Identity theft is costing South Africa as much as R1-billion per year and has increased by more than 200% in the past six years. It is clear that consumers need an easy to manage security solution, but is biometrics the way forward?
Growing cyber risk has ushered in the need for watertight methods of protecting personal data. According to the South African Fraud Prevention Service, identity theft is costing the country at least R1 billion per year and has increased by more than 200% in the last six years.
Demanding and tech-savvy users continue to exert extreme pressure on companies to solve the convenience versus security conundrum. This is where a seamless customer experience and data security intersects.
In today’s mobile world it is increasingly important to have secure, on-the-go authentication. As a result, many experts feel that biometrics offers the best hope.
A new research report by analyst group BIS, forecasts the global biometric market to grow from $10.08 billion in 2014 to $25.31 billion in 2020.
This steep growth projection is helping to fuel innovation that is evident in how biometrics modalities continue to spread across the human body. It started with fingerprints in the late 1960s and progressed to facial recognition. Today the list includes vein, palm, iris, voice, gait, DNA, handwritten signatures and tattoos.
The new wave of biometrics technology is gesture related and personalised through a combination of wearable technology and geo-location as well as sci-fi inspired implants and ingestible tokens. Facial emotion recognition technology is patent-pending and is pipelined for consumer use. Though these have appeared in films for many years, they are largely unproven in the real world.
A bad rap
Despite its association to the tourism industry’s recent reduction in visitor numbers, biometrics in South Africa is enjoying real-world resurgence.
Speaking at the Biometrics in Financial Services conference, Nick Perkins, divisional director for identity management at Bytes Systems Integration believes the reason is that we have arrived at a time where we need a new solution. “The existing card and pin authentication model has not been replaced because it is simple. The problem is that it’s no longer secure and is being exploited,” says Perkins.
Essentially biometrics is the measurement of a human being through their physical characteristics. Physical biometrics is turned into electronic biometrics when an algorithm converts an image of a biometric subject into a mathematical string that can be best described as coordinates and descriptions of unique identifiable features.
These algorithms then compare a “fresh capture” to the “reference template” which is warehoused in a database. The storage of templates instead of images helps to secure biometric data.
The many biometrics modalities on offer may hold the key to its wider adoption. South African biometrics experts agree that today it is not good enough for banks and other companies to rely on one form of authentication.
PayU COO, Johan Dekker, believes a solution lies in multi-factor authentication.
“The dual-factor authentication model strives to have two of three verifications in place at all times. A pin code is what you know, a smartcard is what you have and a biometric characteristic is what you are. A one size fits all approach would not provide enough adaptability, security and redundancy in the event of an access breach,” says Dekker.
Much work to be done still
Authentication is not the only aspect of biometrics that requires smoothing out. Biometric data can be stolen, lost or otherwise compromised while being stored. Unauthorized access to biometric storage devices through corporate sabotage by disgruntled employees is a growing threat to privacy. So too, is the misuse of a biometric, given that the biometric itself cannot be changed. Once compromised it will continue to be an issue for the life of the donor, as opposed to a password which can be easily changed.
Independent identity verification expert, Dawid Jacobs, highlights a key focus area and potential driver of biometrics today.
Says Jacobs, “The emphasis is on customer experience and how quickly they can be helped. This creates allowance for potential problems which escalate over time, specially with acceptable losses. In my view there is no such thing as acceptable losses due to identity theft. The individual needs to be put back in control of their Identity.”
The rush to ensure users are happy and safe is keeping leading tech companies busy.
MasterCard is currently piloting its new biometrics app, MasterCard Identity Check, which is set for a widespread launch in 2016. The app combines facial or fingerprint recognition as well as the recent human obsession, selfies. It remains to be seen whether Mastercard have solved the problems associated with lighting and background. All fingerprint scans remain on your device and facial scans are linked to the cloud so that templates will transmit and remain safe on MasterCard’s servers.
Apple has applied to use a facial recognition system for photo distribution. This calls into question the company’s pro-privacy stance should it decide to use cloud-based processing or storage of private user info. Apple was also recently granted a US patent that covers a new technology that enables users to unlock future iPhones by…wait for it…taking a selfie.
Closer to home, Standard Bank has debuted its biometric banking app. Capitec has fingerprint details of all 6.2 million of its customers and has linked its biometric database to the Department of Home Affairs’ database, enabling it to verify customer identity. The rollout of Biometric ATMs by FNB is imminent.
Dawid Jacobs is building an independent database of certified living and deceased fingerprint identities. He aims to provide SA companies with full audit trails and to be fully compliant with POPI, ISO and all relevant legislation.
Jacobs says, “The more companies know about their customers and the more they collaborate the less pressure is on state law enforcement agencies who do not have the tech or the capacity.” This will complement the FICA endorsed Know Your Customer initiative which also endeavours to prevent identity theft and money laundering.
Mustapha Zaouini, PayU’s MEA CEO sums up the reality for all users. “The issue of protecting individual data will only grow in importance. In order to reap the convenience benefits users must prepare themselves for more disciplined and multiple information security practices in this brave new world.”
VoD cuts the cord in SA
Some 20% of South Africans who sign up for a subscription video on demand (SVOD) service such as Netflix or Showmax do so with the intention of cancelling their pay television subscription.
That’s according to GfK’s international ViewScape survey*, which this year covers Africa (South Africa, Kenya and Nigeria) for the first time.
The study—which surveyed 1,250 people representative of urban South African adults with Internet access—shows that 90% of the country’s online adults today use at least one online video service and that just over half are paying to view digital online content. The average user spends around 7 hours and two minutes a day consuming video content, with broadcast television accounting for just 42% of the time South Africans spend in front of a screen.
Consumers in South Africa spend nearly as much of their daily viewing time – 39% of the total – watching free digital video sources such as YouTube and Facebook as they do on linear television. People aged 18 to 24 years spend more than eight hours a day watching video content as they tend to spend more time with free digital video than people above their age.
Says Benjamin Ballensiefen, managing director for Sub Sahara Africa at GfK: “The media industry is experiencing a revolution as digital platforms transform viewers’ video consumption behaviour. The GfK ViewScape study is one of the first to not only examine broadcast television consumption in Kenya, Nigeria and South Africa, but also to quantify how linear and online forms of content distribution fit together in the dynamic world of video consumption.”
The study finds that just over a third of South African adults are using streaming video on demand (SVOD) services, with only 16% of SVOD users subscribing to multiple services. Around 23% use per-pay-view platforms such as DSTV Box Office, while about 10% download pirated content from the Internet. Around 82% still sometimes watch content on disc-based media.
“Linear and non-linear television both play significant roles in South Africa’s video landscape, though disruption from digital players poses a growing threat to the incumbents,” says Molemo Moahloli, general manager for media research & regional business development at GfK Sub Sahara Africa. “Among most demographics, usage of paid online content is incremental to consumption of linear television, but there are signs that younger consumers are beginning to substitute SVOD for pay-television subscriptions.”
New data rules raise business trust challenges
When the General Data Protection Regulation comes into effect on May 25th, financial services firms will face a new potential threat to their on-going challenges with building strong customer relationships, writes DARREL ORSMOND, Financial Services Industry Head at SAP Africa.
The regulation – dubbed GDPR for short – is aimed at giving European citizens control back over their personal data. Any firm that creates, stores, manages or transfers personal information of an EU citizen can be held liable under the new regulation. Non-compliance is not an option: the fines are steep, with a maximum penalty of €20-million – or nearly R300-million – for transgressors.
GDPR marks a step toward improved individual rights over large corporates and states that prevents the latter from using and abusing personal information at their discretion. Considering the prevailing trust deficit – one global EY survey found that 60% of global consumers worry about hacking of bank accounts or bank cards, and 58% worry about the amount of personal and private data organisations have about them – the new regulation comes at an opportune time. But it is almost certain to cause disruption to normal business practices when implemented, and therein lies both a threat and an opportunity.
The fundamentals of trust
GDPR is set to tamper with two fundamental factors that can have a detrimental effect on the implicit trust between financial services providers and their customers: firstly, customers will suddenly be challenged to validate that what they thought companies were already doing – storing and managing their personal data in a manner that is respectful of their privacy – is actually happening. Secondly, the outbreak of stories relating to companies mistreating customer data or exposing customers due to security breaches will increase the chances that customers now seek tangible reassurance from their providers that their data is stored correctly.
The recent news of Facebook’s indiscriminate sharing of 50 million of its members’ personal data to an outside firm has not only led to public outcry but could cost the company $2-trillion in fines should the Federal Trade Commission choose to pursue the matter to its fullest extent. The matter of trust also extends beyond personal data: in EY’s 2016 Global Consumer Banking Survey, less than a third of respondents had complete trust that their banks were being transparent about fees and charges.
This is forcing companies to reconsider their role in building and maintaining trust with its customers. In any customer relationship, much is done based on implicit trust. A personal banking customer will enjoy a measure of familiarity that often provides them with some latitude – for example when applying for access to a new service or an overdraft facility – that can save them a lot of time and energy. Under GDPR and South Africa’s POPI act, this process is drastically complicated: banks may now be obliged to obtain permission to share customer data between different business units (for example because they are part of different legal entities and have not expressly received permission). A customer may now allow banks to use their personal data in risk scoring models, but prevent them from determining whether they qualify for private banking services.
What used to happen naturally within standard banking processes may be suddenly constrained by regulation, directly affecting the bank’s relationship with its customers, as well as its ability to upsell to existing customers.
The risk of compliance
Are we moving to an overly bureaucratic world where even the simplest action is subject to a string of onerous processes? Compliance officers are already embedded within every function in a typical financial services institution, as well as at management level. Often the reporting of risk processes sits outside formal line functions and end up going straight to the board. This can have a stifling effect on innovation, with potentially negative consequences for customer service.
A typical banking environment is already creaking under the weight of close to 100 acts, which makes it difficult to take the calculated risks needed to develop and launch innovative new banking products. Entire new industries could now emerge, focusing purely on the matter of compliance and associated litigation. GDPR already requires the services of Data Protection Officers, but the growing complexity of regulatory compliance could add a swathe of new job functions and disciplines. None of this points to the type of innovation that the modern titans of business are renowned for.
A three-step plan of action
So how must banks and other financial services firms respond? I would argue there are three main elements to successfully navigating the immediate impact of the new regulations:
Firstly, ensuring that the technologies you use to secure, manage and store personal data is sufficiently robust. Modern financial services providers have a wealth of customer data at their disposal, including unstructured data from non-traditional sources such as social media. The tools they use to process and safeguard this data needs to be able to withstand the threats posed by potential data breaches and malicious attacks.
Secondly, rethinking the core organisational processes governing their interactions with customers. This includes the internal measures for setting terms and conditions, how customers are informed of their intention to use their data, and how risk is assessed. A customer applying for medical insurance will disclose deeply personal information about themselves to the insurance provider: it is imperative the insurer provides reassurance that the customer’s data will be treated respectfully and with discretion and with their express permission.
Thirdly, financial services firms need to define a core set of principles for how they treat customers and what constitutes fair treatment. This should be an extension of a broader organisational focus on treating customers fairly, and can go some way to repairing the trust deficit between the financial services industry and the customers they serve.