Innovation

CBDCs Shouldn’t Be the Only Form of Money, Central Bankers Say

CBDCs should complement, not replace, existing forms of money, according to leading officials at BAFT’s 2022 Global Annual Meeting.

Via Financial News

As central bankers in advanced economies consider launching their own digital currencies, top officials have warned that CBDCs should not replace existing payments systems entirely.

“The legacy system has been worked at diligently and hardened for decades,” Robert Bench, Assistant Vice-President at the Boston Federal Reserve, told a BAFT (Bankers Association for Finance and Trade) conference on 3 May.

“What we want to do is understand what are the costs or the benefits [of a CBDC], but not disrupt anything happening in the steady state, because so much work has gone into making the money system so secure.”

The Boston Fed has partnered with the Massachusetts Institute of Technology to investigate the technical feasibility of a digital dollar in an initiative dubbed Project Hamilton.

Bench said he was not yet confident that a digital dollar was technically possible.

“There’s no higher stakes than the US dollar. So to understand technical feasibility, the level of hardening you have to do so that institutions are comfortable offering these services to clients, that’s a long way away,” he said.

Tom Mutton, Director of Fintech at the Bank of England, said the Bank would be agnostic on potential use cases and business models for any CBDC.

“We should be in the infrastructure game, rather than the product game,” he told the conference.

The Bank has also partnered with MIT, entering into a one-year research agreement with the university to look at the technical challenges and opportunities of CBDCs.

In most advanced economies, central banks are either exploring or are in the early stages of developing a CBDC. Some 89 countries accounting for 90% of global GDP are currently looking at developing a CBDC according to the Atlantic Council, a Washington-based think-tank.

In April, the Bank and Treasury announced a CBDC taskforce to better coordinate research into a digital pound.

The increased attention around a CBDC does not mean one is on the horizon, however; the Bank has said not to expect a digital pound before 2025.

Both the Fed and the Bank are still in the research phase, and both central banks have said they would require approval from elected officials before moving onto the design phase.

A major concern that central banks have raised when discussing CBDCs is the potential of undermining the traditional systems fractional reserve banking and commercial money.

Mutton said the goal of the Bank’s potential digital pound is not to become the dominant form of money, but to serve as another payment option for consumers as cash use continues to decline.

“What we don’t see is a world in which a [CBDC] is the only form of money we use,” he said. “The predominant form of money we use to buy our groceries and go on holiday and anything else is currently commercial bank money. As we have a more digital economy and as we have lower levels of cash use, we continue to explore the case — or not— for making central bank money available in digital form.”

But while the Fed and Bank continue with their research, other jurisdictions are pressing ahead.

China’s e-CNY has been piloted in a number of cities around the country and was given a high-profile test run at this year’s winter Olympics. The People’s Bank of China reported that during the two-week sporting event, around $315,000 worth of e-CNY transactions were processed everyday.

European Central Bank president Christine Lagarde said the advanced stage of China’s CBDC project has spurred the ECB to move faster on its own digital euro project.

BAFT Congratulates Graduates of the 2022 Future Leaders Program

WASHINGTON – BAFT, the leading global financial services association for international transaction banking, today announced the graduates of its Future Leaders Program Class of 2022. The program – now completing its seventh year – recognizes upcoming leaders in the global transaction banking industry. The Future Leader graduates were honored at an in-person ceremony in Washington, DC on May 4 as part of BAFT’s 2022 Annual Global Meeting.

Nominated by their respective institutions, the class of 2022 included 35 individuals from 22 countries across six continents representing a variety of disciplines within transaction banking. This year’s group was divided into five project teams to address current industry issues including commercializing data, CBDCs, sustainability, digitizing trade finance, and ISO 20022.

“We are incredibly proud of this year’s Future Leaders class,” said Tod Burwell, President & CEO, BAFT. “Though the pandemic prevented them from meeting in-person at the beginning of the program, this cohort showed great resilience and commitment to their teammates and respective projects. With the graduation of the 2022 class, the BAFT Future Leaders program now has more than 200 transaction banking leaders amongst its alumni.”

BAFT Congratulates the Following Graduates from the Class of 2022:

  • Ahmad Hamza Hashmi, International Islamic Trade Finance Corporation (ITFC)
  • Akshat Jain, ANZ Banking Group
  • Alejandra Basañez Coppola, Banco Mercantil del Norte (Banorte)
  • Aluwani Thenga, Rand Merchant Bank
  • Anum Chaudhary, Bank of America
  • Attia Salim, ING
  • Ayah Al-Hneiti, The Housing Bank for Trade and Finance
  • Brandon Wells, Goldman Sachs
  • Cyril Finan, Deutsche Bank
  • David Willacy, StoneX Group
  • Dejna Zunic, Royal Bank of Canada (RBC)
  • Devon Falvey, Citibank
  • Elmi Gabobe, CAC International Bank
  • Farid Al-Masri, Arab Bank
  • Farid Samadov, Kapital Bank
  • Himath Kithsiri, Abu Dhabi Commercial Bank
  • Jon Boran, Lloyds Bank
  • Katherine (Katie) Belchere, PNC Bank
  • Khaled Berto, African Export-Import Bank (Afreximbank)
  • Kishore Kotian, Barclays Bank
  • Leos Hruz, BBVA
  • Marie Mohmand, Swedbank
  • Martin Cortazar Mueller, UBS
  • Min Jeong Chae, BMO (Bank of Montreal)
  • Mohit Mehtaji, HSBC Bank
  • Nadine Ghandour, BNP Paribas
  • Raphaël Scemama, Societe Generale
  • Ricardo Pacheco, City National Bank
  • Romain d’Apolito, UniCredit
  • Roselyn Najjuma, Standard Chartered Bank
  • Tomas Zaleckas, SEB
  • Tuomas Autero, Nordea
  • Valentina Polimeno, Intesa Sanpaolo
  • Viktoria Rudoj, Commerzbank 
  • William Murray, Fulton Bank

About BAFT

BAFT, the leading global financial services association for international transaction banking, helps bridge solutions across financial institutions, service providers and the regulatory community that promote sound financial practices enabling innovation, efficiency, and commercial growth. BAFT engages on a wide range of topics affecting transaction banking, including trade finance, payments, and compliance.

BAFT Media Contact:
Blair Bernstein
Director, Public Relations
[email protected]
+1 (202) 663-5468

Follow Us: @BAFT

The Banker: Attracting New Talent in Transaction Banking

The war for talent has never been greater, as many people have reassessed their lives and work during the Covid-19 pandemic. Transaction banking’s digital transformation, as well as its role in supporting the real economy, may give the industry an edge in attracting and retaining staff.

Via The Banker

The changing image of transaction banking – often seen as less glamorous and exciting than investment banking – is helping the industry appeal to new talent, according to panelists at industry association BAFT’s Virtual Europe Bank to Bank Forum.

Speaking on a panel entitled ‘The way we work post-Covid-19: attracting and retaining talent in transaction banking’, participants highlighted how the industry is at the forefront of innovation, making it a complex and stimulating environment. Additionally, transaction banking’s role in supporting economic growth – through cross-border payments and trade finance – is proving attractive to those wanting to make a positive contribution to wider society.

“While transaction banking is the foundation of the core product offering, it is also at the heart of the digital disruption and close to the real economy,” said Maria Chiara Manzoni, head of corporate and investment banking (CIB) people and culture strategic partner, CIB process and operational excellence at UniCredit. “As an industry, we need to communicate even more effectively to illustrate how diverse and dynamic transaction banking is.”

“It’s clearly an exciting time for transaction banking, which presents many opportunities for transformation,” added Emma Dunlop, vice-president and global head of human resources, Royal Bank of Canada (RBC) Investor and Treasury Services. She believes that demonstrating how it can link to the purpose of supporting the real economy, ESG or international trade could be a real differentiator for transaction banking. “Employees are seeking opportunities to align their personal purpose and values to an organization’s or to the work that they do. This is an opportunity for transaction banking leaders to promote and harness that thinking,” she said.

Both agreed that digital skills are essential when recruiting in transaction banking. “[For example] how artificial intelligence is changing how we process information and data – this is crucial for our people to understand. [We are looking for] more hybrid profiles, with experience in banking, fintechs and digital platforms, as well as business acumen, digital literacy and high-end skills,” said Manzoni.

The bank also looks for a vast array of soft and hard skills, she added. “For a big transformation, there are some personal characteristics that UniCredit looks for in our talent, such as accountability and constructive criticism. In one word, we’re looking for courage – the courage to take some risks but also flag when we’re taking the wrong turn,” she said.

The Human Side

“Data and digital literacy have been a huge focus for our future skills agenda, as we look to accelerate digitization of manual processes,” said Dunlop. “However, as mentioned, digital skills are only one aspect and it can’t replace some of those customer-facing human-centric skills that are fundamental to transaction banking, which is a very relationship-based business. We want resilience, as well as problem solving, critical thinking, collaboration, communication, and financial and commercial acumen.”

Dunlop reports that RBC recruits from different sectors, such as technology firms and fintech start-ups, not solely from other banks. “There many different players that banks are working with, which is far more common now than in the past. We need to look at that as an opportunity for internal talent to collaborate and learn from other players in the market,” she said, adding that this helps with retention efforts. While RBC is focused on talent development and internal mobility, it also looks in the market or to partnerships to supplement staff skills sets.

During the pandemic, the number of fintech collaborations with transaction banks have increased, according to Tarun Khosla, head of trade and working capital loans, Europe, the Middle East and Africa at Citi. In trade finance, for example, transaction banks are working closely with fintechs to develop digital solutions – “basically co-creating solutions”. He believes that this engagement is also resulting in the movement of talent between fintechs and transaction banks and vice versa. “When we are working on a holistic solution design, the traditional boundaries melt away,” he added.

Another conference panel, ‘Fintech venture experience: sitting on the same side of the table’, showcased two successful bank-fintech partnerships: Barclays and SparkChange, which provides specialist carbon investment products; and Société Générale (SocGen) and Treezor, a banking-as-a-service platform.

There are numerous reasons for a bank to partner with a fintech, such as providing specialist capabilities that the bank doesn’t have internally, as in Barclays’s case, or enabling a faster time to market, as in SocGen’s case.

From the fintech’s perspective, a bank can help validate its business or product proposal, provide investment (SocGen acquired Treezor in 2019; Barclays led SparkChange’s $4.5m funding round in late 2020), as well as act as a dedicated sales and distribution partner, an advocate and a marketing machine.

But fintechs still have a difficult time accessing the right people within the bank. That is why SparkChange joined the Barclays accelerator program. “We partnered with Barclays [three years ago] because we heard good things about its accelerator program and found them to be very accessible and progressive in their views towards working with start-ups,” said Joff Hamilton-Dick, founder of SparkChange.

Onboarding Issues

Additionally, the onboarding process remains onerous. “We had to overcome some pain points when we [started working] with SocGen in terms of compliance, security, best practice, processes, etc.,” said Éric Lassus, co-founder, CEO, Treezor. But once it is completed, this can be a competitive advantage for the fintech, especially when dealing with corporates, according to Jean-François Mazure, head of cash clearing services at SocGen.

One of the biggest challenges is aligning the culture of a large incumbent with a start-up. In both panel examples, this was solved by a degree of independence for the fintech. Treezor, for example, remains a standalone project with its own roadmap and budget, and it is free to follow its strategic objectives, according to Lassus.

SparkChange has had “zero interference from a strategic perspective” from Barclays, according to Hamilton-Dick. “But, as with any good investor, Barclays is not afraid to challenge our decision-making from time to time, which makes it a very welcome and much needed sounding board to our strategic operations,” he said.

Global Trade Review: ICC Targets Digital Trade Legal Reform in 100 Countries with Industry-Wide Board

Via Global Trade Review

The International Chamber of Commerce (ICC) has formed an advisory board comprising intergovernmental, policy and industry actors in the global trade and trade finance industry, in order to accelerate progress on the worldwide legal reform needed to enable digital trade.

Launched today under the auspices of the ICC’s Digital Standards Initiative (DSI) governance board, the Legal Reform Advisory Board (LRAB) is co-chaired by Chris Southworth, secretary general of ICC UK and Valentina Mintah, customs and logistics expert and member of the ICC executive board. Its members so far include the Asian Development Bank (ADB), BAFT (Bankers Association for Finance and Trade), the Commonwealth, ICC France, ICC Germany, ICC Mexico, the International Trade and Forfaiting Association (ITFA) and the United Nations Commission on International Trade Law (UNCITRAL).

GTR understands that 30 organizations in total have agreed to join the board, although these are yet to be announced.

The aim of the LRAB is to combine its members’ reach and influence to drive a globally harmonized, digitalized trade environment. “We have made enormous progress on legal harmonization over the last two years. The LRAB will play a vital role in helping us scale legal reforms,” says Southworth.

He tells GTR that the board will immediately get to work on numerous fronts. One of these will be on maintaining momentum at the G7, following the commitment made earlier this year by the intergovernmental group’s digital and technology ministers to adopt electronic transferable records in international trade transactions. In addition, the LRAB will focus its efforts on scaling the initiative up through the G20 – aiming to achieve a similar commitment in 2022.

Another area of work is within the European Union, where the LRAB will set its sights on getting an EU-wide mechanism in place to facilitate the alignment of EU laws to the UNCITRAL Model Law on Transferable Electronic Records (MLETR).

Other tasks on the to-do list include obtaining a Commonwealth ministerial commitment at the Commonwealth Heads of Government Meeting, which will be held in Rwanda in 2022, as well as working to incorporate legal harmonization into the framework of the African Continental Free Trade Area. Southworth tells GTR that LRAB will seek to secure funding for lower-income countries to enable them to implement the necessary legal changes.

“Digitalization is key to narrowing the US$1.7tn trade finance gap, but we can’t get there without an enabling legal environment. Reform is needed and the LRAB will help us scale existing efforts,” says Steven Beck, head of trade and supply chain finance at the ADB.

The LRAB also intends to work with the World Trade Organization to include a commitment to MLETR alignment in its plurilateral e-commerce agreement.

Finally, the LRAB will support individual governments to use their bilateral trade negotiations – such as those already agreed or underway between Singapore and the UK, the Abu Dhabi Global Market and China, as a vehicle to align legal frameworks and build out a network of modern digital trade highways.

“The Covid-19 pandemic massively accelerated digital transformation across a range of sectors, but outdated legal frameworks continue to inhibit the digitalization of trade finance,” says Raoul Renard, deputy director of legal reform at the DSI. “I look forward to working with our co-chairs and LRAB members – such as the ADB – to enable the necessary legal reform and bring trade finance into the 21st century.”

“Everyone coming together within the LRAB sends a strong message to policymakers and governments worldwide that industry is serious about effecting legal reform as well as ensuring a level playing field so that no-one is left behind,” Southworth tells GTR.

He adds that he expects to see “upwards of 100 countries” getting on board over the course of 2022-23.

Currency Agnostic Blockchain Debuts for Global Trade

Commodities purchases worth around $43 million from Peru under the initiative of Mitsubishi Corporation (Americas) were made over multiple transactions using Skuchain’s currency agnostic blockchain for digital trade assets, which were used for payment through Mizuho Bank.

MOUNTAIN VIEW/SINGAPORE/TOKYO — Metal commodities worth around $43 million were purchased from one of the largest mines in Peru under the initiative of Mitsubishi Corporation (Americas). The purchases were made over multiple transactions using Skuchain‘s currency agnostic blockchain for digital trade assets that were used for payment through Mizuho Bank.

The digital asset issued by the buyer was a Distributed Ledger Payment Commitment (DLPC), a digital negotiable instrument with a full-fledged legal framework published by BAFT (Bankers Association for Finance and Trade), the largest trade association for transaction banking.

Skuchain’s blockchain managed the lifecycle of the digital asset from issuance to discharge and triggered secure payment instructions to Mizuho. This makes open account trade transactions frictionless and with a similar level of security as Letters of Credit, Guarantees and other traditional trade instruments, at a reduced cost.

Mitsubishi Corporation (Americas) appreciated the precise control this provides the company over its counterparty payments and seeks to expand the usage of blockchain managed DLPCs to underwrite its own transactions as well as encourage its customers to replace current trade finance instruments with the DLPC. By placing control over trade finance arrangements squarely in the hands of the enterprises that need it while tapping into vast pools of capital at banks and other financial institutions gives the company more liquidity and trading capacity.

“People have talked about Blockchain and supply chain for at least 5 years. We just moved past the talk stage to actually move thousands of tons of a physical commodity across 10,000 miles backed by bank-acceptable digital assets worth $43m on our blockchain and we did it faster, cheaper, and more secure than what came before,” said Srinivasan Sriram, Founder and CEO at Skuchain.

“We are very honored to collaborate with Skuchain and Mizuho Bank to conduct the first DLPC transactions in real trading. We would like to continuously pursue further opportunities to apply DLPC to provide better services to our customers and partners,” said Yuichiro Yoshinari, Director, Innovation and Design Thinking at the Silicon Valley Branch of Mitsubishi Corporation (Americas).

“We are honored to have conducted the first DLPC transactions with Mitsubishi Corporation (Americas) and Skuchain.  We would like to accelerate the improvements in our ability to provide services to meet customers’ diverse needs by utilizing cutting-edge technologies in trade finance,” said Yoshisuke Maeda, General Manager at Mizuho Bank, Global Transaction Banking Department.

Tod Burwell, President & CEO, BAFT stated “Digitization of trade requires standards as well as supporting legal framework.  We were delighted to work with our members to develop the DLPC for this purpose, and even more excited that this has been successfully put into practice to facilitate live transactions.”

About Mitsubishi Corporation (Americas) and its Silicon Valley Branch
Mitsubishi Corporation (Americas) is a wholly owned subsidiary of Mitsubishi Corporation, a global integrated business enterprise with 10 business groups that operate across virtually every industry. These include natural gas, industrial materials, petroleum and chemicals, mineral resources, industrial infrastructure, automotive and mobility, food, consumer, power, and urban development. The Silicon Valley Branch, which led this project, is an innovation hub that scouts and tests new technologies and startups to lead the company’s digital transformation. Learn more at https://www.mitsubishicorp.com/northamerica.

About Skuchain
Skuchain provides enterprises and banks a currency agnostic blockchain for global trade. Its platform powers value chains that leverage data and capital to achieve optimal resilience and flexibility. Skuchain’s solutions have been adopted across mining and minerals, food and agriculture, electronics, auto and finance in AsiaEurope and the US. Learn more at https://www.skuchain.com.

About Mizuho Bank
Mizuho Bank, Ltd. is a leading global bank with one of the largest customer bases in Japan, and an extensive international network covering financial and business centers around the world. Learn more at https://www.mizuhogroup.com/.

About BAFT
BAFT is the leading international financial services association whose membership includes large global and regional banks, service providers, and fintech companies headquartered around the world. BAFT provides advocacy, thought leadership, education, and a global forum for its members in transaction banking, including international trade finance and payments. For nearly a century, BAFT has expanded markets, shaped policy, developed business solutions, and preserved the safety and soundness of the global financial system.

World Economic Forum: How Decentralized Finance Will Transform Business Financial Services

Via World Economic Forum

Decentralized finance (DeFi) is emerging as a tool for smaller businesses in developing markets, particularly for remittances and small loans; the transaction banking industry is beginning to see DeFi’s potential to overhaul the inflexibility of present processes; uptake of DeFi in transaction banking could open up new capital opportunities for larger companies and increase liquidity for SMEs.

Decentralized finance had a resurgence last summer. Cryptocurrencies like bitcoin and ether are now becoming more widely accepted for payments and USD Coin (USDC) has made significant progress towards being an asset that will maintain its value without future depreciation.

At the same time, the blockchain technology that underlies cryptocurrency and its supporting financial infrastructure are on their way to offering a system of financial rails in parallel to – and connected with – traditional financial infrastructure.

Both Coinbase and Compound Treasury have released USDC-based loans that guarantee at least a 4% yield (far higher than traditional products of a similar risk), and smaller platforms are offering cross-border access to capital with rates that are far more variable but would be unavailable otherwise. So far, this growth in loan products has come from the retail sector: individuals holding and trading crypto-assets for personal use. Banks such as Morgan Stanley and US Bank now offer crypto-products for their wealth management clients. But what about businesses?

Since its inception, DeFi – literally decentralized finance or blockchain-based forms of finance that do not rely on centralized intermediaries such as banks – has been adopted to some extent by smaller businesses in developing markets whose needs are unmet by the traditional banking system. For example, some businesses use payment companies like BitPesa in AfricaTranglo in ASEAN and the major DeFi exchanges to either make direct payments or convert payment amounts to USD-backed stablecoin for cross-border remittance.

The greater transaction banking industry now sees DeFi as a potentially significant growth engine and disruptive force. Transaction banking addresses the operational needs and day-to-day transactions of businesses and financial institutions. Usually, only companies who are top customers of banks are able to have ready access to these services, which focus on managing the liquidity of a company, cash flows, trade and supply chain finance and other instruments needed to facilitate domestic and international corporate transactions. In 2020, industry-wide transaction banking revenue reached $1 trillion.

According to Samantha Pelosi, SVP of Payments and Innovation at BAFT, the largest trade association for transaction banking: “The potential efficiency gains and democratization of finance associated with DeFi are attractive to traditional financial institutions. However, DeFi negates the need for relationships with trusted intermediaries, which makes the model disruptive and somewhat alien to these banks.”

Virtually all major international commercial banks have at least piloted the use of blockchain for transaction banking services – which remain slow and cumbersome – but none of these pilots have involved DeFi. Rather, they focus on making bank processes more efficient and replacing traditional financial instruments with standardized digital assets. That means the approval and execution of transactions still ultimately go through the framework of traditional banking or more established fintechs. For example, a business’ credit risk is assessed based on financial statements and only applies to that specific business, without the ability to distribute risk across its system. The infrastructure around client support is also quite extensive, which means clients cannot be serviced without a high threshold cost. These practices hamper capital opportunities for larger enterprises and freeze out SMEs.

DeFi platforms provide an alternative system, not simply a plug-in to existing banks. Their decentralized nature means transaction onboarding and market-based risk assessments are much easier to scale across a business’ wider system because access to relevant information is not dependent on centralized processing or a prior relationship. Prior to DeFi, a business would have to complete anti-money laundering and “know your customer” checks for every source of capital and convince their counterparts to onboard to the same transaction banking programmes. They also would not be able to present evidence of performance on their debt or payables outside of financial statements.

DeFi allows for the exchange of trustable data across a system, mitigating these barriers to business financial services. Until now, however, most companies did not seriously consider DeFi as a viable alternative to their bank’s services because of the volatility of crypto-assets, regulatory uncertainty and the immature technology involved. Even Tesla’s purchase of $1.5 billion in bitcoin was motivated by the direct financial value of bitcoin as an asset, not by its transaction banking needs.

While DeFi previously solved the complex requirements around portable digital ID for businesses and has a roadmap for providing access to financial performance track records in transaction banking, it completely lacks two crucial elements: a one-to-one exchange with fiat currency; and interoperability between different blockchains so that counterparties could freely interact with one another. The former is necessary for cryptocurrency to offer a stable store of value that can be used as currency and to have an easily accessible interface with the traditional financial system. Interoperability is crucial for transactions to occur at scale in the highly fragmented blockchain space.