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The ongoing challenge

Despite the best efforts of financial organisations, they are still losing millions per year because of fraud and financial crime. Figures released last month by UK Finance1 show that criminals in the first half of this year stole a total of £609.8 million through authorised and unauthorised fraud and scams. And while this figure is down from the record highs seen during the pandemic, the number is still significant.

Cost-of-living crisis set to cause further headaches

New research by global data and analytics company, LexisNexis® Risk Solutions, shows that 43% of financial services organisations expect the cost-of-living crisis to increase the risk of financial crime and fraud over the next 12 months, as scammers target vulnerable consumers struggling with rising bills.

The research also highlighted a concern that criminals are outpacing efforts to protect banks and their customers. A third (30%) of financial services organisations believe anti-fraud and financial crime systems are not developing fast enough to keep up with criminal techniques, whilst a similar number (32%) think fraudsters are spending more time targeting victims.

So, with criminals continuing to look for new ways to exploit potential victims as fraud continues to evolve, it’s more important than ever for financial organisations to advance their risk management solutions.

Helping to prevent fraud

The good news is that the advanced security systems now widely being used by banks prevented just under £584 million from being stolen in the first six months of 20221.

And financial organisations continue to play their role in helping to reduce fraud. In fact, the new study revealed that, on average, financial services providers rely on five external vendors for data sources or solutions to prevent fraud and financial crime across their customer onboarding and lifecycle – with half of these firms (49%) highlighting that having multiple solutions in place helps to increase protection.

In addition, UK Finance’s Information and Intelligence Unit2 helped protect over 2.1 million compromised card numbers in 2020. The industry is also working closely with the government on measures to strengthen the fight against fraud and economic crime, including through the Economic Crime Strategic Board jointly chaired by the home secretary and chancellor.

However, while financial organisations can only do so much, with social engineering for example an increasingly utilised tactic to trick consumers out of their savings, many banks and the wider finance sector are starting to see risk orchestration as the latest weapon in their armoury to tackle the fraudsters.

The move to risk orchestration

To address rising levels of risk, the independent research indicated that seven out of ten (69%) finance organisations say they will invest more in technology over the next 12 months, with six in ten (59%) prioritising the emerging concept of financial crime and fraud risk orchestration.

Orchestration provides an end-to-end solution for customer onboarding and ongoing monitoring, incorporating anti-money laundering screening, transaction monitoring and case management, all within a single platform. It overcomes silos and manual processes to deliver more informed insights that enable quicker and increasingly accurate assessments of risk. Orchestration can help give businesses the flexibility and choice to deploy as many vendors and data sources as needed in their screening and monitoring, without the usual logistical headaches.

The research also indicated that the move to risk orchestration is well underway. The majority of respondents (74%) surveyed were already aware of risk orchestration platforms, identifying the main benefits as being: the ability to automatically track customer transactional behaviour over time and flag anomalies (48%); being able to bring all customer checks into a single, unified, digital platform (46%); and creating risk-based financial crime and fraud screening bespoke to varying risk appetites (41%).

New research by global data and analytics company, LexisNexis® Risk Solutions, shows that 43% of financial services organisations expect the cost-of-living crisis to increase the risk of financial crime and fraud over the next 12 months, as scammers target vulnerable consumers struggling with rising bills.

Risk orchestration in practice – Ikano Bank

Ikano Bank was founded in 1995 by Ingvar Kamprad – part of the family behind global retailer IKEA. The bank offers direct-to-consumer products including loans and store cards. In the UK, the bank opens hundreds of new interest-free loan accounts per day.

The bank considered the biggest risk it was facing was in ID fraud and document verification. With a view of providing efficient, first-class digital onboarding and fraud risk management, they needed a supplier that would give instantaneous decisions.

LexisNexis® Risk Solutions was able to supply Ikano Bank with the orchestration platform, RiskNarrativeÔ, that integrated with their existing data to grant them the ability to run ID and document verification, address checks and internal and external fraud rules. Along with this, the platform provided increased Cifas screening – before, Ikano Bank would only check an applicant address, whereas now they can match additional information such as email addresses, mobile telephone numbers, and sort codes, reducing their false positive rate.

A year on from going live with the RiskNarrative platform delivering their digital transformation, Ikano Bank have onboarded over 70,000 customers.

The financial crime manager at Ikano Bank commented that the automated decisioning has removed many referrals and freed up time for staff. The solution has made a significant difference to what the bank used to see.

RiskNarrative has enabled the bank to be in charge of the fraud rules the organisation sets, so it only sees the referrals it wants to see, with the ones the bank does not want to see, or the ones it declines, taken care of. This has enabled them to have greater control.

Whilst the RiskNarrative platform is currently only used in the UK, Ikano Bank is also looking to introduce the platform across their Sweden branches and beyond.

The future role of risk orchestration

With banks and the wider financial sector leaving no stone unturned in the ongoing battle to beat the fraudsters and reduce crime, risk orchestration is set to play a significant role in tackling fraud while supporting financial organisations with ongoing compliance requirements and customer acquisition targets.

For further information, visit RiskNarrative™ Platform | LexisNexis Risk Solutions.

 

References

Half-year fraud update 2022.pdf (ukfinance.org.uk)

Fraud The Facts 2021- FINAL.pdf (ukfinance.org.uk)

As curiosity rises around this topic Equifax has devised this educational infographic which helps answer the fundamental questions; including what a money mule is, how money muling works and how to spot ads for money mules. Equifax explores what could happen if you’re involved with such suspicious activity highlighting the severity of falling victim to becoming a money mule. 

Educating the public is as crucial as ever, particularly as the latest Fraudscape report by Cifas found that in 2018, organisations reported over 40,00 cases of fraudulent abuse of bank accounts that bore the hallmark of money mule activity. This widespread issue only seems to be escalating as cases involving mule activity were up by 26% in 2018 compared to 2017.

The interactive infographic will lie within the Equifax ‘Knowledge Centre’ on their main website. This informational hub provides readers and customers with relevant content and guidance surrounding a variety of financial categories. You can read Equifax’s full interactive guide to Money Mules here.

You visit your local bank branch’s ATM to withdraw cash or to print out a mini statement and you are met with a message informing you that the ATM is out of service. That is frustrating at all times but can be especially aggravating when there is no other cash machine available nearby. On the theme of banking resilience, here Alan Stewart-Brown, VP EMEA at Opengear, discusses with Finance Monthly the network issues banks are currently dealing with.

For retail banks, the issues and challenges presented by ATM network downtime are likely to be high on the agenda. Financial institutions are reliant upon a resilient network to ensure unique compliance requirements are met, address customer needs and adapt to evolving industry trends. ATM resilience is an important element of this.

Many banks have extensive ATM networks across the UK and often further afield. They may have an ATM in every town or city across the country, and in some places, they may be running multiple ATMs. They are likely also to have machines in many other more remote sites.  If they have network issues or outages, a large number of ATMs could suddenly be out of commission and that presents a huge range of issues and challenges to the bank.

Whenever ATMs go down, it will inevitably result in a loss of revenue and customers for the bank, as they switch to other providers. It is likely to also have a negative impact on a bank’s reputation and brand image. Less well understood, but equally important, it presents a security issue, as the engineer will have to open the ATM up while on site.

In the past, when an ATM went down, an engineer would be scheduled. Depending on availability; how remote the ATM was geographically and the severity of the problem, that could mean at the least hours or even days of downtime.

Even when the engineer arrived on site after a potentially long journey, fixing the problem might not necessarily be straightforward. The ATM may be owned by a third party organisation, not necessarily the bank itself. It may therefore be difficult to access because it is located in a building or facility belonging to another organisation and/or because the engineer’s visit happens out of normal working hours.

Finding a Solution

Banks with ATM networks need something that allows them to get these remote units fixed without having to waste engineering time travelling to the site and dealing with the security issues of opening the box up and the logistical issues that may be involved in gaining access to the ATM itself. They need a solution that can give them remote access when the network is up and running and also when it is down. And they need one that can allow them to power cycle the equipment within the ATM when the router hangs - a common problem in these environments.

These networks also need a solution that is vendor neutral on the equipment it connects to but also on the power equipment it can manage. An out-of-band management unit can be added to each ATM to reduce downtime to just a few minutes and bring them back up very quickly. It also negates the need for someone to physically go to the site, and most importantly removes the necessity for the secure opening up of the ATM.

Keeping Branches Up and Running

ATM failures are of course one key aspect of a broader requirement facing banks to keep their retail branches up and running at all times. At Opengear, we are seeing a growing demand for solutions that deliver network resilience from core to edge in financial networks. One of the top performing banks in the US recently needed an out-of-band solution for its multiple locations across the country. With the challenge it faced highlighted by a recent outage at a remote location, the bank wanted to reduce the burden of travelling to geographically-distributed sites, decrease downtime and ensure compliance requirements were met. It chose to deploy ACM7000 Resilience Gateways from Opengear at each branch location, paired with the Lighthouse Central Management System (CMS), also from Opengear.

Failover to Cellular (F2C) and Smart Out-of-Band (OOB) technology ensure security requirements are met while also providing access to infrastructure during a disruption, with an alternate path to the primary network using 4G LTE. In addition, the bank is able to deploy and provision new sites remotely.  It is a great example of the benefits of resilient access to networks in financial services when an outage occurs.

In summary, outages are bad news for banks and other financial institutions. ATM outages are arguably especially bad because they are particularly visible to customers; cause immediate loss of revenue and customer churn; as well as negatively impacting reputation and presenting a security risk. But they are inevitable because of human error, cyberattack, and the ever-increasing complexity of network devices, modern software stacks, and hardware devices. To keep consumers happy and the institution’s reputation intact, financial services must be prepared for outages. Smart OOB with Failover to Cellular can keep services running even when part of the network is down.

Automated fund management is becoming a daily reality for many retail investors as advanced financial technology becomes miniaturised - companies like Nutmeg have built their business model on mobile-based automatic investment. Here, Adam Vincent, CEO at ThreatConnect, answers the question: brave new world or house of cards?

Even for larger, more traditional investment houses, essential market and risk analysis is shifting towards digital - as machine learning becomes more advanced, software is increasingly able to perform critical judgements that were previously the preserve of humans.

With that shift comes a heavy reliance on technology in frontline business as well as back-end processes. As such, the security of these applications is paramount. Banks and other financial institutions need to ensure they have full visibility of their systems and are able to detect potential threats to their customer-facing systems. A compromised investment app could lead to serious losses and, if the firm in question is influential enough, have a significant impact on wider markets.

Security’s weight problem

To add to that problem, the cyber security that guards those banks is often huge, unwieldy and poorly linked up. For decades, the young cybersecurity market has been about specialism: laser-focus companies designing highly-adapted solutions to solve a particular problem – malware, say, or phishing – as well as possible. That’s all well and good in the sense that each platform does the best job for its users, but over time it’s led to a highly expensive and unwieldy situation for buyers and security analysts who have to assemble a defence from multiple vendors.

Think of it this way: imagine you need a new car. But instead of going to the local dealership and buying a shiny Ford, you have to ring up the door manufacturer and ask them to bring you four doors. Then you call the seat company, and they deliver five seats. The engine makers, the boot shapers, the hubcap painters. All of them craft a quality product, but you’re left with an enormous bill and you still have to put the thing together and make sure it actually works.

That’s essentially the problem facing large banks in the current culture. They purchase a firewall, an email filter, a threat intelligence database, an antivirus software, and whatever else they need, and each of them does a great job – but overall, they’re a burden to run. They don’t talk to each other, and each has its own dashboard. Security analysts have to spend hours sifting through alerts to find the truly crucial issues, and valuable time is lost tending to individual systems.

That’s the CISO’s problem. But for the CEO, there’s a bigger issue – running multiple security systems is expensive. Really expensive. The more systems you have, the more highly-skilled staff you need, and they’re few and far between. Where cybersecurity used to be a classic back-office concern, like air conditioning or heating, it’s now a central part of strategy and a key pillar of both reputation and customer retention - financial legislation leaves no room for failure. Above all, though, at present, it’s a cost centre.

Send an algorithm to do a human’s job

So how do financial institutions maintain the benefits of digitisation whilst reducing the weight of security? In a word: orchestration. As cybersecurity has grown and developed, so has computer automation. Companies can now link their key systems together under a single automated management tool (often referred to as a security orchestration, automation and response or SOAR platform) to reduce the weight on their staff. Orchestrating your security landscape essentially means integrating systems so that their alerts and data flows are monitored by the SOAR, which then automatically resolves low-level alerts and flags up high-priority issues that need human review.

The upshot of that is that security resources can then be spent more profitably on strategic initiatives like system reviews and regulatory compliance. The CISO is happy because their security systems are preventing attacks and the team is more available for new projects, and the CEO is happy because costs can be streamlined by removing unnecessary admin tasks and slimming down software spend.

More importantly, an effectively orchestrated security system can be easily amended to accommodate new elements of the organisation’s digital landscape – meaning that financial organisations are freed up to innovate in the age of PSD2 and open banking without fear that every new application will come with a six-figure security cost.

Digital banking is the future – there’s no question about that. But financial organisations will have to change the way they approach security system management if they’re to keep up with and support innovation. Orchestration is one way to lighten the load – without compromising on quality.

 

As a result, they have expect payments to be easy, convenient, flexible, secure – in some cases they even want to be rewarded for making transactions. Below, Abhijit Deb, Head of Banking & Financial Services, UK & Ireland, at Cognizant, explains the ins and outs of card payments and the threats this payment method currently faces.

Customers will not stay loyal to their card providers if the service no longer meets their needs or expectations. As a result, we are entering an age where payment industry providers either have to be the source of transformation or face disruption from competitors challenging their market share. To avoid the latter, card providers should continue to innovate, creating new capabilities and features to bring greater security, added-value services, collaboration and convenience for their clients.

The future credit card

The shift in the payments landscape over the past few years has brought a substantial evolution in the role of payment cards. This transformation has not only impacted the types of cards that companies are launching – for example, Gemalto has developed fingerprint recognition credit cards  – but has also affected card providers’ strategies and aspirations.

But how long will we keep physical cards in our wallet? Will the move to cashless lead us to ultimately become wallet-less?

Payment networks like Visa, MasterCard, Discover and American Express have built a massive infrastructure, also known as ‘payment rails’, for processing transactions globally. As purchasing trends shift online, credit and debit cards are increasingly being used more for their ‘rails’ than for the traditional plastic card we use in-stores. Thus, the battleground for card providers is how to remain the default payment option across every channel, keeping them in the top spot in a spender’s digital wallet.

Apart from the obvious revenue advantages associated with being a preferred payment choice, such as interchange fees and interest charges, card providers with ‘top of the wallet’ status also have access to a rich pool of information. By harnessing data, card companies can provide an innovative and hyper-personalised customer experience to differentiate themselves or create a new stream of revenue, as seen with companies such as Google recently purchasing Mastercard credit card data to track users’ spending.

Evolving competitor landscape

With the incursion of the concept of ‘digital cards’, card issuers and their corresponding business model are under threat, no matter what position they hold in the rank.

With the incursion of the concept of ‘digital cards’, card issuers and their corresponding business model are under threat, no matter what position they hold in the rank.

Card providers have access to increasing amounts of payment and account information, and more assertive competitors are moving quickly to commercialise the opportunities. Online players, like PayPal and Square, are already poised to take a bigger industry lead over traditional credit card issuers thanks to their established online presence.

And, as their dominance grows, we are likely to see other digital players enter the payments space. Amazon, for example, is well known for having a business plan for every industry – and it is likely payments will not be any different. Having just launched a small loans service to SMEs, it is not hard to extend the logic to where Amazon is your bank and runs your entire network by Amazon “rails”. And the same could easily be said for Apple.

We may also see social media players get involved, coupling their user data with account information to provide quick credit checks or banking services.

So, what does this mean for traditional card providers?

Firstly, it is clear that marketing strategy can no longer be centred around a piece of plastic. Marketers must challenge themselves to think about how they can propagate brand loyalty and acquire customers in this changing market. At the moment, a vast amount of customer acquisition is achieved by cross-selling to other customers with partnerships. For example, the British Airways / American Express credit card enables consumers to collect Avios points on their day-to-day transactions.

Firstly, it is clear that marketing strategy can no longer be centred around a piece of plastic.

And how do they compete on the digital landscape? Many providers are racing to position themselves as the customer’s ‘digital front door’ to take advantage of additional account information. Card providers need to act fast to stay relevant.

In the short to mid-term, credit card providers must focus on trust. Currently, thanks to consumer banking regulations, clients have the peace of mind that if a card gets stolen, they are protected. For the time being, Apple Pay and other providers are not offering the same assurances to customers yet. However, when mobile payments start offering the same guarantees, what can card providers do to stop people switching?

In the long term, card players must ensure that they do not find themselves consigned to the role of the faceless underwriter. Card providers need to think about their role in the entire financial services ecosystem and create new, innovative services that respond to customers’ needs. Many forward-looking players are looking to launch offerings such as 360-degree views and financial management advice services.

In the long term, card players must ensure that they do not find themselves consigned to the role of the faceless underwriter.

By combining machine intelligence with data, other providers are already exploring how technology can create new customer and colleague experiences that are simple, fast, transparent and engaging. For example, American Express’ personal travel assistant app, Mezi, uses AI to help cardholders pay for vacations and business trips based on their preferences. Similarly, Bank of America’s virtual AI assistant Erica is helping clients with effective money management.

Only by creating these value-added services that respond to specific consumer needs can card providers avoid complete industry disruption and stay relevant.

Financial organisations are expanding their online presence across web, mobile, and social channels at a pace that is unprecedented. Overall this is great, as it provides increased access for customers and levels the playing field by allowing organisations of all sizes to broaden their reach and cut costs. However, this expanding digital presence also comes with increased risks, as it enlarges the attack surface that can be exploited by cybercriminals and increases the number of legitimate digital channels they can impersonate to dupe customers. To this last point we are seeing increasingly creative ways of leveraging digital brands to target organisations and their customers.

 

The threat of brand impersonation

Organisations can no longer afford to ignore any of their digital channels as an opportunity for brand impersonation; domain infringement, phishing, rogue mobile apps and fake social media accounts all form part of the adversary’s arsenal. As it goes, financial organisations are especially vulnerable – our recent report**, which details trends in phishing activity, revealed that financial institutions are almost always the target of the highest volume of attacks - capturing 40% of all phished brands.

Cybercriminals continually adapt their tactics in an effort to stay ahead of recent developments in the cybersecurity industry.  Many are currently exploiting the interconnectivity of today’s digital world to maximise their reach through multiple channels to conduct fraud, distribute malware and carry out other abusive activities. That finance organisations get targeted so often is no surprise. Not only does the sensitive and valuable nature of the data that they are entrusted with naturally attract malicious actors, but since many companies operate in multiple countries they also tend to lack visibility across all their digital assets and find it difficult to react quickly to potential brand impersonation threats. More often than not, significant numbers of customers end up getting scammed before social threats are identified and properly remediated.

A recent example of this is the phishing campaign observed during TSB’s recent IT meltdown – during which the bank itself warned customers about fraudsters posing as TSB and attempting to trick people into handing over sensitive information in order to steal their money. Mitigating against these types of threats should be a top priority for organisations across the finance sector.

 

Security and fraud prevention strategies

The nature of targeted attacks has changed. Not only are we seeing a multi-channel approach from malicious actors, the short duration of many of these campaigns makes them difficult to detect and respond to. For example, it’s not uncommon to see phishing campaigns that last less than a day. Identifying potentially infringing digital assets across the vastness of the Internet in a timely manner requires internet scale automation and sophisticated machine learning to be effective.

Maintaining up-to-date asset inventories across web, mobile and social platforms enables security teams to quickly distinguish fake domains, web pages, mobile apps and social accounts from legitimate ones that may belong to different parts of the organisation. Today it is quite common for corporate IT and security teams to lack visibility into as much as 30 % of their organisation’s publicly exposed digital assets.

Once an infringing asset has been identified, organisations need to ability to quickly respond, no small challenge given the number of domain registrars, hosting providers, mobile app stores and social media platforms there are to deal with. Automation can play a key role here in sending out legal notices, monitoring responses and escalating when necessary. Once taken down, automation can continue to monitor for the reappearance of offending assets.

To benefit from these advances, financial organisations will need to adopt new technologies and modify working practices. Many have already established dedicated external threat management teams that work alongside other security teams to ensure that the organisation has a holistic view of threats, both within their corporate networks and out on the open Internet.

When it comes down to it, customers entrust financial organisations with highly valuable and personally identifiable data and ensuring that they continue to do so requires there to be a high level of trust in the organisation’s brand. Counteracting brand-related threats is therefore key to any organisation that wishes grow its customer base going forward.

 

Website: https://www.riskiq.com/

S&P Global Ratings does not see competition from large technology groups or "tech titans" as posing a short-term risk to its ratings on global banks, said a report titled "The Future of Banking: How Much Of A Threat Are Tech Titans To Global Banks?" recently published.

While the barriers to entry in the banking industry are high, tech titans like Facebook or Apple possess a competitive edge over new entrants and upstart financial technology companies.

"In our view, banks will feel limited short-term pressure on their transaction fee income as they look set to benefit from the good medium-term growth fundamentals of card-based payments. This is despite bank revenues coming under possible threat from the recent growth of e-wallets and alternative payment methods," said S&P Global Ratings' credit analyst, Paul Reille.

We expect that tech titans' lending activities will remain targeted to merchants operating on their platforms and to segments currently underserved by banks due to profitability and capital reasons. Similarly, we believe that regulation will limit tech titans' ability to compete meaningfully with banks over customer deposits. In the long term, regulation is likely to remain a key factor deterring tech titans' efforts to increasingly offer the full financial services suite currently provided by banks. That said, banks could feel the biggest competitive threat from tech titans for activities where barriers to entry are low--such as transaction revenues, which could constrain their margins.

"In the short term, we don't expect competition from tech titans to have an immediate impact on the banks that we rate. However, in the long term, we think that they are well-placed to potentially disrupt certain aspects of the traditional banking industry value chain," said Mr. Reille.

In our view, payments is the main area where tech titans could potentially disrupt global banks. Although these firms are not posing any meaningful short-term pressure on fee income, we believe that they could leverage their strong customer bases and networks to potentially constrain traditional banks' payment services revenues in the longer term. We do not consider tech groups to pose any short-term threat to banks' lending or depository activities in the US or EMEA. In the short term, we don't expect competition from tech titans to have an immediate impact on the banks that we rate, but see them as well-placed to disrupt banking in certain areas in the longer term.

(Source: S&P Global)

Financial technology start-ups such as Ratesetter and Lendable pose a significant threat to the dominance of established banks in the UK’s £200bn personal loans market, according to new research.

In the ‘Battling for Buyers’ report, behavioural science experts Decision Technology (Dectech) explore consumer openness to fintech providers across a range of banking products, such as loans, current accounts, and mortgages. The experiments found consumers are more open to considering fintechs for personal loans than for other products.

Nearly half (43%) of consumers are happy to choose a fintech provider for a personal loan. This compares to one in three (33%) being open to having their current account with a fintech and only one in four (26%) considering a fintech for a savings account.

The research shows that one of the biggest barriers to fintechs is low brand recognition. The most recognised fintech brand, online investment manager Nutmeg, was only recognised by one in four (26%) consumers, compared with five out of six (83%)recognising Virgin Money, the least recognised big bank. Few fintech firms were found to have name recognition in double figures.

According to Dectech, behavioural science may provide the answer to why consumers are willing to consider a fintech provider for some banking products more than others. The report explains that loss aversion – people’s tendency to be more sensitive to potential losses than potential gains – means customers are more willing to trust unrecognised brands when borrowing money than when saving.

In addition, the research found consumers on average change personal loan provider once every three years, versus once every 12 years for a current account. Due to the higher churn rate and greater openness to new competitors for personal loans and other borrowing products, Dectech recommends that banks focus their efforts on these markets.

The report suggests established banks emphasise the trust that comes from being an established brand to hold onto customers in savings markets, while ensuring their offer remains competitive for lending products, where established banks are more liable to be outcompeted on price and speed in lending by newcomer brands with lower overheads.

Dr Henry Stott, Director of Decision Technology, said: “These findings are a stark warning to incumbent banks. There is considerable consumer appetite for fintech providers already, especially when buying products based on price rather than brand trust. As name recognition for challenger brands increases, the threat they will pose will do likewise, and we’d expect them to start taking market share across a wider range of products.

“Established banks should pick their battles, leveraging trust in their brand for savings products where customers are more focused on reliability and aiming to stay competitive on price and speed for lending products where customers are most open to newcomers.”

(Source: Decision Technology)

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