Business
BALANCING THE NEEDS OF DEVELOPING ECONOMIES
Source: Finance Derivative
Marc Naidoo a sustainable finance partner at international law firm, McGuireWoods
A child sitting with a candle in the dark learning about how hydrocarbons are destroying the atmosphere and why fossil fuels need to be phased out nigh on immediately. Perhaps that resonates with this child, or perhaps these concepts exist in the abstract, or even a combination of the two. Over 640 million Africans have no access to energy, which correlates to an electricity access rate of a mere 40%. The question this child may ask is: so where are all these hydrocarbons coming from, and who is benefitting from them?
The interplay between developed nations and developing nations is a terse one, especially in the context of sustainability. Whilst through effluxion of time the West has been through various industrial and energy booms, developing markets have not been afforded that period of sustained growth. Whether in the form of heavy handed concessional agreements with Western countries, or the challenges facing post-colonial democratic infancy, developing economies have had an almost inverted growth trajectory. Focussing on Africa, the view that its population will double by 2050, creates challenges but also opportunity. With a growing population, the need for infrastructure become paramount, and as we are all aware that is coupled with energy.
Historically developing markets were not given the chance to grow industrially / organically. However growing populations provide these economies with an opportunity to prosper in the long term. Infrastructure leads to a better quality of life, but most importantly paves the way for arguably the most important tenet of sustainability: financial inclusion. The source of all of this is energy, energy which some may argue can be in any shape or form. Developed markets are quick to assume that energy is a divine right, however the context remains different for those who are quite literally living in the dark.
The danger of the current ESG agenda is that anger and vitriol is somewhat misplaced when identifying who is responsible for hydrocarbon contribution in the global economy. Terms like “Big Banks” and “Oil Majors” are cast as if these institutions are pantomime villains trying their utmost to destroy the planet. But as with all things, there is a balance that needs to be struck in balancing the needs of the environment, with those of the people that live therein. ESG is not an acronym for: environment. Social and governance issues are just as important in assessing where we move forward as members of Earth. Even the first six United Nations Sustainable Development Goals focus exclusively on social issues that need to be addressed. The problems facing the planet go beyond climate change. Whilst it is an enormous issue, it should not detract from the fact that we want to have a planet that survives and looks after all life therein, but that is hollow if we systematically make things worse for people that live on Earth right now.
Private sector capital has always played a role in infrastructure and energy within developing economies. This is not me saying that they have done this out of the goodness of their heart, but whatever the profit margin, cash still flows through the system with the additionality of job creation and a better standard of life. If you removed this source of funding, what would happen to the developing economies who require funding for energy creation or infrastructure development? The counter position is: renewables. No, that is part of a solution but not the entire solution. Technologies are still expensive, transmission lines onto national grids (usually with one para-statal energy provider) are projects in themselves and whether these technologies can handle base load energy production for exponentially growing economies remains to be seen. Private capital should not have to operate in the shadows and conclude secret deals to provide people with basic human rights for fear of reprisal from activists and mainstream media alike. If anything, of anyone financing hydrocarbons, big banks are the most adept to do so as they have the requisite internal protocols to manage borrowers building efficient projects as well as adhere to ALL ESG standards. You cannot just cut an entire population group out because there is pressure to do so, there are other solutions which will be explored later in this article.
The same pressure faces large energy corporates directly, as well as oil companies. Forgetting the human element facing millions of workers with regard to redundancies as a result of mass, almost immediate, closures of plants and refineries. Consider the implications of what is to become of the assets in respect of which these companies are being forced to divest from. Would you rather have a large publicly accountable corporate controlling an extraction asset, or a privately owned company less susceptible to public scrutiny. By nature large energy and oil companies are required to mitigate their impact on the environment and the communities in the immediate vicinities of their operations. Removing this buffer, is tantamount to removing accountability in the sector and throwing communities in developing economies to the wolves.
So is this the article you read that denounces large banks and major oil corporates taking action against climate change? No, and far from it. There are ways in which the interests of these companies and the needs facing developing economies can be aligned, while at the same time not glossing over the issues with carbon credits and the like. Sustainability within the corporate landscape is at a point where market participants can work together to find solutions that are creative and work for both corporates and developing economies. Other metrics can be introduced to offset hydrocarbons, whilst still ensuring developing economies have the room to grow. The Central African Forest Initiative is an example of this, with Gabon pledging to protect its forests in return for financing from the Norwegian government. Countries can be asked to develop carbon absorption assets such as sea grass or forests to mitigate the damage done to the climate. These are all tools that can be easily worked into financings, especially by larger financiers. All that is required is a little creativity and a commitment to a long term view on sustainability.
Changes need to be made, but not at the sacrifice of others. We are all in this together, but most importantly each country is on their own journey, both economically and with regard to sustainability. The answer to solving the issues facing our planet is not cutting off those people that need our help the most. Perhaps we should also educate those of us who are demanding radical change, that sometimes it is not possible as there is always some form of collateral damage. Change must be managed and must happen organically. Perhaps the E, in ESG, should stand for empathy.
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Business
Overcoming intricacies of premium processing in the insurance industry
Source: Finance Derivative
By Piers Williams, Global Insurance Manager at AutoRek
Complexity is an unavoidable reality for the intricate world of insurance. For program administrators, including brokers, managing general agents (MGAs) and managing general underwriters (MGUs), accurate management of insurance premium payments and complex workflows like bulk payments and diverse data sources is essential – there cannot be room for error. Unfortunately, poorly executed and complex processes can lead to costly mistakes. This is especially true for essential financial control processes that directly impact the performance of insurance businesses such as premium payment processes – also commonly known in corporate industries as account receivable and payable processes.
In particular, the traditional, manual management of insurance premium payments is what can often lead to unresolved outstanding debt and large balances of unallocated cash. When you combine this with the 30% growth in delegated/program businesses (over 30%+ in the last 3 years), using Excel sheets and the ever-increasing policy volumes, the approach becomes unsustainable and inefficient.
This article will outline the transformative benefits automation offers and the key actionable strategies that will enable program administrators to optimise the management of insurance premium payments for greater efficiency and effectiveness in their financial operations.
Embracing automation: the future of insurance
The future of insurance lies in automation – this is where premium payment processing comes in. Automation enables businesses not to erode margins through write-offs but accelerate cash flow and protect revenue. The primary goal is to accelerate premium reconciliation and allocation by implementing an automated straight-through process, minimising the need for human intervention to ensure that minutes – not hours – are spent on the reconciliation process.
By leveraging automated systems and advanced data integration, premium payment processing has the potential to offer a more streamlined, accurate and effective insurance ecosystem. Automation minimises the likelihood of human error and delays in transaction times; ensuring that precision is at the forefront of the financial processes. This shift towards automation addresses one of the key challenges faced by the insurance industry – eliminating inefficiencies which can lead to costly mistakes and unnecessary delays.
Producing scalability in a competitive market
Program administrators are confronted with a multitude of pain points in their day-to-day operations. Given that program administrators handle a significant amount of insurance policies across multiple binders/programs in the market, considerable admin effort is required to process a vast number of internal and external data sources as well as payments and policy data. As a result, program administrators risk losing valuable time and resources – giving them less time for value-added tasks, like resolving breaks, addressing downstream issues, and creating better partnerships with insurance partners.
The impact of such operational inefficiencies can impact not only accounts receivable, collections and credit control processes but also business profitability, binder/program performance, competitiveness and reputation to name a few. Without the adoption of more advanced technologies like automation, program administrators are increasingly at threat of not being able to produce scalability in a competitive market.
Whilst automation offers huge efficiency upside for businesses there are also many benefits delivered by simply having a single premium data control platform. One of the most notable challenges with premium payment operations is the often-large numbers of internal and external data sources that must be managed and processed. This data needs to be continuously processed to ensure reporting is up to date and management has a comprehensive view of outstanding premiums, allocated premium and cash positions at any point in time. The management of this data, if not performed within a platform, presents a huge risk from a control perspective, as often premium payments will not be allocated for 30, 60 or 90 days, therefore needing a solution to keep track of all data automatically to ensure efficiency and control to ensure.
Identifying and addressing inefficient processes
Investing in modern technology like automation is often the first step in streamlining operations and eliminating inefficient processes. The goal is to encourage program administrators to focus less on manual administrative tasks that are time-consuming and instead, focus on key business decision making to improve financial gain – automating manual processes does exactly that.
Likewise, the insurance industry is constantly evolving so the adoption of premium payment processing will be crucial in remaining competitive in a shifting market dynamic. With this in mind, legacy systems, once the backbone of insurance operations, must go. These systems are outdated and unable to meet the demands of a data-driven, regulated market, leading businesses to embrace digital transformation and no longer depend on inefficient processes.
Business
Who’s Scared of Embedded Payments?
Source: Finance Derivative
Johannes Kolbeinsson, CEO at PAYSTRAX
Embedded payments have been swiftly integrated into the e-commerce ecosystem, showcasing their transformative potential in reshaping how we make transactions. There is a bright future for embedded payments, but we must emphasise the significant untapped potential within the space as it currently stands, as the user experience still isn’t quite seamless, and third-party payment processors still present a fraud risk to companies.
A Rapidly Expanding Market
The growth of embedded payments is undeniable. Driven by the rise of digital wallets and one-click checkout systems, the global market for embedded finance as a whole is projected to grow from $92 billion to $228 billion between 2024 and 2028. Recent shifts in consumer behaviour, especially toward frictionless digital experiences, have been accelerating the adoption of these solutions across sectors. Embedded payments offer that seamless one system approach, not only quickly processing payments on app, but building a one app relationship with consumers that develops brand loyalty.
This trend directly mirrors the business strategies of the major players in the tech world. Companies such as Apple, with its mobile wallet and credit card ventures, and Shopify, combining e-commerce with embedded payments, have demonstrated that blending payments directly into platforms can drive user engagement and boost conversions. The logic is plain and simple: by keeping consumers within the app, businesses streamline the purchasing process, increasing the likelihood of finalising transactions, and building brand and customer loyalty.
The Embedded Payments Boom
Embedded payments have become the latest hot topic in fintech. In fact, just a few years ago, in 2020, embedded finance payments were generating around $16 billion in revenue. Looking ahead to next year, forecasts suggest that number will skyrocket to over $140 billion. The success of platforms like Uber with one-click payments and the buy-now-pay-later (BNPL) models from companies like Klarna are clear indicators of this shift. Consumers increasingly seek ease and convenience, and embedded payments are meeting those demands head-on.
However, for all the excitement, embedded payments still face challenges in adoption. Fraud prevention, authentication, and user experience remain key barriers that need to be addressed on an industry wide level to truly deliver the seamless, instant payments these systems promise consumers.
Addressing the Friction
While the promise of embedded payments is enticing, friction remains. One of the most critical challenges for businesses adopting embedded payments is ensuring robust risk management. Creating an online experience that feels as secure as an in-store transaction should be a top priority, especially as financial fraud becomes more prevalent.
Currently, many companies are jumping into embedded payments without fully understanding the complexities involved. The lack of in-house expertise in building the necessary infrastructure across digital services, transaction processing, and enablement layers can lead to implementation issues and security vulnerabilities. Businesses need to conduct proper due diligence to avoid potential pitfalls, as hasty implementations can compromise both functionality and security.
User experience is another key factor in determining the success of embedded payments. Historically, we’ve seen how PayPal revolutionised online payments with its email-and-password system, setting a new standard. Embedded payments, while advanced, are still evolving to achieve a truly frictionless experience. Authentication processes frequently occur outside of the platform or app, and the range of payment options can be limited. To fully realise the potential of embedded payments, businesses must balance security, usability, and convenience.
Trust and Security Concerns
Security and trust are paramount when it comes to anything finance related, and these are areas where embedded payments must improve to gain widespread consumer adoption. With growing concerns about data privacy and the rise in online fraud (40% of all reported crime in the UK last year were fraud), it’s clear that consumers need reassurance before embracing embedded payments.
While embedded payment systems offer unparalleled convenience, their inherent vulnerabilities could make them a prime target for cybercriminals. The lack of standardisation and regulation in the sector, coupled with a general shortage of expertise that comes with a new industry, poses significant risks for users. Nevertheless, history suggests that consumers are willing to trust new technologies over time. Just a decade ago, saving card details online was met with hesitation; today, it’s commonplace. Similarly, as security concerns are addressed, embedded payments will likely gain traction as consumer trust grows.
The Path Ahead for Embedded Payments
Despite the array of payment methods available today, the potential for embedded payments to dominate the future of finance is undeniable. Their speed, ease, and ability to facilitate in-app purchases with a simple click make them an attractive option for both consumers and businesses.
Yet, for embedded payments to live up to their promise, key challenges remain. User experience and authentication are the primary obstacles. Truly embedded payments should enable users to complete transactions within the app, without being redirected elsewhere for authentication. As instant payments become the norm, any requirement to leave an app to verify a purchase could deter adoption. Addressing these issues will be critical to the future success of embedded payments as they continue to evolve and reshape the digital landscape.
In the coming years, as innovations like AI-driven fraud detection and biometric authentication become more integrated, the potential for embedded payments to achieve a truly seamless experience will grow. This could be the defining shift that cements embedded payments as the default mode of financial transactions in our increasingly digital world.
Business
The need for speed: Why fintechs must supercharge background checks to stay competitive
Source: Finance Derivative
By Luke Shipley, Chief Executive Officer and co-founder at Zinc
In the fast-paced world of finance, and particularly where finance and technology intersect, hiring candidates with the right skills is crucial for staying ahead of the competition. For fintech firms, conducting fast yet thorough background checks is key to balancing regulatory compliance with the need for speed.
However, financial regulations in the UK demand rigorous oversight to safeguard consumer data, prevent fraud, and maintain financial stability. As part of these regulations, fintech companies must conduct thorough background checks to ensure new hires align with compliance standards, mitigating risks to both the company and its customers. These checks involve verifying critical information such as financial history, credit reports, criminal records and employment history, which are essential for determining the suitability of candidates handling sensitive financial data. These checks are both time-consuming and resource-intensive, slowing down the hiring process.
Fintech firms can sustain rapid growth and meet regulatory obligations without sacrificing operational efficiency by streamlining this crucial part of the hiring process with the right tools. This also enables HR teams to focus on creating a positive experience for new hires, rather than burdening them with additional administrative tasks. Implementing efficient systems that reduce these checks from weeks to days allows companies to swiftly onboard talent, maintain customer trust, and stay competitive.
Challenges of traditional background checks
Traditional background checks in the fintech industry are complex and time-consuming due to the stringent regulatory requirements that financial organisations must follow. Verifying candidates’ financial history, running credit reports, conducting Disclosure and Barring Service (DBS) checks, and confirming employment history for the past several years are all critical tasks. These checks are not only meticulous but also require coordination with external agencies, which often slows down the process.
Manual handling of these background checks can extend the hiring timeline by weeks or even months, creating operational inefficiencies for fintech companies that need to scale quickly in a competitive industry. Prolonged hiring cycles can also lead to delays in onboarding vital talent, putting added pressure on already stretched teams.
For HR departments, managing these extensive checks manually places a heavy administrative burden. The time spent gathering documentation, verifying information, and coordinating with third parties diverts HR professionals from focusing on more strategic initiatives, such as talent acquisition and improving the candidate experience. As a result, the manual process not only hinders recruitment efficiency but also affects the company’s ability to attract top talent in a timely manner.
Role of technology in streamlining background checks
Here, technology plays a crucial role as it revolutionises the background check process in fintech by reducing manual interventions and simplifying time-consuming tasks. Automated platform systems now handle complex steps like identity verification, credit checks, and employment history validations far more efficiently than traditional methods. These technologies not only speed up the process but also provide one centralised place for employee documentation and improve accuracy by reducing the risk of human error in verifying critical information.
Automation also allows fintech companies to complete thorough background checks in a fraction of the time, continuing to ensure global compliance without delaying the hiring process. HR teams are freed from the burden of manual data gathering by automating repetitive tasks and reminder emails so they can focus on higher-value activities, such as candidate engagement and talent strategy.
Moreover, integrating background check platforms with existing HR systems streamlines recruitment workflows. This integration ensures a seamless transfer of data, and provides real-time updates on the status of each candidate’s background check. The result is a faster, more efficient hiring process that allows fintech firms to onboard new employees quickly, creating a positive reflection of their brand at every stage of the onboarding process.
Improved candidate experience
Technology in recruitment not only benefits HR teams but also significantly enhances the candidate experience. Automated systems cut down lengthy waiting periods, helping candidates move through the hiring process more swiftly.
From digital applications to real-time status updates, candidates enjoy a seamless, transparent process, which minimises stress and uncertainty. This streamlined approach improves communication and ensures that candidates are informed at every stage of their check progress, fostering trust and keeping them engaged. Additionally, modern tools like AI-driven assessments or automated interview scheduling save time, allowing candidates to focus on showcasing their skills rather than dealing with logistical hassles. Fintech companies can improve their overall employer branding by providing a more efficient and organised hiring process, attracting top talent who appreciate a modern and tech-forward experience.
It is why speeding up background checks is crucial for fintech companies aiming to stay competitive. By leveraging modern technology, these companies can benefit from greater efficiency, regulatory adherence, and an enhanced candidate experience. Fintech firms should embrace tech-driven solutions to balance speed and regulatory requirements, ensuring a smooth, transparent, and efficient hiring process.