

 

Hitting the target
Our aim was always to democratise savings and investments. Since day one, we made it our purpose to look for ways to offer our clients more value and a better experience. We are confident that with XSpot Wealth, people from all levels of income can now take ownership of their financial future in any stage of their life. We are on track to reach 10,000 clients and proceed to the next target, which is to become a global company with 100,000 clients and €1bn of assets under management. If we consider the wider industry, XSpot Wealth is a drop in the ocean, but with happy clients and a model that produces results, we look forward to becoming a major player both in Europe and the US.

Change in demand begins to push reform for banks

The pandemic has affected the whole financial sector in recent months and forced companies to respond quickly and adequately with plans and strategies aimed to facilitate both clients and employees. This scenario allowed the banking sector to accelerate a digital switch that had already begun before the global lockdown, through investments in high-quality technological innovations reflecting the changed needs of customers.

One of those banks with a driving force for innovation is the Bulgarian institution Postbank, which has been a decisive factor in innovation and in shaping Bulgaria’s banking trends in recent years and has been awarded many times for its innovations. With a nearly 30-year presence among the leaders in Bulgaria’s banking sector, Postbank manages a broad branch network across the country and a considerable client base of consumers, companies and institutions. Further, it has built one of the most well-developed branch networks and modern alternative banking channels. World Finance spoke to the CEO and chairperson of the management board of Postbank, Petia Dimitrova, about the bank’s recent activity and its plans for the future.

 

The COVID-19 crisis has changed the business environment everywhere around the world. How have you handled it and how has it affected the Bulgarian banking sector?
The COVID-19 crisis has affected many business sectors, including the banking one. We had to respond fast and adequately by adapting our plans and strategies to the situation. I believe Postbank did pretty well – we were prepared for the challenges and provided our clients with personalised solutions when they needed them. In the first days after the lockdown, we were ready with a series of measures aimed mainly at helping our clients and giving them the comfort and security they needed. It may sound like a cliché but I believe every crisis opens new opportunities and helps us test our progress. The business sector, not just the banking one, had to respond with the speed at which consumer behaviour changed – literally in one day – and show it is resilient.

Well-operating companies are used to tackling challenges but only the successful ones are prepared for them. If I have to point to one positive effect of the crisis, it is that it taught us to be bold in the introduction of innovations, which are aimed at our clients’ convenience and can be used remotely. We had to meet their main expectation at that moment – fully remote access to their personal finances via our efficient digital channels. Of course, our offices remained open but complied with all required protective measures because we knew some clients prefer this means of communication. Meeting our employees’ expectations to protect them and facilitate their work was another of our priorities.

The crisis showed us we can be faster and more efficient by shifting our focus to modern technological solutions. We had one main goal – to be more flexible and find the useful solutions consumers and companies need now because they will be important for them tomorrow. As a leading bank on the market, I am glad we managed to fully meet this need of our clients, which is also at the foundations of Postbank’s motto, ‘Solutions for Your Tomorrow.’

 

You mentioned digitalisation. What solutions have you introduced in Postbank to facilitate your clients and employees in the current situation?
The pandemic undoubtedly changed the banking sector towards the desired direction of service digitalisation we all have been talking about for a long time. It clearly showed that now is the time for swift but high-quality innovations, express financial solutions and products, which mirror the changed needs of our clients. They should be easy to use and accessible via clients’ preferred channels. Postbank was fully prepared to meet the new reality because the digitalisation processes in the bank started a couple of years ago and the COVID-19 crisis focused our efforts even more and made us speed up our plans.

With the Bank@Home campaign, we encouraged our clients to stay home, thus protecting them and our staff. We launched a fully remote process of applying for and receiving debit and credit cards, which our clients can have delivered to an address of their choice. We provided them with an option for online consultations for mortgage loans via EVA Postbank mobile app and a real-time conversation with the bank’s employees via the live chat functionality.

Postbank has been a market leader and a trendsetter for 30 years now. The introduction of various digital solutions is the main focus of our strategy in order to provide excellent consumer experience to every client and an opportunity to reduce the daily workload of our employees.

This is why it was quite a natural step to be Bulgaria’s first bank institution that has implemented a large-scale and considerable optimisation for just six months via robotic process automation technologies. We incorporated six robots, which were ‘trained’ to execute 20 of the processes typical of the back-office, including using templates to create documents, updating user profiles, entering invoice data, payment processing, etc. This way we reduced the time for processing and implementation of those processes by about 80 percent on average.

We also achieved something important – we improved the general consumer experience because innovation optimises activities, which are directly related to an effective and full customer service. We are planning to develop and incorporate new robots in the future to further optimise the bank’s processes.

 

You launched a thorough transformation of the Postbank branch network and introduced express banking digital zones. At what stage are you in this process and how did consumers respond to them?
The bank branch of the future is equipped with high technologies and is a reflection of modern clients’ needs. This is why we are overhauling the design of our broad branch network. We started the process in end-2019 with the opening of our first digital offices, which are part of our comprehensive policy of introducing innovations for the convenience of our clients. Following the best global practices, we have been opening since mid-2020 express banking digital zones in our branches to offer faster and more convenient services to our clients. They are currently available in 32 Postbank offices in 15 Bulgarian cities, and enable our clients to identify themselves with their bank cards and carry out about 90 percent of cash desk operations by themselves.

They can use the self-serving devices to deposit or withdraw cash from their Postbank cards and accounts, make transactions in BGN from all of their accounts in the bank, order bank statements for their accounts or credit card balances, as well as receive monetary transfers via Western Union and many other convenient services.

Speaking of our clients’ response, they are satisfied because they receive one more option to conduct their transactions fast and save precious time, which is an advantage in our dynamic everyday life. Our employees are also satisfied because they will not have to do standard banking operations and will be able to spend more time consulting our clients thanks to the unique service.

We launched a unique mobile wallet that provides more bank services to our clients via their phones – adding all bank cards to their user account, making contactless POS payments via their phones, managing the cards in their mobile wallet through setting limits for the different payment channels (POS terminals, ATMs, online payments), an option for adding loyalty cards, discount vouchers for shopping with our partners, making direct transactions between the users of the new mobile app to accounts in Postbank or other banks in Bulgaria, as well as other bank cards in the EU. There are numerous conveniences and I am sure our clients will appreciate them.

We have quite recently launched another innovation for internal communication with the bank’s team. The special mobile app, Digital Office, enables us to manage our internal processes even more easily, which is a great convenience because we have many offices and employees across the country. Being a company that prioritises both the innovations of the products and services we offer to our clients and the care for our team, we see the app as an opportunity with which we can further take care of them by making their everyday life easier and improving the communication between them. The app is a continuation of our strategy to be a preferred employer and of our vision about the people we want to attract as employees and develop their skills in the company by meeting their needs and expectations.

 

What are Postbank’s plans for 2021?
2021 will surely be a special year for us because we will celebrate our 30th anniversary. In all those years, we have not stopped moving forward, but what is most important is that we remained a bank of first choice for our clients. We achieved it thanks to our work and united team. We have recently won the Bank of the Year in Bulgaria award and are really proud of this recognition. The accolade certainly motivates us to set even more ambitious goals that we are not just striving to achieve, but overachieve. One cannot move forward without a good team.

This is why I am glad I am working with real professionals and Postbank is among the top employers in Bulgaria. As I mentioned, we are planning to further expand the functionalities of our Express banking digital zones, as well as their coverage in Bulgaria as part of our strategy to provide excellent consumer experience to every customer.

Our efforts in this direction have won several prestigious international accolades. We are happy we have been named for the third consecutive year Best Retail Bank in Bulgaria by World Finance and won an award for consumer experience in banking in one of the most prestigious contests in the banking sector, Retail Banking: Europe 2019 awards. We will continue our CSR projects, including a strategic partnership with Bulgaria’s most modern software university, SoftUni, with which we support young people in their development and create a working, bidirectional connection between the business sector and education.

We are partners of the entrepreneurs in Bulgaria in our effort to help them achieve higher business growth. We have been successfully working in this direction with the team of Endeavor Bulgaria on its Dare to Scale programme for the second consecutive year. We also support projects of the United Nations Global Compact Network Bulgaria.

Gold is reigning supreme

In the summer of 2020, while stock markets were recovering from a pandemic-driven slump, an old asset made its comeback with a roar. In August, the price of gold surpassed the threshold of $2,000 an ounce for the first time in history. Few people who had been following the market were shocked at the news. “If you asked me at the end of 2019, I would have been bearish on gold. But given COVID-19 and the fiscal stimulus put in place, this didn’t come as a surprise,” said Bernard Dahdah, senior commodities analyst at Natixis investment bank.

A bumper year
Unlike many financial products, the precious metal had a fine year. By the end of 2020, its price had increased by 25 percent, outperforming other major asset classes. Its ascent was temporarily halted by a drop in March, coinciding with the economic shock brought by lockdowns, but this was followed by a rally that led to the record-breaking peak. In autumn, its dollar-denominated price hovered between $1,800 and $1,900.

Gold is the world’s oldest safe asset, always thriving in times of uncertainty

Nobody doubts that the gold rush is a side effect of an unprecedented healthcare crisis, forcing governments to throw the financial manual away. Gold is the world’s oldest safe asset, always thriving in times of uncertainty. Historically, investors have reverted to it as a hedge against political and economic tumult, with its price jumping during wars, contested elections and economic crises. During the Great Recession, gold’s price trebled from early 2007 to 2011. The same scenario is now repeating itself.

Government responses to the pandemic played a major part. In the US, loose monetary policy, accompanied by unprecedented fiscal stimulus to blunt the economic consequences of lockdowns, weakened the dollar to its lowest levels against the euro over the last two years, increasing the price of the dollar-denominated precious metal. Arkadiusz Sieron´, an analyst at Sunshine Profits, a precious metals investment company, said: “Gold reacted in a very bullish way not to the pandemic – its price declined initially in tandem with other assets – but to monetary and fiscal responses to the coronavirus.” Investors were left with few options other than traditional safe assets; unlike the credit crunch of 2008, a flight to emerging markets was less appealing. Government bond yields in the US and Europe were also lacklustre, with the former entering negative territory in March 2020.

 

 

Gold goes into first place
In the long term, what makes gold shine so bright in the eyes of investors is what has become a semi-permanent feature of the global economy: low interest rates, occasionally falling below zero. “If rates are high, you lose money by holding gold because of storage and insurance costs. But right now with yields being negative, gold is cheaper than holding US treasuries,” Dahdah said. Normally, the precious metal is also disadvantaged against other assets due to lack of earnings such as interest payments. However, in an era of dwindling returns, it has emerged supreme. In financial markets, the pandemic kick-started a chain reaction, according to David Govett, veteran trader and head of Govett Precious Metals, a consultancy: “This was the trigger, which in turn created a sort of reverse snowball effect. The higher it went, the more it attracted ETF, investment fund and speculative money.”

Even before the pandemic, many analysts were predicting that gold prices would rise, as clouds were gathering over the global economy. In 2019, the global debt to GDP ratio surged to a staggering 322 percent according to the Institute of International Finance, with many developed economies on the brink of recession. Leveraged loans held by financial institutions and ‘zombie’ companies had reached stratospheric levels, pointing to devaluation of the dollar.

Quantitative easing, aggressive government bond issuance and loose monetary policy were all depleting the value of fiat currency – a boon for gold holders. Jan Nieuwenhuijs, a precious metals analyst and editor of the influential blog The Gold Observer, said: “Given the state of the global financial system I would have thought that gold’s price would be higher a few years ago from where it trades today. Due to monetary expansion in recent decades and the Ponzi scheme created by financial asset price inflation, gold is still undervalued relative to other financial assets.” Geopolitical tension has played a role too, according to Professor Arvind Sahay, Chairman of the India Gold Policy Centre at the Indian Institute of Management Ahmedabad: “Growing tension between China and US contributed to the increase in the price of gold.”

The party isn’t over yet
In the short term, analysts expect gold prices to stay at the highest levels seen in the last 50 years (see Fig 1). The Bank of America forecasts gold to surpass $3,000 in 2021, while some analysts see an upper limit of $10,000 if central banks keep devaluating currencies. As long as interest rates are suppressed, gold will remain king, Nieuwenhuijs said: “Major central banks will hold interest rates at or below zero, while trying to boost consumer price inflation above two percent to lower the debt burden. Deeply negative real interest rates will boost gold demand and drive the price higher. Gold’s price can get an extra boost if financial bubbles pop.” Even when the worst of the pandemic is over, few analysts expect interest rates to rise. Dahdah said: “The Fed and the ECB will not raise rates the moment we have a vaccine. Even if everyone gets vaccinated in 2021, some businesses have been so badly hit that we will need to have low rates for two to three years.”

However, other investors expect prices to drop sharply after a sense of normality is restored. Vaccines will be the game-changer that will redirect focus to other financial assets. In the follow-up to the financial crisis, gold prices collapsed from $1,920 in 2011 to nearly $1,200 in 2013, partly due to a temporary increase in interest rates. Govett said: “I am not sure that the pandemic will ever be over completely, but certainly with an effective vaccine developed, I would expect a definite reaction on the downside in gold.” A big question mark hovering over the market is the shape of US fiscal and monetary policy. The forthcoming Biden administration is expected to unleash aggressive fiscal stimulus, while the Fed has hinted at keeping interest rates low until the US reaches full employment and inflation hits two percent. This would be a boon for gold prices, said Sieron´: “The bull market should last as long as the US monetary policy remains ultra dovish, or as long as investors expect it to be.”

Asia on hold
Skyrocketing gold prices have hit the market where the precious metal’s shine is appreciated the most: Asia. Historically, more than half of global gold purchases come from China and India, with countries such as Thailand, Indonesia and Turkey also being top markets.

Data held by the World Gold Council (WGC), the market development organisation for the gold industry, shows that around three out of four Chinese have bought gold in the past or are considering doing so in the future, while more than half of Indian investors own some form of the metal.

However, demand has sharply fallen this year. Global demand fell to its lowest levels since 2009 in the third quarter of 2020 according to WGC data, partly driven by dwindling demand in Asia. The pandemic has forced traditional buyers to postpone purchases and investors to ditch holdings, while lockdowns have hit the jewellery market. China and India have seen a drop in demand by 25 percent and 48 percent respectively in the first three quarters of 2020.

In 2013, falling prices prompted a surge of demand in China that has left its mark on the market, according to Roland Wang, Head of WGC’s China branch: “The gold rush exhausted demand for the following years, especially after the price fell from the peak. China’s economic growth slowed and China entered the ‘New Normal’ phase.” Another reason for dropping demand, according to Wang, is changes in consumer tastes, with younger consumers preferring lighter-weighted 24k hard gold products with trendy designs. “While they provided attractive margins to jewellers as they are per-piece priced, their popularity contributed to a reduction in total weights,” he said.

Government initiatives
The picture is similar in India, where gold is a highly valued status symbol offered at weddings and other festivities. Most of them have been postponed amid an economic crisis that cost around a tenth of Indian workers their jobs, while 45 percent of households saw their income drop. Over the last five years, annual demand has been falling by close to 20 percent compared to the first half of the decade, largely due to high prices and government initiatives to monetise gold.

The precious metal has become a political tool used to defy the dollar’s dominance as a reserve currency

However, the country is still the world’s biggest gold stock owner, with 25,000 tonnes, or 13 percent of global stock, owned by households and temples, according to UBS. “It is a highly unlikely scenario that Indians will fall out of love with gold. Millennials may be less interested in jewellery, preferring instead to hold it as an investment. But jewellers are working hard to keep them interested by selling them gold jewellery of a lower price range, so that they get into the habit of buying gold,” said Sahay.

Experts expect demand to rise again when the pandemic is over. In autumn 2020, many jewellery chains were reporting sales getting back to pre-pandemic levels, while a good monsoon season is expected to boost demand in rural India. Growing demand in Asia will stabilise the world market, Dahdah said: “In 2021 we will probably see a return to more normal levels of gold purchases from China and India, which might put a floor under gold prices.”

Central banks hoarding gold
Central banks have played a major role in the resurgence of the precious metal. Following the demise of the gold-backed Bretton Woods system in 1971, central banks fell out of love with gold, dumping their reserves in the last quarter of the 20th century. The UK famously sold half of its reserves between 1999 and 2002 when prices were hovering between $250 and $270. The policy cost British taxpayers an estimated almost £7bn, and earned Gordon Brown, then Chancellor of the Exchequer, the unwanted accolade of being responsible for the notorious ‘Brown Bottom’ sell-out. When gold’s price dropped to an all-time low in 1999 and its role as a reserve asset was threatened, central banks reached the Central Bank Gold Agreement (CBGA) to limit sales.

One reason why the world’s oldest store of value is making a comeback is its scarcity amid a boom of financial products

The tables turned after the financial crisis when central banks returned to the market with a vengeance. Since 2011 they have been buying gold aggressively to beef up their reserves. In 2018, central banks bought 651 tonnes of gold worth nearly $30bn according to World Gold Council data, a half-century record, while European central banks ditched the CBGA agreement in 2019 (see Fig 2). “The bear market that started a few years after the Great Recession lowered gold prices, making gold an attractive addition to central banks’ portfolio,” Sieron´ said.

The precious metal has become a political tool used to defy the dollar’s dominance as a reserve currency. Russia and China have increased their gold reserves three and six times respectively since 2007, while Turkey has boosted its own reserves by 500 percent since 2017 in an attempt to support its plunging currency. For emerging economies, the geopolitical angle is important, Dahdah said: “Since the financial crisis they realised that gold is a great hedge to diversify away from the dollar whenever there is uncertainty about the US economy. For political reasons we saw China and Russia selling dollar holdings and buying gold.”

However, many analysts expect the trend to subside due to a combination of high prices and the need for liquidity that can facilitate imports of dollar-denominated goods. Dahdah said: “Because of COVID-19, you won’t see them buying gold. They have other fires to fight. It would be a luxury and it’s expensive.” October 2020 was the first month during the last decade that central banks were net sellers, although sales were driven from two countries, Uzbekistan and Turkey. “Sales by Turkey, Uzbekistan, Tajikistan, Philippines, Mongolia and Russia in the last quarter of 2020 only reinforce its liquidity feature at a time of stress for these countries,” said Sudheesh Nambiath, Head of the India Gold Policy Centre.

 

 

Growing market for gold ETFs
One class of assets that has benefited from skyrocketing gold prices is gold exchange-traded funds (ETFs), which invest in the precious metal as their principal holding. Although a smallish market, they are seen as an oasis of serenity in the midst of a storm. They surpassed the threshold of 1,000 tonnes of new demand in 2020, while global holdings of gold ETFs hit a record of 3,880 tonnes in the third quarter of the year.

Gold ETFs are a relatively new financial instrument, with the first one appearing in India in 2007. On the back of growing investor interest, they now make up around a third of global gold demand. SPDR Gold Shares, one of the top holders of gold, briefly became the largest ETF in the world a decade ago. In India, their appeal is linked to their legal status, Nambiath said: “ETFs and sovereign gold bonds are the only two investment products that are regulated. This gives a lot more comfort to private investors.”

The picture is similar in China, which as a major gold producer favours the launch of gold-backed funds. Rising gold prices gave a new lease of life to the market; more than half of the gold ETFs listed in China were issued in 2020. Roland Wang from World Gold Council said: “Gold ETFs in China are backed at least 90 percent by physical gold at the Shanghai Gold Exchange, and investors in China view them as a form of physical gold investment.” Geopolitical pressures have played a role too: “Having witnessed volatile stock markets, rising tensions between China and the US, the trade war and the pandemic’s impact on the economy, Chinese investors are increasing their allocation of gold through convenient gold ETFs.” Payment services such as Alipay and WeChat also make them accessible to many retail investors, allowing them to buy fractional amounts worth as low as one yuan, according to Wang: “You can convert your gold ETF shares into physical bars, coins and jewellery easily, just one tap away from your phone on Alipay or other online platforms.”

In the developed world, gold ETFs are becoming the go-to option for many investors, Nieuwenhuijs said: “A lot of the money poured into gold ETFs in 2020 was institutional money that normally traded on the COMEX (gold futures). However, due to the dislocation in the gold market since March 2020, rolling long futures positions became very expensive and some funds moved their positions to ETFs.”

North America and Europe-listed ETFs accounted for 90 percent of global inflows in the third quarter of 2020, driven by low interest rates and uncertainty over government responses to COVID-19. “Usually gold bull markets are driven by demand in the west, and ETFs are one vehicle Western investors use to invest in gold,” said Nieuwenhuijs.

Some analysts question the prospects of the market, notably issuers’ ability to back claims with physical gold. Unlike bars and coins, ETFs come with counterparty risk and are linked with the financial system through ‘custodian’ banks that source and store gold for them. Though growing, it’s a market doomed to remain small, Govett said: “ETFs on the whole are used by investors who find holding physical gold either too expensive or too complicated. These ETFs need to be backed by physical and gold is a much, much smaller market than any other major investment tool, so it doesn’t take a lot to move the underlying price higher.”

A new golden era
One reason why the world’s oldest store of value is making a comeback is its scarcity amid a boom of financial products. Currently, it represents less than 0.5 percent of global financial assets, down from three percent 40 years ago, while its share of international reserves has fallen to 13 percent from close to 50 percent 20 years ago. It may become even scarcer amid worries over the carbon footprint of the gold-mining industry.

For some analysts, gold’s second coming is raising questions over the post-COVID-19 future of the global economy. In an era of low inflation, aggressive money printing and negative real interests, fiat money is losing its appeal, whereas governments cannot print gold. Many interpret central banks’ gold-buying spree as a sign of diminishing trust in legal tender. Increasing geopolitical tension may also boost its importance.

There have been rumours of China launching a gold-backed cryptocurrency, while Germany has been repatriating its gold reserves from the US, possibly as a response to souring relations with several US administrations. In a volatile financial system where gold remains one of the few stable assets, the precious metal may serve once again as an idiosyncratic kingmaker, according to Nieuwenhuijs: “As they say, whoever has the gold makes the rules.”