The financial services (FS) sector is under more pressure than ever. Juggling the effects of the pandemic, technological disruption and high customer expectations, coupled with maintaining business continuity, has been a difficult balancing act – and yet these factors are critical to FS. Neil Murphy, Global VP at ABBYY, explores how this has led some teams to butt up against the long-held rules and processes of the sector.

In order to see success, banks and FS firms need to take a long, hard look at how their business really works. This means getting visibility into business processes as they actually behave, identifying variances in them, and discovering how they can better meet customer and business needs.

With the world under unprecedented pressure, finding out how best to manage rules and processes can alleviate the strain and set your business on the path to success. Our recent research found that almost half (46%) of banking and FS workers and 30% of insurance staff rigorously follow the rules – giving the industry a good head start in coping with what’s thrown at them.

But is following the rules always the best route? And what happens when employees break the rules?

Rules – there to be followed?

Banking and financial services staff are working harder than ever before to help customers, keep businesses afloat, and also digitally transform. In such a process-driven industry, honing the many rules and processes could be the key to survival in this economy.

Our recent research found that almost half (46%) of banking and FS workers and 30% of insurance staff rigorously follow the rules – giving the industry a good head start in coping with what’s thrown at them.

At this point in time, it’s vital that banks and FS teams check in on their processes often to see where issues lie, which processes are most problematic, and which are ripe for automating. Following the rules is the cornerstone of achieving the potential of digital transformation, according to a McKinsey study which found that half of the value from digital transformation can be realised from as few as 10-20 end-to-end processes.

What tech brings to the table

While digital transformation is nothing new to most banks and financial institutions, now more than ever, they must rely on technology. It will help them conduct better business, comply with regulations, connect with customers, and deal with an ongoing flood of emergency business issues.

Getting your processes in order before automating them is a crucial step to avoiding failure. Yet many banking and FS staff claim that processes are too complex or there are too many to follow.

This is where technology comes in, and encouragingly leaders are open to helping their staff using technologies that can lighten the burden. According to our research, almost all banking and FS bosses think process mining technologies would be helpful to their business (98%), as did 89% of insurance bosses. These technologies can free up time for finance staff, enabling them to work on more pressing business matters that require the human touch.

Bending the rules 

Rigorous rule-keeping is a trait the financial industry needs to uphold, in order to comply with stringent industry regulations. But there is a flipside.

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Key to a bank or financial institution’s success, especially in this digital age, is how they adapt and respond to customer needs. This means that even in a process-driven industry like financial services, employees occasionally break the rules. Sometimes, they have good reason: the most common reason to break the rules is to provide good customer service, which is more critical than ever before. Our research found that 62% of insurance bosses have confidence that their employees break rules so they can meet the needs of customers, and 50% of banking and FS bosses agree.

Relationship-building services like customer care, supplier management, or simply supporting colleagues and staff, can go a long way in benefiting a business and boosting morale. Being willing to bend the rules when it’s better for customers illustrates that rather than financial services staff being solely process-driven, they are driven even more by customer satisfaction.

So where do we start?

Unfortunately, customers are used to delays and layers of processes when it comes to banking. But it doesn’t have to be that way. To better serve customers, while also ensuring staff aren’t straying too far from the rulebook, the FS industry needs to be able to identify the bottlenecks and blind spots in every engagement. They also need the ability to analyse and discover processes using all the data they have.

Process intelligence technologies offer a deep understanding and real-time monitoring of processes. It helps you drill down into the details, explain why processes don’t work and how to fix them, and provides the tools to solve problems a business didn’t even know existed.

Say a customer loses their debit card. They shouldn’t need to go through the time-consuming process of calling various support teams, keying in endless numbers, and being put on hold, only for their account to be frozen as a precaution. By having every process mapped out and every piece of data available on an analytics dashboard, staff are given the knowledge of where customer service bottlenecks lie and why delays happen, so they can resolve issues much more quickly and securely.

Process intelligence technologies offer a deep understanding and real-time monitoring of processes.

But it’s not only useful for directly customer-facing interactions. Take anti-money laundering and anti-fraud compliance efforts. At a time when fraud is more prevalent than ever, nailing the processes that catch odd customer behaviour patterns in your data, and being able to action them automatically, means customers’ accounts are safer and more secure, even with less staff in the office and more fraudsters in the system.

Looking ahead 

A clear understanding of your business’ processes will identify inefficiencies that may be impacting the customer experience – that you would never have known about otherwise. Empowering your staff with the tools to analyse less-structured processes, identify opportunities for improvement, and increase both the speed and accuracy of executing said processes, will reap many rewards.

Not only will it ensure businesses are getting the most out of their huge investment in digital transformation – it will also ensure customers are getting the best possible service. Right now, there’s nothing more vital than that.

Andrew Beatty, Head of Global Next Generation Banking at FIS, shares his thoughts on the inevitable evolution of building societies with Finance Monthly.

Building societies have grown with the communities they service. They have been in an area for decades and sometimes centuries, giving them a strong sense of place and knowledge of the needs of the communities they serve. This has been vital to their durability, and this knowledge is very much still valued by customers.

But it’s not enough in today’s digital world. Consumers demands are increasing. Personal, tailored services, such as what customers receive through Amazon and Netflix, in conjunction with seamless digital experience offering spread across all channels the likes of which we see from Google and Facebook is now expected from banks.

Building societies need to evolve, but they need to do it in the right way. Building societies needn’t rip everything up and start again in the pursuit of reinvention. When e-readers were invented, authors didn’t stop writing; a Nobel prize winner retains that distinction in hardback or Kindle. Instead, building societies need to adjust their businesses to maintain relevance.

While every building society is different, but here are four investments no society can afford to ignore.

Digital capabilities

Worldpay research shows that 73% of consumer banking interactions are now digital, a figure that has only been rising during lockdown. Providing customers with a frictionless, on-demand experience across multiple channels is imperative. Focus on getting the right mix of personalisation, agility and operational and financial efficiency.

Building societies have grown with the communities they service.

Platforms that are built to leverage artificial intelligence and machine learning give building societies the ability to deliver the kind of personalisation that reinforces their established brand image. Systems that are built to accommodate open application programming interfaces, or APIs, and that use mass enablement for new product features and service rollouts will make adding new innovations later both cost-efficient and operationally feasible.

The cloud

In banking, trust and security are synonymous, and investing in or partnering with companies that have invested in the cloud is an important strategic decision.

When executed properly, a private cloud infrastructure delivers greater resiliency, enables faster software enhancements and ensures data security. Other benefits include significant decreases in infrastructure issues, improved online response times, enhanced batch processing times and the ability to swiftly respond to disasters and disruptions.

Data

It used to be that only the largest financial institutions could afford good data. But now the ability to access, filter and focus on real-time data is within reach for building societies as well.

In addition to adding even greater personalisation to digital and mobile banking tools, building societies can make further use of data to drive cost efficiencies, growth initiatives and service improvement efforts, as they deliver that differentiated customer experience they were built on. For building societies workers who fear they can’t harness an influx of data: don’t let the flood of information incite “analysis paralysis.” Start with a focus on your key goals. Then, ramp up other functionalities as you gain more confidence and skill. Data is a tool for creating an even better bank.

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Regulatory compliance 

To quote Spider-Man, “with great power comes great responsibility”. This rings as true as ever for building societies who, with increasingly stringent regulatory compliance burdens on their plates, need to make sure all the benefits incurred with increased data are analysed and harvested both legally and ethically.

It also demands that building societies put in safeguards as part of their fiduciary duty. Do your due diligence and make sure whatever method you choose, be that technological or hiring additional staff members, accounts for the ever-shifting regulatory environment and can ensure adaptability.

On your marks

Building societies need not despair at their technological deficiencies. After all, it’s far easier for a building society to catch up on five years of technical innovation than it is for a neobank to catch up on fifty years of hard-earned customer loyalty.  Get in the driver’s seat, set the GPS for transformation, and start your digital journey.

While it’s typical for the government to come after you for under-declaring your business income, you can bet it won’t give back money that should have been deducted from the corporate taxes you paid.

So, when paying corporate taxes to the IRS, you need to make sure you're calculating the right amount by keeping an eye out for these four tax credits:

1. Document expenses

Running a business requires managing a lot of paperwork. The good news is that the amount you pay to get documents printed can be deducted from your taxes. Acquiring or processing legal documents such as business plans and proposals is also tax-deductible. You might want to keep receipts for your document expenses and include the professional fees for attorneys or accountants tasked with preparing these documents. You will be surprised by how much you can save.

2. Cost of using vehicles

If you have a car you use to attend meetings with clients or transfer from one work location to another, your vehicle expenses are considered deductible. For this, you only need to measure the mileage the car has covered. There are apps that can help you measure your mileage so you have a better estimate of your deductibles. Take note that this is applicable only for business purposes, so personal travel should therefore be calculated as personal expenses.

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3. Research costs

Developing a new solution requires a lot of research and testing, which can drive up the cost of coming up with a new product. Luckily, you can offset these costs by using tax credits for research, especially if it is scientific. Under R&D credit rules, you can choose to deduct research costs immediately or amortize them. It is important to point out, however, that not all research activities are deductible. To be sure, you will need to refer to the IRS’s list of qualified research activities.

4. Miscellaneous fees

There are also other items you can write off. It’s this category that is the most neglected. You will have to be very detail-oriented in order to find these deductions, ranging from bank charges to payments in petty cash, from journal subscriptions to website maintenance expenses. It becomes manageable when you track your expenses closely using tools like tools like Hurdlr. The app can help you keep tabs on all your deductibles in real-time so you don’t have to waste time reviewing your expenses come tax season.

These are just some of the tax breaks you should look into if you want to save a lot of money. There are more than we’ve listed here, no doubt, so be sure that all your expenses are accounted for. You never know what routine expenses for your business can get you some money back on your tax return!

As the Coronavirus (COVID-19) pandemic continues to spread there has been a worrying rise in harassment, bullying, and discrimination in the workplace. Initially, this was seen to be race-related - targeting people of Asian origin - but has since spread to include people who expressed symptoms of the virus. Now as large swathes of the global workforce move to a working from home model, employers are faced with a new challenge - that the vector for workplace discrimination will shift in parallel with the main mode of communication. Neta Meidav, co-founder & CEO of Vault Platform, explores this phenomenon below.

Tasked not only with rapidly implementing a company-wide working from home strategy to keep businesses that are still operational up and running, many HR functions are also operationally responsible for mass layoffs all while building a crisis information and communication plan out. Bluntly, HR teams are maxed out and will struggle to field a rising number of queries about the new workplace etiquette.

Law firm Lewis Silkin LLP estimates that around 59% of large multinational enterprises have already put into place a plan to respond to pandemic diseases such as Coronavirus. Typical measures include social distancing and remote working arrangements. The majority (88%) of are managing self-isolation by asking employees to work from home.

It’s difficult to actually get a handle on the number of people whose jobs allow them to work fully remotely, especially with such an unprecedented situation. But cloud security services firm Netskope, which routes corporate traffic for hundreds of thousands of office workers said it estimates that the number of American knowledge workers (white collar desk workers) logging in from home hit a high of 58% on March 19. This is up from an average of 27% over the last six months.

While there may be some anecdotal evidence that the untested shift to an emergency working form model is in fact working, it is early days and there is plenty of research that points to warnings we should all be heeding.

Bluntly, HR teams are maxed out and will struggle to field a rising number of queries about the new workplace etiquette.

A 2017 study by David Maxfield and Joseph Grenny for leadership training consultancy VitalSmarts found that just over half of people who work mostly remotely feel they don’t get treated equally by their colleagues. Now the obvious retort is that ‘we’re all remote workers now,’ so the playing field is levelled. But research suggests the problem is more with the medium than whether workers fall into the ‘in office’ or ‘WFH’ camps.

Some 30% of UK respondents to a survey by Totaljobs in 2018 said they had been victims of workplace discrimination on official corporate messaging platforms, such as Slack, Microsoft Teams, or Google Chat. In the US, a 2019 survey by Monster.com revealed that 39% of respondents had received aggressive messages from colleagues on similar tools.

Cyber-bullying has been well documented for some time and remains as persistent in the corporate workplace as it does in schools and colleges. A recent high-profile case focuses on the departure of the CEO of leading consumer brand Away after an exposé of bullying culture over Slack.

The revelations of Away are an anomaly - most incidents go unreported. The same studies show that 30% of workers in the UK (according to Totaljobs) and 34% in the US (according to Monster.com) who do experience cyberbullying suffer in silence because they are not confident they will be supported by their employer. Lloyds of London was exposed in December last year after their complaint hotlines were proved to be inoperative for 16 months due to unpaid phone bills, and in 2018 the Financial Conduct Authority put senior managers on notice that their futures in the City were at risk if they did not take diversity seriously, while companies faced fines after a 220% increase in interpersonal whistleblowing complaints over the previous 12 months. According to Totaljobs, around 8% find it easier to leave their jobs than to complain and request an investigation into the situation.

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Digital workers are disincentivised from reporting workplace misconduct in the same way as employees that spend all their time in the physical presence of their colleagues. Firstly, the available channels for reporting misconduct are intimidating; and secondly, they don’t feel confident their employer will act on the report.

But the fact remains that employers are legally obliged to protect their workers and that responsibility doesn’t change because they are now out of sight. While ethically, employers should take more care during these uncertain times.

• Remind your employees of your organisation’s discrimination and harassment policies and ensure that these are adapted for a remote-first culture (i.e. how they apply to discrimination across messaging apps) and are easily available.
• Encourage a speak up culture: stigmatising issues (such as with race-related discrimination due to COVID-19) can be challenging for employees to report. Without effective reporting tools in place, many will suffer in silence.
• Take reasonable steps to prevent discrimination and harassment : Typically, employers will only avoid liability in the event of a discrimination case if they can show they have taken ‘all reasonable steps’ to protect employees, such as implementing an effective and secure solution for reporting sensitive issues that take place in person or digitally.

The finance sector has traditionally been perceived to be male-dominated, so robust D&I strategies are essential to ensure a career in the industry is appealing to the next generation of professionals – no matter the individual’s gender, background or ability.

According to Kyra Cordrey, Director of Michael Page Finance , the drive to attract a more diverse workforce, including women and people from BAME backgrounds, is a positive step in the right direction. In fact, around 93% of our clients are now actively seeking advice on how to improve diversity and inclusivity within their teams.

Typically, the larger, regulated firms have led the charge on diversity in financial and professional services industries and have for many years driven an inclusion agenda. As a result, they have made more creative hires and through resetting their values, which is having positive impacts on their company culture. When compared to other industries, the finance sector is in some senses, relatively balanced and displays a high level of willingness to embrace diversity and inclusion. Implementing D&I is essential to addressing the under-representation of minority groups and to ensuring that a career within the industry can continue to appeal to the next generation of financial professionals.

This trend of underrepresentation in the financial services sector, particularly at senior level, is also backed up by research. According to the Financial Conduct Authority (FCA), gender diversity is low within the finance industry with women making up just around 17% of FCA-approved individuals. Despite several senior management regime changes, this figure has remarkably not changed since 2005. Currently, there is a slightly higher share of women employed at larger firms (23%) compared to smaller ones (17%).

Promoting a clear D&I programme

Finance professionals need to ensure their departments are on board with the vision and strategy set by the firm. It is important for HR managers to embed a robust D&I strategy for the business which facilitates a positive direction of movement for the company. If their company strategy has been put in place and the business is at the point at which they are publishing and celebrating their D&I success, it will become a virtuous circle of success.

It is important for HR managers to embed a robust D&I strategy for the business which facilitates a positive direction of movement for the company. If their company strategy has been put in place and the business is at the point at which they are publishing and celebrating their D&I success, it will become a virtuous circle of success.

PwC's Female Millennial Report also highlights that 85% of respondents believe that an employer’s policy on diversity, equality and workforce inclusion is an important factor when deciding whether to join a company. From this you can derive that a clear inclusion programme is essential factor for attracting high calibre candidates. It is also productive to have a dedicated senior team responsible for promoting this programme. For example, Heather Melville OBE is the Head of Business Inclusion Initiatives for RBS and has established the RBS Women’s Network, which aims to attract, retain and develop talented female members of staff, as part of the bank’s strategy to have a fully gender balanced workforce by 2030. She has been recognised as a leader who has made a difference to the economic empowerment of women worldwide and is now a patron of Women in Banking & Finance.

Supporting women in finance

As an employer or hiring manager, there are several improvements that can be made to the culture, hiring processes and mentoring programmes within an organisation which can better support and encourage women to strive for higher leadership roles. It goes without saying that these challenges cannot be simply solved by telling women to stop deselecting themselves. Rather, companies need to work better with aspiring women to progress their career journeys by encouraging them to share ideas and take on leadership tasks, while helping them recognise their strengths.

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Recognise strength at all levels and highlight to all that out of the box thinking and fresh ideas are welcomed, as well as respected. Such inclusive cultures encourage everyone within in an organisation to put themselves forward confidently, without the fear of failure or discrimination, which in turn ensures that women feel they can contribute their ideas and that they will be heard and valued by the business.

Men and women aren’t just different in the workplace but also during the interview stage. The interview process is a two-way evaluation. If companies do not convey the right impression to female candidates about the career progression, support, and the inclusive environment the business provides, the company runs the risk of missing out on valuable talent. We’ve also seen more organisations including both men and women in their hiring processes, for all roles.

Mentoring programmes

Mentorship is also a key tool for encouraging more women into leadership roles. Mentoring not only allows experienced senior leaders to share their knowledge, but it also affords those in junior positions the opportunity to explore their potential, as well as seek guidance on how to progress their career. Many businesses have internal mentoring programmes, but the key is to assess out how many were developed with female career progression as a key priority? The most crucial aspect of such a programme is support. A strong leader or successful role model in a senior position within the organisation can provide a wealth of insight, advice and encouragement to anyone looking to advance their career in finance. With a good mentorship programme in place, aspiring leaders benefit from fresh perspective, inspiration and the guidance needed to keep pushing themselves to reach the top.

If your organisation doesn’t have an internal mentoring programme, there are a lot of external examples which could support your business’ D&I strategy. For example, Women in Banking & Finance’s programme offers an opportunity to connect one-on-one with a fellow WIBF member. Mentees are matched to more senior mentors within WIBF and can seek career guidance, advice and support.

Diversity needs to be the tone at the top of any large business and attracting a diverse candidate pool is the start. However, to create a truly inclusive environment, providing the correct internal support is key to driving behavioural change.

Here David Orme, SVP at IDEX Biometrics ASA, discusses with Finance Monthly how Gen Z is set to chat the face of modern banking, as well as how banks can address fraud and security challenges and the role of biometrics in combatting fraud.

Consumers in Generation Z (those born after 1995) are the biggest market disrupters right now. They are predicted to make up 40% of all consumers by 2020, and will account for 32% of the global population overtaking millennials (31.5%, born between 1980-1994). As this generation’s spending power grows, they will change the consumer world in many ways.

Now, Generation Z looks set to transform the face of modern banking too. Our recent research into Generation Z’s attitudes towards banking and online security and biometrics found that nearly eight-in-ten (79%) 16-24-year olds think banks should do more to protect their customers from fraud.

Additionally, the youngest consumers in our study were 16-17-year olds, the target age for many new banking customers. Of this age group, a huge 95% think banks should be increasing fraud protection for their customers.

Why is Generation Z so concerned about fraud?

Having grown up around the threat of cybercrime, those in Generation Z are more aware of the risks of fraud than the more security-lax millennials (born between 1981 and 1994). Our research found that nearly three-quarters (74%) of 16-24-year olds believe it is too easy to find someone’s personal information online nowadays. Also, more than half (52%) of Generation Z are worried about someone stealing their identity.

I recently observed a focus group of 18-24-year olds to support our research and noticed a high level of awareness about banking and online security from the respondents. Interestingly, many of the young consumers showed they don’t just jump to install the latest banking apps simply because they are new or cool. They are thoughtful with their consumer decisions and assess how well services or technologies fit their security and financial needs first.

One respondent, Nikki, who is 24 and from London, stood out for rejecting mobile payment apps, the opposite of the perceived image of someone in Gen Z: “I only use my bank card to pay for things,” she said. “I deliberately keep my phone separate because I don’t want spending money to be too convenient.”

The security challenge

Like Nikki, many Generation Z consumers are more cautious while banking or shopping than retailers and banks often believe. The research shows that, far from being over-sharers of their personal information, more than three-quarters (76%) of Generation Z accept that it’s their responsibility to look after their data and keep their identity safe. In return, these consumers expect their banks and service providers to work just as hard to deliver a high level of protection for them.

Although new challenger banks, such as Monzo and Starling, are growing rapidly among young consumers, that doesn’t mean Generation Z trust them more when it comes to security than the high street giants. Michael, a 19-year-old student from London also in the focus group, summed up the care with which Generation Z approach digital banks: “I feel the online banks have to push up their security because there’s no physical presence,” he said. “So they’ve got to be more secure to be on top of their game.”

Although new challenger banks, such as Monzo and Starling, are growing rapidly among young consumers, that doesn’t mean Generation Z trust them more when it comes to security than the high street giants.

Our study also reveals a wider lack of confidence in all banks, as only half of Generation Z shoppers (54%) are certain that their bank would refund them any losses if someone fraudulently accessed their bank account and stole any amount of money. The new generation of banking customers expect greater security and responsibility from high street banks, which in turn is driving their consumer choices.

The biometric banking solution

The findings also show that Generation Z wants to see banks adopting new technology to combat card and online fraud. Nearly two-thirds of them (62%) think all banks should offer biometric payment cards to help reduce fraud.

Additionally, nearly half (45%) of Generation Z can’t believe credit and debit cards don’t already use biometrics for payment and ID security. Again, this is even higher among 16-17-year olds, with nearly two-thirds (63%) of them expecting banks to already use biometrics for payment card security. As high street banks often thrive on signing-up new customers while they are young, appealing to this new generation of consumers is vital for the industry.

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Therefore, financial institutions must now add biometric technology to the payment card market to attract young and potentially loyal customers. In fact, nearly half of those in Generation Z (46%) would choose a bank that offered biometric payment cards over one that didn’t.

Most importantly, Generation Z consumers are willing to pay for added security as two-in-five (43%) would expect to pay a little more for a biometric payment card, with a third (33%) willing to pay between £3-5 per month for it.

Banks need to act now

While many traditional banks have been slow to respond to the needs of Generation Z customers, it’s important for the success and future of the financial industry that they don’t ignore the demands of this generation of customers any longer. Unless high street banks act now to address the security concerns of those in Generation Z, they’ll soon be overtaken by fintechs and digital challengers who can innovate faster.

It is apparent under 24s expect to be using new, secure biometric technology today for increased payment security and convenience. Banks must now introduce innovative biometric payment cards to attract young customers, protect users from fraud and build trust with the consumers of tomorrow.

Small businesses in the accounting & finance (48%) and manufacturing (45%) sectors are most likely to blame market uncertainty as a barrier to growth. In the agricultural sector, this has traditionally been a more moderate issue but this quarter the sector sees the sharpest rise in concerns over market uncertainty – a relative 48% rise in just six months.

At a time when the CBI has predicted a more positive end of year for business outlook, Hitachi Capital’s Business Barometer asked more than 1,200 small business owners which external factors were holding their business back. It found that 75% of small businesses were being held back by factors that were outside of their control, with market uncertainty affecting three in five. A growing number also cited the falling value of the pound as a big concern in the months ahead, rising from 8% in May to 13% in October.

Key sector findings

Although the finance and accounting sector saw the most significant rise in the number of small businesses feeling that growth plans were being held back by market uncertainty, a growing number of businesses in agriculture and manufacturing admit that market uncertainty is a bigger issue now than six months ago (19% to 31% and 33% to 45% retrospectively).

Other key barriers to growth:

• Uncertainty as to the future of the business (17% in May to 20% in October)
• Volatile cash flow (13% in May to 14% October)
• Unpredictable / bad weather (6% in May to 7% October)
• Old or out-of-date equipment (5% in May to 6% in October)

 North East small firms at risk

Small firms in North East were more likely to say this month that they were fearful of market uncertainty preventing them from growing – rising from 31% in May to 53% this month. They were also the most likely to admit that volatile cash flow and red tape acted as significant barriers to growth compared to the national average (23% vs. 14% and 21% vs. 16%).

Age and growth

The research from Hitachi Capital also suggests that the young and most established businesses are most worried about protracted market uncertainty. For enterprises that have been trading for 5 to 10 years, concerns have risen from 29% to 42% - and for those who have been trading for 35 years or more market uncertainty fears have rose from 29% in May to 48% in October.

Gavin Wraith-Carter, Managing Director at Hitachi Capital Business Finance said: “With the upcoming General Election, it seems highly unlikely that there will be a clear position on Government policy or Brexit until after the Christmas break. For many small businesses this will mean planning for a New Year with lots of unknowns as market factors. This could play out with us seeing dip in business confidence at the start of 2020 although, longer term, when the sector has greater certainty to plan against we envisage small businesses will be the first to see change as an opportunity to grow and diversify.”

“One of the remarkable findings from our research over the last year is that, overall, there has been little change in the perceived barriers that small businesses feel they have to overcome to grow their business. Despite a period of unprecedented market volatility and political uncertainty, there has been no significant rise in the proportion of businesses citing red tape, cash flow or access to labour as bigger issues than they were a year ago.

The research claims that Bitcoin's dramatic price surge in 2017 that saw it reach record highs was caused by a single cryptocurrency trader.

Daniele Mensi, CEO of Nexthash Group, commented on the research: "Bitcoin and other cryptocurrencies have inherent volatility which means they are ideal for traders and investors who want to trade quickly and transparently through blockchain-enabled platforms. Despite the peaks and troughs of Bitcoin, the value has gradually increased over the last few years and is expected to keep rising as it is more intensively mined up to the limit of the currency. 

Because each transaction is logged and public, there is more transparency than traditional transactions, so traders should not be worried by studies like this, but should look at the market on a macro level rather than a short period in isolation. Of course, it depends on the type of investment people are looking to make, but on the whole, the blockchain technology that underpins cryptocurrencies is the tool that allows for greater transparency to everyone and in principle, shouldn't favour one group of investors over another." 

Luckily, thinkmoney have uncovered the unspoken benefits for businesses if Britain were to ditch cash.

In addition, their research has also revealed which UK regions are the most prepared for the ‘death of cash’.

1. The Average Business Would See a £23,145 Boost

Research has revealed that businesses lose out on £23,145 when they only accept cash transactions.

2. Lower Risk of Illness Due to ‘Dirty Cash’

In its 113-month lifespan, the average £20 note is exchanged 2,238 times.

A single average banknote carries up to 3,000 different types of bacteria – some of which are known to spread skin infections, food poisoning and stomach ulcers.

3. Safer Workplaces for Staff in Retail and Hospitality

Since 2012, crime within the food/ retail businesses has fallen by 9% - which could be attributed to fewer establishments handling cash.

4. Your Money is Safer With Banks

In the past year, UK banks have successfully prevented £1.66 billion in fraud.

5. A Potential £80m Increase In Charity Donations

A lack of Brits carrying cash has led to UK charities losing a staggering £80 million every year.

However, another organisation that relies heavily on donations, the church, has seen a 97% increase in donations since accepting contactless payments.

6. The Government Could Save £35 billion – Which Could be Invested in Businesses

Every year, the HMRC loses a staggering £35 billion to tax avoidance.

If Britain were to go cashless, this saving could be invested in businesses.

As there’s been a notable drop in the number of people using cash machines, thinkmoney have also uncovered which regions have seen the biggest decline over the past year. The results suggest which regions are the most prepared for a cashless society.

From this research, it is clear that Northern Ireland is the least prepared for a cashless society. It’s also worth noting that last year, N.I. was the only region that saw an increase in the number of bank branch openings. Every other region saw a clear decline.

In 2010, people owned 12.5 billion networked devices; whilst it is estimated that by 2025 this number will have climbed to more than 50 billion.

While the IoT has already impacted sectors such as manufacturing and healthcare, it is still a nascent technology in the world of banking. Research has found that banks have still not implemented IoT technologies within their organisations or in their products or services. In the long term, however, this is set to change. Reports have shown that 40% of financial services businesses are currently experimenting with IoT and big data.

Given the wealth of statistical data which can be gathered from a range of devices within an IoT network, the applications of IoT and big data can go hand in hand. For example, retail banks can combine IoT and big data to offer increasingly personalised services to customers. Rather than providing a ‘one size fits all’ approach, banks can create personalised offers to customers by using IoT capabilities to analyse various aspects of its customers’ behaviour - including the regularity in which they visit merchants or purchase from them - and offer bespoke budgeting plans or financial products relevant to their lifestyles. Furthermore, the data from wearable payments technologies, for instance, could be used to help build detailed customer profiles and enable fraud detection. The same data could also enable banking institutions to build partnerships with brands that can push relevant deals through to banking customers in the area, enabling even closer relationships with customers and providing more useful perks.

The benefits of IoT services within the financial sector aren’t just limited to retail banks. Insurers can use IoT capabilities to aid interactions with customers and to accelerate and simplify underwriting and claims processing, as well as default prediction.

The benefits of IoT services within the financial sector aren’t just limited to retail banks.

It can also help insurance companies to determine risk more precisely. Automotive insurers, for example, have historically relied on indirect indicators, such as age, address, and creditworthiness of a driver when setting premiums. Now, data on driver behaviour and the use of a vehicle, such as how fast the vehicle is driven and how often it is driven at night, are available. These new data sets can help insurers provide premiums that more accurately reflect their consumers.

Another application of IoT within the financial sector that has the potential for huge implications is in trade finance. International trade flows are currently expensive and predominantly paper-based due to the inefficiency of the supply chain in moving goods. IoT within trade finance can be used to make these processes quicker by tracking movement, supply and demand. This can significantly improve the efficiency of the process by reducing the cost and risk for the enterprise. However, in order to have any meaningful impact on trade finance, there would need to be a large scale, global adoption of IoT - allowing every part of the ecosystem to be accounted for and creating a seamless process.

If key issues around cybersecurity can be overcome, the IoT presents a huge opportunity for the banking sector. And there will certainly be disruptors willing to provide that access - so the time is now for banks to start thinking about technology development that will take advantage of this before a competitor gets there first.

Authored by David Murphy, Managing Partner, Financial Services EMEA at Publicis Sapient.

New research has revealed that, of the average number of banknotes required by an individual adult each year, new £10 notes release 8.77kg of CO2 compared to their cotton-paper predecessors’ 2.92kg - exactly three times as much.

For £5 notes, that’s 4.97kg for polymer against 1.8kg for paper, or 2.76 times as much - just in the manufacturing of the required number of notes.

The research, that combines data from the Bank of England’s own reports with information on cash manufacture and usage, from sources such as the British Retail Consortium, to give a more realistic comparison.

The plastic notes were initially introduced in 2016, on the basis of their ability to include greater security features, being more resistant to dirt and having a longer life.

This extended lifespan was cited as the main reason for the new notes having a lower environmental impact. However, the bank’s data is based on what it calls functional units - the circulation of 1,000 banknotes over 10 years - rather than the number actually used by an individual, their manufacture and the number of exchanges they go through.

When it comes to disposal at the end of their lives, paper notes are returned to the Bank of England, where they are granulated and composted in a process similar to that used for food waste. Meanwhile, polymer notes are granulated, melted and mechanically recycled into other objects.

The greenhouse gas production of each method for both the paper and plastic £5 notes is essentially the same. The slightly larger and thicker £10 notes, though, mean that the polymer versions create slightly more CO2 in their end-of-life process than their paper counterparts.

Not every alternative method of payment avoids the problem, either. The increasingly popular Apple Pay, for example, comes with the considerable environmental cost of manufacturing an iPhone, which will typically only be kept for two years.

According to Apple’s own reports, a 64GB iPhone XS represents lifetime emissions of 70kg of CO2, with 53.9kg coming from the unit’s production. Almost eight times more than polymer £10 notes - the next most damaging option.

The most environmentally-friendly payment method is a bank card, despite being made from PVC. Over its three-year life, a standard card represents just 20.8g of CO2 production. Even when the technology for wireless payments is added, it increases to just 40g of CO2 - a fraction of that from banknotes.

(Source: Moneyboat)

Two thirds (66%) of people rate safe and secure payments as most important in the online checkout process, with only one in ten being most concerned about speed or simplicity. Security ranked highest across all age groups, and was a particular concern for over 55s (75%) compared to just over half of 18-24 and 25-34 year olds (52% and 53% respectively).

The survey, conducted online with YouGov, also revealed a further 76% of Brits would be willing to accept a slower or less convenient checkout experience in return for greater payment security. Meanwhile, almost half (45%) said security concerns about online payment processes were the reason most likely to put them off using a particular online retailer, more so than having to create an account (14%), a confusing process (8%), or too many steps during checkout (6%).

Keith McGill, head of ID and fraud at Equifax, said: “With more than 20% of retail revenues coming from online sales*, it’s positive to see so many consumers have security front of mind when they’re at the online checkout. The latest stats from Cifas do however show an increase in identity fraud** so it’s important shoppers remain vigilant. If you have any doubts about the professionalism of a website you should always think very carefully before entering your personal or payment details.

“New European wide regulations are on the horizon which will require two stage verification for any online purchase for more than 30 euros, similar to the security checks used for online banking. While this might feel like an extra hoop to jump through, it’s an important step forward in the ongoing battle to fight fraud.”

(Source: Equifax)