RBI worried over growing clout of Amazon, Google and Facebook in financial services in India, BFSI News, ET BFSI

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As Amazons and Googles line up expansion in financial services in India, the Reserve Bank of India has expressed concerns over their presence.

Big Tech is a term used for the five most dominant information technology firms in the world —Google, Amazon, Facebook, Apple and Microsoft—that have market capitalisation ranging between $1 trillion and $2 trillion, each.

“Big Techs offer a wide range of digital financial services…of several advanced and emerging market economies. While this holds the promise of supporting financial inclusion and generating lasting efficiency gains, including by encouraging the competitiveness of banks, important policy issues arise. Specifically, concerns have intensified around a level playing field with banks, operational risk, too-big-to-fail issues, challenges for antitrust rules, cybersecurity and data privacy,” RBI said in its Financial Stability Report.

Big techs present at least three unique challenges. First, they straddle many different (non-financial) lines of business with sometimes opaque overarching governance structures. Second, they have the potential to become dominant players in financial services.

Third, big techs are generally able to overcome limits to scale in financial services provision by exploiting network effects. it said. Interestingly, the RBI concern comes at a time when the government is engaged in a tussle with the companies over media rules.

For central banks and financial regulators, financial stability objectives may be best pursued by blending activity and entity-based prudential regulation of big techs. An activity-based approach is already applied in areas such as anti-money laundering [AML] /combating the financing of terrorism; an activity-based approach is the provision of cloud services, where minimising operational and in particular, cyber risk is paramount, it said. Furthermore, as the digital economy expands across borders, international coordination of rules and standards becomes more pressing, it said.

Growing Big Tech clout

Facebook, Apple, Google and Amazon are leveraging their huge user bases to push their financial services. With consumer user data at hand, these companies can use it to curate personal financial products for them. which entered Indian fintech market in 2016 with Amazon Pay, has taken several strides. It has partnered ICICI Bank to issue credit cards, become a part of the Indian government’s payment network through the Amazon Pay UPI, launched insurance services, and entered into the digital gold space.

Google has partnered Wise and Western Union to enter the $470 billion remittance market under which Google users in the US can send money in Inda.

Also Read: BigTech and Cyber are the major risks for Banks and FIs: Sopnendu Mohanty, MAS



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Google Pay launches cards tokenisation with SBI, other banks in collaboration with Visa, BFSI News, ET BFSI

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Google Pay on Wednesday said it has expanded its network of bank partners offering cards tokenisation on the Google Pay app and added lenders including SBI, IndusInd Bank, Federal Bank, and HSBC India. “After successfully rolling out tokenisation with Kotak Mahindra Bank, SBI Cards, and Axis Bank, Google Pay has now added debit cards by SBI, IndusInd Bank, and Federal Bank and credit cards by IndusInd Bank and HSBC India to its slate,” a statement said.

Tokenisation is a feature that enables users to make debit or credit card payments through a secure digital token attached to their phone without having to physically share their credit or debit card details.

The feature also works with online merchants, delivering more native and seamless OTP experiences without redirecting users to 3D Secure sites.

Google Pay said with tokenisation, it will enable safe and secure omnichannel experiences to help consumers use near-field communication (NFC) capable devices/phones to make contactless payments at over 2.5 million visa merchant locations, scan and pay at more than 1.5 million Bharat QR-enabled merchants, and pay bills and recharges from within their Google Pay app using their credit card.

“We’re committed to offering the most secure payments experience to our growing base of users, and tokenisation helps to replace sensitive data such as credit and debit card numbers with tokens, eliminating any chances of fraud. We are hopeful that the tokenisation feature will further encourage users to transact securely and safely in the current times and expand merchant transactions both online and offline,” Sajith Sivanandan, Business Head at Google Pay and NBU – APAC, said.

He added that the addition of SBI and Federal debit cards, IndusInd Bank debit and credit cards, and HSBC credit cards helps extend this offering to millions of card users on the Visa network.

“We are working closely with other banking partners to further expand the adoption of card-based payments with tokenisation in India,” he said.

Visa India and South Asia Group Country Manager TR Ramachandran said with tokenised, contactless forms of payment, millions of mobile first users will be able to use their credit and debit cards on Google Pay, bolstering confidence in a large segment that is new to digital.

Visa has already issued over two billion token credentials globally and with Google Pay live in India, these numbers are expected to grow significantly, he added.



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Ritesh Saxena, IndusInd Bank, BFSI News, ET BFSI

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Maintaining the cost of acquiring customers digitally is not easy as multiple banks & Fintechs are targeting the same set of customer base segment as compared to the physical branch led model where the costs are fixed.

Organisations acquiring customers digitally have often been at the mercy of aggregators and big search engines and so is the case similar with banks trying to funnel in customers through digital marketing and other platforms.

Ritesh Saxena, Head – Direct Banking at IndusInd Bank in a conversation with ETBFSI talks about the strategy at IndusInd Bank with digital acquisition, how digital marketing plays a role, important metrics and the partnership model. Edited Excerpts:

Ritesh Saxena, Head – Direct Banking, IndusInd Bank

Q. What is the strategy for digital business at IndusInd Bank?

The banking service is digital in nature with cash being the only physical aspect. To a large extent digital business in banking is evolving as compared to 3-4 years back when a lot of digital enablement was in nature of servicing only and not a way of doing business.

As a challenger bank, we had to be aggressive. Digital business evolved in two stages, one organic and inorganic – website, social media presence, ATMs which are web-enabled, mobile applications are now transformed into customer acquisition channels whereas previously functioned more from servicing point. Regulations and public infrastructure like Aadhar has helped a lot, we brought onboarding platforms on our web to acquire for both our asset & deposit customers.

KYC is just one part of onboarding, the customer does not give any business till he transacts or passes credit worthiness test. Getting these journeys completely digital, frictionless and seamless is important to ensure prospective customers don’t drop off.

Investments have gone beyond technology infrastructure, like – analytics, evolving credit models, partnerships with payment service providers. These internal and external parts come together to funnel the customer in and service them. The loss in physical onboarding through branches was off-set by digital acquisition channel through digital marketing with seamless onboarding to ensure there was no blip to business.

Q. How is digital marketing leveraged for direct digital business?Digital marketing is the other area of evolution which is core to digital business. While we create the digital platforms, we need to have a digital plan to work with platforms like Google and Facebook to get the right economics of acquiring customers. All Fintechs, start-ups have realised that creating a product, simple user journey is perhaps the easier part given all the tech evolution is happening, but getting the customer economics in (cost of customer acquisition) which does not kill you is tough. Reality is these Big Tech platforms don’t let you do digital marketing in a cost-friendly manner. That is the sad story which a lot of start-ups face and burn a lot of cash.

We banks don’t have investors (VC) funds to burn to get customers as it’s a P&L involved decision of optimising your cost of acquisition through various digital marketing initiatives like SEO, Redirecting advertisements and a lot of other initiatives.

Getting a customer and is he really worth following as few might funnel but not all are worth following. These are things that take time to perfect and eventually get the right implemental economics.

Digital marketing led acquisition is a different ball game as physical acquisition costs are fixed and given. Also, important to note banks are eyeing for the same pie of the business on the same medium for the same customer, unit economics really matters here.

Fintechs have mono-product lines as compared to banks that have multiple products, if a customer funnels in and may not have qualified for a credit card; we can pitch him a credit card against his FD so he gets serviced by some other product.

Most customers are price sensitive and everything is price led, it allows you to optimise the investments to get the customer by ensuring if he is not satisfied with one product you are able to get him another product and it’s a win-win.

Q. How does it work with the existing customer base?

Existing customers have been traditionally covered by RMs or through branches or contact centers for cross-sell or upgrading. The new digital platforms backed by analytics have allowed us to run it centrally without the need of assisted channels as a start point.

The bank has invested in a very Deep Artificial Intelligence led engine which runs across products and client databases from different segments like deposit to credit card to vehicle finance. I have that same universe within the bank. All we need is to create an ability similar to what aggregators (like Paisabazaar, Bank Bazaar) created for the open market.

A lot of good work and actual business has happened on the asset cross sell which is personal loan and credit card offerings to customers who keep their salary account or deposit account with us. More than 50% of our retail lending, deposit and even wealth business happens through digital channels and not just through open market but through a lot of analytics led, direct to customer, app based, email based and if required even tele-assisted follow-up for closure and a lot of these businesses have moved out of branches.

This is the next version of retail banking in India, if IndusInd Bank has 2000 branches in India which do an X business, for it to go 2X do we need 2X branches? or can I move all of the next X business to digital platforms without having to put a brick and mortar branch. That’s essentially the go-to. Physical channels will continue but a lot of the assisted business is moving to the sky RM models (digital).

Q. How are the metrics around digital marketing?

We doubled and tripled the investments in the digital marketing front across products and services not because we wanted to offset the dip in branch led business but because more customers were reaching out through these digital platforms. Pull-based business opportunities like health insurance were also in demand; a lot of digital marketing initiatives got fast tracked.

Video KYC changed the economics and at a fraction of physical cost we can do the physical KYC and do multiple business with him or would’ve been only one business of deposit before video-KYC where the customer wasn’t verified face-to-face.

On vectors being measured, earlier things were not straight through; most of our digital marketing arrangement partners were on the basis of cost per lead which captured mobile number either paid on per lead or impressions. Now the straight through journey changed the equation on this, earlier you were at the mercy of the aggregators and what would be the quality of the lead as banks make money on conversion of that lead.

The equation has moved from paying per lead to paying per converted customer and some of those have helped focus to target better and ensure that the same lead is not going to dozens of banks and see sub-optimal conversion.

Digital business is not only about aggregator arrangements it’s also on the payment side where merchant aggregators which are country wide operating in the payment gateway space and non-digital merchant led aggregators like old-age Pine Labs and similar players and how they’ve metamorphosed and deeply integrated with banks through APIs.

These payment partners get merchant customers to bank equivalent to current account journeys which have been created with more control as entity verification is bigger science than individual verification. For entities, you’ve to check their registrations, office, etc. all these risk parameters have been added to the onboarding mechanism and we have been among the first ones to launch a digital current account onboarding.



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‘Phone pe loan’ bringing credit revolution to hinterland India, BFSI News, ET BFSI

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Banks and NBFCs have struck gold in digital lending, which is driving huge volumes through small loans.

Loans of below Rs 25,000 have grown 23 times since 2017, according to a joint report by Transunion CIBIL and Google.

The report identifies the significance of small ticket less than or equal to Rs 25,000 loans, characterized by searches for “phone on loan”, “laptop on EMI“, and “mahila loan 30,000”.

The share of these loan disbursals amongst all personal loans has gone up from 10 per cent in 2017 to 60 per cent in 2020.

With disbursal speed and convenience being the hallmarks of these loans, the digital-first sellers have the largest share in this category with 97 per cent of all personal loans disbursed by them being under Rs 25,000.

According to TU Cibil in 2020, 38% of loans disbursed to the ‘prime’ credit tier was through fintech NBFCs (non-banking financial companies).

The data shows that those who avail small loans are not less creditworthy.

Additionally, these fintech NBFCs no longer have only ‘urban youth’ as their primary audience — 70% of disbursals are outside tier-1, with 78% of customers being millennials (between 25-45 years of age).

The shift is set to accelerate as reflected by online trends which show that searches outside cities are growing 2.5 times faster as compared to cities.

Searches for loans grew the most in tier-3 cities at 47%, followed by tier-2 (32%) and tier-4 (28%). Indian credit industry stood at $613 billion (Rs 44 lakh crore), which reflects an 18% compounded annual growth rate (CAGR) since 2017. While home loans at $290 billion (Rs 21 lakh crore) form the largest chunk, loan against property and business loans are growing the fastest.

Who is the new borrower?

In 2020, 49 per cent of first-time borrowers were less than 30 years old and 71 per cent were based in non-metro locations, while 24 per cent were women, according to a joint report by Transunion CIBIL and Google titled “Credit Distributed”.

Further, these profiles vary when analyzed at credit product level based on credit appetite, credit experience, credit discipline, and channel of consumption, and have made segmentation increasingly nuanced and complex.

Overall, growth in searches for car loans between the two halves of 2020 grew the fastest at 55 per cent with home loans following with 22 per cent growth.

Loyalty factor pays for fintech NBFCs

Small loan borrowers demonstrate higher loyalty with 42X growth in repeat customer base amongst lenders in CY 2020 versus CY 2017. Moreover, this growth is as high as 64X for digital-first lenders i.e FinTech NBFCs indicating higher stickiness driven by convenience, over the same time period.

Ticket sizes on loan products like personal loans, auto loans and consumer durable loans are geo-agnostic.

In line with the geographical expansion of new digital users in tier 2/3/4 locations and rural India, and a preference for the mother tongue, local language searches for credit showed an exponential increase. Searches in local languages and for translations of terms such as ‘Credit’, ‘Term loan’, and ‘Moratorium‘ have also witnessed an uptick.

Customers rate trust in the brand higher than other traditional parameters like low interest rates, which came second, before recommendations, disbursal time, and online process, all considered to drive value perception with customers.

Sixty-four per cent of credit buyers say that brand is a major factor in choosing their loan provider. Considerable time and effort goes into choosing the lender brand with 76 per cent of borrowers taking a minimum of two weeks between exploration and finally choosing the lender.

Almost a third (32 per cent) of borrowers consider over five providers before proceeding to apply.



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European banks ready payments system to rival Visa, Mastercard, BigTech, BFSI News, ET BFSI

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A few large European lenders have teamed up to create a new European payment system, to compete with the US and Chinese systems and protect sovereignty in an important area of consequence.

The European Payments Initiative (EPI), previously known as the Pan-European Payments System Initiative (PEPSI), is a European Central Bank-backed payment-integration initiative aiming to create a pan-European payment system and interbank network to rival Mastercard and Visa, and eventually replace national European payment schemes such as France’s Carte Bancaire and Germany’s Girocard.

It is supported by the European Commission, and currently comprises 30 major European banks (including all the major French banks, Deutsche Bank and Commerzbank in Germany, Santander Bank in Spain and Intesa Sanpaolo and UniCredit in Italy.

It is tasked with creating a pan-European payments service that can be used to pay online as well as in stores, to settle bills between individual consumers and to withdraw cash at ATMs.

The rationale

EPI is born out of the need to protect the sovereignty and break a US-dominated “oligopoly” on payments.

In July 2020, a group of 16 major European banks from five euro countries announced the launch of the EPI with the aim to create a unified payment solution for consumers and merchants across Europe.

The realisation that a US president on any given day could decree Mastercard or Visa should no longer do business with a certain part of the population has prompted the initiative.

Europe’s banks are considering their own interests, aware that if they do not act now they could be challenged by tech companies such as Apple and Google, which are increasingly preying on their turf.

Today, four in five transactions in Europe are handled by Mastercard and Visa, according to EuroCommerce, a lobby group of European retailers.

While on the other side of the table, the banks and acquirers driving EPI process more than half of all EU payments.

The critical mass of business brought by banks such as Deutsche, BNP Paribas, ING, UniCredit and Santander give the EPI weight. The Brussels-based entity has until September to draw up a blueprint. If the banks behind EPI then give the green light, the first real-world applications could be launched in early 2022.

The hurdles

For a system to work, merchants should be ready to accept payments and users ready to make payments. . Having both in place at the same time is not an easy task, particularly since the full rollout could take years, and a bad start could kill EPI’s chances of success.

EPI’s backers have forked out €30 million to fund the initial development of a blueprint, but short of the “billions of euros” that are necessary. . One way to defray the costs could be to tap EU funds.



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Coinbase to allow users to use card via Apple, Google wallets

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Coinbase Global Inc launched a tie-up with Apple and Alphabet Inc’s Google on Tuesday that will allow users to add cards from their accounts to the payment apps run by the two tech giants.

The Coinbase card added to the wallets can be used to buy everyday goods with digital currencies, the biggest US cryptocurrency exchange said in a blog post. (https://bit.ly/3wN2wNN)

Also read: Investors cheer after RBI clarifies crypto trading isn’t banned

The company said it will automatically convert all cryptocurrency to US dollars and transfer the funds to a customer’s Coinbase Card for use in purchases and ATM withdrawals.

It also said users can earn crypto rewards on their shopping when a Coinbase Card is used with Apple Pay or Google Pay.

Coinbase’s move comes after PayPal Holdings Inc said it would allow US consumers to use their cryptocurrency holdings to pay millions of its online merchants globally, significantly boosting use of digital assets in everyday commerce.

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Dogecoin’s popularity soars ahead of Nifty, mutual funds in India, BFSI News, ET BFSI

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MUMBAI: A joke well said is when everyone laughs or at least goes back home and Googles it. Mind-numbing rallies in the cryptocurrency world are not absurd, but the rise of the ‘Doge’ has confounded even the biggest of cryptocurrency lovers.

Dogecoin, a cryptocurrency born out of a light-hearted joke in 2013 with no revolutionary endeavours, such as those of Bitcoin creator, has soared 5,500 per cent in 2021 so far, despite having nearly halved its value over the past week.

Simply put, Dogecoin is an Internet meme currency with the symbol of the Japanese Shiba Inu dog for the meme generation, backed by individuals like Elon Musk, the founder of Tesla, SpaceX and Starlink.

And, Indians are intrigued.

The popularity of the meme cryptocurrency has been soaring among Indians since the beginning of April from virtually zero interest prior to that. Much of the interest has been driven by reports that pegged the digital currency’s returns at over 10,000 per cent year to date, something unheard of in the world of traditional investing.

More Indians were searching for the term ‘Dogecoin’ on Google on Friday than Bitcoin and mutual funds combined, data on Google search trends showed. The rise in popularity of the cryptocurrency has been such that it is threatening to overtake popular search terms in India’s investing landscape like ‘Nifty’ and ‘Sensex’.

Industry watchers in India said almost all of the interest in Doogecoin is being driven by young investors, who are ardent admirers of Elon Musk, given his image as a futurist and his involvement in the development of some of the most revolutionary companies of the 21st century.

The surge in interest is despite Dogecoin giving up almost half of its value earlier this week following the Tesla Founder’s comments on a popular US comedy show that the cryptocurrency was nothing more than a ‘hustle’, confirming the suspicion of most.

Prior to Musk’s appearance on the Saturday Night Live last week, the interest in Dogecoin virtually broke the roof for the cryptocurrency market, as several cryptocurrency exchanges in India such as WazirX were unable to handle the deluge of orders.

WazirX, India’s largest cryptocurrency exchange, reported one of the highest single-day trading volumes of $350 million on May 7, a day prior to Musk’s appearance on the show. Some industry watchers suggested that much of the volumes were being driven by Dogecoin investors.

Musk has tried to make amends ever since his SNL gaffe by announcing the launch of a moon mission called DOGE-1, which will be funded entirely by Dogecoin.

Further, his Twitter poll earlier this week on whether Tesla should accept payment in Dogecoin or Bitcoin coincided with the shock announcement on Thursday that the electric vehicle company will suspend acceptance of Bitcoin as payment due to environment-related concerns.

“…if Elon Musk is able to improve some of its technical flaws as he said, that could help it gain long-term value,” said Vikram Rangala, chief operating officer at ZebPay.

Dogecoin’s lack of fundamental value compared with other major crypto assets such as Bitcoin and Ethereum is not lost even on cryptocurrency experts, who argue that it has none of the traits such as fixed supply that have made Bitcoin popular.

However, when the world’s second richest man is himself on the driver’s seat, one can only expect people to hop on to the bandwagon.



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Bank of Maharashtra sees big recovery from IL&FS; No cap on digital loan sanctions, BFSI News, ET BFSI

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BoM earned a net profit of Rs 165 crore in the January-March quarter. The bank has recovered Rs 508 crore from the toxic account of Bhushan Power and hopes to get another cheque of almost the same amount from IL&FS soon. In an interaction with ETBFSI, A S Rajeev, MD & CEO of Bank of Maharashtra, said he does not see a major impact of the second wave for his bank. He also mentioned that they are seeing notable results of end-to-end digital lending platforms which they have created. Edited excerpts.

A S Rajeev, MD & CEO of Bank of Maharashtra

Q. Is there any other account other than Bhushan Power in the future where you are expecting some big recoveries?

The amount may not be as huge as Bhushan, but there are a number of accounts in different stages, and the amount may vary between Rs 50 crore to Rs 100 crore. But we are expecting something big from the IL&FS account, it will take some time though. We are expecting between Rs 500 crore to Rs 600 crore from it. Most of the accounts we have fully written off, it will help us to improve the profitability.

Q. How much did you disburse under ECLGS? Are you also keeping funds ready to disburse to MSMEs once the second wave ebbs? Have you spotted new SMEs?

We have lent around Rs 2,400 crore under this scheme. Our MSME growth last year was 36%. Out of that 12% came from ECLGS scheme. Now most of this, about 90-95%, we have already disbursed. Repayments on these accounts are on schedule. The total MSME accounts we restructured were around Rs 650 crore. To attract MSMEs, we have launched a scheme ‘Ghar Wapsi’, we have the database of the last 5-6 years, and we are approaching those customers who left us. Such accounts are in the range of Rs 500-600 crore. We expect around Rs 1,500-1,600 crore of advances in this segment. Also, this year our agriculture portfolio grew 13-16%. There was a good monsoon, and with settlement schemes, we had a good recovery. This year, we created another portfolio of gold loans. It also picked up really well with Rs 2,000 crore jewellery loans. We reduced our interest rates to the lowest in the industry.

Q. The second wave is grappling the country far more significantly. Do you see challenges in recovery, collections?

At present, there are no major challenges. We have not started to see such difficulties yet. Since we are flagging the account status every month, we performed the portfolio analysis in April and didn’t find something challenging. What we are seeing is that stress in the portfolio is not there like the last time during complete lockdown that happened for one, one and a half month. So there is no stress at present in the portfolio or the repayments. Also, it’s local lockdown and has not started affecting the economy. If it continues for some more time, it may affect the economy. Our feeling is that in another 1-2 weeks the situation may change.

Q. Do you see a slowdown in credit demand this quarter?

Generally, the first quarter of the FY is always negative. It is either negative or the growth rate would be 1-2%. Because banks are busy with miscellaneous things such as audits, transfers, promotions, etc. My experience states that there is not much of credit growth during the period of April and May. So even if the economy is affected by slightly localised lockdown, it will be hit only corporate customers. Sowing starts in June, so agricultural lending will start from then. So if you see a 14-16% growth rate per year in any banking system, either it is negative by 1-2% or positive by 1-2% in the first quarter. So geometrically you can see that if 2% is the growth rate in June, for the second quarter it would be 4-5%, for the third quarter it would be 8-10% and so on.

Q. What kinds of digital adoption has BOM done recently? What kinds of digital capabilities are you building?

We have digital products out there. Last year, we incorporated Loan Management System, which is end-to-end digital for loan advancement or sanctioning loans. There is no cap here on the loan amount. Any amount including corporate loans can be disbursed digitally on the Loan Management System. MSMEs can upload their documents to the system. There are certain agencies we have integrated with such as the income tax department, sales tax department, Crisil, Google reports, etc, which undertake the task of vetting as well. It is done parallelly within 2-3 minutes. There is no manual intervention. Only final approvals have to be done by respective authorities. We have also put in place SAP models. There are some models we are still working on and making changes like UAT. Our entire audit system is digitised. An auditor need not go to any other place. Sitting in their place they can do the audit. Digital signatures are also used, and in every area, 100% digitisation has been made. With such an efficient system, it also helps us in declaring our quarterly results early.



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US banks deploy AI to monitor customers, workers amid tech backlash, BFSI News, ET BFSI

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By Paresh Dave and Jeffrey Dastin

Several U.S. banks have started deploying camera software that can analyze customer preferences, monitor workers and spot people sleeping near ATMs, even as they remain wary about possible backlash over increased surveillance, more than a dozen banking and technology sources told Reuters.

Previously unreported trials at City National Bank of Florida and JPMorgan Chase & Co as well as earlier rollouts at banks such as Wells Fargo & Co offer a rare view into the potential U.S. financial institutions see in facial recognition and related artificial intelligence systems.

Widespread deployment of such visual AI tools in the heavily regulated banking sector would be a significant step toward their becoming mainstream in corporate America.

Bobby Dominguez, chief information security officer at City National, said smartphones that unlock via a face scan have paved the way.

“We’re already leveraging facial recognition on mobile,” he said. “Why not leverage it in the real world?”

City National will begin facial recognition trials early next year to identify customers at teller machines and employees at branches, aiming to replace clunky and less secure authentication measures at its 31 sites, Dominguez said. Eventually, the software could spot people on government watch lists, he said.

JPMorgan said it is “conducting a small test of video analytic technology with a handful of branches in Ohio.” Wells Fargo said it works to prevent fraud but declined to discuss how.

Civil liberties issues loom large. Critics point to arrests of innocent individuals following faulty facial matches, disproportionate use of the systems to monitor lower-income and non-white communities, and the loss of privacy inherent in ubiquitous surveillance.

Portland, Oregon, as of Jan. 1 banned businesses from using facial recognition “in places of public accommodation,” and drugstore chain Rite Aid Corp shut a nationwide face recognition program last year.

Dominguez and other bank executives said their deployments are sensitive to the issues.

“We’re never going to compromise our clients’ privacy,” Dominguez said. “We’re getting off to an early start on technology already used in other parts of the world and that is rapidly coming to the American banking network.”

Still, the big question among banks, said Fredrik Nilsson, vice president of the Americas at Axis Communications, a top maker of surveillance cameras, is “what will be the potential backlash from the public if we roll this out?”

Walter Connors, chief information officer at Brannen Bank, said the Florida company had discussed but not adopted the technology for its 12 locations. “Anybody walking into a branch expects to be recorded,” Connors said. “But when you’re talking about face recognition, that’s a larger conversation.”

BUSINESS INTELLIGENCE

JPMorgan began assessing the potential of computer vision in 2019 by using internally developed software to analyze archived footage from Chase branches in New York and Ohio, where one of its two Innovation Labs is located, said two people including former employee Neil Bhandar, who oversaw some of the effort at the time.

Chase aims to gather data to better schedule staff and design branches, three people said and the bank confirmed. Bhandar said some staff even went to one of Amazon.com Inc’s cashier-less convenience stores to learn about its computer vision system.

Preliminary analysis by Bhandar of branch footage revealed more men would visit before or after lunch, while women tended to arrive mid-afternoon. Bhandar said he also wanted to analyze whether women avoided compact spaces in ATM lobbies because they might bump into someone, but the pandemic halted the plan.

Testing facial recognition to identify clients as they walk into a Chase bank, if they consented to it, has been another possibility considered to enhance their experience, a current employee involved in innovation projects said.

Chase would not be the first to evaluate those uses. A bank in the Northeast recently used computer vision to identify busy areas in branches with newer layouts, an executive there said, speaking on the condition the company not be named.

A Midwestern credit union last year tested facial recognition for client identification at four locations before pausing over cost concerns, a source said.

While Chase developed custom computer vision in-house using components from Google, IBM Watson and Amazon Web Services, it also considered fully built systems from software startups AnyVision and Vintra, people including Bhandar said. AnyVision declined to comment, and Vintra did not respond to requests for comment.

Chase said it ultimately chose a different vendor, which it declined to name, out of 11 options considered and began testing that company’s technology at a handful of Ohio locations last October. The effort aims to identify transaction times, how many people leave because of long queues and which activities are occupying workers.

The bank added that facial, race and gender recognition are not part of this test.

Using technology to guess customers’ demographics can be problematic, some ethics experts say, because it reinforces stereotypes. Some computer vision programs also are less accurate on people of color, and critics have warned that could lead to unjust outcomes.

Chase has weighed ethical questions. For instance, some internally called for reconsidering planned testing in Harlem, a historically Black neighborhood in New York, because it could be viewed as racially insensitive, two of the people said. The discussions emerged about the same time as a December 2019 New York Times article about racism at Chase branches in Arizona.

Analyzing race was not part of the eventually tabled plans, and the Harlem branch had been selected because it housed the other Chase Innovation Lab for evaluating new technology, the people said and the bank confirmed.

TARGETING THE HOMELESS

Security uses for computer vision long have stirred banks’ interest. Wells Fargo used primitive software from the company 3VR over a decade ago to review footage of crimes and see if any faces matched those of known offenders, said John Honovich, who worked at 3VR and founded video surveillance research organization IPVM.

Identiv, which acquired 3VR in 2018, said banking sales were a major focus, but it declined to comment on Wells Fargo.

A security executive at a mid-sized Southern bank, speaking on the condition of anonymity to discuss secret measures, said over the last 18 months it has rolled out video analytics software at nearly every branch to generate alerts when doors to safes, computer server rooms and other sensitive areas are left open.

Outside, the bank monitors for loitering, such as the recurring issue of people setting up tents under the overhang for drive-through ATMs. Security staff at a control center can play an audio recording politely asking those people to leave, the executive said.

The issue of people sleeping in enclosed ATM lobbies has long been an industry concern, said Brian Karas, vice president of sales at Airship Industries, which develops video management and analytics software.

Systems that detected loitering so staff could activate a siren or strobe light helped increase ATM usage and reduce vandalism for several banks, he said. Though companies did not want to displace people seeking shelter, they felt this was necessary to make ATMs safe and accessible, Karas said.

City National’s Dominguez said the bank’s branches use computer vision to detect suspicious activity outside.

Sales records from 2010 and 2011 reviewed by Reuters show that Bank of America Corp purchased “iCVR” cameras, which were marketed at the time as helping organizations reduce loitering in ATM lobbies. Bank of America said it no longer uses iCVR technology.

The Charlotte, North Carolina-based bank’s interest in computer vision has not abated. Its officials met with AnyVision on multiple occasions in 2019, including at a September conference during which the startup demonstrated how it could identify the face of a Bank of America executive, according to records of the presentation seen by Reuters and a person in attendance.

The bank said, “We are always reviewing potential new technology solutions that are on the market.”



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