ESG can open up new funding opportunities, but it does not automatically mean cheaper finance. For banks, the bigger question is how environmental, social and governance factors affect risk and portfolio decisions. We explore why reporting alone is not enough, where banks can start integrating ESG into credit processes, and how better data can support business strategy.
An updated forecast tells a bank what to expect, but not necessarily what to do next. Drawing on a discussion among banking finance and risk leaders, we explore when budgets and strategies need revisiting, how to translate risks into financial consequences and what it takes to make timely decisions, particularly during a crisis.
Banks are strengthening security across their digital channels, yet fraudsters are increasingly targeting customers rather than banking systems. Drawing on insights from Gökhan Dumrul, Head of Fraud Risk Management at QNB Türkiye, we examine how fraud schemes are evolving, why traditional transaction monitoring is no longer enough, and how banks can strengthen security without compromising the customer experience.
KPIs can help banks execute their strategy — or encourage employees to perform exceptionally well at tasks that contribute little to strategic objectives. The difference lies in how performance indicators are linked to budgets, projects, departmental accountability and employee incentives. Viktor Shpringel examines how banks can build these connections and the most common mistakes made when implementing KPI frameworks.
A P&L statement shows what a bank has already earned. CLTV looks ahead: which customers are likely to create value in the future, and what behaviour will drive it? Bereke Bank’s experience shows why banks need to move beyond the idea of an “average customer”, how they can work with incomplete data and where CLTV can sharpen decisions on acquisition, retention and customer development.
A phishing campaign involves far more than an email and a cloned login page. Behind it sits an infrastructure of servers, databases, control panels, bots and notification channels. Romano Ramanti explains how analysing that infrastructure can reveal attackers’ mistakes and help banks intervene before customers lose money.
Fraud is becoming more sophisticated, while traditional rules and fragmented systems are struggling to keep pace. AI can improve detection by identifying anomalies earlier, reducing false positives and uncovering connections between accounts, devices and people involved in fraud. But its success depends on three foundations: high-quality data, explainable models and effective information sharing & collaboration between institutions.
When a bank processes 1 billion digital transactions a year, fraud can no longer be treated as a security issue to be investigated after the event. Fraud losses cost money, but excessive blocking does too. The experience of Lasha Mazanashvili shows why tackling digital fraud depends not only on technology, but also on the speed of scenario development, data quality and visibility into what is happening on the customer’s device.
Which costs genuinely belong to the bank as a whole? Should branch idle time be charged to products? And what changes when Treasury or the problem asset management unit is treated as a Profit Center rather than a Cost Center? Georgy Zemitan examines five methodology choices that shape cost allocation and profitability analysis in banking.
