Monday, 17 March 2014

Britain's five richest families worth more than poorest 20%

British Finance Minister George Osborne
Oxfam has urged George Osborne to use Wednesday’s budget to make a fresh assault on tax avoidance. Photograph: Carl Court/AFP/Getty Images
The scale of Britain's growing inequality is revealed today by a report from a leading charity showing that the country's five richest families now own more wealth than the poorest 20% of the population.
Oxfam urged the chancellor George Osborne to use Wednesday'sbudget to make a fresh assault on tax avoidance and introduce a living wage in a report highlighting how a handful of the super-rich, headed by the Duke of Westminster, have more money and financial assets than 12.6 million Britons put together.
The development charity, which has opened UK programmes to tackle poverty, said the government should explore the possibility of a wealth tax after revealing how income gains and the benefits of rising asset prices had disproportionately helped those at the top.
Although Labour is seeking to make living standards central to the political debate in the run-up to next year's general election, Osborne is determined not to abandon the deficit-reduction strategy that has been in place since 2010. But he is likely to announce a fresh crackdown on tax avoidance and measures aimed at overseas owners of high-valueLondon property in order to pay for modest tax cuts for working families.
The early stages of the UK's most severe post-war recession saw a fall in inequality as the least well-off were shielded by tax credits and benefits. But the trend has been reversed in recent years as a result of falling real wages, the rising cost of food and fuel, and by the exclusion of most poor families from home and share ownership.
In a report, a Tale of Two Britains, Oxfam said the poorest 20% in the UK had wealth totalling £28.1bn – an average of £2,230 each. The latest rich list from Forbes magazine showed that the five top UK entries – the family of the Duke of Westminster, David and Simon Reuben, the Hinduja brothers, the Cadogan family, and Sports Direct retail boss Mike Ashley – between them had property, savings and other assets worth £28.2bn.
The most affluent family in Britain, headed by Major General Gerald Grosvenor, owns 77 hectares (190 acres) of prime real estate in Belgravia, London, and has been a beneficiary of the foreign money flooding in to the capital's soaring property market in recent years. Oxfam said Grosvenor and his family had more wealth (£7.9bn) than the poorest 10% of the UK population (£7.8bn).
Oxfam's director of campaigns and policy, Ben Phillips, said: "Britain is becoming a deeply divided nation, with a wealthy elite who are seeing their incomes spiral up, while millions of families are struggling to make ends meet.
"It's deeply worrying that these extreme levels of wealth inequality exist in Britain today, where just a handful of people have more money than millions struggling to survive on the breadline."
The UK study follows an Oxfam report earlier this year which found that the wealth of 85 global billionaires is equivalent to that of half the world's population – or 3.5 billion people. The pope and Barack Obama have made tackling inequality a top priority for 2014, while the International Monetary Fund has warned that the growing divide between the haves and have-nots is leading to slower global growth.
Oxfam said the wealth gap in the UK was becoming more entrenched as a result of the ability of the better off to capture the lion's share of the proceeds of growth. Since the mid-1990s, the incomes of the top 0.1% have grown by £461 a week or £24,000 a year. By contrast, the bottom 90% have seen a real terms increase of only £2.82 a week or £147 a year.
The charity said the trends in income had been made even more adverse by increases in the cost of living over the past decade. "Since 2003 the majority of the British public (95%) have seen a 12% real terms drop in their disposable income after housing costs, while the richest 5% of the population have seen their disposable income increase."
Osborne will this week announce details of the government's new cap on the welfare budget and has indicated that he wants up to £12bn a year cut from the benefits bill in order to limit the impact of future rounds of austerity on Whitehall departments.
Oxfam said that for the first time more working households were in poverty than non-working ones, and predicted that the number of children living below the poverty line could increase by 800,000 by 2020. It said cuts to social security and public services were meshing with falling real incomes and a rising cost of living to create a "deeply damaging situation" in which millions were struggling to get by.
The charity said that starting with this week's budget, the government should balance its books by raising revenues from those that could afford it – "by clamping down on companies and individuals who avoid paying their fair share of tax and starting to explore greater taxation of extreme wealth".
The IMF recently released research showing that the ever-greater concentration of wealth and income hindered growth and said redistribution would not just reduce inequality but would be economically beneficial.
"On average, across countries and over time, the things that governments have typically done to redistribute do not seem to have led to bad growth outcomes, unless they were extreme", the IMF said in a research paper. "And the resulting narrowing of inequality helped support faster and more durable growth, apart from ethical, political or broader social considerations."
Phillips said: "Increasing inequality is a sign of economic failure rather than success. It's far from inevitable – a result of political choices that can be reversed. It's time for our leaders to stand up and be counted on this issue."

Landed gentry to self-made millionaires

Duke of Westminster (Wealth: £7.9bn)
Gerald Grosvenor and his family owe the bulk of their wealth to owning 77 hectares (190 acres) of Mayfair and Belgravia, adjacent to Buckingham Palace and prime London real estate.
As the value of land rockets in the capital so too does the personal wealth of Grosvenor, formally the sixth Duke of Westminster and one of seven god parents to the new royal baby, Prince George.
The family also own 39,000 hectares in Scotland and 13,000 hectares in Spain, while their privately owned Grosvenor Estate property group has $20bn (£12bn) worth of assets under management including the Liverpool One shopping mall, according to leading US business magazine Forbes.
Reuben brothers (£6.9bn)
Simon and David Reuben made their early money out of metals. Born in India but brought up in London, they started in local scrap metal but branched out into trading tin and aluminium.
Their biggest break was to move into Russia just after the break-up of the Soviet Union, buying up half the country's aluminium production facilities and befriending Oleg Deripaska, the oligarch associate of Nat Rothschild and Peter Mandelson.
The Reuben brothers are still involved in mining and metals but control a widely diversified business empire that includes property, 850 British pubs, and luxury yacht-maker Kristal Waters. They are also donors to the Conservative party.
Hinduja brothers (£6bn)
Srichand and Gopichand Hinduja co-chair the Hinduja Group, a multinational conglomerate with a presence in 37 countries and businesses ranging from trucks and lubricants to banking and healthcare.
They began their careers working in their father's textile and trading businesses in Mumbai and Tehran, Iran but soon branched out by buying truck maker, Ashok Leyland from British Leyland and Gulf Oil from Chevron in the 1980s, while establishing banks in Switzerland and India in the 1990s.
The family's London home is a mansion on Carlton House Terrace, overlooking St James Park and just along fromclose to Buckingham Palace, which is potentially worth £300m. They have links with the Labour party.
Cadogan family (£4bn)
The wealth of the Cadogans family is built on 90 acres36 hectares of property and land in Chelsea and Knightsbridge, west London.
Eton-educated Charles is the eighth Earl of Cadogan and ran the family business, Cadogan Estates, until 2012 when he handed it over to his son Edward, Viscount Chelsea.
Charles, who is a first cousin to the Aga Khan, started in the Coldstream Guards before going into the City.
He was briefly chairman of Chelsea Football Club in the early 1980s and his family motto is: "He who envies is the lesser man."
Mike Ashley (£3.3bn)
Ashley owns Newcastle United football club and became a billionaire through his Sports Direct discount clothing chain which he started after leaving school.
He was the sole owner of the fast growing business, which snapped up brands such as Dunlop, Slazenger, Karrimor and Lonsdale, until it floated on the stock market in 2007. He now owns 62%.
Ashley is a regular visitor to London's swankiest casinos but is famously publicity-averse.

Age of behaviour-changing innovation

Mobile technologies are bringing about an era of ubiquitous connectivity. Users are now able to access information anywhere any time with ease. CREATIVE COMMONS
LAHORE: Since the industrial revolutions of the 18th and 19th centuries, humankind has experienced a series of ‘disruptive innovations’ which have upset the status quo and created new markets and value chains.
Such a disruption is inevitably accompanied by behaviour change of the consumer as in the case of how we have moved from buying albums from CD stores towards downloading individual songs from iTunes. In the retail banking industry, we believe that similar disruption of conventional branch banking accounts is afoot with mobile wallets poised to completely change the way consumers make payments.
http://i1.tribune.com.pk/wp-content/uploads/2014/03/graph.jpg
The introduction of simplicity, convenience, accessibility and affordability are the hallmarks of disruptive innovations; they do not necessarily have to be advanced technologies. The secret lies in disrupting the behaviour of people – getting them excited enough about something to change how they behave.
Amazon, Netflix and Apple are classic examples having disrupted entire value chains and completely changed the behaviour of customers. In a world where businesses always struggle to anticipate and keep up with changing customer behaviour, driving behaviour is a game changer – any company that can successfully accomplish this will take a commanding position in its respective industry and it will take quite a while for competitors to catch up.
Information age
The onset of the information age has led to an exponential rise in the frequency of disruptive innovations; each decade in the last half century has seen an innovation that has driven drastic increases in business productivity.
The graph depicts how lifecycles of technology have driven innovation and productivity. From the mainframe era (approximately 100,000 computers worldwide) through the PC era (approximately 100 million computers worldwide), we are currently in the age of the SMAC Stack (computers approaching approximately 100 billion). The term SMAC refers to the ‘stacking’ of four technologies:
Social technologies allow for the rapid sharing and creation of knowledge over social networks; this enhances collaboration and information distribution across a business.
Mobile technologies are bringing about an era of ubiquitous connectivity. Users are now able to access information anywhere any time with ease.
Analytics allow companies to deconstruct new forms of data in the cloud and generates unprecedented insight scalable to enable smart boardroom decision-making in real time.
Cloud technology lends businesses a newfound agility, breaking down the barriers of geography and cutting the costs associated with physical server maintenance. With limitless scalability, the cloud powers the transformative combination of social, mobile and analytic technologies.
The term ‘SMAC Stack’ was originally coined by US firm Cognizant Technology. This concept is also referred to as ‘Nexus of forces’ or ‘Third Platform’, but SMAC sounds much better to us!
In the age of SMAC Stack, the transfer of value chains from the physical to the digital plane makes it easier to influence customer behaviour which is why most of the commonly cited examples take place within the past 10-15 years. For example, the power of Facebook lies in the fact that it engages millions of users several times a day and is in a position to change behaviour by introducing new features and experiences.
Digital wallets
The conventional bank account in its current form is decades old and the cheque book has had its day. Why fill out loads of paperwork and then wait an entire week for your bank account to open?
We believe that just like anyone can now purchase a movie or a music album online while sitting at home and begin consuming the product right away, a customer should be able to make a phone call, get a wallet activated within hours and start using it right away with the accompanying plastic being delivered to his/her home the next day. This is the kind of disruption the digital wallets are promising.
Nowadays as companies venture into other industries in search of grown, non-banking companies such as Google and Starbucks are trying to disrupt the payments space with their own digital wallets. Unless banks take the bold step of disrupting themselves they will be reduced to a feeder channel performing a warehousing function; others will take centre stage and the resultant ownership of customers.
This sounds straightforward to outsiders, but is actually not so easy given that banks are conservative organisations and very protective of their existing revenue lines. When someone says ‘innovation’, a lot of people in the management hear ‘cannibalisation’. It is important to realise that this ‘cannibalisation’ is actually a preemptive strategy against ‘erosion of market share’.
Should banks choose to go this route, they will find they hold a big advantage in that they have thousands of staff and millions of customers with whom they are already interacting digitally through several channels. The global benchmark for an ‘active’ customer is that he/she comes into contact with the bank between three and six times a month.
If through the digital wallet we can manage to change this to 10-20 times a day for several 100,000 customers, we believe we can bring about a disruptive transformation in the banking industry. We believe this will introduce a new level of convenience for our customers and result in a large amount of savings in terms of time and money. Once our customers recognise these benefits, we will automatically witness the behaviour change that is our Holy Grail!

Court urged to hear Musharraf’s case in Dubai

214600-Musharraf_new_WashingtonPHOTOAFP-1311273421-680-640x480
ISLAMABAD
Former president Pervez Musharraf’s lawyer filed a petition in the special court on Sunday to conduct hearing of the case in Dubai owing to life threats to Musharraf.
A petition was filed by Syed Abbas Naqvi over the shifting of the treason case hearing to Dubai. According to details, in the request a stance was adopted that Musharraf faced death threats in Pakistan. Due to the worsening law and order situation of the country it was not possible to continue the case in Pakistan.
It is important to transfer the hearing to an unbiased place, the United Arab Emirate for dispensation of justice, the petition read, adding that like the cricket matches which are held in unbiased places this way Musharraf’s case should also be heard in impartial place.

Chinese firm to execute power projects in KP

pak
The Khyber Pakhtunkhwa government will issue a 30-year operational license to a Chinese company for executing power projects in the province.
The survey team of the company would start its work from Shoghore, Chitral soon after receiving no objection certificate (NOC), said a handout. It added that after collecting statistics of the flow of water in all four seasons of the year in the area the company would start construction of the power house from next year.
In this connection a meeting was held on Sunday that was attended by Adviser to Chief Minister Rafaqatullah Babar and representatives of Chinese hydel power company Zhongnan Engineering Corporation and mineral company Tuny-Pak Minerals. Expressing interest in investment in hydel power and mineral sectors of the province, the Chinese companies requested for issuance of NOC.
Mr Babar appreciated the offer and said that it was a welcoming gesture that the interest of investment in Khyber Pakhtunkhwa by neighbouring friendly country Peoples’ Republic of China was increasing.
He said that Chinese companies had made investment of billions of dollars in different sectors in the province. He assured Zhongnan Engineering Corporation of issuance of NOC for establishment of hydel power station in Shoghore area of Chitral and said that company could start work from next week.
Khyber Pakhtunkhwa, Mr Babar said, was rich in natural resources and had huge potential in hydel power and mineral sectors. “The issuance of licences has been started to different national and international companies for exploiting these potentials,” he added.
The representatives of the company told Mr Babar that their survey team would start work soon after receiving NOC for Shoghore Chitral. After collecting statistics of the flow of water in all four seasons of the year in the area, they company would start construction of power house from next year, they added.
The electricity produced from the power station, which will be completed in one and half year, will be provided to local industrial units at subsidised rates.
Mr Babar said that under one-window operation of the provincial government, the Investment Promotion Cell would provide all necessary facilities with immediate effect to all domestic and foreign companies.
He said that for future power projects, the company would be issued a 30-year operational licence and the tariff would be fixed according to the policy evolved by the provincial government.

Pakistani banks in UK

There are already about 100 overseas branches (including representative offices in the form of what is known as the overseas boots and units) of Pakistani banks. PHOTO: FILE
LONDON: Pakistani bankers have earned a stellar reputation in the international market, through working for multilateral institutions (like World Bank, Asian Development Bank and Islamic Development Bank), investment banks (eg JP Morgan, Deutsche Bank, HSBC and Natixis) and Islamic banks (eg Al Rajhi Bank, Kuwait Finance House and Standard Chartered Saadiq Bank) all over the world.
Many high-profile investment and international bankers have also acquired positions of national significance. Moeen Qureshi and Shaukat Aziz were two bankers who served as prime ministers of Pakistan. The outgoing governor of the State Bank of Pakistan (SBP), Yaseen Anwar, was also an investment banker who worked for Bank of America Merrill Lynch before joining the SBP.
Banking has been a respectable profession in the Indian sub-continent and a number of Muslim families were instrumental in building multinational banks like Habib Bank and Bank of Credit and Commerce International (BCCI). Although the reputation of the latter, following the failure of its international business from London, has been besmirched, it is undeniable that during its existence BCCI was a truly international brand under the leadership of Agha Hasan Abidi.
Another international brand is in the making under the leadership of Prince Karim Aga Khan whose Aga Khan Development Network (AKDN) acquired 51% shareholding in Habib Bank Limited (HBL) after the government of Pakistan decided to privatise it in 2003.
Following the acquisition, HBL emerged as the largest private bank in Pakistan, with an international branch network in 17 countries. Just before the privatisation, HBL was nearly shut down in the UK by the then financial regulator, the Financial Services Authority (FSA). It was then restructured under Habib-Allied International Bank, which was a result of merger between six UK branches of HBL and four UK branches of Allied Bank Limited (ABL).
In the UK, HBL is fast emerging as a high street bank focusing on the South Asian Diaspora. Last year, it acquired Habibson Bank and Habib Bank AG Zurich’s UK branches to develop one consolidated business under Habib Bank UK Limited. Today, it has seven branches in the country.
It faces competition from another British bank with shareholders connected to Pakistan. United National Bank was formed with the merger of UK branches of United Bank Limited and National Bank of Pakistan. It has recently been re-branded as United Bank UK Limited or UBL UK.
HBL, along with other Habib brands like Habib Bank AG Zurich, Habib Metropolitan Bank and Bank Al Habib, has the potential to become a globally recognised and respected brand in banking and finance.
If the shareholders, led by AKDN and the government of Pakistan, devise a strategy to develop it as a pan-Islamic financial institution with a strong presence in the Organisation of Islamic Cooperation (OIC) bloc, it can lead to increasing trade amongst member countries and consequently economic integration in due course.
HBL can also be developed as an international bank focusing on the needs of the Pakistani Diaspora. This is a role that UBL is playing in a number of Middle Eastern countries, especially the six countries that comprise the Gulf Cooperation Council.
If somehow, the authorities encourage a merger between UBL and HBL, the combined banking group can emerge as a powerful international bank, with branches in a number of countries where the Pakistani Diaspora is significant in number and proportion.
There are already about 100 overseas branches (including representative offices in the form of what is known as the overseas boots and units) of Pakistani banks. HBL tops the list, followed by UBL and NBP.
There is certainly a need to devise a comprehensive policy for the overseas expansion of Pakistani banks. With growing popularity of Islamic banking, it may be worthwhile for larger Pakistani Islamic banks to expand their operations into territories.

Giant 3D printer starts spitting out a house



3D Printer
A nighttime view of The KamerMaker, or "room builder," a 20-foot high 3D printer that's helping its owners construct a completely 3D-printed home in Amsterdam.
(Credit: Dus Architects)
Till now, 3D printing has been used to create relatively small items -- everything from iPhone cases to prosthetic fingers to aircraft parts and alien shoes. But none of those projects are a match for the full-size house Dutch architects have begun building in Amsterdam using a 20-foot-tall 3D printer.
3D-printed canal house
A 3D-printed piece of the canal house on the project's opening weekend. (Click to enlarge.)
(Credit: Dus Architects)
The project, known simply as the "3D Print Canal House," uses a super-sized version of the popular in-home 3D printer made by Ultimaker. Dutch architectural firm Dus commissioned the machine when it decided to take the scale-model rooms it was already 3D-printing and turn them into the real thing.
"We bought a container from the Internet and we transformed it into one of the biggest printers on this planet," said Dus co-founder Hans Vermeule in a video (below) about the project.
The printer is called KamerMaker, which means "room builder," and that's exactly what it does -- construct a series of rooms that can be basically snapped together to form an entire house.
Thus far, the printer has produced a corner of the house with a partial staircase attached. The piece weighed about 400 pounds. The building blocks that are currently being produced, and take about a week each to print, have a honeycombed internal structure that will eventually be filled with a foam that reaches a concrete-like hardness, lending support and weight to the finished house, according to an Associated Press report.
The architects see multiple benefits to 3D-printing a house, aside from the possibilities of near-limitless customization. "For the first time in history, over half of the world's population is living in cities," Vermeulen said. "We need a rapid building technique to keep up the pace with the growth of the megacities. And we think 3D printing can be that technique."

The home-building site is currently open to the public, which can see the printer in action for €2.50 (about $3.50). The entire house will take about three years to finish and will be opened as design museum when it is done. I think they should fill it with nothing but
 3D-printed furniturewhen it's ready!Hedwig Heinsman, another of Dus' co-founders, adds that there are environmental benefits to be gained as well. "We can recycle waste materials into useable materials, and eliminate the transportation costs of moving building materials," she said.

No US visa for Pakistani mangoes

The disappointment of Pakistani exporters is understandable as the US remains the most important destination for mango exporters with an annual demand of 200,000 tons. PHOTO: FILE
KARACHI: 
With the season around the corner, expats living in the US might, once again, wonder whether they will be able to buy Pakistani mangoes from their local grocery stores this year. Unfortunately, the short answer would be no.
Despite some advancement in processing technology, Pakistan has yet to reach the standards set by the United States Department of Agriculture (USDA) to tap the world’s largest market.
In a recent interview with a major mango exporter, Babar Khan Durrani, CEO at Pakistan Horti Fresh Processing (Pvt.) Ltd, it was learnt that technological advancements, which opened up new markets for Pakistani mangoes, were helpful but still fail to meet USDA standards.
Previously, the country had been exporting mangoes to Hong Kong, Singapore, Malaysia, China, Iran, Jordan and the UK. After acquiring the hot water treatment (HWT) technology in 2012, the country was able to enter new markets in Lebanon, South Korea, Australia and Mauritius, while
New Zealand and South Africa are likely to be added to the list this season.
Durrani said they have recently imported an automatic plant from the Netherlands. The plant not only processes but does the packaging and sizing of the mangoes as well and has an ultra violet ray function to separate the damaged or infected mangoes from those deemed fit for human consumption.
Mangoes can cause nine types of diseases – fruit flies, their eggs and larva being the most dangerous. The HWT technology kills them all, Durrani claims, which is why Australia that has one of the world’s toughest regulation standards opened up its market for Pakistani mangoes.
Besides HWT, growers have taken steps to protect their mangoes at the farm level. For example, they import special bags from Australia and Korea and wrap them around the fruit just when it blossoms – this protects the mangoes from fruit flies, Durrani says.
While the current technology has helped our mangoes reach more markets, including some developed ones, the exporters are barred from exporting Pakistani mangoes to the US via sea.
The disappointment of Pakistani exporters is understandable because the US remains the most important destination for mango exporters all over the world with an annual demand of 200,000 tons a year – 70% higher than Pakistan’s total exports, which were recorded at 140,000 tons in fiscal 2013.
Durrani argues that Pakistan has the same processing technology as Mexico does but the latter can export their mangoes via sea. He says better diplomacy from both sides can resolve this issue.
While Durrani believes it is a diplomatic matter, Washington disagrees.
HWT and Vapor Heat Treatment are used in some countries but fruit flies in those countries are different from those in Pakistan, Spokesperson for US Consulate General Karachi Andrew L. Armstrong told The Express Tribune.
Mexico and the US are in the same geographical region – the former’s pests, therefore, don’t pose a threat to the American crops but Pakistan’s do. It is for this reason that the US has not approved of the same treatment for Pakistani mangoes.
“Fruit flies and other pests present in Pakistan, but not in the US, must be killed in order to prevent them from harming fruit and vegetable crops in the US,” Armstrong said.
To address this problem, Islamabad and Washington agreed that irradiation was the best treatment, according to Armstrong. In 2010, both countries agreed that the best option was to utilise irradiation facilities in the US. To facilitate this, the USDA created a first of its kind system to allow safe import and irradiation of Pakistani mangoes in the US. Currently, one private facility in Iowa is available for irradiation of mangoes from Pakistan.
But this option is economically not viable for Pakistani exporters. Treating Pakistan’s mangoes in the US is not only costlier but also riskier, according to Waheed Ahmed – another major player in the mango export business.
A pre-clearance might have been the other option. However, the spokesman said the USDA has determined that a preclearance program is not possible at this time because it requires a USDA inspector to be present in Pakistan for the entire season and carry out various inspections – this would only raise the costs for exporters. Under the current scenario, there is perhaps only one option.
“We need at least two irradiation plants — one each in Karachi and Multan,” Waheed said. Since one plant costs around $2 million, he said, they asked for the government’s support but the latter did not bother.