Author: World Finance

Investing in innovation: TITAN Group’s €40m commitment to transform construction

Posted on by World Finance

Doing more with less – like building and expanding the urban housing and infrastructure the world needs, while becoming and remaining carbon neutral – requires innovation. And most lasting innovation comes from collaboration. In the last of our three videos with TITAN Group CEO Marcel Cobuz, he discusses TITAN’s €40m investment in sustainable start-ups, the ways the group promotes innovation internally, and how it engages with and invests in the communities local to its operations.

World Finance: My guest is TITAN Group’s Marcel Cobuz – Marcel, since we are talking innovation, I want to know more about your broader contribution to the innovation ecosystem – tell me about your CVC strategy.

Marcel Cobuz: We launched our venture capital initiative in 2023, and since we’ve made significant progress. Under this, we are planning to invest in relevant start-ups, mainly in our sector: materials, nanotechnologies, but also digital, as we are targeting ventures that can create business value and advance innovation for our customers and stakeholders, mainly through client venturing.

We have already completed, as part of our deployment of €40m plus, eight investments in six startups and companies working on artificial intelligence, property tech, construction tech, next-generation cementitious materials, and we have taken participation in one VC fund in Europe, and one in the US.

These collaborations underscore our commitment to supporting start-ups to complement our research and development efforts, in order to enhance our, and industry’s, competitiveness. This addresses challenges like decarbonisation, but also promoting innovative and fast construction.

World Finance: How do you promote innovation internally?

Marcel Cobuz: At TITAN, everything is about people. So is innovation of any kind, which we leverage for their development, for attracting talent, for enablement and empowerment. It’s part of our culture.

And we want to ensure that nobody gets left behind. We have numerous learning initiatives and tools, and we our supporting our employees to improve their digital skills, making sure that they keep pace with the transformation underway.

But we go beyond that. Our vision is to have a broader entrepreneurial mindset at all levels. With that in mind, in 2023 we introduced our Ideation Challenge, our internal competition which encourages and rewards innovation with all our teams.

Our Ideation Challenge has already become an institution and we are now on its third year, and we see an impressive response.

World Finance: Finally, how do you engage with and support the communities you’re working within?

Marcel Cobuz: Our focus is on creating value for all our stakeholders and working with local communities around our operations. We conduct local assessments to understand the issues that matter most to each community, to contribute in a meaningful, sustainable, and durable way. Therefore our efforts sometimes focus on the environment, education, improving employability, entrepreneurship, and poverty reduction, depending on where we operate, with a particular emphasis on helping and educating young people.

For instance, the partnership we are very proud of with ReGeneration: the largest paid placement, professional, and personal development programme in Greece. But we also have initiatives in the US designed to provide young women with the skills needed to work in the industry in the future. But I can also refer to a programme we have in Brazil, introducing young minds to the world of robotics and overall digitalisation.

This is the final video from this interview with Marcel Cobuz; watch the first video here: Innovative building materials and solutions: creating the cities of the future

And don’t miss the second video: TITAN Group: Sustainable and smart construction, powered by digital technology

TITAN Group: Sustainable and smart construction, powered by digital technology

Posted on by World Finance

How to build 9.6 million extra homes while also becoming carbon neutral by 2050? That’s the challenge faced by the European construction industry – and building materials manufacturer TITAN Group is meeting it head-on. In the second of our three videos with TITAN CEO Marcel Cobuz, he discusses the group’s digitally-enabled plant optimisation, innovative new products like low-carbon VELTER, and other pillars of its sustainability strategy – including carbon capture.

World Finance: I’m back with Marcel Cobuz from TITAN Group, and I want to talk more about how you’re innovating at TITAN, starting with your digitalisation – how has it transformed the company?

Marcel Cobuz: Digitalisation is a journey. A couple of years back, some of us went to Singularity in Silicon Valley. We came back very excited, and TITAN became one of the first companies in the global cement industry to leverage the advantages of digital technology and AI.

Six of our cement plants are already end-to-end digitalised, leveraging predictive maintenance solutions and optimising the manufacturing process in real time. To get a view, please imagine over 3,000 sensors installed in two thirds of our equipment, with millions of data points feeding the algorithm.

They help us optimise our operations and supply chain, reduce building costs, boost circularity of materials, and of course enhance our customer service. For example, thanks to the use of digital, we have avoided over 20,000 hours of potential manufacturing downtime. This has boosted also productivity by over 10 percent, and prevented over 40,000 tons of CO₂ emissions in less than two years.

World Finance: You’ve also launched a host of innovative new products – tell me more.

Marcel Cobuz: In 2024, we introduced TITAN Edge products, as well as the TITAN Premier services, unifying our portfolio globally under a bold, customer-centric identity.

TITAN Edge features innovative, high-performance, low-carbon cementitious products; this will help us further reduce carbon emissions. In Greece for instance, we have launched a new innovative product, VELTER, which demonstrates how we are advancing performance in superior low-carbon products and construction.

In fact, we are providing these materials to a current iconic project here in Greece, Ellinikon – the largest urban regeneration project in Europe. But we also showcase our products in new construction projects including Skyline in Florida that demand extremely stringent standards.

World Finance: Finally, tell me more about your sustainability strategy, and what you’ve been able to achieve so far.

Marcel Cobuz: Sustainability was at the core of our strategy for a long time. We have committed to reduce emissions across the value chain and achieve net-zero by 2050. And we have recently earned numerous awards on being one of the most sustainable companies in the sector.

In 2023, our teams in Greece launched a pioneering carbon capture project, which will capture more than 20 percent of the group’s carbon emissions and enable the production of over three million tons of zero-carbon cement in Greece and across Europe.

Similarly, on the other side of the Atlantic, in our plant in Roanoke, Virginia, we are developing a first-of-its-kind calcined clay production, which will offer our customers a new innovative alternative to clinker with superior performance. And all this will reduce the carbon emissions by up to 50 percent.

Watch the final part of this interview with Marcel Cobuz: Investing in innovation: TITAN Group’s €40m commitment to transform construction

And if you started here, don’t miss the first video from this shoot: Innovative building materials and solutions: creating the cities of the future

Innovative building materials and solutions: creating the cities of the future

Posted on by World Finance

The building materials industry today is being asked to satisfy the rising demand for housing and infrastructure, while also reducing its carbon footprint. In the first of our three videos with Marcel Cobuz, CEO of TITAN Group, he explains how TITAN has responded to these conflicting calls with innovative low-carbon products and optimisation technology – while posting its fourth year of top-line growth and listing US business TITAN America on the New York Stock Exchange.

World Finance: The building materials industry today is being asked to satisfy the rising demand for housing and infrastructure while also reducing its carbon footprint. Joining me down the line is Marcel Cobuz from TITAN Group, Marcel, how is TITAN responding to these calls?

Marcel Cobuz: For us, offering innovative, sustainable products and solutions is a key pillar of our growth strategy.

Our commitment to customer-centric innovation is guiding us into established, developed, and emerging areas within the construction industry. By collaborating with customers from the very early design stage, we inform the development of our innovative, low carbon products and services. And this is twinned with bold actions we can take to reduce our carbon footprint and improve the construction: making it faster, making it even more affordable.

More recently, we are integrating circular construction solutions, supporting the development of safe, resilient, and sustainable infrastructure in cities. At the same time, we are constantly reducing our own carbon footprint, optimising our processes and across the value chain.

World Finance: Tell me more about your growth strategy, how has it been paying off?

Marcel Cobuz: We made 2024 as a transformational year for TITAN, both in terms of delivering results, but also in terms of continuing building capabilities.

2024 was our fourth year of top-line growth. We had record sales and over-proportional EBITDA growth. It was full of milestones, like building capabilities in attracting new talent in areas like low carbon products, decarbonisation of our processes, but also an important milestone for us has been the New York Stock Exchange listing of our US business, TITAN America: a bold move which strengthens our growth platform and unlocks more growth potential.

Beyond this, we expanded our portfolio, diversifying our offers through acquisitions, bolt-ons and partnerships in aggregates and alternative materials. All these moves are reinforcing our ability to offer our customers top-quality lower-carbon materials as well as to enhance our own capabilities.

World Finance: And what differentiates TITAN from your competitors?

Marcel Cobuz: We operate in emerging as well as in established and developed markets, and we are a local business with local teams, local customers, local assets.

At TITAN, our foundation is the quality of materials and services we offer to our customers. As we say, you are as good as the last complaint from the customer. And this, the 6,000-people commitment for operational excellence, is the most important principle which drives our operation.

We innovate in many ways in our operations – with customers, across the value chain, across the ecosystems – to better serve our customers, to reduce our carbon footprint, and of course to optimise our own operations and efficiency. Not to forget about digitalisation, which is a great example of a field which completely restructures and reshuffles the cards on the table, and where innovation creates strong results on all fronts.

Watch the second part of this interview with Marcel Cobuz: TITAN Group: Sustainable and smart construction, powered by digital technology

And the third and final video from this shoot: Investing in innovation: TITAN Group’s €40m commitment to transform construction

More digital, more human: How Banco Popular Dominicano is transforming banking

Posted on by World Finance

Banco Popular is the most digitally advanced financial institution in the Dominican Republic, with 88 percent of its transactions now conducted digitally. But while leveraging deep technological investment and expertise, it is also embracing personalised client relationships and the human touch in all its interactions. Francisco Ramirez, Executive Vice President of Personal Business and Branches, discusses Banco Popular Dominicano’s branch redesign, its ‘more digital, more human’ philosophy, and how the bank is embedding business units in other everyday enterprises to get closer to its customers at key moments in their lives.

Francisco Ramirez: Driven by our ambitious personal banking initiative, ‘A more innovative, more human, and closer banking experience,’ Banco Popular Dominicano has embarked on a sweeping transformation of its branch network – positioning itself as a leader in modern banking across Latin America.

This bold redesign has reimagined our branches as spacious, efficient, and technologically advanced environments.

Customers now enjoy a faster, more personalised experience that seamlessly blends self-service convenience with attentive, tailored support.

Routine transactions are now streamlined through the teller area, accelerating service delivery. At the same time, our service officers are empowered to focus on high-value, personalised consultations, including credit guidance, investment strategies, and financial planning.

In this enhanced environment, every in-person visit becomes a meaningful opportunity to deepen our relationship with each customer.

We embraced a clear and powerful philosophy: More digital, more human.

Our digital transformation is not about reducing human connection – it’s about enhancing it. That’s why we have deployed over 100 financial officers dedicated to remote assistance, enabling us to double the number of clients served by personal advisors.

These officers go beyond managing transactions. They act as trusted financial partners, guiding each individual with empathy, expertise, and a deep commitment to their financial well-being.

We are committed to being there for our customers, when and where they need us most.

To fulfil this promise, we’ve extended our presence beyond traditional branches by establishing business units within real estate agencies, car dealerships, and department stores.

This strategic expansion allows us to be present at pivotal moments – whether it’s a person purchasing their first home, or an entrepreneur seeking financing to grow their business.

By embedding ourselves in these key environments, we not only enhance operational efficiency but also elevate our relevance during life’s most important financial decisions.

At Banco Popular Dominicano, we recognise that digital transformation is a continuous journey, not a destination.

Our next chapter focuses on deepening the integration of advanced technology with highly personalised human experiences. We are actively exploring AI-driven tools and data analytics to anticipate our customers’ needs with greater precision and care.

We will continue to expand our network of integrated offices in strategic locations, ensuring we are present during the most critical moments in our customers’ financial lives. At the same time, we are committed to continuously enhancing the digital experience – making every interaction, whether remote or in-person, faster, more intuitive, and more personal.

At the heart of it all is our unwavering focus: putting the customer first, always.

Your new life in Malta: Permanent residency in just four months

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The island of Malta has become a beloved travel destination thanks to its rich history, stunning Mediterranean scenery, unique charm, and friendly, English-speaking people. But beyond its beautiful beaches and historic sites, it’s also gaining attention as an attractive jurisdiction to invest in, and to live. Jonathan Cardona, CEO of Residency Malta Agency, discusses what attracts people to apply to Malta’s residency-by-investment programme, and what makes the programme – and the island – unique.

World Finance: Jonathan, what is attracting people to become residents of Malta?

Jonathan Cardona: Yes, Malta’s quite an attractive and unique country. I think first is the work-life balance, which makes them want to come to Malta. Our economy is doing very well – one of the best-performing economies, actually, in Europe. Then we have very good weather, we have Mediterranean weather. We have wonderful food.

Our culture is a bit of a mix of Mediterranean and Italian lifestyles; but our work ethic is very much British. So it’s quite busy, but one can balance life well, to enjoy the outdoors, to enjoy our beaches, and enjoy the family.

We also have a very stable and safe jurisdiction; Malta is a democracy, very safe for people, even to walk at night.

Then we have a reputable healthcare system, renowned and recognised by the World Healthcare Organisation. And also very good educational institutions. So I think all the real key components, when one’s selecting where to settle – one can find them here in Malta.

World Finance: Many viewers will be interested in investing or starting their own business in Malta – what’s the climate like for entrepreneurs?

Jonathan Cardona: Well, as one would expect from a European country, when someone needs to set up a company here, it is relatively easy to find the right people who will help you and guide you get everything on track.

The benefit in Malta is that given that we are a small country, we are well connected and tightly knit. It’s a nice place to settle, well connected to Europe, and also given its location, Malta is well placed to cater to the African continent here.

World Finance: Now, Malta’s permanent residency programme is one of the more popular European residency options, offering both value for money and transparent criteria; what makes the programme unique?

Jonathan Cardona: Firstly I think it’s the only programme where one can rent – not necessarily buy – property. So that will keep the initial capital outlay low.

We have become one of the most efficient programmes – the timeline is around four months from application date to approval, which in the industry is considered a very good timeline.

Finally, when a family decides to embark on this journey, they look at it for future planning. And when you’re planning, you’re planning for the whole family. Our programme, at the application stage, already four generations can be included. But you can also include in the future, the spouses of the children. So when they grow up and they decide to get married, the spouse will be eligible to become a Maltese resident – and also, their children. So we’re now speaking about the fifth generation which has not yet been born.

So as a programme, it is really forward-looking. And I think it is the only programme which can give you that element of peace of mind.

World Finance: You updated the eligibility criteria and investment requirements in July this year – why was this?

Jonathan Cardona: Well, what we do is, we always try to adapt, to take into consideration new realities, geopolitical shifts, and industry trends. We now have a more competitive financial outlay, more flexibility with property sub-leasing and rentals, and importantly an introduction of a one-year temporary residence permit provided at the very start of the applications.

This gives the applicants the opportunity to come and visit Malta, understand our culture better; get to know the country through and through.

What definitely has not changed is our quality of service and the levels of due diligence, which continue to be at the heart of what we do. And our overall attention to detail.

World Finance: So if I’m looking at Malta as a residency option, where do I start?

Jonathan Cardona: I think the most important thing is selecting the right agent. Agents know what we require, what our expectations are. And they will help you in filling application forms and submit the right documents so that the application is processed as quickly as possible. So I think the selection of the agent is the most important one.

Then obviously there are the forms and other procedures that are very much straightforward, as we standardised the process. We have a very good IT team here as well, who helped automating the process. It doesn’t mean that there is a system which will automate the decision making, but it helps the assessors have better peace of mind in taking decisions. Because they know what they are assessing against. It’s much more clear. So now we have a template which is very similar to that of a bank. It’s very much straightforward; we know what we are looking for, we have all the details, so in about four months you will have a reply from our end.

World Finance: Finally, we’ve spoken at length about the benefits to new residents of Malta through the MPRP, but what does the programme mean for Malta and its citizens?

Jonathan Cardona: Well, I think the MPRP is an important tool to help the government and its revenues. Because at the end of the day it was implemented to better our economy, and attract talent.

Moreover, part of our programme is a donation of €2,000 to a local voluntary organisation, and we’ve seen a substantial amount of money go to these small NGOs.

And when it comes to the economic element, we have seen important revenues come in, which have been channelled both through our sovereign fund and the consolidated fund. But also we have had people who have come through this programme, who have established businesses here. Who have helped in employing people. Who have helped in increasing our economy, which at the end of the day are all important for the betterment of our quality of life.

EBC Financial Group expands family of firms to Australia and Mauritius

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In the final video of this three part series, David Barrett, CEO of EBC Financial Group (UK), discusses the group’s astounding international growth and latest regions of activity; the different clients that EBC is serving and how it meets their many and diverse needs; and why whatever the future holds for the group, serving the community will be at the heart of it.

World Finance: David, catch us up on the latest news for EBC Financial Group – how has your growth across the world been going?

David Barrett: Very good! I’m always astounded – we started five years ago, there’s nearly 500 people globally now. That’s across all different aspects of the business, so growth of the business is very good, and clearly that’s driven by customer growth as well.

We’ve spent a lot of time in the last 12 months in newer regions: South Africa, and in the African nations as well. There’s a lot of activity going on in LatAm, where there’s been a lot of interest in the product.

We’ve set up an asset management company in Australia, which has been regulated by the Australian regulator. We’ve set up a brokerage in Mauritius which is regulated by the local authority there as well.

And I think all of these things are about building out the scope and the breadth of the platform. So, EBC Financial Group is a family of different firms. Different firms do different things for different people in different ways. And the different jurisdictions allow different kinds of access and different rules. And we’re very keen to continue to grow our regulatory footprint so that the client feels that it’s a good environment and a safe environment for them to be in.

World Finance: Tell me about the different clients that you’re working with in these different jurisdictions – do they require different support, or a different offering?

David Barrett: Yeah absolutely, very much so.

So if I take the UK, we don’t deal with retail in the UK, we deal with what we call professional clients and eligible clients, which tend to be larger and more sophisticated but fewer.

Those kind of people, you have a completely different relationship to them, as you would do with a retail trader from Asia or from Latin America.

I think the most vulnerable end is the younger retail people. Client services is very important. Being in contact, having the ability to help when they reach out is very important. And I think also you need the education. It’s very important. So we’re doing a lot more in terms of market briefs, interpreting different market events, economic events as well as political events.

And the idea is to try and encompass an information flow that allows them to understand that it didn’t go from here to here just because it went. There was stuff going on, and it does influence how markets move. And I think it’s our obligation – we want these people to be our clients, we’ve got to look after them.

Best clients are clients that stay. Best clients that stay are clients that make money, so it’s important for us to help them.

World Finance: So what is next for EBC Financial Group?

David Barrett: I think we continue to do the growth that we’ve seen. We want to be more established in the newer regions. We want to develop those out.

It’s pretty clear the ethos of the group – this is led from the UBO down, he’s very keen on the community aspect of what we do. We do try very hard to be interactive with the local communities. We have offices all over the place, and the local staff are very keen to be involved in local community projects.

I spoke to you before about what we do with the UN, with Beat Malaria. The political change in the US administration has made that more difficult, and it requires our support to keep going.

And in terms of the business, it’s about growing a business that’s sustainable for us, but is relevant to the client as well.

This is the final video from this interview with David Barrett; watch the first video here: Trading in extreme volatility? Smaller positions, less leverage, and take your time

And don’t miss the second video: EBC UK CEO: Broader instruments like ETFs helping clients better reflect their risk

EBC UK CEO: Broader instruments like ETFs helping clients better reflect their risk

Posted on by World Finance

EBC Financial Group is a globally regulated family of brokerage firms, offering a host of trading services: for professional and eligible clients in the UK, and for retail traders in Asia and Latin America. In the second video of our three part series with David Barrett, CEO of EBC Financial Group UK, he reflects on how the group’s clients have embraced index and commodity ETFs, and the forces behind some of the unusual trends in those commodities.

World Finance: David, are there any standout shifts or client interests that you’ve seen in recent months?

David Barrett: Where they’ve changed their trading style because of the volatility that we’ve seen – we’ve seen people being a little broader in the way that they’re looking at markets.

So we recently introduced ETFs: we have index offerings, and we also have a full suite of commodity offerings as well. But whereas before I think people were tending to granulate their exposure into single pairs or particular sectors, things like the ETFs allow them to take a step back. They don’t have to choose the individual stock, they don’t have to choose the particular pair. They can reflect a view across a broader instrument.

And I think if we look at what they’re doing, I do believe that the volatility that we saw in early April has tempered people’s appetite to be all in all the time. And I think clients’ changing opinion of how they should reflect their risk means that they’re using a broader array of products.

World Finance: Commodities have shown unusual patterns this year — how are retail and institutional traders responding?

David Barrett: Commodities have been a bit of a strange one. I mean we see a tremendous amount of gold flow. I think that’s because it’s been moving, it’s been trending, and it’s been a very popular hedge to all of the noise that we’ve seen going on.

But I do believe that gold is a little different. The central banks have been massive buyers of gold – and that continuous demand over the last five to 10 years has started to really become part of the input of people’s rationale of what they’re doing. They understand that there’s an underlying demand.

But we’ve seen it in other markets as well. Oil’s been a really tricky one. Geopolitically, you would have thought oil would be trading up in the stratospheres, but actually it’s a very offered commodity, because the fundamentals show that there is a huge amount of oversupply.

OPEC have been trying to tighten unsuccessfully; countries like Brazil and the US have come online, they’re producing a huge amount more oil and gas. So as soon as you saw any kind of relief in the geopolitical situation, oil fell back very, very quickly. And the reason it fell back is because there are very clear supply and demand issues within those markets.

And I think those kind of conversations are much more active with our clients these days.

World Finance: Looking at your CFD offerings overall, how does EBC make sure that your clients have breadth and depth across global themes, sectors, and risk appetites?

David Barrett: Most of it’s driven by client demand. So, if you look at the way that we’ve developed the product suite that we’ve got, we started off with the basics, and we built that out.

The reason we brought in ETFs, for example, and the reason we brought in single stocks was because clients were asking.

And you put it there, you educate, you try and get the message out. The marketing team do a very good job of explaining why we do these things, how it’s relevant. They’re doing more updates on specific economic events in other countries so if there’s something going on in Chile or Colombia, that’s relevant to copper or other mineral imports and exports.

So what we tend to do is, we tend to add these things because the client wants them, and then introduce them to the broader client remit, because we can explain to them why people are looking at them and why it’s relevant to what’s going on.

And that kind of, being able to offer those different products, means that you stay relevant rather than just being a singular sort of offering.

Watch the final part of this interview with David Barrett: EBC Financial Group expands family of firms to Australia and Mauritius

And if you started here, don’t miss the first video from this shoot: Trading in extreme volatility? Smaller positions, less leverage, and take your time

Trading in extreme volatility? Smaller positions, less leverage, and take your time

Posted on by World Finance

It’s been a tumultuous year so far, leading to extremely rapidly changing markets. In the first video of our three part series with David Barrett from forex services provider EBC Financial Group, he reflects on the “extraordinary” first six months of 2025, and how EBC’s global clients have been responding to the extreme volatility.

World Finance: Now with ongoing geopolitical tensions and policy shifts across major economies, how is EBC helping clients manage risk in such a fragmented global landscape?

David Barrett: Fragmented – good word. Chaos, another word! The volatility that we’ve seen this year, even just the first six months, has been extraordinary.

Everybody likes moving markets, but I think some of the stuff that we saw, particularly in April and May, was very, very extreme.

I mean I’ve been doing this for an awful long while. There are periods of, you know, extreme volatility that happen. But to have it happen in such a random way that we’ve seen has been very difficult.

There’s a lot of clients that just are not used to that. And are not set up to deal with it. A lot of clients that deal in the markets these days tend to trade in a fairly systematic way – so they’ll have trading algorithms or models that help them trade. Many people have got used to mean reverting markets – so, they sell rallies, wait for it to come, buy dips, wait for it to come back. And clearly we saw such huge moves that actually that kind of trading pattern in the short term particularly at the beginning suffered a lot.

And I think clients have had to adapt to that. We’ve seen change in the way that the flow’s coming through, we’ve seen change in the way that different sectors of client base are reacting to it. And I think it’s our responsibility to give them the tools to be able to do that; but I don’t think anybody should ever look back on the last six months and think that’s normal and acceptable, because it was just off the scale, it really was.

World Finance: So how are traders rethinking risk, and what tools or strategies does EBC advocate for navigating this environment?

David Barrett: I think they do adjust, and I think people do need to take a step back and understand that what we’re seeing isn’t normal and they need to adjust for it.

So, our advice to clients has been: take it back a bit, smaller positions, less leverage, and take your time. Because if you look at the volatility, you look at the extreme moves we’ve had, it’s created a huge amount of opportunity to enter and exit positions at levels and at timing that you never would have thought would be there in ordinary markets.

So our advice has consistently been that you need to be careful, you need to preserve your capital as well as try to increase it. And we believe that the opportunities given by the volatility mean that you can take your time, take a step back, and do it in a more methodical manner than just jumping in with both feet.

World Finance: Have traders been changing their behaviour accordingly?

David Barrett: Yeah I think they have! As we said earlier, I think the obtuse volatility we’ve seen was quite startling for some people. There are people trading the markets that haven’t seen that.

We have clients from a full spectrum. Some of our entities will deal with retail; in the UK we only deal with professional. We have brokers, we have high net worth individuals as well as the retail guys and family offices and so on. So there’s a full breadth.

I think the more professional end understand that this stuff can happen. But there’ll be a lot of young retail traders that wouldn’t have seen this. And hopefully it’s been a good education and a lesson for them, but I do suspect that some of them have kind of had a baptism of fire. April in particular was pretty nasty.

Watch the second part of this interview with David Barrett: EBC UK CEO: Broader instruments like ETFs helping clients better reflect their risk

And the third and final video from this shoot: EBC Financial Group expands family of firms to Australia and Mauritius

Building better telecoms: How Ooredoo helps advance standards and policies

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After finding out about Ooredoo Group’s updated corporate governance framework and its commitment to sustainability, we ask Group Chief Legal, Regulatory and Corporate Governance Officer Hilal Al-Khulaifi about how Ooredoo’s membership of the International Telecommunications Union, the GSMA, and its partnership with the United Nations Development Programme, have benefitted the group.

World Finance: I want to talk to you about the way that Ooredoo collaborates with international bodies, and how they benefit the group or the telecoms industry as a whole. Starting with the International Telecommunications Union.

Hilal Al-Khulaifi: Well, our membership in the ITU began in 2023 as a Sector Member. It underscores our commitment to actively engage in international telecommunications policy-making.

By participating in ITU conferences, workshops, and working groups, we contribute to shaping global standards and policies.

Furthermore, our ITU membership enables our operating companies to directly address telecommunications issues relevant to their local contexts through targeted working groups.

We firmly believe in the vital role of ITU in advancing global telecom infrastructure and standards, and this partnership enhances our capacity to innovate and remain at the forefront of industry developments.

World Finance: You’re also a member of the GSMA; how significant is this?

Hilal Al-Khulaifi: GSMA membership is extremely important to Ooredoo, given its influential role in the global telecommunications industry.

GSMA provides essential platforms for policy advocacy, collaboration on innovation, and industry standard-setting. It also enables us to stay at the forefront of technological advancements, such as 5G and IoT, and ensures we remain competitive and responsive to market changes.

Through our active participation in GSMA initiatives, we have been able to shape the industry’s future and drive beneficial outcomes for our customers and stakeholders.

World Finance: Finally, Ooredoo Group has partnered with the United Nations Development Programme on a number of initiatives over the years – what’s been the impact of this collaboration?

Hilal Al-Khulaifi: Ooredoo’s collaboration with the UNDP has been impactful in several key areas.

We have expanded connectivity to underserved regions and supported digital literacy programmes, focusing particularly on empowering women and youth.

In crisis response, our partnership has enabled effective use of mobile networks for emergency alerts, public health messaging, and digital cash transfers, benefiting refugee communities and crisis-affected populations.

And you know: Ooredoo does operate in Palestine, and our team is playing a very positive role to keep the people in Gaza connected.

That’s why at Ooredoo, we say to our subscribers with confidence: Upgrade your World.

World Finance: Hilal Al-Khulaifi, thank you very much.

Hilal Al-Khulaifi: Thank you.

Sustainable connectivity: Ooredoo’s ambitions for innovative and green telecoms

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Ooredoo Group, World Finance’s winner for Best Corporate Governance in Qatar for both 2023 and 2024, hosted its first Digital Ecosystem Conference last year; exploring themes from AI to cybersecurity and industry best practices. Hilal Al-Khulaifi explains how Ooredoo intends to thrive over the next five years of technology transformation, by partnering innovation with robust ESG policies to build a sustainable future for telecoms.

Watch more videos from this interview: on how Ooredoo is working with international organisations to advance telecoms standards and policies, and uniting the whole group under a renewed and robust corporate governance framework.

World Finance: Now you mentioned earlier that your upgraded governance framework is designed to enhance Ooredeoo’s sustainability – tell me more about your ESG policies.

Hilal Al-Khulaifi: Well, we are currently finalising a comprehensive ESG policy aligned with global best practices. This policy reflects valuable insights and suggestions from all our operating companies worldwide.

During its formulation, we thoroughly reviewed international environmental, social, and governance standards, so our policy is structured to provide uniformity and consistency in ESG practices across all Ooredoo entities, promoting a cohesive sustainability strategy. Additionally, we commit to annually reviewing and updating the policy; this will ensure it will remain relevant, impactful, and aligned with emerging global sustainability trends.

World Finance: Now, you recently hosted your first Digital Ecosystem Conference – what were the highlights of the event, and what are your plans moving forward?

Hilal Al-Khulaifi: Well, the DEC 2024 was an astonishing success, gathering nearly 1,000 participants, including prominent global industry leaders and government. The key highlights included the presence of his excellency the Minister of Communications and Information Technology in Qatar, who officially opened the conference.

Discussions centered around critical topics such as AI’s transformative impact on telecoms, digital policy formulation, cybersecurity, data privacy, and industry best practices.

Due to its success, we are excited to announce plans for the second edition of DEC next year inshallah, aiming for an even greater impact and wider international participation. Our goal is to continuously expand our reach, attract more global stakeholders, and encourage deeper conversations around critical digital trends shaping our world.

World Finance: Given the truly transformative technologies that we’re watching emerge today, what do you envision for the next five years of the telecoms industry, and Ooredoo’s position within it?

Hilal Al-Khulaifi: Well, in the next five years, transformative technologies will reshape the telecom industry. Ooredoo aims to thrive by focusing on three key areas.

Firstly, we will actively support digital initiatives such as e-government, e-health, e-learning, and smart cities across the MENA region and Asia.

Secondly, we will focus on building partnerships with global tech leaders like Google Cloud and Microsoft Azure, and leveraging our own data centre company, Syntys, to lead regional innovation through AI-driven platforms and tailored digital solutions for governments and enterprises.

Finally, as I mentioned, we will enhance our commitment to sustainability by expanding green networks, energy-efficient infrastructure, and providing connectivity to underserved communities, promoting inclusive digital growth.

Overall, Ooredoo aims to remain at the forefront of digital transformation, innovation, and sustainability in telecoms.

Ooredoo Group: Corporate governance is a strategic pillar of trust

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Hilal Al-Khulaifi is Group Chief Legal, Regulatory, and Corporate Governance Officer for Ooredoo Group, recognised by World Finance as having the Best Corporate Governance in Qatar for 2024. He discusses Ooredoo’s updated governance framework, its key features, and why corporate governance is so critical for Ooredoo Group – it’s not just about compliance, but rather a strategic pillar promoting trust with all its stakeholders.

Watch more videos from this interview: on Ooredoo’s ambitions for innovative and green telecoms, and how Ooredoo is working with international organisations to help advance telecoms standards and policies.

World Finance: Let’s start with corporate governance; why is it so crucial for Ooredoo Group, and why do you emphasise having a robust governance framework?

Hilal Al-Khulaifi: Corporate governance is essential for Ooredoo because it establishes a clear framework for accountability, transparency, and ethical decision-making.

Governance isn’t just about compliance, Paul – not at all. It is a strategic pillar that promotes trust with our stakeholders, including our shareholders, customers, and regulators.

Having a robust governance framework significantly enhances operational efficiency, mitigates risks, and promotes long-term sustainability.

This will ensure our commitment to ethical business conduct and maintains our reputation in the market.

World Finance: You recently introduced a new governance framework, uniting the whole group – all nine companies – under one structure; tell me more.

Hilal Al-Khulaifi: Absolutely. Our new governance framework, established by the Board’s Resolution No. (45) for the year 2024. This was based on the instruction from the board at that time to come out with a new and unique framework.

So it’s designed as a model system that applies uniformly across Ooredoo Group and all our operating companies globally.

It aligns seamlessly with international best practices while fully complying with local laws. This clarity and universal application prevent any lack or error and ensure consistency across our operations.

The framework not only enhances our internal processes but also supports our external communications and reporting, further strengthening trust and transparency with our stakeholders globally.

World Finance: What are some of the key features included in this governance framework?

Hilal Al-Khulaifi: The new governance framework includes several pivotal elements, such as clear definition of roles and responsibilities across all governance bodies; enhanced mechanisms for risk management and internal controls; structured processes for transparency, disclosure, and reporting, as I mentioned earlier.

We’ve also implemented a comprehensive compliance programme that aligns with international standards; mandatory periodic evaluations to ensure continuous improvement; explicit guidelines for ethical behaviour and corporate integrity; enhanced board oversight and thorough monitoring processes.

These components collectively establish a strong governance culture within the organization, enabling us to swiftly adapt to regulatory changes and market dynamics.

Bora Pharmaceuticals and sustainability: The ethical expectation

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Bora Pharmaceuticals is a global contract development and manufacturing organisation (CDMO), providing development and manufacturing services to the pharmaceutical industry. With 2,500 employees across 10 sites globally, distributing to more than 100 markets, its commitment to sustainability has become a “right to operate” for the pharmaceutical companies Bora works with. J.D. Mowery, President of Bora Pharmaceuticals’ CDMO Division, explains how the group shares best practices across its sites, and plans for its recent strategic acquisition in Baltimore, set to become Bora’s flagship facility for fill-finish services.

JD Mowery: Bora Pharmaceuticals is a global CDMO. We provide development and manufacturing services to the pharmaceutical industry. We have 10 sites around the world, around 2,500 employees, we distribute to more than 100 markets.

We produce small molecule, large molecule; we do fill-finish, all different kinds of dosage forms.

Our mission is to really improve lives around the world – we want to be a partner for biotech and pharma, to help make sure that as many patients as possible are treated. And when we think about sustainability it’s both an ethical obligation, but it’s also an expectation of the industry.

As we work with more and more pharmaceutical companies, their expectation is that we’re being a good steward of the resources that we have available to us, and we’re really taking great care of the environments that we’re working within.

JD Mowery: Sustainability’s important for Bora Pharmaceuticals for many reasons, one of which is, you know, our board has made sure that it’s something that we stay focused on from a governance perspective. We want to make sure that we’re doing the best we can to leverage our resources, because it is an ethical obligation, but also because it’s a right to operate for our pharmaceutical companies that we’re working with.

We’re seeing more and more within the industry that, you know, some of the larger pharmaceutical companies, it’s an expectation. When they’re looking for companies to partner with, they expect us to prioritise sustainability just as much as they do.

Our site in Mississauga is probably the most mature site, from a sustainability perspective. They’re probably the most robust programme that we have, and they’re kind of the role model when it comes to sustainability.

Mississauga has a goal of becoming SDTI certified in 2025. And then when we think about the APAC region, Zhunan has increased capacity, but they’ve also been able to reduce their thermal oxidation by 38 percent. So obviously quite impressive to have those types of lofty goals from a sustainability perspective.

The Baltimore site here is part of the Bora family just as of August 2024. It was previously an Emergent site that we acquired; we brought it in to the Bora network to serve as a fill-finish site for sterile manufacturing for large molecule as well as small molecule.

It was a strategic play to allow us to start to service our customers for a longer piece of the value chain. So a customer that we were previously manufacturing drug substance for on the large molecule side of things, we’ll actually be able to help them to go all the way through to the drug product step.

The sustainability team is here to visit the Baltimore site, and one of the things that we want to understand is: where are we today, from an emissions perspective? We’re coming up on the one year anniversary, so they’ll be here to collect some samples and understand where it fits, and what opportunities we have to continue to improve the site.

The next few months and years for the site are very exciting. The FlexPro line that was invested in by the previous owners, Emergent, that’s a high speed isolator line that we’ll be bringing online in the next couple of weeks.

The board just recently approved an AST, fully automated isolator line that’ll do vials, syringes and cartridges, so that construction will be underway by July, and it’ll be coming online by the end of the year. That’ll allow us to manufacture clinical as well as orphan and small-scale commercial products.

And then obviously we’ve got ongoing commercial supply for close to 20 customers. So there’ll be a lot happening here in the Baltimore site. Continuing to train people, continuing to enhance the abilities of the site. But it’s exciting times here at the facility.

We truly believe that this site can be one of the flagship facilities for the Bora network. It’s kind of our first delve into fill-finish. We know we’ll need additional capacity elsewhere in North America, likely in Europe, as well as in the APAC region. But this will be what we use as that role model site.

We think about what we’re doing this year – bringing the FlexPro line on, the installation of the AST isolator line – it poises this facility to really be able to take what we’re doing to the next level.

We’ll be able to service the needs of our customers for years to come. But we also understand that within the next couple of years we’ll likely need to install a high speed line, greater than 100-150 vials per minute. We also know that from a capacity perspective, many of our customers are forecasting units per year that we would need to grow as well. So we’ll have to have that in mind, whether it’s the expansion of this facility, maxmising the footprint of this facility.

So we’re going to continue to learn and to maximise our opportunities and efficiencies here. But we know that this is kind of, what Bora can be. And this site will be that role model for both us and for our customers, to show what Bora’s capabilities are in continuing to service and really treat customers differently than what they’ve seen elsewhere within the CDMO industry.

Prepare now for aggressive shareholder activism under Trump 2.0, says Kai Liekefett

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With the US presidential inauguration around the corner, many prominent activist investors are keenly anticipating Trump 2.0. Corporate defence expert Kai Liekefett explains why so many activist investors supported Trump’s election campaign; what a Trump White House, SEC and FTC mean for shareholder activism and the M&A market; and what this means for the 2025 proxy season.

World Finance: Kai, although not all activist investors supported Trump’s election, for those who did, why would they be welcoming his presidency in terms of policy?

Kai Liekefett: Well, there are three main reasons, Paul. Number one: it’s taxes, it’s all about taxes. Trump, in his first administration, adopted massive tax cuts set to expire at the end of 2025. And activist investors – like many other investors  – hope that those tax cuts will be extended.

The second reason is deregulation. Trump was campaigning on the promise to deregulate America, and the hope, just generally speaking, is that deregulation will result in more economic growth.

And the third issue is a little bit more complicated – it’s tariffs. So as you may know, tariffs have been threatened by Trump across the world, starting with Canada and Mexico. And some activist investors I’ve spoken to say well look, there may be market disruption as a result of those tarrifs – that might not necessarily be bad for us activists because it’s going to result in market dislocation that we can exploit.

World Finance: The man himself is impressionable, to say the least. How friendly will the Trump White House be to activist influence?

Kai Liekefett: There are a number of activists who are close to Trump, and who will certainly try to influence him. Starting with Nelson Peltz, who donated a significant amount to his campaign. Paul Singer, founder of Elliott, probably the most sophisticated and best activist in the US. Dan Loeb of Third Point, Bill Ackman from Pershing Square, and of course, Carl Icahn.

However, during the first Trump administration, the SEC was actually more company-friendly. It proposed regulations of proxy advisory firms like ISS and Glass Lewis, which was welcomed by corporate America. The Trump SEC also tightened the requirements for small shareholders to submit non-binding shareholder proposals. From a company perspective, this is not necessarily bad news, that Trump got elected; the incoming SEC commissioner Paul Atkins is widely seen as an excellent jurist, very even-handed, and will likely restore the SEC’s focus to what it used to be, which is the protection of investors and also capital markets.

World Finance: We’re also going to see a huge shift in the FTC’s approach to M&A and in anti-trust enforcement – what’s the story here?

Kai Liekefett: The Biden administration was extremely hostile to mergers in terms of anti-trust enforcement. A lot of constituencies on Wall Street but also on Main Street were extremely unhappy with the way the Biden administration chilled M&A.

Now, Trump has already announced the replacements for the leadership of the FTC and also the DOJ’s anti-trust division. And those replacements are seen as a return to normal. And that’s important for activists as well, because the number one exit opportunity for an activist is M&A. Activists are typically trying to push companies into a sale – in particular target companies that are in the small and mid-cap range. So M&A is key for activists, and they are looking forward to having a liquid M&A market again.

World Finance: So what’s the timeframe on this? Should companies be bracing for a disruptive proxy season?

Kai Liekefett: Absolutely. Activists were champing at the bit, they were popping champagne when Trump was elected. We’re already seeing it! There are activists left and right approaching companies in the US and abroad. And companies need to buckle up and prepare themselves. It’s much cheaper to get prepared and avoid activism than to deal with an activist campaign. So the time to prepare is now.

Banco Popular Dominicano: Digitalising Dominican finance

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Banco Popular is the most important private bank in the Dominican Republic: touching tens of thousands of people’s lives every day, and helping them achieve their personal and business aspirations. Francisco Ramirez, BPD’s Executive Vice President of Personal Business and Branches, explains how the bank’s recently launched Popular Apps ecosystem is supporting micro-businesses, remittance recipients, and Dominican young people – and how Banco Popular’s digital transformation and ongoing innovations will continue supporting the economic health of the Dominican Republic and its people.

Francisco Ramirez: Banco Popular, the leading bank in the Dominican Republic, has played a pivotal role in shaping the country’s financial landscape. With over 30 percent market share and two million clients, it stands as the most admired brand among Dominicans.

Since its inception, the bank has been committed to fostering financial inclusion and promoting entrepreneurship; leveraging a robust ecosystem of innovation, agility, and digital technologies; providing a memorable experience to our clients, supported by the best talent in the country.

Francisco Ramirez: Recently we have launched the Banco Popular Apps ecosystem, focusing on micro-businesses, youth, and remittance recipients.

In the Micro-business App, the main goal is to drive cashless transactions within a vital sector of the economy. This new application facilitates collections through QR technology, mobile top-ups, service payments, fund transfers, and cash withdrawals, offering an excellent user experience.

The Remittance App allows recipients to become bank clients and receive remittances through digital onboarding, offering convenient account management, direct remittance deposits, and versatile transactions through the extensive ATM network.

The Young Segment App provides young individuals with a 100 percent digital user experience, facilitating their first account, debit card issuance, savings goal planning, and credit card requests. The value proposition is co-created with the target audience, aiming to enhance market share, loyalty, and lifetime value.

Banco Popular is committed to a culture of innovation: to attract and retain top talent, and adapt human management models to industry trends for an effective digital transformation.

We promote innovation: streamlining project implementation and fostering an innovative culture through an Innovation Lab, where agile teams operate under scrum methodology.

We have implemented advanced security tools to safeguard our data, infrastructure, and networks, both on premise and on the cloud. We protect customers with strong authentication protocols, including biometric authentication for high-risk transactions. And our Security Operations Centre monitors for potential breaches across our channels, using AI models and advanced detection tools. We use AI solutions for fraud prevention and code development and are exploring ways that it can deliver value in client acquisition and satisfaction.
BPD’s long-term goal is supporting the economic health of the Dominican Republic and its people. Our digital transformation and ongoing innovations will play a huge part in achieving that.

In the coming years, by combining our analytics expertise with artificial intelligence, we will continue to transform our internal processes to achieve efficiency and agility, develop even more products and services to meet our customers’ needs and exceed their expectations, and help to reshape the financial sector for future generations.

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

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

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

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

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

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

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

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

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

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

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

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