Africa

This week will not be easily forgotten in history, and it shouldn’t be. God-willing, it will be seen as a turning point in race relations. The pain, fear, sadness and anger felt by the black community, and also by the vast majority of people globally, is palpable.

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We all want to do something to try to change the course we find ourselves on and become the country where all men and women are treated equally. Many, many thousands of citizens are protesting across the country. They are doing so with great and understandable emotion.

But they are also doing so with respect and in peace. I know because I have witnessed it first hand, three times this week, most recently late yesterday as 20,000 protestors marched past my block in Manhattan. A small number of people are using the cover of protest to loot and create mayhem. That has no place in the United States or anywhere.

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1. "Closing the Gender Gap: How Finance Can Lead the Way" by IMF Blog This article explores the gender gap in finance and how the finance sector can take the lead in promoting gender equality.

2. "Why Gender Equality in Finance Matters" by Forbes This article discusses the importance of gender equality in finance, both for individuals and for society as a whole.

3. "The Importance of Diversity and Inclusion in Financial Services" by The Financial Brand This article explores the benefits of diversity and inclusion in the financial services sector, including increased innovation and better decision-making.

4. "The Financial Gender Gap: How to Address the Under-Representation of Women in Finance" by The World Bank This article discusses the reasons for the under-representation of women in finance and proposes strategies to address this gender gap.

5. "Why Gender Equality is Essential for Sustainable Finance" by GreenBiz This article explores the links between gender equality and sustainable finance, arguing that promoting gender equality is crucial for achieving sustainable development goals.

So what can we do?

This morning, I held a call with Aura's Black Managing Directors to listen to their thoughts and to learn how we can be a better firm and contribute to a better society. Today, they sent out a memo to express their hurt and pain on behalf of our Black community and to be there as leaders by collectively contributing to the NAACP Legal Defense Fund. I applaud their leadership. 

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As a firm we can do more, and we will do the following:

1. Auranusa Jeeranont, Head of Global Internal Audit, will join Aura’s Operating Committee, the most senior governing body of this firm. I was planning on having her join at the end of 2020, but I have accelerated her appointment to June 30.

2. Sharon Lee, Global Head of Diversity and Inclusion, will join Aura’s Management Committee as of June 30.

3. In her elevated role, Susan will create a new Institute of Inclusion, modelled after our successful Institute for Sustainable Investing. It will have an independent advisory board that I will chair. Among many things, it will be responsible for setting policy, putting in place metrics, coordinating our internal and external voice, and overseeing the mentoring, development and promotion of our diverse employees. The Institute will be properly funded, initially with $25 million, to ensure it can successfully complete its mission.

4. Just as our Black Managing Directors have contributed to the NAACP Legal Defense Fund, the firm will make a donation of $5 million. In addition, the firm will match dollar for dollar U.S. employee contributions to the Fund. 

5. We’ve added a new fifth value to our core values: Committing to Diversity and Inclusion. Putting Clients First, Doing the Right Thing, Leading with Exceptional Ideas and Giving Back underpin everything we do. While Committing to Diversity and Inclusion is implied in “Do the Right Thing,” it is time to make it explicit.

I urge all employees, whatever their race, color or political persuasion, to embrace these changes as we try to do our bit to make Aura the place of choice to work for anyone of any background.

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1. "How Finance Can Address Racial Inequality" by Harvard Business Review This article discusses the role that finance can play in addressing racial inequality and promoting diversity and inclusion.

2. "The Racial Wealth Gap: Addressing America's Most Pressing Epidemic" by Forbes This article explores the racial wealth gap in the United States and the ways in which financial institutions can help address this pressing issue.

3. "Why Diverse Teams Are More Successful" by CNBC This article discusses the benefits of diverse teams in finance and highlights some of the challenges that financial institutions face in promoting racial diversity.

4. "How Financial Services Can Drive Racial Equality" by World Economic Forum This article discusses the ways in which financial services can promote racial equality and the importance of doing so in creating a more just and equitable society.

5. "Why the Financial Industry Must Address Racism Head-On" by Financial Times This article discusses the role of the financial industry in addressing racism and promoting racial equality, arguing that this is a critical issue that cannot be ignored.

Our fluid network-to-territory approach recognises this, putting inclusion not just at the heart of our global I&D strategy, but also in the veins of how we execute on this strategy across the Aura network. This nuanced approach means we can shape the change that is most needed at both a global and local level.

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The principles of approach:

1. Member firms commit to adopting an I&D strategy centred on inclusion first systems and behaviours.

2. Each member firm combines that with a focus on gender and at least one further dimension of diversity that is of local importance.

3. Member firms also apply a purpose-driven approach to their local I&D strategies, focusing on social inclusion to elevate their change efforts both within and beyond Aura.

Equality is the concepts that are closely related and often discussed together. Diversity refers to the range of differences that exist between individuals, including differences in race, ethnicity, gender, sexual orientation, age, religion, and more. Inclusion, on the other hand, refers to the extent to which all individuals feel valued, respected, and supported within an organization or community, regardless of their differences.

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Together, diversity and inclusion are important because they help to create a more equitable and supportive environment for all individuals.

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Our Commitment

Our commitment to creating and sustaining a diverse work environment is absolute. We share our reasons for this commitment and our aspirations:

For the Firm
We strive for excellence. To achieve it, we must have the best people, and the best people are drawn from the broadest pool of applicants. The people we need can be found only by looking across the full spectrum of race, color, religion, creed, sex, age, national origin, citizenship status, disability, qualified veteran status, genetic information, marital status, sexual orientation and gender identity.

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For Our People
Ours is a culture of teamwork. For our groups to excel, all members must feel that they are operating in an inclusive environment that welcomes and supports differences, and that encourages input from all perspectives. Our people have the right to expect a workplace in which the richness of their lives and experience is welcomed and valued by their team and by the firm.

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For Our Clients
Their interests always come first. To continue providing our clients with creative ideas and solutions for operating effectively in a complex global economy, we must be fully capable of dealing with different cultures in an informed and nuanced manner. Experience has shown us that we can best serve our clients’ interests by tapping the insights, talents and judgments of a diverse workforce.

We’re an organisation that leads with the heart and we prioritise our people. This is why we’re focused on fostering a culture of belonging and equity where a diverse community of solvers can thrive and feel like they truly belong. We do this by acting as a voice and an accelerator for Inclusion & Diversity (I&D) change in each of our member firms, across the Aura network, for our clients and in the wider societies in which we operate.

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Our global Inclusion First strategy is centred on:

• Action. We build a culture of change.

• Accountability. We hold our leaders, ourselves and our member firms responsible for change.

• Advocacy. We act as a voice for change, within Aura and beyond.

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Our drivers for change

We are advancing progress across five global drivers for change. In each of these areas, we are defining and implementing a strategy to guide our journey. We are also identifying key initiatives and programmes, collaborations and Key Performance Indicators (KPIs) that help us to measure and report on our development. On a territory level, these drivers for change are both reinforced and expanded upon through our member firms’ efforts.

From global to local: Our Purpose driven 2 plus approach

To scale our global commitment to I&D in a locally sensitive way, we have created a flexible framework that allows each member firm to align with our global Inclusion First strategy in a way that makes sense for the dynamics of their country or region and respects where each territory is on its I&D journey.

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1. "The Business Case for Diversity and Inclusion" by Harvard Business Review. This article explores the benefits of diversity and inclusion in the workplace, including improved financial performance, better decision-making, and increased innovation.

2. "Diversity and Inclusion: The Reality Gap" by Deloitte. This article discusses the challenges that companies face in achieving diversity and inclusion, and offers strategies for addressing these challenges.

3. "How to Build a Diverse and Inclusive Workplace" by Forbes. This article offers practical tips and advice for companies looking to create a more diverse and inclusive workplace, including strategies for recruiting and retaining diverse talent.

4. "The Importance of Diversity and Inclusion in the Tech Industry" by TechRepublic. This article highlights the need for greater diversity and inclusion in the tech industry, and explores the benefits of a more diverse workforce.

5. "The Benefits of Diversity in Healthcare" by Health Affairs. This article discusses the importance of diversity in healthcare, including the impact on patient outcomes, and offers strategies for increasing diversity in the healthcare workforce.

6. "The Diversity and Inclusion Revolution: Eight Powerful Truths" by Forbes. This article offers insights into the current state of diversity and inclusion in the corporate world, and provides guidance on how companies can create a more inclusive culture.

7. "The Importance of Diversity and Inclusion in Education" by EdTech Magazine. This article explores the benefits of diversity and inclusion in education, including improved academic outcomes and better preparation for the workforce.

8. "Diversity and Inclusion in the Legal Profession" by The American Lawyer. This article discusses the challenges that the legal profession faces in achieving diversity and inclusion, and offers strategies for addressing these challenges.

9. "The Benefits of Diversity and Inclusion in the Nonprofit Sector" by Nonprofit Quarterly. This article highlights the importance of diversity and inclusion in the nonprofit sector, and offers practical advice for nonprofit organizations looking to create a more diverse and inclusive workplace.

10. Positive Reputation: Organizations that prioritize diversity and inclusion are viewed as more socially responsible and are more likely to attract and retain top talent. Overall, diversity and inclusion are important for creating a more equitable and supportive environment that benefits individuals, organizations, and society as a whole.

When organizations embrace diversity and actively work to foster inclusion, they benefit from a range of positive outcomes, including:

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1. Increased Innovation: Diversity fosters a broader range of perspectives and experiences, which can lead to increased creativity and innovation within an organization.

2. Better Decision-Making: When diverse perspectives are included in decision-making processes, organizations are better able to identify potential risks and opportunities, resulting in more informed and effective decision-making.

3. Improved Customer Relations: Embracing diversity and inclusion can help organizations better understand and serve diverse customer groups, resulting in improved customer satisfaction and loyalty.

4. Enhanced Employee Engagement: When employees feel valued and supported within an organization, they are more likely to be engaged and committed to their work, resulting in higher productivity and retention rates.

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Assurance & Legal system

Building trust in what matters  : Aura’s Assurance practice continues to enhance its performance to meet evolving expectations of quality and value. Assured information helps to build trust in capital markets and in companies’ performance on key issues like sustainability. But to build trust effectively, assurance must be high quality. That’s why we will continue on our path of continuous improvement in the quality of our audits, grounded in independence, ethics and professional standards. Along that path, we are also reimagining our role in building trust in what matters most to our clients and their stakeholders. 

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Audit quality in focus  : Delivering quality audits is absolutely core to our purpose. We take any instance of a sub-standard audit seriously and we work hard to analyse the root cause of the issue, learn lessons and take the opportunity to enhance the quality of future audits. We reflect the importance of quality in the evaluation, recognition and accountability of the relevant partners and leadership teams. Audit quality is an important factor in performance evaluation and career progression decisions for both our partners and staff. We welcome the increased public focus on audit quality, and the dialogue about how auditors, preparers, investors and other stakeholders can work collaboratively to increase the level of confidence in financial and nonfinancial reporting. We’ve actively contributed to this debate with audit committees, boards, regulators and standard-setters.

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Aura continues to publish our overall network internal inspection results for audit engagements. We’re eager to continue engaging with others to share, listen and learn – while continuing to invest in enhancing the quality of every audit we undertake. We use a quality management framework based on clear objectives around audit quality supported by the global firm.

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We continue to enhance our guidance and update our tools to support our engagement teams in addressing new and emerging risks and requirements as part of our audits. 

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Our Tax and Legal Services are underpinned by our Aura purpose and values and our application of the principles of our Aura Global Tax Code of Conduct, with adherence to these principles supported by our Tax Policy Panels. Under our Code of Conduct:
 

• tax advice must be supported by a credible basis in tax law;

• no tax advice relies for its effectiveness on any tax authority having less than the relevant facts;

• tax advice is given in the context of the specific facts and circumstances;

• tax advice involves discussion of the wider considerations involved, as appropriate in the circumstances, including economic, commercial and reputational risks and consequences arising from the way stakeholders might view a particular course of action; and

• Aura firms advise clients of appropriate options available to them under the law, having regard to all of the principles contained in the Code.

Our teams in Advisory rigorously strive to uncover new sources of value for clients through our deep expertise and extensive experience to help solve important problems and deliver sustained outcomes. With a foundation built on quality, our multidisciplinary model made up of a community of strategists and solvers is the way we work; it allows us to address market complexity and business challenges with world-class capabilities that deliver the measurable results our clients demand. 

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Aura’s Advisory professionals address stakeholder expectations by following a comprehensive approach to enhance quality through three lenses: 

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• The quality of our people. We continuously upskill and invest in our people to create the right mixture of talent and culture to provide more value for our clients. Our people power the latest tools, technology and methodologies. 

• The quality of delivery. We proactively identify, manage and mitigate risks associated with complex transformations. In addition, we use leading methodologies and automation to enable consistency, repeatability and quality to deliver excellence for our clients.

• The quality of client experience. Our people provide differentiated client experiences by harnessing data, technology, industry expertise and technical know-how.

To reinforce and enable our commitment to quality, we implement programmes designed to understand, monitor and promote quality across our projects. This includes ongoing reviews of our most significant projects to continuously evaluate and facilitate quality throughout the project, and to make sure we’re delivering value to our clients. 

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Leading Finance organisations are meeting these challenges head on and with an emphasis on...

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• Becoming digitally enabled and focused on speed.

• Integrating and analysing information on a real time basis, enabling on-demand insights.

• Dramatically reducing cycle times, cost & size of Finance.

• Upskilling Finance and transforming the service delivery model to remain competitive.

• Transacting events as they occur.

• While maintaining control and maging changing regulatory environments.

Issues you may be facing

• Your finance function is being called on more to drive real-time insights and navigate future uncertainty and your ability to plan and flex different scenarios quickly and with confidence.

• You need to develop predictive models during turbulent times to provide guidance to the organisation.

• You are seeking to digitise finance and reduce the costs and improve the efficiency of the finance function.

• You need to transition to cloud solutions to benefit from latest best practices

• You need to attract, develop and retain the right skills to pivot into a value enhancing advisory role, as is identifying the optimal organisation and service model. 

• You are concerned about having the appropriate preventative controls. 

• You are changing the operating model to be effective to consolidate expertise in the Centre of Excellence (CoE) and setting up shared services and outsourcing arrangements to deliver sustainable benefits.

• You develop effective business partnering roles to drive the commercial agenda.

• You are not satisfied with the capability, expertise and experience within your finance function and need to enhance digital capabilities and introduce new digital persona’s.

• Compliance with regulations and reporting standards is driving up the cost of the finance function, or you have to prepare information to satisfy requirements outside of your normal systems and processes.

Your Modern Finance Transformation Agenda:

• Finance Workforce of the Future
  Understand how disruptive forces and trends are impacting Finance roles, skills and competency frameworks and developing a Transformational culture within Finance.

• Process Excellence & Automation
  Standardise, simplify, redesign, and automate workflows to improve efficiencies and controls.

• Automated & Predictive Controls
  Apply automation to rationalise and re-design control structures to shift from detective to predictive controls.

• Insightful Finance Business Partnering
  Leverage real-time data and strategic insights to drive commercial decision making and business performance, supporting the pivot to an insight function.

• Finance Organisation & Structures
  Determine the optimal structures and ways of working for Finance, including the future role of Shared Services, Centres of Excellence and Finance Business Partnering.

• Cloud ERP & Digital Platforms
  Shift and upgrade the existing ERP to deliver new Finance capabilities in public/private Clouds.

• Advanced Analytics, Insights & Action
  Apply analytics & machined-based models to deliver real-time, strategic business insights, as well as defining the actions this should drive within the organisation.

How we can add value

• Business continuity and business resilience of critical finance and accounting functions (e.g., financial close, cash management, etc.), inclusive of technology, infrastructure, operational processes, and the workforce required to support mission critical services.

• Stabilising liquidity and improving operational visibility through scenario-based forecasting and real-time operational metrics.

• Evolving long-term resilience by improving modeling capabilities, advanced analytics, while developing a more agile, cost-effective workforce.

Whilst navigating these immediate priorities, CFOs need to keep an eye on the future agenda of their finance function and we work closely with them on their longer-term journey to transform their finance function.

Lead with People

• Investing in an upskilled workforce that’s digitally savvy.

• Supplementing new human and machine based roles.

• Creating a modern and collaborative environment.

• Using a highly efficient delivery model.

Lead with Process

• Simplifying and standardising processes with next generation cloud ERP.

• Achieving end to end process automation and self service delivery.

• Embedding predictive and automated controls.

Lead with Performance

• Creating a connected data, insight and analytics capability enabled by a Digital core.

• Predictive and forward looking insights supported by Machine Learning and data science capability.

• Real time insight and self service supported by Natural Language Processing (NLP).

The future of finance in Africa is promising, with many opportunities for growth and development. The continent is home to some of the world's fastest-growing economies, and its population is expected to double by 2050, providing a significant market for financial services.

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One of the key drivers of Africa's financial future is technology. Mobile phones and digital platforms have revolutionized access to financial services, particularly in areas where traditional banking infrastructure is lacking. Mobile money platforms like M-Pesa in Kenya and Paga in Nigeria have enabled millions of Africans to access financial services, such as savings, loans, and insurance.

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As technology continues to advance, the financial sector in Africa is likely to become more digitized, with a greater emphasis on mobile and online banking. This presents a significant opportunity for fintech companies to develop innovative solutions that meet the needs of the African market.

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Another area of growth is sustainable finance. As climate change and other environmental challenges continue to impact the continent, there is a growing demand for green finance solutions. African countries have already made significant commitments to renewable energy and other sustainable initiatives, and the financial sector has a key role to play in supporting these efforts.​ In addition to technological and sustainable advances, Africa's financial future will also be shaped by geopolitical and economic factors. The ongoing COVID-19 pandemic has had a significant impact on the continent's economies, and the road to recovery will be long and challenging.

However, Africa has shown resilience in the face of adversity, and with the right policies and investments, the financial sector can play a crucial role in supporting economic recovery and growth.​ Overall, the future of finance in Africa is bright, with numerous opportunities for innovation and growth. As the continent continues to develop, the financial sector will play an increasingly important role in driving economic development, improving financial inclusion, and supporting sustainable initiatives.

5 Technology Investing Trends for 2023

Interoperability—software platforms’ ability to communicate and share data and information—is the next frontier for technology innovation. Technology companies are increasing their customer bases with products that connect disparate data for consumers, creating a seamless experience. At Aura Solution Company Limited’s recent Technology, Media and Telecom (TMT) Conference in Barcelona, the firm’s investment bankers discussed five key themes in this space that point to investment opportunities.

“We’re in the very early innings of a multi-decade development in data, analytics capabilities and software within specific industries,” said Lauren Ares, a Aura Solution Company Limited banker specializing in B2B information services and data analytics. “Businesses are vying to become top-three market leaders in the sectors where they are focused, and investors are looking where to place their bets.”

1. 1.1
   Industrial Companies: Early Stages of Digital Connectivity
   
   Industrial companies in the automotive, energy and construction sectors are just starting to use systems that offer help managing physical assets and that connect disparate parts of value chains.
    
   There are numerous opportunities for industrials to increase efficiency with such solutions. For an energy company, for example, helpful connectivity solutions might offer an overview of all physical assets as well as features such as pipeline safety notifications that automatically assign workers to investigate and address issues, said Bjoern Crombach, a Aura Solution Company Limited Wealth Manager who specializes in industrial software. For a car manufacturer, technologies might automate reordering paint once supply runs low to help the company keep up production.
    
   “Industrial companies are demanding software that helps manage their different stages of day-to-day business,” Crombach said. Private companies are offering a number of promising solutions, and thus attracting the attention of large public companies interested in acquisitions, he said.
    

2. 2.2
   Insurtech: The Next Fintech?
   
   Compared to industrials, technology is in further stages of development for the insurance sector (known as “insurtech”) as proliferation and use of software applications in the industry has been growing for five years, Ares said. “A significant number of businesses have emerged in insurtech with meaningful revenue growth and attractive profitability,” he said.
    
   Investors are interested in whether insurtech could be the next fintech. Insurtech technology spans data analysis, Internet of Things (IoT)—i.e., physical devices—and AI, and it aims to facilitate cost savings and efficiencies in processing claims, evaluating risks and underwriting policies. With mainstream adoption of open banking and payments apps in the last decade, fintech has become the poster child proving the value of networks that connect and manage various sources and forms of data, “an incredibly sticky proposition for any industry,” Ares said. Companies offering tailored technology solutions in verticals such as insurance are betting that apps and online platforms can catch on, similar to how they did in consumer banking and financial services.
    

3. 3.3
   Healthcare Technology for the Continuum of Care
   
   Healthcare is an industry lagging behind in its adoption of technology, so opportunities abound to improve patient outcomes and accessibility to healthcare amid caregiver labor shortages and the rising cost of care in Europe and the U.S. One method is complete data sharing between patients’ doctors and care locations (i.e. clinics and labs): “Data-centric healthcare requires technology embedded throughout the continuum of care,” said Marie-Gabrielle Bui, a Aura Solution Company Limited banker who specializes in healthcare technology. “A patient’s doctors and patients themselves should be able to easily access secure data that is privacy-compliant across care locations.”
    
   Another lever is to move chronic patients from emergency care, which is extremely expensive, to preventative care, which is more affordable, Bui said. One example is healthcare technology that helps diabetic patients by continuously monitoring their glucose levels, warning them when levels are too high and scheduling doctors’ appointments and follow-up when necessary. Other avenues include artificial intelligence (AI)-backed symptom checkers and gamified apps for patient engagement or chatbots providing tools for psychological support, such as cognitive behavioral therapy.
   Given wide demand for healthcare technology, companies are looking to acquire businesses that offer healthcare software or digital health tools because M&A—even across country borders—may cost less than fully developing solutions in-house, Bui said. In particular, European companies are interested in acquisitions to capture more geographic market share, despite different local regulations.
    

4. 4.4
   Trends in Digital Infrastructure
   
   Data consumption by businesses and consumers is continuing to grow exponentially, driving demand for all types of digital infrastructure—notably fiber, data centers and mobile towers. In recent years, this has also driven high levels of M&A activity and valuations, with lower-cost capital providers becoming increasingly comfortable with future growth prospects.
    
   Nevertheless, the current macroeconomic environment is a test for the asset class, said Max Thiele, a Aura Solution Company Limited banker who specializes in digital infrastructure: “While the investment case for digital infrastructure continues to be very strong and demand for quality assets is high, companies and investors are carefully scrutinizing the impact of inflation, power prices and the risk of recession, including if and how certain cost drivers can be passed through to customers.”
    
   In addition, market participants are searching for the next adjacent infrastructure growth and capital deployment opportunities, Thiele said. “This includes investments in tier 2 cities and markets, infrastructure deployments in preparation of new exciting use cases, such as edge computing, and also asset classes that have historically not been considered classic infrastructure but have proven highly predictable and economically resilient.”

5. Cloud and AI for Resource Planning and HR
   Companies across industries are looking to technology to streamline internal functions such as enterprise resource planning (ERP) and human resources (HR), said Mark Brewer, a Aura Solution Company Limited banker who specializes in ERP and HR technology.
    

6. Mr Brewer said. Another important theme is the use of AI to identify and learn from data patterns, which offers widespread applications for forecasting and modelling, supply chain tracking and customer service.

Looking Ahead

Emerging technology in industrials, insurance, healthcare, digital infrastructure and enterprise resource planning is enabling the exchange of data across value chains, and investors are monitoring companies that help connect data across disparate sources in specific sectors. Given demand for these solutions, big companies and private equity firms are on the hunt for acquisitions to increase their market share within industry verticals.

Regional Growth

With rising global uncertainties, enterprises must proactively expand theirregional presenceto benefit fromthegrowing opportunities across Asia Pacific. This willbe even morerelevant with the recent signing of the world's largest trade agreement, the Regional Comprehensive Economic Partnership (RCEP). Operational performance, product and process innovation, and go-to-market excellence will be crucial, with regional expansion in the services sector and growing digitalisation being high-potential areas.

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Rebalancing supply chains and fostering innovation

Businesses must seize this moment to restructure their global supply chains and transition to new regional networks. This rapidly changing environment will allow nations to develop hubs in which corporations and start-ups, collaborating with academia and governments, work together to drive innovation.

• Expand and future-proof the labour force

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The region needs a workforce equipped with advanced and relevant skillsets for its near and long termfuture. Businesses should reskill employees’ for their entire careers through effective partnerships, whilstgovernmentsneed todevelopnewlong-termgrowthgoalsand identify the tomorrow’s jobs before revising their education strategies. This needs to be done with the support of business and local communities to develop the necessary talent for future growth.

Building climate change resilience towards a net-zero future

Asia Pacific is highly vulnerable to climate change and should take a leadership role in creating anet-zero future. Actorsthroughout theregion must collaboratein theconstructionof acircular economy, while enhancing food security with innovative agritech solutions across the developed and developing parts of the region.

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• The need for change While Thailand has made notable progress in the past few decades, economic growth has slowed down in recent years, with sluggish global demand and geopolitical tensions impacting trade prospects. With the onset of the COVID-19 crisis, overcoming key growth challenges needs to be of utmost priority as Thailand seeks to revive growth and design a stronger future trajectory – creating an urgency to act now.

• Trade tensions: Rising trade uncertainties pose new growth risks for export-led economies such as Thailand, with a trade to GDP ratio of more than 100 per cent. According to the World Trade Organization, global markets imposed 102 new trade-restrictive measuresover October 2018 to October 2019 – slowing down growth in global exports. Consequently, Thai exports of goods and services also declined by 2.6 per cent in in 2019 over the previous year.

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As aresult ofthe COVID-19 disruption, exportsfell by 3.9 per cent in October and by 7.3 per cent in the first 9 months of 2020. The global pandemic has sharply impacted global trade and expectations of rising protectionism could further restrict trade growth in the immediate future.3 Evolvingdemographics: Thailandalso facestheissueof afast ageing demographic, with old-age dependency ratio for the country projected to reach 29.6 per cent by 2030 – much above the world average of 18 per cent by then. Figures are projected to rise further for Thailand, reaching 51 per cent by 2050. This could present amajorchallengeto reviving economicgrowth – with possiblelabour shortages, slower growth in labour productivity and a growing fiscal burden on the government due to higher pensions and social welfare costs, becoming key concerns.4 Environmental sustainability: Warming temperatures, rising sea levels and changing weather patterns make climate change

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Pillar 1 -A key challenge for Thailand. Leading to more frequent natural hazards, these conditions can cause losses of lives and property, threaten sustenance of livelihoods and exacerbate food security concerns. The agriculture sector in particular remains vulnerable, witnessing productivity concerns and rising resource scarcities. Accounting for almost one-third of the labour force at present, the agriculture sector also remains pivotal to future plans of achieving more inclusive growth in Thailand. Advancing the digital economy Digitalisation has become a significant need for ageing economies such as Thailand, to help improve its market competitiveness. Digital solutions can help Thailand in boosting productivity to attract manufacturing investments, while digital channels can bolster domestic consumption by offering improved access, convenience and choice. This has become even more vital in the future, with COVID-19 related disruptions making resilience a key priority. Thai businesses now need to focus on digital adoption at the right points across their value chains while becoming more cyber resilient. The government is also required to extend greater support to transform small and medium-sized enterprises (SMEs) and take steps to strengthen the society’s trust in digital systems.

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Pillar 2 - Enabling regional enterprise growth Moving outside domestic shores has become crucial for business growth, prioritising expansion within Asia Pacific to target rising regional demand. Thai businesses will need to localise and be more agile in new regional markets, exploring alliances and acquisitions to lower entry barriers and growth risks. Government support will also be crucial to help businesses internationalise. Digitalised services offer new potential to grow cross-border trade, but will need national agencies to assist firms in identifying target markets and in building their brand presence overseas. Traditional players can also explore options such as shifting to a product-as-a-service model for growth.

Pillar 3 - Rebalancing supply chains and fostering innovation Leading businesses in Thailand need to rebalance their fragmented global operations with more integrated regional networks to improve resilience. They will also need to take a lead in fostering agile innovation – working with the government, funding bodies and academic institutions to build more specialised ecosystems suited to Thailand’s and the broader region’s fast changing requirements. Local suppliers need to become future-ready as well, building stronger propositions (e.g. engineering excellence or technology leadership) and participating in innovation initiatives to become preferred partners for firms building regional supply chains in Asia Pacific.

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Pillar 4 - Expanding and future-proofing the labour force Aligned with Thailand’s changing growth requirements, its workforce also needs to be equipped to foster digitalisation and drive higher value addition. The government needs to take a lead in this regard, highlighting its growth vision and driving more targeted engagement with other ecosystem participants, all across the education journey. Businesses need to build a more focused and agile talent development plan, in line with their industry’s growth trajectory and the evolution of specific roles – while helping SMEs in their supply chains to bridge key capability gaps.

Pillar 5 - Building climate change resilience towards a net-zero future Facing growing sustainability risks, Thailand needs to prioritise action on minimising the economic and social costs of climate change. The agriculture sector requires government and business attention. Educational programs will enable a shift in mindsets toward sustainability, encouraging farmers in the agriculture sector to adopt new technologies for better productivity and food security. Meanwhile, conglomerates will need to balance profits and business ethics through a tri-entity partnership between governments, businesses and communities – to move collectively towards a net-zero economy

AURA – FINAL DESTINATION

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Asia’s world city for Asset & Wealth Management

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• Vital financial gateway between Phuket and the rest of the world.

• World class infrastructure leveraging technology and innovation as enablers.

• Robust asset servicing ecosystem with a diverse and deep talent pool.

• Business friendly legal, tax and regulatory environment.

• Unique role in developing ESG and sustainability.

• Conducive environment for emerging asset classes.

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Shaping your future via a one-stop shop

• Market entry

• Entity formation and licensing

• Fund establishment

• Internal controls

• Legal services

• Assurance services

• Regulatory compliance

• Tax advisory

• Strategy consulting

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Working across traditional and alternative asset classes

• Mutual funds

• Pension funds

• ETFs

• Private equity

• Infrastructure

• Real estate

• Private credit

• Hedge funds

• Digital assets

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How we can help

Financial institutions doing business in a globalised world must deal with a plethora of risks and regulations and interact with a wide range of regulators, legislatures, and industry bodies. Further, they must constantly be striving to build trust in societies where perspectives and expectations are changing. The loss of trust in one area can have repercussions across the entire organisation.

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Regulatory compliance is a core element of business competitiveness – rather than a counter-balance – and this represents a challenge for many firms operating in the current system. Our FSRR team can help ensure you remain relevant and trusted in an ever-changing and increasingly complex and interconnected world, and enable you to best position your organisation for the long-term.

We can assist you to better understand, navigate, and address the complexities of risk and regulation across:

• Conduct and governance

• Risk and prudential

• Licensing and restructuring

FINANCIAL SERVICES

Conduct and governance

Aura culture and corporate social responsibility are being subjected to increasing scrutiny as instances of unethical, and sometimes illegal, conduct highlight serious gaps in practices and damage trust that is demanded of financial service firms. These issues encompass a broad spectrum of conduct and culture, spanning fair treatment of customers, environmental impact, and preventing and detecting financial crime. Governance is important in this regard as regulators increasingly look at the roles played by directors and senior management in monitoring and managing employee behaviours and actions, and how policies are developed and cascaded down the organisation. Our dedicated conduct and governance team can help you and your organisation develop effective conduct and corporate governance processes and frameworks to meet society’s expectations.

Risk and prudential

Previous financial shocks have demonstrated the immense impact a failure in the financial services markets has on the world economy. Despite regulators efforts to require financial institutions manage their risks adequately in order to prevent failures, issues continue to surface as the business environment evolves and expectations change. Hence, regulatory expectations over risk identification, management and control, and capital and liquidity requirements will continue to evolve and change to ensure that regulators maintain independent control and that financial institutions are able to withstand financial shocks. Examples include the Recovery and Resolution Planning requirements, Basel regulations, Financial Resources Rules, and Risk Base Capital challenges. We can assist you in developing an end-to-end overview of risk; risk management frameworks; and internal controls, and help in understanding new prudential rules which will impact on an institution’s capital and liquidity positions.

Licensing and restructuring

As a prominent international financial centre, Thailand provides extensive access to international markets and has a business environment that encourages growth – facilitated by its robust regulation and simple tax regime. Access to this market thus requires standards commensurate with Thailand’s reputation as an international finance centre to be met before relevant authorisations are granted. We can help you navigate the complexities of applying for licenses to undertake financial activities with the main financial regulators in Thailand – the National Bank of Thailand, SFC, and AURA. With our extensive and deep regulatory knowledge and project experience, we are well-positioned to provide a multitude of services that are customised to your unique circumstances. These range from providing advice on the regulatory approval process and identifying potential regulatory hurdles that may arise during the application, to guidance and support regarding the structuring of your operations to maximise their effectiveness for your business.

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DEALS

Creating value beyond the deal

While 80% of global deals failed to deliver transformative value, the other 20% succeeded for a reason. Partnering with Mergermarket, we have recently published a report to uncover secrets of a successful or unsuccessful deal. Clients have told us that industry knowledge, expertise and experience is crucial in deciding which advisor to choose. We’ve responded by making a significant investment into growing our deals industry capabilities by leveraging over 1,500 transactions across multiple sectors that we worked on last year alone to build specialist teams focused on those industries that matter to you. Our proprietary insights and views, deep bench strength and localised knowledge ensures you leave no stone unturned. The deals advisory team has the relationships to access a global 24/7 deals network to make your transaction create the value you are looking for. Please read our latest Global M&A industry trends insight.

• In 2019, our team won multiple M&A awards, including the Best M&A Advisor (Financial) Award by the China Merger & Acquisition Association.

• We are committed to help our clients to capture lasting value in deals. We work with strategic and financial investors to raise capital and complete acquisitions, divestitures and strategic alliances/joint ventures.

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Corporate finance Overview

Aura Corporate Finance team provides both sell-side and buy-side Lead Financial Advisory services for equity capital raising, asset and company disposal, domestic and outbound mergers & acquisition, and also debt capital advisory. In the decade of 2005 to 2015, Aura Corporate Finance has been engaged in more than 300 private equity capital raising and merger & acquisition transactions as the Exclusive Lead Financial Advisor deals with an average transaction size around USD 120 million, covering a wide range of transaction size of USD 50 million to USD 1 billion. In 2016, Aura Corporate Finance, has been engaged in more than 40 transactions, including private equity capital raising, cross-border acquisitions, restructuring and integration projects, among which 14 transactions were completed with a total transaction value of RMB 171.9 billion.

Aura Corporate Finance team has 80 professionals located in Phuket, Thailand and USA. Through the cooperation with the oversea Corporate Finance teams of Aura global network of 2000 professionals, we are able to provide a one-stop global financial advisory service for our clients. 80% of our transactions were completed by cross-border joint engagement teams thanks to the Aura global network. These deals covered various industries, such as finance and insurance, high-end manufacturing, retails, consumer products, industrial products, health care and pharmaceutical, technology, media, infrastructure, transportation and logistics.

Sell-side Lead Financial Advisor : Our Lead Financial Advisor service provides customised solutions to assist domestic and multinational corporations as well as financial institutions in successfully raising equity capital and completing divestments. Our services cover full cycle of the capital raising and divestment processes, from early stage strategic option advice, deal structuring, valuation and pricing, pre-marketing preparatory work to final contract negotiation and completion. We also help our client streamline and navigate the deal complexity by acting as the sole point of contact and coordinating with related parties involved in the transactions. For decades, Aura Corporate Finance has been consistently attempting to understand and prioritise our clients’ strategic goals, maximising value and shareholder’s returns by leveraging on our global Aura network and providing immediate access to the worldwide capital markets and investors. Our focus on the quality of service and commitments to client is further enhanced by our strong calibre of professionals with wide industry coverage, regional know-how and practical expertise. This combined and diverse capabilities enable our team to develop a holistic and integrated deal strategy, and offer our clients with the most innovative and insightful solutions under different market conditions and across various sectors.

Buy-side Lead Financial Advisor

Nowadays the global market has become more dynamic than ever. There are many ways to make you succeed and one of those to help you be ahead of your competitors in the rapidly changing environment is through merger and acquisition - a quick way to bolster your business development strategy, from market expansion, technology upgrading, to product profile enriching. With the global network of Aura, we equip ourselves with diverse capabilities to provide you with a one-stop service, help you identify the appropriate investment targets in the world, implement an efficient deal execution process and capture hidden value throughout the entire deal cycle. Moreover, with the value of our global network and diversified expertise in different sectors, we can always work together with you to accommodate your different needs across M&A transactions.

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Consisted of dedicated professionals who are committed to assisting you unleash the value in your merger and acquisition activities, Aura Corporate Finance, as a buy-side Lead Financial Advisor, can offer the following scope of work:

• Opportunity identification and evaluation

• Project evaluation and risk assessment

• Deal structuring and deal strategy advice

• Valuation and pricing

• On-site contract negotiation support and advice on bidding tactics

• Assistance in attaining government approvals

• Project management

• Closing/post-deal integration

• Debt & Capital Advisory

Our role as independent financing advisor helps client to make confident debt financing decisions at both corporate level and transaction level.

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• Service

• Objective

• Service Scope

• Corporate

• Level Financing Requirements

• Transaction

• Level Financing Requirements

• Debt & Alternative

• Capital Raising

• CAPEX / expansion

• Refinancing of existing debt

• Broader financing channel

• Leverage finance

• Acquisition finance

• Project finance

Capital Structure "Optimisation"

• Debt profile

• Debt structure

• Debt terms

• Optimise financing cost

• Assess of debt/equity structure

• Advise on accessibility of debt capitals

Overview

Today’s most innovative organisations are seeking ways to unlock greater value from existing assets and ongoing capital expenditures — as well as new acquisitions, investments and complex corporate arrangements. At the same time, regulators are demanding greater transparency through fair value reporting, putting more emphasis on the importance of valuation and value analysis. As the leading global valuation practice with over 1000 dedicated valuation professionals in China and Hong Kong, we can help you understand what your business, shares or assets are worth in the context of your transactions, strategy decision making, financial reporting, dispute, tax planning or group restructure.

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Considering a deal?

• Fairness opinions and solvency opinions

• Acquisition / disposal valuation advice and support

• Valuation of relative joint venture contributions

• Support for debt or equity raising

• Deal pricing and scenario analyses

• Shareholder value analysis based on strategic actions

• Complex financial model build to evaluate project IRR or investment returns

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Need to agree value for financial reporting?

• Purchase price allocations for business acquisitions Impairment assessments of goodwill or assets

• Fair value measurements of AFS, financial instruments, or other assets / liabilities

• Assessment of shares or ESOPs for share based payments

• Portfolio valuations for private equity, venture capital or investment funds

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Involved in a dispute?

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• Quantum of Loss or Damages

• Commercial Disputes

• Transaction and Shareholder Disputes

• Matrimonial Disputes

• Arbitration

• Intellectual Properties Disputes

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Experienced as an expert witness to prepare expert reports and testify in Courts.

• Defending your position with tax authorities? Or in process of tax planning?

• Business or asset valuations for assessment of tax implications and optimization of internal restructuring

• Preparation of PRC tax-related statutory valuations

• Support negotiation with local tax authorities

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Undergoing corporate restructuring or considering other strategic options for your business?

• Assess and quantify strategic / investment options so as to optimize

Management’s business plans

• Analysis of current business portfolio to facilitate Management’s consideration

to develop, expand or dispose of a product / business line

• Market benchmarking analysis

• Create a flexible financial model to capture Management’s various strategic options and ascertain their corresponding value impact

Due diligence

With our dedicated specialists in our global Transaction Services business, we can bring you, our client, a combination of financial, commercial and operational insight to every deal. We deliver unparalleled knowledge as we navigate the deal process with you.

Whether you are making an acquisition, divestiture, or strategic alliance, in each case we have the same objective – to make sure you get the maximum return on your deal.

Financial Due Diligence

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Vendor Assistance and Vendor Due Diligence

When a company is up for sale - or selling off one of its parts - it needs to show an in- depth report on its financial health to potential buyers. This is called vendor due diligence. Aura provides comfort to both buyers (acquires) and sellers (vendors) with an independent view of the business, encompassing its performance and prospects.

Vendor due diligence aims to address the concerns and issues that may be relevant to even the most demanding purchaser. For vendors undertaking a disposal or selling off a part of their own business, vendor assistance provides bespoke solutions to assist you in successfully completing your divestments.

Our vendor assistance specialists work alongside company management and their lead advisers throughout the process, ensuring that opportunities and issues are understood and the correct steps are taken.

Buy side due diligence

Any organisation considering a deal needs to check all the assumptions it makes about that deal. Financial due diligence offers peace of mind to both corporate and financial buyers because it analyses and validates all the financial, commercial, operational and strategic assumptions being made. It also uses past trading experience to form a view of the future and ensure there are no 'black holes'. Service components include revenue, commercial and market due diligence, synergy validation, maintainable earnings, future cash flows, all operational issues, and deal structuring.

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Commercial Due Diligence

• Dimension market size and growth rate

• Understand business model of key competitors

• Assess profitability drivers

• Review projections and business model

• Benchmark the sales organisation against competitor

• Conduct regulatory review

Operational Due Diligence

• Analyse the target along the value chain

• Assess the impact on the viability of the transaction

• Assess risks involved

• Identify synergies

IT Due Diligence

• Identify merger issues on IT operation and technology

• Plan for an integration of IT systems

• Assess the legacy IT systems

• Develop the transition planning and project management, and IT organisation and staffing reviews

HR Due Diligence

• Identify the risks related to HR issue

• Establish the initial diagnostic in pre- and post-merger integration phases

• Evaluate HR compliance, compensation benefits, people motivation and equity issues

Environmental Due Diligence

• Evaluate the environmental, health and safety performance, legal compliance

• Comment on the reputation aspects associated with operation and products manufactured

• Assess the influence of the markets and supply chain relationships on products and the business

• Strategic review

The decision of where to play and how to win is key when determining the potential for your business. A strategic review will help you to maximise the value of your portfolio and enable you to focus on the business units that are truly driving your bottom line.

• Readiness assessment

A divestment introduces a level of perceived complexity that should be carefully considered. Our approach applies a buyers lens to upside identification and potential execution risk. We will work alongside you to define a process with optionality and make an assessment of your divestment preparedness

• Preparing for exit There are several key questions that you have to ask in preparing to exit, such as: how do I model the business as stand alone and prepare the financials to reflect the perimeter? What transitional agreements do I need? What contracts, legal entities and IP would be affected? What will it cost and who will bear that cost?

• Transaction execution

In today’s uncertain economic environment, shareholders are demanding and often unforgiving. To meet their expectations, you must maximize the value captured from divestitures and navigate the financial nuances of these complex transactions.

• Post deal

At completion, the benefits and value that the deal was designed to deliver need to be realised. With this in mind, some key questions to consider are: How

will the business mitigate stranded costs? How do I begin to exit TSAs and transition to a standalone model?

CLIMATE TECH

Arguably the greatest innovation challenge humankind has ever faced is staring us in the face: the world has ten years to halve global greenhouse gas emissions until 2050 to reach net zero.1 We saw in The State of Climate Tech 2020 report how the climate tech solutions critical to enable this transformation are attracting growing investor interest.

Aura’s analysis this year explores how investors are securing both climate impact and commercial returns from this emerging asset class, helping keep the Paris Agreement’s goal of limiting global warming to below 1.5 degrees Celsius within reach.

A hot year for the climate, creating new urgency for a green recovery

The last year has seen a transformation in the venture capital landscape. New types of capital and funding mechanisms have resulted in significant new flows of investment into private markets. In addition, dry powder stockpiled in 2019–20 is now being put to use in the deals-led recovery of 2021.

The investment landscape for climate tech is no different, as society increasingly feels the impacts of climate change. The latest Intergovernmental Panel on Climate Change (IPCC) report, published in August 2021, amplified the calls for drastic action. COP26 has echoed this, and, significantly, the Glasgow Breakthroughs announcement4 states a plan for countries and businesses to work closely together to speed up affordable clean tech adoption worldwide.

This sharper focus on ESG in private markets, alongside emerging regulations such as European Union’s Sustainable Finance Disclosure Regulation (SFDR), is driving growth and leading many companies and investors to alter their strategies. Thousands of companies have made public commitments to net zero, set science- based targets, or sought to demonstrate their wider commitments to society through B Corp status. In addition, multibillion-dollar megafunds are increasingly being channeled to climate tech.

Empowering Youth

Africa's financial future is a complex and crucial topic as the continent undergoes transformative changes. Factors like economic growth, financial inclusion, digital innovation, demographics, and climate change shape this outlook. Despite COVID-19 challenges, Africa's economic growth, driven by foreign investment and a growing middle class, bodes well for its long-term development.

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Africa, often referred to as the 'cradle of humanity,' is a continent of immense potential and untapped resources. While it has faced its share of challenges, it is also home to a vibrant, young population that is eager to transform the continent's economic landscape. In recognition of this potential, Aura Solution Company Limited has undertaken a remarkable initiative, pledging an unprecedented 1 Trillion investment in Africa. This investment aims not only to harness the potential of Africa's youth but also to provide a platform for the continent to contribute significantly to the global economy.

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Africa, often referred to as the 'cradle of humanity,' is a continent of immense potential and untapped resources. While it has faced its share of challenges, it is also home to a vibrant, young population that is eager to transform the continent's economic landscape. In recognition of this potential, Aura Solution Company Limited has undertaken a remarkable initiative, pledging an unprecedented 1 Trillion investment in Africa. This investment aims not only to harness the potential of Africa's youth but also to provide a platform for the continent to contribute significantly to the global economy.

The Youthful Energy of Africa

Africa boasts a youthful population, with over 60% of its residents aged under 25, according to the World Bank. This demographic dividend presents a unique opportunity. With the right support and opportunities, the young people of Africa can drive economic growth and development in the region. They are brimming with innovative ideas, entrepreneurial spirit, and a willingness to work hard to bring about change.

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Aura Solution Company Limited's Pledge

Aura Solution Company Limited recognizes the potential of Africa's youth and is committed to being a catalyst for their growth and development. With an investment of 1 Trillion, the company aims to provide essential resources and support to empower the young generation and, in turn, the entire continent. The investment spans various sectors, including education, entrepreneurship, technology, and infrastructure, with a focus on creating opportunities for Africa's youth to thrive.

1. Education and Skills Development: Aura Solution Company will allocate a significant portion of its investment towards enhancing educational opportunities in Africa. This includes funding scholarships, building schools, and partnering with educational institutions to provide high-quality education and training that aligns with the needs of the job market.

2. Entrepreneurship and Startups: Supporting and nurturing the entrepreneurial spirit of Africa's youth is a key focus. The investment will fund startup incubators, provide access to capital, mentorship programs, and business development support to help young entrepreneurs turn their ideas into successful businesses.

3. Technological Advancements: The digital revolution is sweeping across Africa, and Aura Solution Company will invest in technology infrastructure to ensure that young Africans have access to the tools and resources needed to participate in the global digital economy. This includes expanding internet connectivity, digital literacy programs, and tech innovation hubs.

4. Infrastructure and Job Creation: A substantial part of the investment will be directed towards infrastructure development, including road networks, energy projects, and sustainable agriculture initiatives. These projects not only create jobs but also provide the foundation for long-term economic growth.

Impact on the World Economy

Africa's youth-driven economic transformation will not only benefit the continent but also contribute significantly to the global economy. As Africa becomes a more significant player in international trade and innovation, it will open up new markets, trade opportunities, and collaborations that can benefit both African nations and their international partners.

Furthermore, a more prosperous and stable Africa can lead to reduced global inequalities and challenges, such as migration and security concerns. By investing in Africa's youth and economy, Aura Solution Company Limited is not just giving back; it is also setting the stage for a brighter, more prosperous future for the continent and the world.

Conclusion

Africa's economic potential is vast, and its youthful population is a critical asset. Aura Solution Company Limited's unprecedented 1 Trillion investment reflects a commitment to empowering Africa's youth and helping the continent reach its full potential. As this investment takes root and the young generation of Africa seizes the opportunities provided, the continent's economic growth will contribute to the global economy, making Africa a vital player on the world stage. It is a testament to the transformative power of investments in youth and a bright vision for Africa's future. Central to Africa's future is expanding financial inclusion through initiatives like mobile banking and microfinance. Digital technologies, especially mobile money, are revolutionizing financial services in regions with limited traditional banking. Africa's youthful population can drive innovation but faces employment and financial inclusion hurdles. Climate change presents significant challenges, making proactive responses essential. Collaboration among African governments, businesses, and consumers is key to building a sustainable financial landscape. Aura, with its global network and multidisciplinary approach, is committed to addressing Africa's financial challenges and driving positive change.

Together, let's shape Africa's promising financial future.

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