Business
The Power of Purpose in the Financial Services Industry
Source: Finance Derivative
Becky Willan, CEO and Co-Founder of Given
The Challenge
Banks and businesses in the financial services industry are coming under greater scrutiny for not only how they invest their money but, increasingly, who they invest it with.
In June, Barclays came under attack – quite literally, with 20 branches vandalised across the UK – over accusations of links to defence companies supplying Israel. This led to the suspension of their sponsorship of all Live Nation music festivals, and prompted the bank’s chief executive, CS Venkatakrishnan, to write an opinion piece in the Guardian about what he called “a campaign of disinformation against Barclays”.
Lloyds Banking Group is another high profile example after its AGM was disrupted by pro-Palestinian and climate activists in May. Two years ago the bank committed to end direct funding of new oil and gas exploration projects, but for some this does not go far enough, with the protesters demanding Lloyds divest from all fossil fuel and arms companies.
This comes amid growing concerns about the lack of sufficient capital to fund the transition from “grey to green”. As we have seen, financing projects from oil and gas companies, even if there’s a clear decarbonisation agenda, now comes with increasing reputational risk for banks. And yet we can’t achieve a low carbon economy without system-wide transformation.
The banking industry operates in a challenging space when it comes to navigating purpose, but do these institutions deserve the level of criticism we’re seeing in the media?
What we do know is that businesses operating in the sector need to have more clarity and focus around what their purpose is.
Our recent Purpose Gap Report revealed that over a quarter of respondents in the financial services industry (26%) are actively thinking about leaving their current job role due to their company’s failure to deliver on corporate purpose promises. This compares to a 13% average across all sectors looked at in the report. At twice the rate of dissatisfied employees, financial services appears to be lagging behind other industries.
Additionally, over half (56%) of consumers say it is important to them that their bank acts sustainably and/or ethically. It is therefore essential for businesses in the financial services industry to consider carefully their purpose and corporate values and ensure they align with the causes their stakeholders are passionate about.
Making this change, while important to the longevity of the institution, can be complicated to implement and investment decisions are not always clear-cut.
According to the same report, additional blockers cited by those in finance wishing to make positive change were among the following:
- It is too costly
- There is a lack of understanding across the business around potential positive impact
- It is not a business priority
- There is an overall lack of commitment from leadership
- There is a lack of integration of purpose within employees’ roles
A year on from the fallout of the Coutts / Nigel Farage scandal, which saw Dame Alison Rose step down from her position as NatWest’s chief executive, some are fearful of the risks associated with moving away from business as usual.
Widely reported at the time was Coutt’s internal memo that the Reform UK MP’s views were “at odds with our position as an inclusive organisation.” Whether this was about principles, or politics, the scandal brought purpose into the spotlight.
Missteps can happen in any walk of business, but we need to remember that purpose is about good business and strategic focus, not taking a moral high ground.
Adopting a purpose-driven business approach is also not in lieu of profitability – indeed it is essential. Profit without purpose is meaningless and purpose without profit is unsustainable.
The significance of profitability with purpose
The business case for purpose is now truly evident. Financial services organisations that contribute positively to a sustainable and inclusive future are simultaneously driving their own success.
A report by Deloitte last year found that most consumers agreed that a business’s commitment to sustainability affects their level of trust in the company. The study also suggests around a quarter of shoppers are willing to pay more for products that are more sustainable or committed to more ethical practices.
With investors, customers, and wider society increasingly demanding ethical, sustainable and positive actions from businesses, purpose-driven companies not only attract a wider, more impact-conscious group of stakeholders, but also see improved performance and greater resilience.
An Interbrand study found that purposeful brands, set on improving our quality of life, outperform the stock market by 120%.
Additionally, purpose-led brands attract and retain the best and most passionate employees, with EY reporting 84% of staff found it important to work for an organisation that positively impacts society.
A better way to bank
Nationwide is an example of a financial services model flourishing while helping change the world for the better. The building society has experienced year-on-year growth in the number of current accounts held since 2011, with a market share of 10.4% last year.
Boasting over 17 million customers, and a balance sheet of £272 billion, the institution celebrated its £2 billion profits earlier this year by offering a £100 profit share to each of its members under the Fairer Share initiative.
Additionally, the institution also donates 1% of pre-tax profits to charity, as part of its Fairer Futures initiative – a project developed alongside us at Given.
Led by its social purpose, Nationwide donates to partners working to combat homelessness; families living in poverty; and those suffering with dementia. Last year alone, charitable donations came to £15.5 million.
Asking the right questions
In the highly regulated financial services sector, boards of directors play a critical role in ensuring compliance with environmental, social, and governance (ESG) standards.
This extends beyond simple financial oversight to include the integration of ESG principles into the company’s goals and risk management frameworks, along with promoting ethical conduct and sustainability practices.
Board members will not find their questions answered by an aspirational turn of phrase about an organisation’s role in the world. Instead, purpose must be understood as a complete management strategy that is embedded into every part of an organisation. The right questions go beyond the ‘why’ to consider the ‘what’ and the ‘how’ too.
Businesses must create a space for learning, reflection and the idea that they can do better. Most boards regularly evaluate their effectiveness in governing a business. Not many look at this through the lens of purpose.
An annual “purpose stock-take” could ultimately be a valuable exercise ensuring that purpose really is embedded into the company culture and governance structure. It could involve asking the following five big questions:
- Are we satisfied with how much of our balance sheet is aligned with our purpose today?
- What are the biggest opportunities our purpose could unlock for our business?
- Would our different stakeholders recognise our purpose as more than simply words on a page?
- Are we clear on our “red lines” – the purpose promises we won’t break in pursuit of profit?
- When was the last time we challenged a decision on the grounds of our purpose?
Final Thoughts
Financial institutions are now being scrutinised more than ever, but there is more than just reputational risk at stake. There is one final question those in the sector should ask themselves: what risks are we exposed to by not clearly defining and living our purpose?
The repercussions here could be incredibly damaging to the overall health of a business: falling foul of regulation; reduced employee morale and productivity; lack of consumer and investor trust; lack of long-term growth and resilience.
This can be avoided if businesses take the time to define and embed their purpose and values, using them as a management approach to profitably solve problems of people and the planet.
Adopting a purpose-driven approach is a strategy that may seem daunting at first, but asking the right questions and implementing an open and collaborative approach is a step in the right direction.
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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.