Biometrics in Digital Financial Services: An Overview

whitePaper | May 17, 2022

COVID-19 has highlighted the urgent need for collective action to augment the existing global health security financing system and mobilize additional resources for increased investments in pandemic prevention, preparedness, and response (PPR). Avoiding future pandemics requires investing substantially more in PPR; these investments will help avert the much larger costs that the world would have to incur if we were to be caught unprepared for the next global health crisis. Countries must step up domestic investments in the core capacities needed to prevent and contain future pandemics, in accordance with the International Health Regulations. This must be complemented by enhanced external financing, particularly for developing countries. The joint World Bank-WHO paper on PPR financing needs and gaps1 prpeared for the G20 Joint Finance and Health Task Force (JFHTF) estimated that external financing amounting to an additional $10.5 billion per year, over the next five years, is needed for investments at the country, regional and global level to strengthen the capacity of low-income and middle-income countries. PPR is a global public good. Mobilizing the needed external financing to strengthen PPR in lowand middle-income countries and regions, that are the most fiscally stretched and in need of financial support, is the collective responsibility of the international community.

whitePaper | November 15, 2019

MacKay Municipal Managers™ employs a relative value investment approach across all of their municipal strategies, with a focus on total return. The team seeks to capitalize on opportunities created by the mispricing of securities and will move along the credit curve based on where they find the best relative value. An emphasis is placed on risk management, and they currently do not employ leverage in the mutual funds they manage, which can increase volatility. The team’s active research-driven process and keen emphasis on risk control may benefit investors seeking attractive tax-free income.

whitePaper | December 10, 2019

Customer interaction and channel preferences have experienced significant changes over time and are constantly evolving and expanding across all industries, including banking. To consolidate customer satisfaction and cultivate customer advocacy, banks must endeavour to continue to meet these changing needs through use of innovative and progressive technology

whitePaper | September 20, 2022

Banking has historically been one of the business sectors most resistant to disruption by technology. Since the first mortgage was issued in England in the 11th century, banks have built robust businesses with multiple moats: ubiquitous distribution through branches; unique expertise such as credit underwriting underpinned by both data and judgment; even the special status of being regulated institutions that supply credit, the lifeblood of economic growth, and have sovereign insurance for their liabilities (deposits). Moreover, consumer inertia in financial services is high. Consumers have generally been slow to change financial-services providers. Particularly in developed markets, consumers have historically gravitated toward the established and enduring brands in banking and insurance that were seen as bulwarks of stability even in times of turbulence.

whitePaper | June 11, 2022

Prudent cash and liquidity management is critical in times like these. Cash management practices can make or break a business. Businesses that managed cash and liquidity prudently before the pandemic have remained resilient, while less-prepared businesses faced existential threats in the face of a liquidity crunch. As businesses emerge from the uncertainty of the pandemic and chart paths to revenue and profit growth, senior executives have a rare opportunity to rethink the way their business manages its cash. Modernizing the underlying accounts receivable (AR) systems and processes that a business uses to apply, manage, and forecast its cash can create a culture that can result in long-term cash excellence.

whitePaper | February 21, 2020

Does a “regular” bank that does not deal in complex instruments still need real-time risk management? To date, banks have generally accepted having risk analyses available one or two days after the fact. And for years, they have made ends meet with this delayed risk insight. So why invest in something new? Why rock the boat?