Sharing personal data with organisations in the EU is essential to thousands of SMEs, and we know that the financial services sector is one of those that is most reliant.
When the UK leaves the EU, it will become what is known as a 'third country' under the EU’s data protection laws.
This means that UK and EU/EEA organisations will need to take necessary action to ensure that personal data transfers from organisations in Europe to the UK are lawful.
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The benefits of taking action now means UK organisations won’t be at risk of losing access to the personal data they need to operate such as names, addresses or payroll details.
Financial service businesses should review their contracts relating to these personal data flows. Where absent, they need to update their contracts with additional clauses so that they can continue to receive personal data legally from the EU/EEA after Brexit.
For most financial service businesses, this will not be expensive and will not always require specialist advice.
Digital Secretary Nicky Morgan said: “If you receive personal data from the EU, you may need to update your contracts with European suppliers or partners to continue receiving this data legally after Brexit.
“So, I am urging all businesses and organisations to check and ensure they are ready for Brexit.
“There are simple safeguards you can put in place by following the guidance available. UK and EU businesses should get on the front foot and act now to avoid any unnecessary disruption.”
Profile Pensions has investigated how employer contributions to pensions vary based on industry and gender and which sectors offer the best pension planning with high contributions from employers.
The financial and insurance industry has been revealed as the most advantageous option for obtaining support. Although, as a sector renowned for its remunerative staff benefits, it’s no surprise that employer contributions are at an average of 9.5%. The education industry also fares very well in terms of pension options, with teachers receiving a rewarding 9.3% average contribution. This is followed by the electricity, gas, steam, and air-conditioning supply industry, however, this is significantly lower than the prior two with average contributions of only 7.1%.
At the other end of the scale, agriculture, forestry and fishing jobs offered the minimum legal contribution of just 2%, making it them worst occupations for creating a satisfactory pension pot. As an industry which is also climate dependant, this further defers individuals seeking a financially secure retirement after an unpredictable career. The accommodation and food services sector received a similarly low employer contribution of just 2.1%. While the arts and entertainment industry had the third lowest employer contribution, where it reaches only 2.5% on average. Although as a notoriously competitive industry, it’s anticipated that employers can get away with such a low contribution and a major factor to consider when navigating the risky world of entertainment.
Gender stereotypes still exist across industries with men receiving an overall higher contribution rate than women, at 4.6% compared with 4.4%. Education, as a female dominated industry, was the only industry where women outperform men in terms of employer contribution, where they receive 1.4% more annually. These high pensions also mean that teachers are likely to fare better in retirement than those in typically high-earning careers like real estate or finance. In technical areas, men acquired higher contributions and in the electricity, gas, steam, and air-conditioning supply industry, men had an employer contribution of 7.4% compared with 4.2% for women.
When looking at the gender differences, it’s clear an effort to increase the employer contribution in the male permeated professions should be made in order to incentify women to pursue these types of careers. Generally we know women are more likely to have lower incomes and more interrupted careers as a result of their caring responsibilities. Ensuring the pension contributions doesn't penalise them is as much of an organisational culture issue as it is a government policy issue.
We have crunched the numbers on the jobs available and average salaries for the most generous industries. The education industry has 102,805 jobs available in the UK, making teaching the most in high demand profession. When combined with the competitive employer contribution, it’s one of the best options for graduates seeking stability when finding a job and creating a secure retirement package. On the other hand, the administrative and supportive services sector has the lowest average salary bracket, equating to only £544 in contributions each year; an unattractive choice in terms of wages both during and post career.
The mining and quarrying industry offers the most enticing average compensation for it’s workforce with an annual salary of £39,51, although has only 2404 available positions in the UK each year. Similarly, the agricultural, forestry and fishing sector has an average income of £29.451. However it has the fewest number of jobs available and lowest employer contribution compared to any other industry, making it a very risky option in the long term.
With a lack of time putting pressure on workforce health and productivity, maintaining a healthy work/life balance can be tough.
Jasper Martens, CMO of PensionBee shares with Finance Monthly three top tips on how SMB owners in the financial sector can support their workforce to ease time restraints and overcome a hustle and grind mentality.
UK-wide, people are working longer hours and longer weeks, and while three out of five financial sector leaders started their small business for a better work life balance, little over half actually feel like they get it. Almost half of small business owners in the sector say that they work through holidays and their annual leave, more than any other sector.
Finding ways to free up weekends and holidays for the sake of health alone is an admirable goal, but it inevitably conflicts with other business goals that had put pressure on time and deliverables in the first place. Some of our fintech peers hold the belief that people should work seven days a week and increasingly long hours. We’re the opposite – when it comes to hustle and grind, our focus is on looking at the most time effective way to get the job done.
As a small customer-centric business, we do what is necessary to keep our customers happy and find that automating work flow saves a lot of time. By automating parts of the everyday, we’re able to spend on growing the business and improving our service. There’s something to be said about the industry on a whole that the financial sector on average feels more strongly than any other sector that digital transformation has a positive effect on their business.
Admin is necessary, but often a huge time-sink. How can this be cut down? It’s a question you’ve most probably asked yourself to no avail - but there is a way.
Two thirds of financial sector leaders feel that Cloud based technologies are a necessity when it comes to time management. For us, it’s about automating reoccurring paths and connecting customer touch points. Putting time into understanding, tailoring and using a good CRM to get all the relevant information in the right place, in the right order and accessible to use, will ultimately return more time in the future
As companies grow, processes need to evolve and be flexible to meet new demands. Out-of-date processes only hinder growth and ultimately eat away at time that could be better spent elsewhere.
As an SMB you’re in a great position to address issues of burnout or stress amongst your workforce, it’s a force for good that we can communicate with each employee on their individual needs.
We're tripling our size every year, faster than we anticipated, and with that success comes a need for a lot more thinking about the way we work as a company and especially on how we support our employees. As a small business it is tough because you just need to get the job done, but that mentality can also lead to higher stress levels and presenteeism. We have to pay attention to people, and talk openly about personal and mental health.
Time will always be a limited resource, and the pace of modern business is only likely to increase in the future. Yet, mental health now accounts for over half of all working days lost due to ill health in and is the most prevalent reason for sick days in the UK. Now, more than ever, we need to address the time pressures impacting on employees to provide support and mitigate more damage to employees and small businesses in the financial industry.
Research from Profile Pensions finds which industry’s employers offer the highest level of contributions – that is, how much they pay into pensions as a percentage of salary, including how that differs by gender.
With a target pot of £38,000 to live modestly in retirement, and £247,000 to live comfortably, retirement planning is a crucial financial consideration across all industries. These sectors, however, offer the best pension planning with high contributions from employers:
At the other end of the scale, however, agriculture, forestry and fishing jobs offered the minimum legal contribution, 2%, when the ONS statistics were last published in 2018 prior to the April 2019 rise. While it’s scarcely more in accommodation and food services, at 2.1%. The third worst is the arts, where it reaches only as high as 2.5% on average.
While overall there was a slightly higher contribution rate for men than women – at 4.6% compared with 4.4% - in individual industries the range varies significantly.
The average difference in industries was marginally in favour of women, though only by 0.1%. Education, in particular, favoured women, with an average employer contribution of 9.3%, while men received only 7.9%.
In technical areas, however, men saw higher contributions. In electricity, gas, steam, and air-conditioning supply, for example, they saw 3.3% higher contributions, at 7.4% compared with 4.2%, and in manufacturing, there was a difference of 0.9% (5.3% to 4.4%).
Michelle Gribbin, Profile Pensions’ Chief Investment Officer, said: “The difference between industries is remarkable. While some you might expect, like financial and insurance industries, the high pensions in education mean teachers are likely to be better off in retirement than those in typically high-earning careers like real estate or logistics. Providing an interesting consideration for both employers and employees.”
“As for the gender differences uncovered, this is just another example of the gap between genders in the workplace, this time played out through pension contributions.
Generally, we know women are more likely to have lower incomes and more interrupted careers as a result of their caring responsibilities. Ensuring this doesn't penalise them is as much of an organisational culture issue as it is a government policy issue.
Firms should really start to get to grips with the fundamentals and fully adopt a policy of 'equal pay and pension contributions for equal roles', applied to both full time and part time workers. As a further step, firms regularly reporting on gender disparities in income and pension contributions really helps ensure good transparency and commitment on this issue.”
According to Lucy Franklin, Managing Director of Accordance VAT, this is disappointing, and has prompted responses ranging from outrage about the results to despair about the process, with a healthy dose of weak excuses thrown in for good measure.
In the criticisms and reporting, we run the risk of getting mired in the process, not the impact. Gender Pay Gap reporting represents an immense opportunity to identify if and where there are issues within a business. Visibility is the first step towards progress – and the gender pay gap is an issue we need progress on.
That said, I know that adopting new reporting obligations can be onerous – finance is full of filing and submissions, and Accordance is no stranger to mandatory deadlines. But in this instance, the benefits outweigh the administrative burden. Gender pay gap reporting offers the potential to identify, at every level of a business, where inequalities lie. Whilst this may appear a redundant statement, the lack of progress in gender equality in the workplace over recent decades can attest to the necessity of an issue being recognised, being visible, and being acted on.
This is why Accordance has made the decision to publish our gender pay gap statistics, despite being well beneath the legal threshold for reporting. I want Accordance VAT to play a role in changing a historically male dominated sector. Finance and professional services companies boast a huge number of talented, bright, determined women. Many of these women have great careers in support functions, but those shouldn’t be the only avenues open to them. Financial and professional services organisations are unfortunately disproportionately dominated by men in the more senior positions, and this needs to change. Reporting on our Gender Pay Gap may not affect the systemic issues, but it is a step towards addressing inequality more widely as well as setting the bar for other businesses. We want to lead the way in our sector, and that means voluntarily putting ourselves forward, celebrating our successes where we find them but being the first to highlight where progress is needed.
Publishing our results is just the first step. Having identified that our mean pay gap sits at 12.8% and our median pay gap at -3.5%, we know that we’re doing better than some of our larger competitors in the sector, but we can do more. Publishing our figures shows our commitment to tackling this gap, as do the range of measures we have put in place around recruitment, training, job shadowing, and progression policies. These policies don’t just relate to gender diversity, but also diversity in terms of ethnicity, culture, physical ability, health and mental health.
Fundamentally, greater equality in our sector is about much more than just an improvement in statistics. Finance drives the world – and thus has a significant impact on how lives are led. We need to attract the best and the brightest minds shaping this future – and we need people from different walks of life with a seat at the table. Women need to be as key as men in determining the shape and course of finance, and how it affects economies and shared futures. Again, publishing our statistics cannot affect global trends and practices, but it does demonstrate our commitment to equality, and our determination to reshape the sector we work in.
I urge other businesses below the threshold to join us – to publish statistics for staff and for the wider world, and to identify where progress needs to be made. Reporting and publishing on the picture of an organisation offers an immense opportunity to recognise where problems are, and in doing so shape and improve them for the benefit of everyone. Equality requires commitment and a will to change, but the benefits of a more diverse workforce will be felt both in and outside of the financial and professional services sector.
Some 55% of respondents of the survey carried out by deVere Group affirmed that they ‘regularly use financial technology to access and manage their money.’
883 people from the UK, Europe, Asia, Africa, Latin America and Australasia took part in the poll.
Of the findings, Nigel Green, deVere Group founder and CEO notes: “Even two or three years ago, that figure would have been significantly lower. The fact that today 55% of people polled globally use fintech solutions on a regular basis highlights the staggering rate of the digitalisation of our everyday lives.
“And it is speeding up. From self-driving cars, genetic bio-editing to AI, new technologies are beginning to impact every part of our lives. Our financial lives are no exception. We’re in a new age.”
He continues: “Fintech firms are filling the void left between what traditional financial services companies are offering and what customers are now expecting, especially in terms of customer experience.
“In broad terms, this means immediate, on-the-go, 24/7 access to, use and management of their money. It means personalised, on-demand services. It means lower costs.
“Fintech is already a major disruptive presence in the financial services marketplace. This trend is only set to grow as ‘digital natives’ - the first generation that grew up with the internet and smart devices – become ever more dominant in the workforce and in social and political roles.”
According to the data collected by deVere, emerging markets in Asia, Latin America and Africa are becoming the biggest growth areas for participation.
“This could be due to fintech typically offering more inexpensive solutions compared to traditional financial services. Also because these areas are home to many of the world’s 1.7 billion unbanked or underbanked population – those who don’t have access to or have limited access to financial institutions – and fintech allows this issue to be overcome,” affirms Mr Green.
Other standout trends: Around two thirds (67%) of those polled used fintech apps to send remittances and money transfers. 46% use financial technology vehicles to track investments and/or accounts. 28% use them for storing and managing cryptocurrencies.
The deVere CEO goes on to add: “Fintech – a major part of the so-called 'fourth industrial revolution' – is a positive force for three key reasons.
“First, it is meeting clear and growing client demand for on-the-go services.
“Second, it is speeding up the advance of financial inclusion across the world. Helping individuals and companies successfully manage, save and invest their money will only result in a better society for us all.
“And third, it gives firms the opportunity to diversify, cut costs, meet regulatory requirements and improve the client experience, which will help build long-term relationships and trust.”
Mr Green concludes: “The poll underscores that fintech is the new normal.”
The retail banks were responsible for the highest number of reports (486) – almost 60% of the total. This was followed by wholesale financial markets on 115 reports and retail investment firms on 53.
The root causes for the incidents were attributed to third party failure (21% of reports), hardware/software issues (19%) and change management (18%).
The FCA has recently warned of a significant rise in outages and cyber-attacks affecting financial services firms. It has also called on regulated firms to develop greater cyber resilience to prevent attacks and better operational resilience to recover from disruptions.
According to the new data obtained by RSM, there were 93 cyber-attacks reported in 2018. Over half of these were phishing attacks, while 20% were ransomware attacks.
Commenting on the figures, Steve Snaith, a technology risk assurance partner at RSM said: "While the jump in cyber incidents among financial services firms looks alarming, it's likely that this is due in part to firms being more proactive in reporting incidents to the regulator. It also reflects the increased onus on security and data breach reporting following the GDPR and recent FCA requirements.
"However, we suspect that there is still a high level of under-reporting. Failure to immediately report to the FCA a significant attempted fraud against a firm via cyber-attack could expose the firm to sanctions and penalties from the FCA.
"As the FCA has previously pointed out, eliminating the threat of cyber-attacks is all but impossible. While the financial services sector emerged relatively unscathed from recent well-publicised attacks such as NotPetya, the sector should be wary of complacency given the inherent risk of cyber-attacks that it faces.
"The figures also underline the importance of organisations obtaining third party assurance of their partners' cyber controls. Moreover, the continued high proportion of successful phishing attacks highlights the need to continue to drive cyber risk awareness among staff.
"Interestingly, a high proportion of cyber events were linked to change management, highlighting the risk of changes to IT environments not being managed effectively, leading to consequent loss. The requirements for Privacy Impact Assessments as a formal requirement of GDPR/DPA2018 should hopefully drive a greater level of governance in this area.
"Overall, there remain serious vulnerabilities across some financial services businesses when it comes to the effectiveness of their cyber controls. More needs to be done to embed a cyber resilient culture and ensure effective incident reporting processes are in place."
Fig1: The number of cyber incidents reported to the FCA by regulated firms in 2018 broken down by the sector the incident impacted (source FCA):
| Impacted sector | 2018 | % of incidents |
| Retail banking | 486 | 59% |
| Wholesale financial markets | 115 | 14% |
| Retail investments | 53 | 6% |
| Retail lending | 52 | 6% |
| General insurance and protection | 49 | 6% |
| Pensions and retirement income | 35 | 4% |
| Investment management | 29 | 4% |
| Total | 819 | 100% |
Fig2: The root causes of cyber incidents reported to the FCA (source FCA):
| Root cause | 2018 (Jan-Dec) | % of incidents |
| 3rd party failure | 174 | 21% |
| Hardware/software | 157 | 19% |
| Change management | 146 | 18% |
| Cyber attack | 93 | 11% |
| TBC | 93 | 11% |
| Human error | 47 | 6% |
| Process/control failure | 45 | 5% |
| Capacity management | 25 | 3% |
| External factors | 17 | 2% |
| Theft | 11 | 1% |
| Root cause not found | 11 | 1% |
| Total | 819 | 100% |
Fig3: The breakdown of incidents in 2018 categorised as 'Cyber attacks' (source FCA):
| Cyber attack root cause breakdown | 2018 (Jan-Dec) | % of incidents |
| Cyber - Phishing/Credential compromise | 48 | 52% |
| Cyber - Ransomware | 19 | 20% |
| Cyber - Malicious code | 16 | 17% |
| Cyber - DDOS | 10 | 11% |
| Total | 93 | 100% |
This is according to Aaron Lint, Chief Scientist and VP of Research at Arxan Technologies, who discusses with Finance Monthly below, touching on the key elements of tech security and the use of financial applications across devices.
There’s a systemic problem across the financial services industry with financial institutions failing to secure their mobile apps. With mobile banking becoming the primary user experience and open banking standards looming, mobile security must become a more integral part of the institution’s overall security strategy, and fast.
When a company fails to consider a proper application security technology strategy for its front line apps, the app can be easily reverse-engineered. This sets the stage for potential account takeovers, data leaks, and fraud. As a result, the company may experience significant financial losses and damage to brand, customer loyalty, and shareholder confidence as well as significant government penalties.
A recent in-depth analysis conducted by Aite Group of financial institutions’ mobile applications highlighted major vulnerabilities including easily reverse-engineered application code. Each app was very readily reversible, only requiring an average of 8.5 minutes per application analysed. Some of the serious vulnerabilities exposed included insecure in-app data storage, compromised data transmission due to weak cryptography, insufficient transport layer protection, and potential malware injection points due to insufficient integrity protection.
For example, of the apps tested, 97% lacked binary code protection, meaning the majority of apps can be trivially reverse engineered. Of equal concern was the finding that 90% of the apps shared services with other applications on the same device, leaving the data from the financial institution’s app accessible to any other application on the device.
This metadata is built by default into every single unprotected mobile application in the world. It provides not only an instruction manual for the APIs which are used to interact with the data center, but also the location of authorization keys and authentication tokens which control access to those APIs. Even if the applications are implemented without a single runtime code-based vulnerability, this statically available information can provide an attacker with the blueprints they are seeking when performing reconnaissance.
There is no shortage of anecdotal evidence which shows that hackers are actively seeking to take advantage of vulnerabilities like the ones identified in the research. For example, recently mobile malware was uncovered that leveraged Android’s accessibility features to copy the finger taps required to send money out of an individual’s PayPal account. The malware was posted on a third-party app store disguised as a battery optimisation app. This mobile banking trojan was designed to wire just under £800 out of an individual’s PayPal account within three seconds, despite PayPal’s additional layer of security using multifactor authentication.
To minimise the risk of all of the vulnerabilities being identified and ultimately exploited, it is essential that financial institutions adopt a comprehensive approach to application security that includes app shielding, encryption, threat detection and response; and ensure their developers receive adequate secure coding training.
App shielding is a process in which the source code of an application is augmented with additional security controls and obfuscation, deterring hackers from analysing and decompiling it. This significantly raises the level of effort necessary to exploit vulnerabilities in the mobile app or repackage it to redistribute it with malware inside. In addition, app-level threat detection should be implemented to identify and alert IT teams on exactly how and when apps are attacked at the endpoint. This opens a new avenue of response for an organisation’s SOC (Security Operations Center) Playbook, allowing immediate actions such as shutting down the application, or sandboxing a user – essentially isolating them from critical system resources and assets, revising business logic, and repairing code.
App shielding and the other types of application security solutions mentioned above should be incorporated directly into the DevOps and DevSecOps methodologies so that the security of the application is deployed and updated along with the normal SDLC (Software Development Life Cycle). App Shielding is available post-coding, so as not to disrupt rapid app development and deployment processes by requiring retraining of developers. This combination of best practices increases an organisation's ability to deliver safe, reliable applications and services at high velocity.
It’s no secret that the finance industry is a lucrative target because the direct payoff is cold, hard cash. Research is showing that virtually none of the finance apps have holistic app security measures in place that could detect if an app is being reverse-engineered, let alone actively defend against any malicious activity originating from code level tampering.
We would reasonably expect our fundamental financial institutions to be leaders in security, but unfortunately, the lack of app protection is a disturbing industry trend in the face of a significant shift into reliance on mobility. Organisations need to take a fresh look at their mobile strategy and the related threat modeling, and realise how significant the attack surface really is.
The quality and efficiency of financial management services have improved by leaps and bounds after the industry finally decided to embrace the Internet of Things. But as impressive as the changes are, there’s still a lot more to do to meet the expectations of a more demanding client-base. Thus, it doesn’t take much to figure out that future innovations need to focus on more inclusive and interactive models that make the most of available technology.
It’s too early to tell what the future holds for the industry. However, these trends give us a glimpse of how wealth management could look like in the years to come.
Looking back at how “traditional” things used to be for the wealth management industry merely a decade ago, the rapid and strategic digitalization of most firms and companies is nothing short of amazing.
As big and small companies alike prepare for an influx of younger and hipper clients, automation and digital integration become even more essential aspects of their marketing efforts. In fact, industry leaders are already carrying out groundbreaking centralized digital marketing strategies that are pushing the rest to follow their lead.
To thrive, organizations have to rethink and reshape their approaches and decipher how they can use technology to their advantage.
Witnessing how successful chatbots are at offering 24/7 customer support for many companies around the globe, the financial services industry strives to do the same – if not better – with robo-advisors.
While this can be a huge hit-or-miss situation, it’s a risk worth taking for many asset management firms. Aside from software-based solutions being more cost-effective than traditional investment management, this development has the potential to catch the fancy of millennials who are almost always fascinated with what technology can do.
You can’t deny that digital assistants enhance and empower customer experience. Be that as it may, it's too soon to tell for sure if robo-advisors will ever become competent replacements for human advisors, especially in offering customized and long term investments proposals.
The growing interest in sustainable investing is expected to swell in the coming years as more people are encouraged to take socially and environmentally-conscious investments.
Millennials have been leading the awareness campaign towards sustainable investing and its principles; and the overall response has been positive, to say the least.
At the rate things are going, wealth managers will have to pay more attention to impact investments and find a way to incorporate the ESG philosophy into their management approaches, should they wish to attract the millennial market.
There was very little interest in wealth management pursuits in the past few decades because the majority of the population basically had no idea what it’s all about. Thankfully, things have changed, and they continue to change for the better.
As information and resources on asset management and financial services become easier to access, people from all walks of life are opening up to the concept of investing and becoming more conscious of the state of their financial health.
The future shines bright for the wealth management industry.
This is according to a recent study by KnowYourMoney.co.uk. Meanwhile, separate data shows that, in total, there are just over 11 million mortgages across the country, with the combined value of the mortgage market coming in at £1.3 trillion. Here John Ellmore, Director at KnowYourMoney.co.uk¸ discusses further the correlation between a lack of financial planning and subsequent mortgage troubles.
It’s a huge market, and for most people a mortgage will be the largest single debt they take on in their life. It is vital, therefore, that consumers are thorough and diligent in both finding the right mortgage product and making mortgage repayments.
Returning to the aforementioned research by KnowYourMoney.co.uk, not only did the survey uncover the types of debt people have, but it also offered insight into the ways Britons are managing their finances. And there were some concerning findings.
Most notably, two thirds (67%) of those in debt have no savings stored away to enable them to pay off debt if required, with men (73%) more likely than women (62%) to lack a financial safety net. Furthermore, nearly three in ten (29%) said they do not feel in control of their debt and have no plans of how they will pay it off.
In light of these figures, it is perhaps less surprising to note that 24% of people in debt said they lose sleep because of it.
When it comes to mortgages, planning and preparation are key. Indeed, with so many mortgages available – 4,214 new products were introduced into the residential mortgage market between 2016 and 2018 alone – choosing the most appropriate option can be challenging.
Importantly, this challenge starts with an individual understanding his or her personal finances.
Essential within this planning phase is to know one’s debt-to-income (DTI) ratio. In short, this offers an indication of how much debt a person has in relation to their earnings – it is calculated by dividing total recurring monthly debt by gross monthly income.
But many people are in the dark about DTI ratios; 44% of UK adults do not know what their debt-to-income ratio is, with 39% admitting to not understanding the term.
This needs to be addressed. Without understanding exactly how much debt one can responsibly handle, securing the right mortgage is extremely difficult.
Of course, a mortgage provider will undertake its own due diligence in ensuring a borrower’s income is sufficient for the terms of a particular mortgage. However, in truth, the lender will never be able to match the borrower’s granular insight into their finances.
Ultimately, despite the negative connotations that still surround the word, debt is an extremely valuable financial instrument. It enables people to pursue life goals otherwise out-of-reach. But we must recognise there are good debts and bad debts.
Good debts are both manageable and will provide value to the individual – mortgages are a prime example of this, assuming the amount borrowed can be repaid. Bad debts are those that cannot realistically be repaid or provide no value – taking on debt to pay-off other debt is a common example of this.
Mortgages, by and large, are good debts, but only when the monthly repayments can be made without being overly restrictive to a person’s financial situation. The first step is for consumers to ensure they know what their DTI ratio is – a task that takes just a few moments thanks to online DTI calculators.
Failure to do so could cause problems down the line. Illustrating this point, it is estimated around 88,000 mortgages in the UK are in arrears of 2.5% or more, while there are 52 mortgage possession claims made every day.
To avoid falling into this situation, borrowers must be sure they only take on good debt. Moreover, whenever possible they should set aside savings to help make repayments in case of cash flow issues or interest rate changes in the future.
Thorough preparation and careful management are at the heart of any successful financial strategy, and when it comes to mortgages these are essential in ensuring people navigate the market safely and only accrue debts in a safe, responsible manner.
That is why, when the Competition and Markets Authority ordered the implementation of so-called Open Banking almost three years ago, everyone excitedly welcomed the prospect of upstart new banks and other fintech companies using technology to challenge the Big Five. Here Kevin McCallum, CCO at FreeAgent , talks to Finance Monthly about the different ways big banks are making the most of Open Banking.
More than a year after roll-out began, however, it looks more like the little guy is not yet making the inroads expected. In the new Open Banking race, it is the incumbents which are still leading the field.
When the CMA found insufficient competition in banking, it was no surprise - almost 90% of business accounts are concentrated with just four or five institutions, while 60% of personal customers had stayed with their bank for more than a decade.
The central solution was to be Open Banking, starting with requiring banks to allow rivals and third-party services access to customers’ account data - subject, of course, to the necessary permissions. This, the theory went, would spur competition through innovation - we would see banks reduced to interchangeable commodity services, mere infrastructure providers, with nimble, agile third-party services innovating on top, spurring the banks in to action.
In the same timeframe, we have certainly seen the emergence of digital-only challenger banks like Starling, Monzo, Tide and Revolut. While all of them offer 2019 features like savings round-ups, spending analysis, budgeting and merchant recognition, most of the innovation has happened within the walled garden of the traditional account.
Starling and Revolut are already registered for and engaged with Open Banking. Starling is now supported by MoneyDashboard and Raisin UK, while Revolut’s API is supporting connection to many third-party apps. But it’s fair to say the upstarts were expected to dive in to Open Banking faster and deeper than this, some consider them to be behind the curve.
What we have seen, instead, is the big banks leaning heavily in to Open Banking.
HSBC was amongst the first to offer account aggregation, the practice through which consumers can access account data from rival banks, inside a single provider’s own app, initially through a separate Connected Money app. Barclays, Lloyds and RBS/NatWest have since gone as far as offering the facility inside their core apps.
Of course, the big banks are incentivised to pull in rivals’ account data. Being the first port of call for all finance matters is attractive, whilst account data from other institutions can be used to aid product marketing and lending decisions.
In truth, we have begun to see the first signs of innovation amongst third-party services which plug in to those accounts. CastLight is helping lenders more quickly understand customers’ affordability, Moneybox is helping users round up spending in to savings, Fractal Labs uses knowledge of account activity to help businesses better manage their cash. We have even seen a large bank powering such new-style services in the shape of TSB’s loan comparison service, powered by Funding Options, which surfaces products from across providers.
But, even so, these use cases are not a step-change from the kind we already had before, albeit using less sophisticated methods of data collection. At FreeAgent, where we have offered bank account integration through more rudimentary means for several years now, we sense strong customer demand for efficient, API-driven bank account access. Most onlookers, and digital-savvy customers of the new-wave banks, expected more than this by now.
Why has the pace of Open Banking innovation to date been relatively underwhelming?
First, only the UK’s nine largest banks were mandated by the CMA to make account data available through APIs by the January 2018 deadline.
Ironically, the upstarts have been relatively more free to sit back. Indeed, unlike the legacy holders, they have no burning platform they need to quickly save; for them, the future is growth.
In fact, though, as smaller, less-well-resourced entities, they also have to plan out their investment more carefully than wealthier institutions, rather than dive headlong in to costly initiatives. Monzo is on-record as saying it will embrace the possibilities slowly, exploring whether to build features like account aggregation “in 2019”. When you’re a bank - even a cutting-edge, agile one - “move fast and break things” is a hard mantra to follow.
Furthermore, actual technical implementation of Open Banking is, shall we say, non-trivial. Adoption is complex, and far more complex for account providers than for third-party accessing services. In many cases, writing native code to enable integrations, whilst it may be considered messy, has been more straightforward than adopting Open Banking APIs.
Finally, the big banks, the “CMA 9”, have pushed compliance with Open Banking right down to the wire. Whilst they have been first to the punch, had they managed to launch sooner it may have encouraged the upstarts to compete more quickly.
It won’t stay like this forever. The Open Banking timeline has been an ironic inversion of the class of companies we typically expect to be canaries in the mineshaft of technical trailblazing. But banking innovation is about to become more evenly distributed as the balance between big guns and small players levels out.
From September, all banks, even the smaller ones, must be compliant with Open Banking standards. That is going to be an interesting moment for the new wave - can you really be considered the plucky upstart when you are subject to the same compliance framework as the lumbering giants?
Further regulatory compulsions on the big banks - and one in particular - could further spread Open Banking innovation downstream.
As part of conditions attached to its £45 billion government bail-out during the banking crisis, RBS has been compelled to funnel £700 million in previous state aid in to measures supporting business banking competition.
This so-called Alternative Remedies Package includes several pots of innovation funds, and the scheme’s independent administrator has just made the first innovation awards - £120 million to Metro Bank, £100 million to Starling, £60 million to ClearBank. Metro is promising “radically different” business banking, including “in-store debit card printing, lightning-fast lending decisions, fully digital on-boarding, integrated tax”; Starling says it will build “full suite of 52 digital banking products to meet the needs of all sole traders, micro businesses and small SME businesses”.
Even more awards are due to be made through 2019, likely spurring new use cases for Open Banking, and more besides, that many had not yet dreamed of. This level of funding is going to be an enormous catalyst for the kinds of companies that are really well placed to deliver.
The pace of technology adoption doesn’t always happen as quickly as it sometimes can feel.
Sometimes a great idea can take a long time to bubble up and gain widespread adoption. Shortly after the invention of the horseless carriage, Michigan Savings Bank is said to have forecast: “The horse is here to stay but the automobile is only a novelty - a fad.”
Technology becomes successful when innovation becomes normalised, when enough adoption has been seen that what, once, was considered new fades away and becomes part of the furniture.
Although we have spent the last couple of years talking about the Open Banking initiative, and although its roll-out has been slower than expected, this should not distract us from the likelihood that, in a short while, the innovation and adoption cycle around it will have accelerated to the extent we see many, many new use cases all around us spurring more services and more competition.
The ultimate test of Open Banking, then, will not be who is first to market - it will be when we no longer talk about it at all.
That’s according to a new in-depth study, commissioned by Asset Control and executed by independent research firm OnePoll.
Also playing to the focus on expertise, 48% of the sample overall referenced ‘a third party has productised industry knowledge that we can benefit from’, among their main drivers for adopting standard products and services instead of internally solving business data challenges. In line with this focus, by far the biggest consideration respondents had when costing an external technology solution was ‘the availability of skills in the market for the approach chosen,’ cited by 49% of respondents in total.
Cost was also a big issue driving the uptake of third-party technology solutions. 48% of the survey sample ranked the fact that an outsourced solution ‘was more cost-effective’ among their top reasons for using it.
Martijn Groot, VP Marketing and Strategy, Asset Control said: “Financial services businesses are often attracted into adopting an outsourced approach by a straightforward drive to cut costs, coupled with a desire to tap into broader industry knowledge and expertise.
“Adopting third-party solutions typically allows firms to reduce costs through improved time to market and post-project continuity,” he added. “And the opportunity to take advantage of the breadth of expertise and understanding that a third-party provider can deliver gives them peace of mind and allows the internal IT team to focus more on business enablement which typically involves optimal deployment, integration and change management.”
The benefits of an external third-party provider approach were further highlighted when respondents were asked where they looked first for data management solutions. The most popular answer was ‘externally bundled with complete services offering (e.g. hosting, IT ops, business ops) as part of business processes outsourcing deal’ (28%), followed by ‘externally bundled with tech services offering (e.g. hosting, IT operations) as part of IT outsourcing deal’ (21%). ‘In-house with internal IT’ trailed well behind, with only 17% of the survey sample referencing it.
According to Groot: “The answers show that rather than just following the data and having to install and maintain it, businesses are increasingly looking for a much broader managed data services offering, which allows them to access the skills and expertise of a specialist provider.
“Firms today also increasingly want to tap into the benefits of a full services model,” he continued. “They are looking to join forces with a hosting, applications management or IT operations approach and often that is in a bid to achieve faster cycle time, reduced and more predictable cost of change and a demonstrably faster ROI into the bargain.”
(Source: Asset Control)
