Insight archive for Bill Winters | Standard Chartered https://www.sc.com/en Standard Chartered Mon, 22 Jul 2019 14:49:04 +0800 en-US hourly 1 https://wordpress.org/?v=5.3.1-alpha-46728 https://s3-eu-west-1.amazonaws.com/hmn-uploads-eu/scca-prod-AppStack-4FXSL7MMKD5C/uploads/sites/2/content/images/cropped-sc-touch-icon-32x32.png Insight archive for Bill Winters | Standard Chartered https://www.sc.com/en 32 32 Addressing the youth skills gap https://www.sc.com/en/explore-our-world/addressing-the-youth-skills-gap/ Sun, 14 Jul 2019 17:30:46 +0000 https://cmsca.sc.com/en/?p=43055

We need to empower the world’s 1.2 billion young people to have the right skills to meet their full potential. At Standard Chartered we are helping make this happen through our Futuremakers programme. I’d like to explain why and how.

Ladder of opportunity

I was privileged to grow up with plenty of opportunities to learn. I received good primary and secondary education. My time at university enabled me to build valuable skills and knowledge, while summer jobs as a teenager helped develop my work ethic and communication skills. So, when I joined the professional workforce in 1983, I was already starting from a solid foundation. My experience convinced me that a quality education and the right skills training are critical if young people are to successfully participate in the labour market.

But I know that my story is not replicated in many places, especially in low- and middle-income countries where access to universal education and skills training remains challenging.

This leaves a significant number of young people without the basic literacy and numeracy skills they need to gain meaningful work. For young women and people with disabilities, such as visual impairment, there are additional barriers to accessing quality education and skills training that further diminish their chances of becoming economically independent. We cannot ignore this skills gap among our youth.

As the nature of work changes (think artificial intelligence, automation and globalisation), how can young people in less privileged circumstances be expected to adapt, let alone succeed? How can we – companies, governments and communities – promote upward mobility and build a skilled workforce? And how can we prepare young people for work so we can deliver on the UN Sustainable Development Goal to achieve full and productive employment, and decent work, for all women and men by 2030?

We can't turn a blind eye

As CEO of a global organisation, this matters to me. We are here to drive commerce and prosperity in the markets and communities in which we operate, but there will be neither commerce nor prosperity if young people cannot contribute to society – as employees, entrepreneurs, consumers, professionals or engaged citizens.

I believe companies have a unique opportunity to drive the skills agenda. They can work with governments to identify the skills needed to support economic growth and with NGO partners to break down the barriers facing disadvantaged young people.

Be Futuremakers

At Standard Chartered, addressing the youth skills gap is one of the key drivers of Futuremakers, our new global initiative to empower the next generation to learn, earn and grow. Our aim is to raise USD 50 million through fundraising and Bank-matching to deliver education, employability and entrepreneurship programmes in communities where we work and live. We already have Futuremakers projects active in 22 markets and we hope to see this go up to 35 by the end of the year.

Futuremakers builds on the success of our existing community programmes that deliver financial education, life-skills and vocational training, and entrepreneurial support to young people in our markets. Our girls’ empowerment programme, Goal, has reached more than 480,000 adolescent girls across 20 markets through sports and life-skills training since 2006, and our financial education programmes have reached more than 450,000 young people and nearly 11,000 entrepreneurs in 21 countries since 2013. Futuremakers is just getting started and I am confident that as it rolls out around the world, it will become a mobilising force for good in our communities.

It is an investment not just in an individual’s future, but in the future of the family, community and society as a whole. The potential for Futuremakers to narrow this skills gap amongst our youth is significant.

I am excited to see where Futuremakers takes us, but we can’t do it alone. Addressing the youth skills gap requires everyone – companies, NGO partners, governments, communities and individuals – to work together to deliver real impact to those who need it most.

                                                             

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Moving to a low-carbon future – why banks and companies need to step up https://www.sc.com/en/explore-our-world/moving-to-a-low-carbon-future-why-banks-and-other-companies-need-to-step-up/ Tue, 07 May 2019 06:21:35 +0000 https://cmsca.sc.com/en/?p=38076

The clock is ticking on climate change. We currently have more greenhouse gases in our atmosphere than at any time in human history.

As a result of our increasing economic activity, scientists estimate that, under one potential scenario, average temperatures could rise by 6 degrees Celsius by the end of this century. The consequences of that would be catastrophic for humanity. And the most alarming thing is that scientists call this scenario ‘business-as-usual’.

But this does not have to be the outcome. The term ‘business-as-usual’ itself implies that there must be an ‘unusual’ alternative that leads to a different outcome. We at Standard Chartered are committed to helping our clients, communities, stakeholders and ourselves achieve the climate goals, as set out in the Paris Agreement, to keep warming below 2 degrees Celsius.

We have an obligation

We announced last year that we would develop a methodology to “measure, manage and ultimately reduce” the CO2 emissions from the activities we finance. We believe this is critical to enable us to meet these climate goals and support our clients through the low-carbon transition.

We can do this, but it won’t be easy. As a global bank, we operate in over 60 markets, many of which have fast-growing, increasingly prosperous economies which bring with them growing demand for energy, food, water and goods. We can help our communities meet that growing demand in a sustainable way, ensuring those markets have access to the capital they need to fund reliable, cleaner energy.

We must also help them to improve their resilience to the potential impacts of climate change, of which they are often on the frontline. At Standard Chartered we believe we have both an obligation – and a unique opportunity – to help countries meet these challenges without compromising our collective climate goals.

Why we're making our work public

But like action on climate change itself, measuring emissions is complex and requires action from multiple parties. This is a challenge we cannot solve alone. Today we are making public the work we have done to date to build our methodology.

We want to use this to drive the conversation, to accelerate progress and to prevent duplicated efforts. As we see it, success depends on joint efforts among financial institutions to help collectively and continually refine this methodology, as well as widespread company disclosures of accurate and meaningful emissions data.

With the objective of refining our framework, we’re collaborating with four other banks – BBVA, BNP Paribas, Société Générale and ING – through the Katowice Commitment to develop the methodologies and tools the banking sector needs to assess our own contribution to climate goals. We are making some progress, but with more collaborators, we can do more.

We recognise that getting robust, verifiable data in many of our markets may take some time, but we are not waiting. We’ve joined forces with 2 Degrees Investing Initiative (2DII), a climate think tank to pilot a software tool which provides emissions assessments, the actions and findings of which can be found in our emissions white paper.

The pilot findings

Our pilot has shown a lot of promise, and with the help of other banks and stakeholders, we can make more headway and find answers to the challenges we have identified: getting the right data, validating it and scaling it up to cover 100 per cent of our portfolio.

Of course, none of our actions will matter without the efforts of companies across our markets. Disclosures are critical, to show current progress in the transition to a low-carbon future, and help us and other banks understand where capital is needed to complete this transition. There is much we can do in working with clients to assess, and improve, their emissions profiles.

Disclosures make perfect business sense – the Paris Agreement is expected to open up climate investment opportunities of USD23 trillion in emerging markets between now and 2030, according to the IFC. Much of this investment flow will be guided by and dependent on emissions data. When the private sector recognises its business case, disclosures on climate-related matters can become the new ‘business-as-usual’.

The stakes cannot be overstated. To ensure that the flow of capital reaches the places where it is needed most to achieve climate goals, the world must work together and fast. ‘Business-as-usual’ as we know it is no longer acceptable; let’s all come together to help ensure the sustainability of our planet.

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We can make globalisation work https://www.sc.com/en/explore-our-world/banking-on-making-a-difference/ Thu, 06 Sep 2018 09:15:01 +0000 https://cmsca.sc.com/en/?p=20009

The global financial crisis of 2008 damaged western economies, with vulnerable populations hit particularly hard. The crisis highlighted many perceived and actual inequalities in the distribution of globalisation’s benefits, bringing to light how rigged ’the system’ was in favour of ’the establishment’ – bankers, business leaders and political leaders.

The crisis and its aftermath have also understandably contributed to and solidified the perception that the success of establishment players in the pre-crisis days were largely at the expense of the rest of society. Viewed objectively, it’s hard to disagree.

We now face the consequences of both these conclusions. Globalisation is under some attack, with growing public unease about the merits of immigration, free trade and investment. People are turning to ‘non-establishment’ leaders rather than re-electing the very crew who caused them so much pain in the first place. These two perceptions, as well as responses to them, have conflated to some degree, leading to ample opportunity for populists of all varieties to thrive.

This makes it particularly difficult for private businesses to anticipate and prepare for the economic and regulatory consequences of a surge in populism. We believe that the private sector can and must play a critical and proactive role in helping navigate these choppy waters.

Globalisation – the benefits and deficiencies

To do that, we must first acknowledge and promote the benefits of globalisation more widely, as they unquestionably outweigh its shortcomings. There is no doubt that globalisation has contributed greatly to global growth and prosperity over the past five decades. According to WTO figures, rising demand in the global trade of goods and services averaged 6.2 per cent per annum for the period from 1950 to 2007, compared with the average of 3.8 per cent during the first wave of globalisation from 1850 to 1913.

Globalisation has helped to lift over 1 billion people out of extreme poverty over the past two decades – China and India are shining examples – through the expansion of cross-border trade and investment links and more enlightened economic policies pursued by emerging and developing nations. We must redouble our efforts in emphasising the many real benefits of globalisation, even if they are not immediately clear to the beneficiaries.

Reinforcing the benefits of globalisation does not mean forgetting its deficiencies. Despite overall economic progress, income and wealth inequality have risen in nearly every region of the world since 1980, according to a report by the World Inequality Lab . It is clear that certain segments of society have not benefited from globalisation, giving ground to populist leaders who have more successfully publicised the detriments of globalisation and more effectively engaged with voters on their concerns around stagnant wages, sovereignty and immigration, manifesting itself in the UK’s Brexit vote and the US presidential elections of 2016.

Innovation – a more significant challenge?

Whilst reflecting on some of the challenges posed by globalisation, we should perhaps be mindful of a much bigger challenge to our society. Recent advances in automation technologies, including artificial intelligence, autonomous systems and robotics, will have a profound impact on the global workplace.

Often referred to as the Fourth Industrial Revolution, many jobs and professions will be transformed by these new technologies over the coming years. The potential disruption to the labour market, the welfare system and society at large is likely to be considerable. The pace and extent of impact will vary from country to country, but we have already started to see significant structural changes to the workforce with the advent of the gig economy.

How to solve these global issues

So, what do we do? We all know there is no easy answer. We must start by understanding the grievances in our communities, clearly acknowledge the ones which we can impact, and then take deliberate actions to address these concerns. Focussing on financial inclusion, investing in improving financial literacy and financing projects that promote economic transformation and development are obvious places for a bank to start, but we will all have our own ideas on how we can shift societal views gradually but eventually. We will have to demonstrate that we are a force for good for all segments of society, not just the privileged few.

In this age of populism and rising geo-political risks financial institutions, and other corporates for that matter, need to monitor a broad range of non-financial risks, assessing how they may materially impact their strategies, business plans and operations. We are in the business of managing risks and have a number of tools at our disposal including stress testing and scenario analysis. However, these tools are not and will never be a substitute for strong governance, sound judgement and the ability to act swiftly and decisively.

We will continue to work with both public and private sectors – including through the UN’s Sustainable Development Goals – to tackle the challenges of globalisation and technological disruption head-on. Political leaders have a responsibility to implement inclusive social and economic policies. The private sector must do its part in contributing to sustainable economic growth by acting responsibly and investing in the communities it serves. It is in all our interests to ensure that everyone reaps the many tangible benefits of globalisation.

This article was first published on the Singapore Summit website as part of a collection of contributions prepared by business and thought leaders from around the world attending Singapore Summit 2018.

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Fighting financial crime: why 2018 must be a breakthrough year https://www.sc.com/en/explore-our-world/fighting-financial-crime-why-2018-must-be-a-breakthrough-year-2-2/ Mon, 14 May 2018 08:56:42 +0000 https://cmsca.sc.com/en/?p=16399

The criminals are no longer simply winning when it comes to money laundering; they’re harnessing a growing arsenal of digital capabilities to completely change the game.

Despite important steps forward, less than 1 per cent of the estimated more than USD1 trillion of illicit funds that flow through the financial system each year is frozen or confiscated. The rapid diffusion of cyber capabilities in the criminal underworld will make the fight even more challenging.

Criminal use of cyber tools and channels is on the increase. Moreover, it is becoming even easier for conventional gangs to access specialist expertise, with cyber-crime increasingly being offered as a service.

This means you don’t have to be a hacker, you can hire one; you don’t have to own a network of mule accounts to covertly move money around the system, you can just ‘pay-as-you-flow’. This trend is escalating and gives organised criminal groups access to a vast and growing treasure trove of ways to exploit the system and reduce their own risk, with the weakest brick in the wall being the target entry point for access.

Why it takes more than money

Banks have been redoubling efforts to meet these challenges, spending billions of dollars annually on anti-money laundering and counter-terrorist finance. Since 2012, our bank has seen a nearly ten-fold increase in annual financial crime compliance (FCC) spending, and over seven-fold increase in FCC headcount. While these investments have vastly improved our defences, it’s becoming clear that throwing money at the problem alone isn’t enough to solve it; we need better ideas.

I see three big areas of focus for us this year that could offer a breakthrough in how we fight financial crime.

Raising technology game

First, our industry needs to raise its technology game. When it comes to financial crime, our industry’s alert systems deliver 99 per cent false positives. Of the thousands of Suspicious Activity Reports generated from that 1 per cent, Europol estimates that no more than 10 per cent are likely considered useful to law enforcement.

Counterintuitively, getting this right could mean gathering more data, not less. New machine-learning technologies can enable banks to evaluate vast quantities of data quickly and to fine tune our financial crime surveillance tools, freeing up more bandwidth for experts to investigate truly suspicious behavioural and transactional patterns. Regulatory support will be crucial for taking these innovations to the scale and at the pace required to drive real change. As these new tools are developed, it’s essential that banks and regulators work closely to build the trust necessary to break new ground.

Breaking down silos

Second, the intersection of cyber-crime and financial crime requires special focus. Conventionally siloed specialist disciplines across cyber and financial crime must be joined. At Standard Chartered, this is being spearheaded in the US by an integrated ‘CyFi’ Intelligence unit. We are forging public partnerships with US and UK law enforcement and developing powerful new cyber weapons of our own: from virtual currency mapping, uncovering bad actors attempting to breach the financial system’s conventional defences, to new abilities in profiling, based on the digital fingerprints and footprints criminals leave behind.

More partnerships are crucial

Third, we need to scale and connect the partnerships being developed between governments and the financial system. For criminals, this is international business – arguably the most profitable in the world  – and any single bank or government agency only sees a fragment of the picture. That’s why the new information-sharing partnerships on financial crime being seeded around the world are vital. They are producing breakthroughs that would have been impossible only a few years ago. Yet we’ll only reach a tipping point when all major financial centres adopt legislation which allows financial information sharing to happen at scale and speed with appropriate safeguards. For there to be success, we need governments to prioritise these types of meaningful, outcome-oriented partnerships.

The people, technology, frameworks and shared ambition are in place in banks and across the system to make 2018 a pivotal year in transforming the fight against financial crime. But ultimately it is trust that will create the enabling conditions to break new ground and achieve results that haven’t been realised before.

A version of this article first appeared in the Financial Times on 13 May 2018. 

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LGBT+ inclusion makes business sense https://www.sc.com/en/explore-our-world/lgbt-inclusion/ https://www.sc.com/en/explore-our-world/lgbt-inclusion/#respond Tue, 29 Nov 2016 09:46:19 +0000 https://hubprd.mykorn.com/BeyondBorders/?p=5653

We want to hire the best talent, regardless of their gender, sexual orientation or religious belief – that’s what I tell anyone who asks me how Standard Chartered feels about lesbian, gay, bi-sexual and transgender (LGBT) inclusion.

When I joined the Bank it was quite clear that being LGBT+ inclusive was already well embedded in our organisation. There are LGBT+ networks for staff, we celebrate when our colleagues make the FT’s OUTstanding list of leading LGBT executives and future leaders, and we have open forums to talk about the importance of tolerance and inclusion.

I recently spoke to staff in Hong Kong about the importance of identifying and celebrating the positives that LGBT+ individuals have to offer. I believe it is incumbent upon all of us to utilise the very real value that lies in openness and inclusivity – it’s one of the reasons we sponsor the Hong Kong Pride Parade. LGBT+ people may have experienced a lot of challenges in their lives, and can bring different solutions as a result, which is highly valuable and enriches our organisation. Recognising this helps us to attract and retain the best talent.

At the end of the session in Hong Kong, I thought back to a time when someone who worked for me resigned when our employer, JP Morgan, sponsored Stonewall, an organisation which supports LGBT+ people. That was in 1994. While times have moved on a lot since then, we must not lose sight of how easy it is to slip backwards.

The LGBT inclusion fight is not a quick one to win. It’s about communicating and utilising the positives and working continuously to deliver an open and respectful working environment for all our staff.

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Now is not the time to sell China short https://www.sc.com/en/trade-beyond-borders/china-short-sold/ https://www.sc.com/en/trade-beyond-borders/china-short-sold/#respond Wed, 08 Jun 2016 08:53:05 +0000 https://hubprd.mykorn.com/BeyondBorders/?p=5072

China continues to dominate discussions about the health of the world economy. Many are concerned about China’s slowing growth and its ability to manage the difficult transition from a controlled economy dominated by manufacturing to a more open economy with greater reliance on domestic consumption. Some policy decisions last year also scared the market.

While the risks are many and real, they are manageable and well-understood by China’s policymakers. This is not the time to sell China short.

 

Expect more investment

The government is determined to achieve its average 6.5 per cent growth target between now and 2020, and it has the means to do so. We expect increased investment in regional development, support for production of higher value goods, and improvements to infrastructure.

The government also plans to reduce the cost of doing business and will buffer the social and economic dislocations that inevitably arise as economies evolve. Recent official figures, and our bank’s experience on the ground, suggest such measures are taking effect, building the foundations for a more balanced economy.

 

Services sector is growing

For many in the west, China is the land of export-oriented smokestacks and assembly lines, but the economy is already rebalancing. The dynamic, innovative services sector makes up more than half the economy and is growing annually at a high single digit percentage.

Alibaba has become the world’s biggest retailer by building an ecosystem customised for more than 400 million Chinese online consumers who increasingly shop on mobile devices. Wanda, China’s largest commercial property company and cinema operator, has built and runs shopping malls in 100 Chinese cities and is growing a financial services business to serve the 30,000 tenants of those malls.

By issuing millions of loyalty cards to retail customers, Wanda gains valuable knowledge about how its tenants are trading, allowing them to offer financial products, such as payment cards, tailored to customers’ needs. This is old economy transitioning to new economy before our eyes – and on a massive scale.

Over the next 20 years another 300 million people – roughly the population of the US – are expected to move from the countryside to Chinese cities. Alibaba, Wanda and many others are plugging directly in to this burgeoning domestic economy. We expect China to navigate its way to self-sustaining growth less dependent on exports.

Winding down manufacturing

The other side of China’s economic rebalancing requires the government to wind down zombie manufacturing companies that are redundant in today’s economic environment. This careful dismantling will take many years and will cause upheaval as millions of workers are required to move to new locations and jobs.

The government faces a tricky task to achieve this transition without social unrest, but it is capable of doing so, through measures such as greater social security provision. The cost of addressing dislocated labour for targeted industries may be expensive, perhaps as much as 1-2 per cent of GDP.

But in a more centrally-planned economy, much of it state-controlled, China may manage the process better than the US and Europe did in the 1970s and 1980s.

China’s gross debt has reached levels which may be uncomfortably high by international standards. The debt could well rise further, as China tries to apply counter-cyclical stimulus to give itself breathing space to drive through much-needed reforms.

While this stimulus is having diminishing effectiveness, I believe the transition is manageable, especially considering China’s debts are, by and large, domestically held and backed adequately by state and local assets. China’s net debt is comparable to levels in the US, UK and Japan, even after allowing for the debt of state-owned enterprises and the possible need for additional bank capital.

Many question whether the costs of rebalancing will be borne by banks via loan losses. Were the manufacturing industry to restructure quickly, and were the inherent losses to accrue to those companies’ lenders, non-performing loans could be significant.

While it is not clear how this will play out, given the degree of state ownership in the banking system and the state’s available resources, we believe the country has the capacity to absorb the rebalancing costs.

Sense of willingness

Recent events have revived concerns about central control of the economy and policymakers’ willingness and ability to embrace a free market. China knows it has to loosen the reins and continue to open up its capital account.

In conversations with officials, I detect a renewed sense of humility and a willingness to recognise past mistakes, such as missteps over last year’s equity market bubble and poor communication around the devaluation of the renminbi. Policy communication has been clearer this year and officials accept there will be bumps on the road to a sustainable economic future, but they are committed to its success.

China’s short-term challenges are significant. We don’t expect a smooth path during its transition. But for those who are willing to invest for the long term, the end goal remains enticing.

A version of this article was first published in FT’s beyondbrics 7 June 2016
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