THE BIG B O N D
I N V E S T M E N T
G R O U P
REVIEW
SEMESTER 192
THE 2019 BOND INVESTMENT GROUP Introducing the 2019 Management Committee Page 3
EXCLUSIVE
THE FUTURE OF FINANCIAL ENGAGEMENT Our own Jordan Ala’i breaks down the regulation of Cryptocurrency payments Page 13
WOMEN IN BUSINESS
The 3 powerful women that spoke at the 2019 Women in Business THE ECONOMICS Forum Page 9 OF CLIMATE CHANGE Is an International price on carbon the most efficient method to combat Climate Change? Page 7
MORGANS TITANS OF INDUSTRY FORUM 2019 TICKETS AVAILABLE NOW
LETTER FROM THE EDITOR Page
MORGANS TITANS OF INDUSTRY
CONTENTS
Page 5
1
CYBERCRIME AND ITS ORGANISATIONAL IMPACT Page 6
THE ECONOMICS OF CLIMATE CHANGE Page 7
WOMEN IN BUSINESS FORUM Page 9
THE FUTURE OF FINANCIAL ENGAGEMENT Page 1
ENTERING AN ORGANISATION AS A NEW GRADUATE Page 1
WRITING FOR THE BIG REVIEW Page
ACKNOWLEDGEMENTS: ARTICLES CULTIVATED BY JESSICA XU & SYLVIE CHADWICK DESIGNED BY KYLE WALATARA
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A LETTER FROM THE
EDITOR
Welcome back to The Big Review, Bond Investment Group’s semesterly publication. This issue coincides with the Morgans Titans of Industry Forum run by the
Bond Investment Group. This is a very exciting year for us; bringing Industry Professionals, Students and academics together at our flagship events such as the Women in Business Event & Titans of Industry Forum. The 192 issue discusses topics that effect you as a human as well as the industry as a whole. Articles regarding Climate Change, Cyber Crime & Cyber Security, Cryptocurrency and so much more. All articles are written by our very own Bond University students, and we thank them for contributing to the publication. If you wish to contribute please don’t hesitate to contact us, the reason why this publication is so great is because of students like yourselves. We hope you enjoy this issue of The BIG Review. Kyle Walatara Marketing Director
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CYBER CRIME & ITS ORGANISATIONAL IMPACT Recent technological advancements and innovations have paved the way for new opportunities to commit fraud. Cyber Crime may be carried out through phishing, social engineering, data leaks, business email compromise, malware and may involve any electronic device or payment channel. The incentives for criminals to commit these crimes may range from recreational, criminal (financial gain and vandalism), hacktivist (disruption and making a statement), organized crime (significant financial gain and funding criminal enterprise) and state sponsored (same as organized crime). It becomes essential to combat such fraudulent activities due to its impact on organizations and its leadership and reputation. The losses to organizations as a result of these cyber crimes are enormous. For instance, organizations such as TNT Express (FedEx’s European Subsidiary), Merck, Saint-Gobain, Mondelez and Reckitt Benckiser incurred losses over $10 billion USD due to a cyberattack called NotPetya. NotPetya was an attack in 2017, which started with one of the world’s largest shipping-logistic companies, AP Moeller-Maersk (a representative of close to one fifth of the world’s shipping capacity), experiencing a redundancy in the company’s entire global network. The attack was so well executed that even the company’s IT managers and experts were locked out of vital cyber-security access. The ground zero for these cyber-attacks was Linkos Group, a family-run Ukrainian software business. Sandstorm – a group of hackers, had been hacking into Ukrainian governmental organizations and companies. They penetrated into the networks of their victims; ranging from media outlets to railway firms, detonating logic bombs and destroying terabytes of data. Sandstorm hijacked Linkos group servers and used them as a back door to enter PCs across the world,
utilizing software provided by Linkos group. This back door provided Sandstorm with the means to release the malware NotPetya – a cyberweapon to cause damage.
Data breaches of this kind have been a growing phenomenon – and the effects of cyber attacks are only going to become more exacerbated over time. One such recent instance of a data breach was of Marriott, resulting in over 300 million customers data being stolen, including passport numbers. The growing instances of data breaches has highlighted the importance of understanding the procedure to undertake investigations and collect evidence admissible in court of law to ensure those responsible are suitably punished. Digital investigation involves identification of data breaches, the extent of the breach, and what preventative measures can be taken to ensure this style of attack does not occur again. The digital crime scene and its management is the foundation of digital investigation. It is crucial to maintain a jurisdictional neutral approach, keeping in mind the scope of cybercrime as well as the individual legislation and their respective powers before commencing investigations. The need to act to combat the risk arising from cyber-enabled fraudulent activities becomes essential. It can be done through good risk management (understanding risk, segregation of duties, getting technical, involving the workforce (establishing accountability, awareness and education, speaking out, collaboration). The future steps that can be taken to address cyber fraud risks include information sharing, regulations, government involvement, facilitating good business risk management for small and large businesses and so forth. Article by Milind Tiwari
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THE ECONOMICS OF CLIMATE CHANGE IS AN INTERNATIONAL PRICE ON CARBON THE MOST EFFICIENT METHOD TO COMBAT CLIMATE CHANGE? ARTICLE BY THOMAS ASPINALL
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CLIMATE CHANGE
Too often is the burden of responsibility on combating climate change seen as “someone else’s problem”. The Carbon Majors report, published by the Climate Accountability institute in 2017, concluded that just 100 firms are attributable for 71% of global emissions.Too often do we see corporate entities dodging and weaving away from the consequences of the negative externalities their greenhouse emissions cause society. Fighting climate change is seen more as an economic inconvenience than a necessity even when it is (bar those with their heads the in proverbial sand) universally recognized that greater action must be taken soon to avoid the potentially catastrophic consequences upon our climate. Breaking out torches and pitchforks at those who do avoid their burden of responsibility upon moving towards environmentally sustainable practices, however, is not completely justified either – these are simply firms following their one fundamental principle: maximize shareholder wealth. And the truth is that the adoption of more environmentally sustainable practices is almost always a negative NPV project for a company. So how then do we align the economic signals of a company with the shared goal of a society to reduce global carbon emissions?
Catastrophic climate risk is a non-diversifiable risk: we only have one planet and therefore one chance to avoid mucking it up. Environmental policies, carbon pricing and emissions regulations can be pictured as the purchase of a type of insurance by society. Society is paying for a guarantee that a climate disaster, and the economic impact such an event would constitute, is successfully avoided or mitigated as much as possible. Environmental policy is therefore analogous to the purchase of an out-of-the-money put option. Depending upon the cost to society of the abatement policies, even if the effective interest rate on such a guarantee is lower than the risk-free rate, or even negative, it may be economical to purchase the insurance and invest in carbon abatement policies than deal with the consequences of our inaction later.
Carbon Pricing is an instrument designed to capture the negative economic externalities of greenhouse emissions placed upon the public, such as loss of property from flooding and sea level rise, damage to crops, and of course the kick start of the largest mass extinction event our planet has ever seen, threatening the continued existence of humanity, and shifts the economic burden of responsibility back onto those that generate these emissions, providing economic signals to emitters that encourage them to reduce emissions through the only thing that can convince them to take action: a less healthy bottom line. Two primary choices for carbon pricing are a carbon market that places a
‘cap’ on carbon emissions (but allows the market to determine the price) and a carbon tax that fixes the price of carbon (but allows the amount of carbon emissions to vary). The introduction of carbon markets historically has seen some of the most famous examples of market failure, simply because the price on carbon is still so much less than its economic cost. This came to a peak in 2005 when the price of carbon credits in the European Union Emissions Trading Scheme (The largest cap-and-trade carbon trading scheme in the world) dropped to near zero, mainly due to an over-allocation of credits. The UK Carbon Price Floor (A carbon tax introduced to the power sector
of the UK) was an attempt by the Brits to combat the market failure of the European Union carbon market. This carbon tax again resulted in undesirable secondary effects, as the resultant regulatory arbitrage it created simply encouraged UK firms to relocate offshore to circumvent this pesky tax, a concept known today as Carbon Leakage. In the wake of market collapse and companies doing seemingly whatever (and moving wherever) they can to avoid the inevitability of reducing total emissions, what then is the proper way to economically incentivize corporations to move towards and subsequently trigger low carbon investments? An international market for the pricing of carbon may correct any market mispricing inherent within both regional and sub-regional markets. It may also cause firms to realize the likelihood of escaping carbon-related tax penalties in a global economy are becoming more remote, increasing incentive to reduce emissions now, rather than being forced to take further action later, at a higher cost and with greater urgency. And this could be the route we are seeing the world trend towards, as about 100 parties to the 2015 Paris Agreement stated in their emissions reduction pledges that they are planning or considering the use of carbon pricing to meet their long-term emissions reductions targets. This included three of the world’s five largest emitters: China, India and Brazil. The 2015 Paris Agreement focused upon cross-border approaches to cooperation on emissions mitigation, including pursuing an international carbon market. The establishment of an international carbon market could solve the problem that the current price of carbon around the world does not even come close to matching its social costs. The first major,essential step to make is for the world to establish that there is a social cost of carbon that needs to be internalized within the costs of firms responsible for these emissions. Later, as more is discovered about the true social cost of carbon and an established international carbon market has been made, alterations to the pricing of carbon can occur.
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WOMEN IN THE 2019 PANELISTS: THE HONOURABLE KATE JONES
MINISTER FOR INNOVATION AND TOURISM DEVELOPMENT Kate Jones is the Minister for Innovation, Tourism Industry Development and the Commonwealth Games in the Queensland Government. Kate is committed to building innovation in Queensland by attracting new investment, growing entrepreneurialism across the state and supporting local starts up to scale up and think global. She is also a proud champion for Queensland’s tourism industry and oversaw the successful delivery of the Gold Coast 2018 Commonwealth Games, Queensland’s largest ever event. She has previously served as the Minister for Education, Minister for Environment, Minister for Climate Change and Natural Resource Management and Minister for Small Business in previous Queensland Governments. When Kate was first sworn-in in 2009, she was the youngest ever Queensland Government Minister. Kate is a graduate of the Queensland University of Technology and holds a Masters in Environmental Law from Australian National University.
DR ROXANE FOULSER-PIGGOTT
LEAD FINANCIAL RISK ANALYST, SUNCORP GROUP Dr Roxane Foulser-Piggott has a PhD from Imperial College London in the development of natural catastrophe hazard prediction and loss estimation models. She has consulted extensively for the UK Foreign and Commonwealth Office, European Commission and World Bank as well as for a number of private organisations including Willis Reinsurance and Lloyds of London. Her professional experience in finance includes quantitative analysis at the ASX developing scenario generation models and as a leader in Financial Risk Analytics for Suncorp Bank, specialising in model validation and stress testing. Roxane continues her research in risk analysis and catastrophe modelling, publishing in world leading journals.
REBECCA FRIZELLE
CHIEF OPERATING OFFICER, FRIZELLE SUNSHINE AUTOMOTIVE GROUP Rebecca Frizelle is Chief Operating Officer of Frizelle Sunshine Automotive Group. In 2014, she was appointed to the Board of the Gold Coast Titans and became the first female Chair in the NRL - National Rugby League code. She stepped down from the role in September 2017 to pursue a personal stake in the club. She is a Director of Sunland Group Ltd since January 2018. Ms. Frizelle is also a Director of the Griffith University Advisory Board, Audi Australia Foundation Board, and St Hilda's School Foundation and a Member of the AICD. Known for her strong advocacy for the city of Gold Coast, she is also one of the largest employers here with over 800+ people now under the Frizelle Sunshine Group. She’s a proud Mother of three, and a loyal supporter of women in leadership roles. 9
N BUSINESS FORUM LOVED IT! THE PANEL WAS
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THE FUTURE OF FINANCIAL ENGAGEMENT HOW TO APPROACH THE REGULATION OF CRYPTOCURRENCY PAYMENTS
Cryptocurrencies are changing the way in which individuals and businesses make and receive payments creating a platform for peer to peer transfers to occur outside the traditional financial and regulatory institutions which oversee, manage, and regulate our payment systems. It is not clear, in the current regulatory environment, how we can safely benefit from this new payment platform whilst at the same time protect customers, conform to financial regulations and manage criminal activity. At a time where financial jurisdictions around the world have no comprehensive plan for Australian regulators to turn to, the existing Australian financial payment regulations and structures along with the barter trading framework provide insights and principles which can assist Australian regulators to begin to form a holistic approach to considering the needs of the cryptocurrency payment system and its regulation.
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The approach to regulating cryptocurrency payments is difficult as its very design, the way its technology operates, and its continual development makes it challenging to fit within the existing government issued, legal tender currency (FIAT) payment regulations and structures, and it is too complex and unique a payment tool that the barter and commodity trading framework cannot sufficiently manage it. These existing payment systems provide insight into the principles and concepts regulators and financial institutions have used to build a safe, stable and functional payment systems which are able to be applied to the cryptocurrency payment system. Their application, however,
must be adjusted to this new payment system to suit the technical and operational aspects of cryptocurrencies. The regulation of payment systems within Australia has four distinct elements: the currency that is used within the system, the financial institutions who hold and facilitate the transfer of that currency, the financial tools used to access or direct the transfer of funds, and the point of sale merchant products which integrate between the financial tools and the financial institutions. A large area of concern is the protection of customers engaging with a payment system. In the FIAT payment system, these protections are provided by regulation for how financial institutions conduct themselves, however, specific protection for customers is accomplished by the ‘Code of Banking Practice’, produced by the Australian Banking Association and the Financial Ombudsman Service. The difficulty that faces cryptocurrencies in regard to protecting customers is the stateless nature of cryptocurrencies. They are able to be created and used anywhere in the world as long as there is a connection to the internet. The existing tools used in protecting customers in the existing FIAT payment system are unfortunately not transferable. Cryptocurrencies will require a specific approach needed to address customer protection. Cryptocurrencies are a financial tool utilising distributed ledger technology (DLT) which operates on a predetermined set of programmed rules that can be used to automatically facili-
tate the transfer of digital tokens, the item of agreed financial value, from one holder to another. What this means, in reality, is that anyone, with the technical know-how, is able to create their own digital token, through an initial coin offering (ICO), which has led to the creation of thousands of different cryptocurrencies, each with their own purpose, characteristics and operational qualities. Because the of the DLT it has removed the need for financial institutions to be part of the system, instead of allowing users to have direct control over their tokens which sit within either online or offline wallets. Transfers between these wallets go directly from the sender's wallet to the receiver's wallet and are verified by the DLT. Whilst the principles of holding an item of financial value and transferring of that item is very similar between the FIAT system and the cryptocurrency system, the entire way in which cryptocurrencies are created, held and transferred means that the approach to regulating them is different. When it comes to the criminal use of using FIAT currency to launder money or finance terrorism, the Australian Government has established AUSTRAC as the regulator for enforcing the AML & CTF regulations and working to ensure the legal use of FIAT currencies. In establishing AUSTRAC, the government showed a need for highly refined and specific skills to address certain aspects of how money is used. This demonstrates the need for regulators who are beginning to approach the regulation of cryptocurrencies to be equipped with the
necessary skills. The principles in how AUSTRAC addresses AML and CTF issues are the same principles that apply both to FIAT currencies as to cryptocurrencies. While the suitability of AUSTRAC to address the AML and CTF issues within the cryptocurrency space is not under review, it highlights the governments approach to establishing a regulator equipped with the mandate and resources to address the regulation of areas of the payment system which require a specialised approach. The ICO process is very similar to the principles of creating FIAT currency and taking a company public. Its creation falls under the purview of the RBA as they are the regulator of currencies and payment systems and whilst cryptocurrencies are technically legal tender, they are the tool which is used to facilitate payment. The RBA is, however, unequipped with the tools necessary to adequately address this alone. ICO’s touch on skills from the RBA, ASIC and the ASX along with skills from the cryptocurrency industry. A working group could be established, under the supervision of the RBA, to construct a compliance framework which streamlines the process of creating ICO’s. Exchange providers are very similar to banks as they hold control over users’ digital tokens and execute orders when instructed by their clients. Whilst the regulatory principles are very similar to banks; the application needs to be tailored to address the technical nuisances of the exchange providers operations. As they form a key part of facilitating transfers between customers, the primary regulator is the RBA. A working group should be established to provide guidelines to improve the integrity of the exchange providers and to hold them accountable to the customers they serve. The working group should consist of the
RBA, APRA, ASIC and along with skills from the cryptocurrency industry. These regulatory institutions cover the financial, prudential and business areas of regulation coupled with technological understanding from the industry allows the creation of regulatory gridlines for exchange providers which will strengthen their systems and processes, increase the level of security systems used to protect the cryptocurrency funds they are holding and hold them accountable to prevent exchanges from stealing and defrauding customers.
the last two years that the notion of an ICO became a common concept. If regulations had been applied to DLT too quickly, it would have become redundant. However, after a decade of development, there has been significant strides in the development of the technology with sufficient adoption rates to warrant regulators to begin a proactive approach to preparing regulations that do not quash the development of the technology but formalize and strengthen it allowing it to be safe for consumers and business to be able to adopt.
By improving the regulations in the ICO and exchange provider spaces, there is a natural increase in the protections afforded to customers. However, specifically addressing customer protection issues, such as issues outlined in the ‘Code of Consumer Banking Practice' which has typically been addressed in the FIAT payment system internally by banks, is difficult to do internally within the cryptocurrency space. This is due to the decentralised nature of cryptocurrency transactions. They may go through formal exchange providers or directly between wallets of digital token holders; it does not have the centralised structure that gives the banking institutions to manage customer protection internally. Because of this, it will fall on the regulator to develop more direct and clearer strategies for cryptocurrency exchange providers and business's providing the ability to facilitate transfers.
Conclusion
While DLT has been around for approximately ten years, the technology had advanced and changed significantly over that time. It is important for regulators not to expand regulations to address developments in new areas too quickly as the nature of the area that it is being applied to can change and outgrow the regulations that were applied. It wasn't until
Financial products and technology have far-reaching implications for industries across the globe, and if it is not appropriately considered and regulated, it can have significant consequences for both businesses and consumers. It is a challenge for Australian regulators to be able to approach the regulation of cryptocurrency payment systems as this technology spans across many jurisdictions and is highly technical in nature. There is no country in the world that has provided a holistic approach to regulating cryptocurrencies and how it is used to facilitate payments. It is a reasonable argument that regulators have held back from beginning to regulate this space as the technology is still developing. There is however sufficient development of DLT to understand the various elements that impact the payment systems, and the consequences of the GFC have shown what can happen if regulators are not proactive enough in holding businesses accountable and providing compliance frameworks to hold them accountable. Article by Jordan Ala’i
Australian Banking Association, Banking Code of Practice (2013). Financial Ombudsman Service, About Us Financial Ombudsman Service Australia <https://www.fos.org.au/>. Ryan Browne, ‘All global currencies will become cryptocurrencies’ CNBC, 19 June 2018. Andrea Pinna and Wiebe Ruttenburg, ‘Distributed Ledger Technologies in securities post-trading – Revolution or evolution?’ (Research Paper ECB No. 172, European Central Bank, April 2016). Coin Market Cap, All Cryptocurrencies (8 August 2018) Coin Market Cap < https://coinmarketcap.com/all/views/all/>. Block Geeks, What is Cryptocurrencies: Everything You Need to Know Block Geek < https://blockgeeks.com/guides/what-is-cryptocurrency/>. Australian Transaction Reports and Analysis Centre, AML/CTF Act Australian Government Australian Transaction Reports and Analysis Centre <http://www.austrac.gov.au/businesses/legislation/amlctf-act>. Australian Transaction Reports and Analysis Centre, Chapter 6 – AML/CTF programs Australian Government Australian Transaction Reports and Analysis Center < http://www.austrac.gov.au/chapter-6-amlctf-programs>. Australian Banking Association, Banking Code of Practice (2013).
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ENTERING A NEW ORGANISATION AS A NEW GRADUATE? You are a young graduate moving into a company. I have seen this scenario many times. How best do you start this journey? How do you enter this world without making too many mistakes? without treading on toes!? My answer, based on many years of working at the Executive Management level, comes down to these few pieces of practical advice. 15
1
2
3 4 5 6
THE ‘WATCH AND SEE’ ATTITUDE
Most importantly, take a ‘watch and see’ attitude for at least the first 2-3 weeks. Do not be too ready and solve the organisation’s ‘problems’. Fresh eyes and knowledge can provide great new ideas, but remember when you criticise or suggest change you can devalue the work of others and this is not always well received. Take the time to learn what kind of culture the organisation has; what their major are; and their strengths and weaknesses. After a few weeks when you have the whole picture select the right person to share your suggestions with.
RESPECT AND RECOGNISE OTHERS
To be a respected, you need to have an appreciation and respect for how everyone in a team contributes. Respect for others also needs to be articulated directly - we all like being told we have done a good job. The need for recognition and respect comes up again and again on staff satisfaction surveys. This helps build good relationships and leads to better collaboration. A key skill here is Emotional Intelligence, understanding and managing our own emotions as well as those of others. This is something we all need to work on.
SEE THE BIG PICTURE
Always view the organisation and its direction from a strategic perspective/ the ‘big picture’. While it is important to value the detail and process make sure you can always view it through the strategic lens.
CREATE A DEVELOPMENT PLAN
Understand your own goals, including several options you would be happy with. This should include a Personal Development Plan which covers: a. potential goals b. an analysis of your strengths and weaknesses c. how you are going to build on those strengths and address those weaknesses d. achievable steps to take you where you want to be e. professional development you will need. Take charge of your own professional development - do not wait for your employer to identify what training you need, and do not rest on what you have done. If possible, work with a mentor on your Development Plan. The process of developing a plan is often more valuable than the plan itself. Share with your manager and others where you want to go and what you want to achieve. Make it clear to your manager what you want to achieve and seek their advice on how you can get there. They will usually be pleased to be asked and may provide good advice. Importantly they will know you want to move up the ladder and should keep an eye out to match you with opportunities.
BE OPPORTUNISTIC
Having made a plan do not be afraid to take up random opportunities as they arise. This is especially true early in your career, as new experiences broaden your knowledge and open up new opportunities. Never fear change – embrace it! be at the forefront!
LOSE THE FEAR
Lose that fear, especially fear of failure – failure builds us. Once accepted in the organisation put your hand up in public forums and ask questions. If you want something in the workplace – ask your manager. This lack of fear is important when it comes to making decisions. You need to do your research then make the recommendation or the decision. Do not suffer in silent fear of making the wrong decision – be prepared to fail and learn from it.
Remember, watch and listen; plan; be open to new ideas; work hard on raising your thinking to the strategic level; build relationships; make decisions; ‘lose that fear’ AND ENJOY THE JOURNEY! Article by Andrea Harris
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