By David Brierley and Saad Sarfraz
Perhaps it’s a sign of the times. The Deutsche Bundesbank is abandoning its profound anti-inflation principles. Head of the Bundesbank Jens Weidmann has suggested that a 3% rise in German employees’ income, which is traditionally linked to productivity and inflation, would be appropriate.
A 3% increase would go well beyond the traditional linkage given the very low levels of inflation in the eurozone. The suggestion has unsurprisingly pleased German unions but distressed German employers.
Peter Praet, executive board member and chief economist at the ECB, has welcomed the suggestion because it might address the competitive challenge faced by economies in the periphery. In those countries, low wages are required to regain competitiveness. Germany famously used monetary union to improve its productivity and competitiveness, thereby strengthening its export performance in the eurozone. Now some of those gains could be given to working Germans instead.
However, the newfound radicalism of the Bundesbank could have other targets.
“I assume the Bundesbank wants to raise wages to avoid deflation in the eurozone, which should also undermine the ECB’s arguments for quantitative easing,” said Hans-Werner Sinn of the Ifo-Institute for Economic Research in Munich, as the Frankfurter Allgemeine reported July 27.
Monetary policy remains deeply troubled in the eurozone, as SNL FINANCIAL charts based on ECB data show.
There is a profound dislocation in the real interest rates available to consumers, businesses, including sole traders, and business credit card users between the two core European nations of France and Germany and the two peripheral nations of Spain and Italy. Identical policy rates are producing very differing results, distorting competition across the euro area.
Only mortgage lending and revolving loans and overdrafts show a less stark differentiation between core and periphery, probably reflecting the different levels of credit risk in the individual MARKETS concerned. Italians, for example, have low levels of personal debt and are frequently property owners, making their credit card usage relatively low risk.
The critical difference for monetary policy is the price paid by businesses to lend and thus INVEST .
Nonfinancial companies in Italy and Spain pay perhaps 1 percentage point to 1.5 percentage points more than their peers in France and Germany for new lending. For sole proprietors, the differential rises to around 2 percentage points to 3 percentage points. Given that this lending is vital for fresh growth and rising employment, this is a serious dislocation of policy. Businesses in the periphery can only struggle to compete with the core and grow.
“Monetary policy is not effective for the whole of the euro area,” Ken Wattret, co-head of European and central eastern Europe, Middle East and Africa MARKET economics for BNP Paribas, told SNL.
“Is the stance for the eurozone as a whole accommodative enough? Although policy rates are pretty much as low as they can go, you still have had an exchange rate appreciation of some magnitude since mid-2012.
“From that perspective, you can argue that rates are not accommodative enough given the persistence of low inflation. Although the policy rate is the same everywhere, the effective cost of borrowing for households and FINANCIAL corporates varies considerably.”
He added: “The impairment of monetary policy has been slow to be addressed. The main reason for this is risk-aversion in the financial sector.”
Eurozone banks, in other words, are partly to blame for the distorted transmission of monetary policy through the eurozone.
Commerzbank economist Christoph Balz attributes the high interest rates seen in the periphery to high-risk premiums on loans and believes that this is clearly linked to the banks’ asset quality and cost of lending. “The very high percentages of nonperforming loans explain the higher rates in the periphery,” Balz remarked to SNL.
It amounts to a monetary nightmare. The question is what the ECB can do now. This year’s asset quality review and stress test should give banks and MARKETS more confidence about their balance sheets while the ECB has recently announced negative interest rates and the use of targeted longer-term financing operations to help banks lend.
ECB in wait-and-see mode
Both Balz and Wattret think the ECB would now wait to see what effect these measures might bring. Indeed, as Commerzbank observed in an Aug. 1 note, ECB Vice President Vitor Constâncio has said that the central bank “will not undertake any further [measures] until we have checked the effectiveness of these steps.”
While Wattret believes that lending costs might normalize over time in the eurozone, he still thinks extraordinary measures would be required; that is, the significant purchase of assets as an alternative to the traditional conduit of monetary policy through bank lending. Balz foresees a 40% chance of quantitative easing.
The Bundesbank, as noted, has already made its proposal, indicating that it too fears more action will be needed given the very low level of inflation. This reached 0.4% in July in the eurozone, underlining fears of deflation.
Wattret said the ECB had been relatively pusillanimous compared to the Federal Reserve and the Bank of England in terms of extraordinary monetary measures.
Balz added that quantitative easing would only happen once the core interest rate had been cut by a further 0.25 percentage point and if it is clear that demand for TLTROs only amounts to double-digit euro billions. He further pointed out that it was difficult to effect asset price purchasing equitably — for example, buying bonds issued by PSA Peugeot Citroën or Volkswagen AG could disadvantage Opel AG, which is funded by U.S. parent General Motors Corp. Moreover, unlike in the U.S., there is little or no bond issuance in Europe by the small to medium-sized enterprises that are the key to employment growth.
According to ECB chief Mario Draghi, €1 trillion of TLTRO FUNDING could be made available. This sounds optimistic.
Speaking in late July during their second-quarter results analyst meetings, Spain’sBanco Bilbao Vizcaya Argentaria SA and Banco Santander SA, as well as Italy’sIntesa Sanpaolo SpA, appeared especially keen on TLTRO FUNDING .
While neither BBVA nor Santander looked ready to commit to taking the FUNDS , Intesa Sanpaolo said it would do so, splitting the interest rate advantage of the money with its clients. In other words, Italian corporates could benefit from lower interest rates on lending. However, TLTRO funding will not address the cost of risk premium, which peripheral banks are passing on to their customers.
Both BBVA and Intesa Sanpaolo reported figures indicating some interim improvement in their domestic economies year over year but a still tough current environment in 2014 — whereby Spain looks to have undertaken more than Italy to render possible a recovery.
Spanish banks have, as our charts show, managed to reprice much of their deposits to enhance their margins. Italy has further to go and thus a greater opportunity to raise profits while Germany’s banks truly are being squeezed by generally very low corporate lending rates and deposit rates which, Balz said, could hardly go lower.
Although Intesa celebrated the strength of its own first-half 2014 profitability, the outlook for Italy’s banks as a whole remains unimpressive. As Moody’s stated July 15: “Italian banks’ problem loan levels will remain high over the 12- to 18-month outlook period, likely requiring additional provisions, whilst the influx of new problem loans will continue until the economic recovery translates into more tangible improvements in employment, consumer spending and corporate investments.”
There is some sign that the new inflow is improving in Spain. However, given that unemployment is around 25% in the country, similar balance sheet issues will weigh on economic progress and banks’ cost of risk. This effect will continue to feed through to the banks’ lending costs and to the costs of borrowing for businesses in both Italy and Spain. It will also hurt banks’ profitability. The great hope now is that the TLTRO will address these issues.
Lockdown 2.0 – Here’s how to be the best-looking person in the virtual room
suggests “the product you’re creating is not the camera, the lens or a webcam’s clever industrial design. It’s the subject, you, which is just on e part of the entire image they see. You want that image to convey quality, not convenience.”
Technology experts at Reincubate saw an opportunity in the rise of remote-working video calls and developed the app, Camo, to improve the video quality of our webcam calls. As part of this, they consulted the digital photography expert and author, Jeff Carlson, to reveal how we can look our best online.
It’s clear by now that COVID-19 has normalised remote working, but as part of this the importance of video calls has risen exponentially. While we’re all used to seeing the more casual sides of our colleagues (t-shirt and shorts, anyone?), poor webcam quality is slightly less forgivable.
But how can we improve how we look on video? We consulted Jeff Carlson for some top tips– here is what he had to say.
- Improve the picture quality of your call
The better your camera, the higher quality your webcam calls will be. Most webcams (as well as currently being hard to get hold of and expensive), are subpar. A DSLR setup will give you the best picture, but will cost $1,500+. You can also use your iPhone’s amazing camera as a webcam, using the new app from Reincubate, Camo.
Jeff’s comments “The iPhone’s camera system features dedicated coprocessors for evaluating and adjusting the image in real time. Apple has put a tremendous amount of work into its imaging software as a way to compensate for the necessarily small camera sensors. Although it all works in service of creating stills and video, you get the same benefits when using the iPhone as a webcam.”
Aidan Fitzpatrick, CEO of Reincubate explains why the team created Camo, “Earlier this year our team moved to working remotely, and in video calls everyone looked pretty bad, irrespective of whether they were on built-in Mac webcams or third-party ones. Thus began my journey to build Camo: an iPhone has one of the world’s best cameras in it, so could we make it work as a webcam? Category-leading webcams are noticeably worse than an iPhone 7. This makes sense: six weeks of Apple’s R&D spend tops Logitech’s annual gross revenue.”
- Place your camera at eye level
A video call will never quite be the same as a face-to-face conversation, but bringing your camera up to eye level is a good place to start. That can involve putting your laptop on a stand or pile of books, mounting a webcam to the top of your display screen, or even using a tripod to get the perfect position.
Jeff points out, “If the camera is looking down on you, you’ll appear minimized in the frame; if it’s looking up, you’re inviting people to focus on your chin, neck, or nostrils. Most important, positioning the camera off your eye level is a distraction. Look them in the eye, even if they’re miles or continents away.”
Low camera placement from a MacBook
- Make the most of natural lighting
Be aware of the lighting in the room and move yourself to face natural lighting if you can. Positioning the camera so any natural light is behind you takes the light away from your face, which can make it harder to see and read expressions on a call.
Jeff Carlson’s top tip: “If the light from outside is too harsh, diffuse it and create softer shadows by tacking up a white sheet or a stand-alone diffuser over the window.”
Backlit against a window Facing natural light
- Use supplementary lighting like ring lights
The downside to natural lighting is that you’re at the mercy of the elements: if it’s too bright you’ll have the sun in your eyes, if it’s too dark you won’t be well lit.
Jeff recommends adding supplementary lighting if you’re looking to really enhance your video calls. After all, it looks like remote working will be carrying on for quite some time.
“The light can be just as easy as a household or inexpensive work light. Angle the light so it’s bouncing off a wall or the ceiling, depending on your work area, which, again, diffuses the light and makes it more flattering.
Or, for a little money, use a softbox or a shoot-through umbrella with daylight bulbs (5500K temperature), or if space is tight, LED panels. Larger lights are better for distributing illumination– don’t be afraid to get them in close to you. Placement depends on the look you’re going after; start by positioning one at a 45-degree angle in front and to the side of you, which lights most of your face while retaining nice shadow detail.”
In some cases, a ring light may work best. LEDs are arranged in a circle, with space in the middle to put the camera’s lens and get direct illumination from the direction of the camera.
- Centre yourself in the frame
Make sure you’re getting the right angle and that you’re using the frame effectively.
“You should aim for people to see your head and part of your torso, not all the space between your hair and the ceiling. Leave a little space above your head so it’s not cut off, but not enough that someone’s eyes are going to drift there.”
- Be mindful of your backdrop
It’s not always easy to get the quiet space needed for video calls when working from home, but try as best you can to remove anything too distracting from your background.
“Get rid of clutter or anything that’s distracting or unprofessional, because you can bet that will be the second thing the viewers notice after they see you. (The Twitter account @RateMySkypeRoom is an amusing ongoing commentary on the environments people on television are connecting from.)”
A busy background as seen by a webcam
- Make the most of virtual backgrounds
If you’re really struggling with finding a background that looks professional, try using a virtual background.
Jeff suggests: “Some apps can identify your presence in the scene and create a live mask that enables you to use an entirely different image to cover the background. While it’s a fun feature, the quality of the masking is still rudimentary, even with a green screen background that makes this sort of keying more accurate.”
- Be aware of your audio settings
Our laptop webcams, cameras, and mobile phones all include microphones, but if it’s at all possible, use a separate microphone instead.
“That can be an inexpensive lavalier mic, a USB microphone, or a set of iPhone earbuds. You can also get wireless lavalier models if you’re moving around during a call, such as presenting at a whiteboard in the camera’s field of view.
The idea is to get the microphone closer to your mouth so it’s recording what you say, not other sounds or echoes in the room. If you type during meetings, mount the mic on an arm instead of resting it on the same surface as your keyboard.”
- Be wary of video app add-ons
Video apps like Zoom include a ‘Touch up your appearance’ option in the Video settings. This applies a skin-smoothing filter to your face, but more often than not, the end result looks artificially blurry instead of smooth.
“Zoom also includes settings for suppressing persistent and intermittent background noise, and echo cancellation. They’re all set to Auto by default, but you can choose how aggressive or not the feature is.”
- Be the best looking person in the virtual room
What’s important to remember about video calls at this point in time is that most people are new to what is, really, personal broadcasting. That means you can easily get an edge, just by adopting a few suggestions in this article. When your video and audio quality improves, people will take notice.
Bringing finance into the 21st Century – How COVID and collaboration are catalysing digital transformation
By Keith Phillips, CEO of TISATech
If just six or seven months ago someone had told you that in a matter of weeks people around the world would be locked down in their homes, trying to navigate modern work systems from a prehistoric laptop, bickering with family over who’s hogging the Wi-Fi, migrating online to manage all financial services digitally, all while washing their hands every five minutes in fear of a global pandemic… You’d think they had lost their mind. But this very quickly became the reality for huge swathes of the world and we’re about to go through that all over again as the UK government has asked that those who can work from home should.
Unsurprisingly, statistics show that lockdown restrictions introduced by the UK government in March, led to a sharp increase in people adopting digital services. Banks encouraged its customers to log onto online banking, as they limited (and eventually halted) services at branches. This forced many customers online as their primary means of managing personal finances for the first time.
If anyone had doubts before, the Covid-19 pandemic proved to us the importance of well-functioning, effective digital financial services platforms, for both financial institutions and the people using them.
But with this sudden mass online migration, it’s become clear that traditional banks have struggled to keep up with servicing clients virtually. Legacy banking systems have always stilted the digitisation of financial services, but the pandemic thrust this issue into the limelight. Fintech firms, which focus intently on digital and mobile services, knew it was only a matter of time before financial institutions’ reliance was to increase at an unprecedented rate.
For years, fintechs have been called upon by traditional players to find solutions to problems borne from those clunky legacy systems, like manual completion of account changes and money transfers. Now it is the demand for these services to be online coupled with the need for financial services firms to cut costs, since Covid-19 hit the economy.
Covid-19 has catalysed the urgent need to bring digital transformation to a wider pool of financial services businesses. Customers now have even higher expectations of larger institutions, demanding that they keep up with what the younger and more nimble challengers have to offer. Industry leaders realise that they must transform their businesses as soon as possible, by streamlining and digitising operations to compete and, ultimately, improve services for their customers.
The race for digital acceleration began far before the recent pandemic – in fact, following the 2008 financial crisis is likely more accurate. Since the credit crunch, there has been a wave of new fintech firms, full of young, bright techies looking to be the next big thing. Fintechs have marketed themselves hard at big conferences and expos or by hosting ‘hackathons’, trying to prove themselves as the fastest, most innovative or the most vital to the future of the industry.
However, even during this period where accelerating innovation in online financial services and legacy systems is crucial, the conditions brought about by the pandemic have not been conducive to this much-needed transformation.
The second issue, which again was clear far before the pandemic, is that fact that no matter how nimble or clever the fintechs’ solutions are, it is still hard to implement the solutions seamlessly, as the sector is highly fragmented with banks using extremely outdated systems populated with vast amounts of data.
With the significance of the pandemic becoming more and more clear, and the need for better digital products and services becoming more crucial to financial services firms and consumers by the day, the industry has finally come together to provide a solution.
The TISAtech project was launched last month by The Investing and Saving Alliance (TISA), a membership organisation in the UK with more than 200 leading financial institutions as members. TISA asked The Disruption House, a specialist benchmarking and data analytics business, to create a clearing house platform for the industry to help it more effectively integrate new financial technology. The project aims to enhance products and services while reducing friction and ultimately lowering costs which are passed on to the customers.
With nearly 4,000 fintechs from around the world participating, it will be the world’s largest marketplace dedicated to Open Finance, Savings, and Investment.
Not only will it provide a ‘matchmaking’ service between financial institutions an fintechs, it will also host a sandbox environment. Financial institutions can pose real problems with real data and the fintechs are given the space to race to the bottom – to find the most constructive, cost-effective solution.
Yes, there are other marketplaces, but they all seem to struggle to achieve a return on investment. There is a genuine need for the ‘Trivago’ of financial technology – a one stop shop, run by an independent body, which can do more than just matchmaking. It needs to go above and beyond to encompass the sandboxing, assessments, profiling of fintechs to separate the wheat from the chaff, and provide a space for true collaboration.
The pandemic has taught us that we are more effective if we work together. We need mass support and collaboration to find solutions to problems. Businesses and industries are no different. If fintechs and financial institutions can work together, there is a real chance that we can start to lessen the economic hit for many businesses and consumers by lowering costs and streamlining better services and products. And even if it is just making it that little bit easier to manage personal finances from home when fighting with your children for the Wi-Fi, we are making a difference.
What to Know Before You Expand Across Borders
By Sean King, Director of International Tax at McGuire Sponsel
The American retail giant, Target Corporation, has a market cap of $64 billion and access to seemingly limitless resources and advisors. So, when the company engaged in its first global expansion, how could anything possibly go wrong?
Less than two years after opening its first Canadian store in 2013, Target shut down all133 Canadian locations and terminated more than 17,000 Canadian employees.
Expansion of an operation to another country can create unique challenges that may impact the financial viability of the entire enterprise. If Target Corporation can colossally fail in its expansion to Canada, how might Mom ‘N’ Pop LLC fare when expanding into Switzerland, Singapore, or Australia?
Successful global expansion requires an understanding of multilayered taxes, regulatory hurdles, employment laws, and cultural nuances. Fortunately, with the right guidance, global expansion can be both possible and profitable for businesses of any size.
Any company with global ambitions must first consider whether the company’s expansion outside of the U.S. will give rise to a taxable presence in the local country. In the cross-border context, a “permanent establishment” can be created in a local country when the enterprise reaches a certain level of activity, which is problematic because it exposes the U.S. multinational to taxation in the foreign country.
Foreign entity incorporation
To avoid permanent establishment risk, many U.S. multinationals choose to operate overseas through a formal corporate subsidiary, which reduces the company’s foreign income tax exposure, though it may result in an additional level of foreign income tax on the subsidiary’s earnings. In most jurisdictions, multinationals can operate their business in the foreign country as a branch, a pass through (e.g., partnership,) or a corporation.
As a branch, the U.S. multinational does not create a subsidiary in the foreign country. It holds assets, employees, and bank accounts under its own name. With a pass through, the U.S. multinational creates a separate entity in the foreign country that is treated as a partnership under the tax law of the foreign country but not necessarily as a partnership under U.S. tax law.
U.S. multinationals can also create corporate subsidiaries in the foreign country treated as corporations under the tax law of both the foreign country and the U.S., with possibly two levels of income taxation in the foreign country plus U.S. income taxation of earnings repatriated to the U.S. as dividends.
Under U.S. entity classification rules, certain types of entities can “check the box” to elect their classification to be taxed as a corporation with two levels of tax, a partnership with pass-through taxation, or even be disregarded for U.S. federal income tax purposes. The check the box election allows U.S. multinationals to engage in more effective global tax planning.
Toll charges, transfer pricing and treaties
When establishing a foreign corporate subsidiary, the U.S. multinational will likely need to transfer certain assets to the new entity to make it fully operational. However, in many cases, the U.S. multinational cannot perform the transfer without recognizing taxable income. In the international context, the IRS imposes certain outbound “toll charges” on the transfer of appreciated property to a foreign entity, which are usually provided for in IRC Section 367 and subject to various exceptions and nuances.
Instead, the U.S. multinational may prefer to license intellectual property to the foreign subsidiary for a fee rather than transfer the property outright. However, licensing requires the company and foreign subsidiary to adhere to transfer pricing rules, as dictated by IRC Section 482. The U.S. multinational and the foreign subsidiary must interact in an arms-length manner regarding pricing and economic terms. Furthermore, any such arrangement may attract withholding taxes when royalties are paid across a border.
Are you GILTI?
Certain U.S. multinationals opt to focus on deferring the income recognition at the U.S. level. In doing so, they simply leave overseas profits overseas and delay repatriating any of the earnings to the U.S.
Despite the general merits of this form of planning, U.S. multinationals will be subject to certain IRS anti-deferral mechanisms, commonly known as “Subpart F” and GILTI. Essentially, U.S. shareholders of certain foreign corporations are forced to recognize their pro rata share of certain types of income generated by these foreign entities at the time the income is earned instead of waiting until the foreign entity formally repatriates the income to the U.S.
The end goal
Essentially, all effective international tax planning boils down to treasury management. Effective and early tax planning can properly allow a company to better achieve its initial goal: profitability.
If global expansion is on the horizon for your company, consult a licensed professional for advice concerning your specific situation.
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