Financial Institutions

7 Crucial Issues Facing the Finance Sector

Reputational and Credit Risks are keen in banking, but those are not the only risks bedeviling the sector.
By: | June 22, 2018 • 4 min read

From a reputational perspective, the financial sector may have risk management needs that are more pressing than those in any other sector. At Wells Fargo, employee incentives and actions appear to have been diametrically opposed to the best interests of customers. That bank has paid millions in fines and settlement agreements with customers. For a populace still smarting from the financial crisis of 2008, the actions of Wells Fargo aren’t helping the reputations of banks.

Banks must also contend with political volatility that could lead to dire consequences for lenders. Political turmoil in Italy, the European Union’s largest debtor nation, has already sent shock waves through markets and could end up doing much worse. Italy, the third largest economy in Europe, has $2.5 trillion in debt outstanding, according to the Economist. These credit and reputation risks take a prominent place in our list of 7 crucial issues that are facing the financial services sector.

1) Failure to Engage Customers

Investors who put money into a CD or a savings account expect a return in the form of accrued interest.

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But it’s been a long time since money market accounts and certificates of deposit offered anywhere near the return that they did prior to 2008. As the Fed continues to raise interest rates, thoughtful investors have to be asking themselves why their bank isn’t offering them a better rate of return. This raises the risk that investors will increasingly choose other investment options, including online banking, over depositing in brick-and-mortar savings and loan institutions.

2) The Human Element of Cyber Risk

Efforts are underway to do more to make bank employees a more vital part of bank cyber defenses. Breaking down silos between human resources, the chief information security officer, the CFO and operations management will be key to create a more coordinated effort to better train bank employees in detecting phishing and spear-phishing scams.

Optimists say banking employees are naturally compliance-oriented and will do well at this sort of training. Others worry that cyber criminals continue to find new ways to innovate and will always stay one step ahead of the corporate sector.

3) Operational Risk

Operational risk is the risk that can turn into a reputational risk for a financial institution in the span of one news cycle.

Any breakdown in internal processes, whether it be compliance, risk management’s oversight of trades and investing, or the failure of a bank’s investment models falls under this umbrella. In recent months there has been a consistent message emanating from the banking industry that it cannot find enough risk management talent. Some news stories say the shortage is so severe that banks are running a rising risk of compliance failures.

4) Technology Risk

As we see in the commercial insurance business, mergers and acquisitions can result in the combination or inheritance of outdated information technology systems.

The cost of getting legacy technology systems from different organizations to function together can be prohibitive. A lack of coordinated information technology systems can create a host of worries, including the fact that a cyber attack could go undetected for months due to poor management visibility into information technology functions.

5) Reputational Risk

Hundreds of thousands of false accounts created for customers, selling people unnecessary car insurance and on and on. Skeptics and critics wondered whether executives at Wells Fargo should not simply lose their jobs and their bonuses but also be sent to jail instead. Banking has a bad case of the reputational-risk flu and continued outsized salaries and bonuses for bank executives, coupled with meager interest rates being offered to depositors don’t promise an effective or timely cure.

 

6) Credit and Investment Risk

Yes, it’s an interconnected global economy and 2008 taught us how a risk management failure in one part of the economy (in that case, poor decision-making around investing in collateralized debt obligations) can lead to global economic turmoil.

History does repeat itself, but there are indications that the next trigger that results in credit losses may come from political instability. It could be political developments in Italy, the largest debtor nation in Europe, or it could be conflict in the Middle East.

Either way, whether banks have sufficiently girded themselves against these risks won’t be known until the waters of turmoil recede.

7) Regulatory Pressure Forces Talent Out

“Traditional” banking is subject to so much regulation that the pressure to comply with it may force financial services talent out of an established institution toward, for example, a fintech start-up.

Take this risk in conjunction with the above risk that banks are failing to engage customers and it doesn’t take too much effort to imagine droves of customers and employees deserting banks in coming years. &

Sources include The Economist, Willis Towers Watson and CFC Underwriters.

Dan Reynolds is editor-in-chief of Risk & Insurance. He can be reached at [email protected]

More from Risk & Insurance

More from Risk & Insurance

4 Companies That Rocked It by Treating Injured Workers as Equals; Not Adversaries

The 2018 Teddy Award winners built their programs around people, not claims, and offer proof that a worker-centric approach is a smarter way to operate.
By: | October 30, 2018 • 3 min read

Across the workers’ compensation industry, the concept of a worker advocacy model has been around for a while, but has only seen notable adoption in recent years.

Even among those not adopting a formal advocacy approach, mindsets are shifting. Formerly claims-centric programs are becoming worker-centric and it’s a win all around: better outcomes; greater productivity; safer, healthier employees and a stronger bottom line.

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That’s what you’ll see in this month’s issue of Risk & Insurance® when you read the profiles of the four recipients of the 2018 Theodore Roosevelt Workers’ Compensation and Disability Management Award, sponsored by PMA Companies. These four programs put workers front and center in everything they do.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top,” said Steve Legg, director of risk management for Starbucks.

Starbucks put claims reporting in the hands of its partners, an exemplary act of trust. The coffee company also put itself in workers’ shoes to identify and remove points of friction.

That led to a call center run by Starbucks’ TPA and a dedicated telephonic case management team so that partners can speak to a live person without the frustration of ‘phone tag’ and unanswered questions.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top.” — Steve Legg, director of risk management, Starbucks

Starbucks also implemented direct deposit for lost-time pay, eliminating stressful wait times for injured partners, and allowing them to focus on healing.

For Starbucks, as for all of the 2018 Teddy Award winners, the approach is netting measurable results. With higher partner satisfaction, it has seen a 50 percent decrease in litigation.

Teddy winner Main Line Health (MLH) adopted worker advocacy in a way that goes far beyond claims.

Employees who identify and report safety hazards can take credit for their actions by sending out a formal “Employee Safety Message” to nearly 11,000 mailboxes across the organization.

“The recognition is pretty cool,” said Steve Besack, system director, claims management and workers’ compensation for the health system.

MLH also takes a non-adversarial approach to workers with repeat injuries, seeing them as a resource for identifying areas of improvement.

“When you look at ‘repeat offenders’ in an unconventional way, they’re a great asset to the program, not a liability,” said Mike Miller, manager, workers’ compensation and employee safety for MLH.

Teddy winner Monmouth County, N.J. utilizes high-tech motion capture technology to reduce the chance of placing new hires in jobs that are likely to hurt them.

Monmouth County also adopted numerous wellness initiatives that help workers manage their weight and improve their wellbeing overall.

“You should see the looks on their faces when their cholesterol is down, they’ve lost weight and their blood sugar is better. We’ve had people lose 30 and 40 pounds,” said William McGuane, the county’s manager of benefits and workers’ compensation.

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Do these sound like minor program elements? The math says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

At the University of Pennsylvania, putting workers first means getting out from behind the desk and finding out what each one of them is tasked with, day in, day out — and looking for ways to make each of those tasks safer.

Regular observations across the sprawling campus have resulted in a phenomenal number of process and equipment changes that seem simple on their own, but in combination have created a substantially safer, healthier campus and improved employee morale.

UPenn’s workers’ comp costs, in the seven-digit figures in 2009, have been virtually cut in half.

Risk & Insurance® is proud to honor the work of these four organizations. We hope their stories inspire other organizations to be true partners with the employees they depend on. &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]