Insights

While the imminent deadline of the T2-T2S Consolidation project together with the SWIFT CBPR+ Project, have absorbed time and resources at the bank’s side, the impact they will have on Intraday liquidity management is also likely to be heavily felt. When BCBS248 was introduced back in 2013, it brought with it a new set of best practices for the monitoring and measuring of intraday liquidity, throwing the topic into sharp focus. Key improvements introduced included a better distribution of payment outflows as well as the re-design of all processes around data acquisition, reconciliation and bilateral agreements with respective correspondent banks. In other words, it was only relatively recently that banks have started assessing their intraday liquidity exposure and adjusted their internal workflows to maintain and optimise their Intraday liquidity buffers.

The first major step that introduced disruption to the bank’s data management was switching from EOD batch processes towards an intraday approach. Whilst real-time and intraday management were long known within RTGS systems, it changed Correspondent Banking relationships considerably, where the banks were used to receiving EOD statements on a daily/weekly basis.

A second major turning point was assessing what systems and what obligations were to be considered for the metrics calculations, generally linked to any ancillary system activity as well as fiscal related payments and CLS. While BCBS248 addresses the basic guidelines to be taken into consideration when calculating metrics, at a general level, much of the implementation is left to the individual bank’s interpretation. The ECB’s current developments and the systems centralisation processes (T2, T2S and TIPS), have opened new user interpretations with regards to what payments flows to include in the metrics calculation. Some banks have opted to include all ECB systems as a whole in their intraday buffer calculations. Other banks report only the RTGS activities and consider all other systems as ‘’ancillaries’’ that work independently for closing their position on the LVPS at the end of day (e.g. EURO1/T2S) without creating intraday liquidity exposures on the RTGS side.

The Basel Committee has been very clear in stating that metrics reporting should be performed on a LVPS system on a system and currency basis. Other LVPSs can be included in the same report provided that liquidity bridges exist with the main LVPS; where ancillary systems are concerned, there’s no need to report them individually as they settle on the LVPS during the selected operational windows.

One of the trends that has being observed during the assessments conducted in the pre T2-T2S Consolidation phase, is that banks are keen to move most of the retail payments towards clearing and/or IP services, reducing the liquidity impacts on the LVPS. As a result, a significant portion of liquidity will no longer be settled in the LVPS, but managed on separate systems/accounts.

With this upcoming new situation, we will be seeing the migration of a big chunk of liquidity toward non-LVPS related systems that are out of scope for the current BCBS248 scenarios.

Instant Payments, as we know, are independent from clearing and settlement mechanisms and don’t close their position on any existing LVPS. That means that they settle continuously and independently; in case of liquidity shortages or surpluses, it is possible to move funds in and out and measure them accordingly in the metrics calculations of the respective LVPS system (backed by collateralised capacity, typically held at the Central Bank).

The participation in the ECB Instant Payment System, TIPS, will become mandatory for all TARGET2 actors from November 2021, to encourage the usage of the platform and driving the change toward alternative and more cost-effective means of payment. Additionally, TIPS will become the main hub for all funding and defunding activities across all IP schemas, making liquidity available at any time through automated processes.

However, from a BCBS248 perspective, it will still be possible to measure funding and defunding transfers made from/to the RTGS system to/from the dedicated cash account in TIPS.

That said, IP statistics indicate a strong growth trend (one that varies across jurisdictions) mostly driven by individual banks expanding their product offerings as well as an acceleration in the digitalisation processes in the Covid era.

IP volumes are getting higher and will most likely replace the normal ACHs in the retail sector. This is not only driven by cost and efficiency benefits, but also to ensure settlement finality for high value payments. In TIPS all retail payments are eligible for settlement in central bank money, regardless of the amount. The general perception is that we will experience a gradual shift from an intraday liquidity monitoring approach towards a fully automated real-time control; liquidity exposures won’t stop overnight but will keep on running 24/7 in different currencies and systems as a result of interoperability initiatives across the globe.

Likewise, SEPA itself has started the migration process towards a Continuous Gross Settlement schema; banks will now be able to settle SEPA payments on a real-time basis but still outside the LVPS settlement windows. Banks have been used to knowing exactly at what time during the day to expect each settlement, while in a continuous gross settlement environment, batches will be settled on separate technical accounts where liquidity needs to be available at selected ‘’intervals’’ if needed.

Tracking what used to be considered as a ‘’timed obligation’’ on an intraday basis is now opening different views and interpretations. Unless formally stated as part of a regulatory update, the reporting of IP activities and SEPA Continuous Gross Settlement will be both left out of the liquidity metrics as they run independently of the LVPS without creating daily exposures.

Whilst SEPA real-time settlement is still subject to the Bank’s input, IPs will be operating outside normal business hours; the current Intraday throughput takes into consideration the standard day window going from 8:00 to 18:00; whilst banks should now get familiar with measuring liquidity on a 24-hour basis.

The ISO20022 migration facilitates the management of data since a single format (both for payments and for SCT/SCT-Inst) will ensure standardisation across the individual infrastructures. However, the key activities will be focused on implementing fully automated processes and integration supported by a robust infrastructure, (especially for re-balancing liquidity, alerting, and managing payments outflows). Investments should focus on expanding the data repository capacity and on interfacing each system to gather the data going in and out on a real-time basis and displaying it on user-friendly dashboards.

Re-designing the technology strategy will definitely play a key role as well as working together with the Risk Department to assess how payment behaviour will change from an intraday to a 24/7 perspective. With timed obligations and retail payments soon to be out of the LVPS picture, we will be seeing a gradual evolution of both Treasury and Risk, where liquidity will no longer be a monitoring task but rather play a strategic role.

At this stage banks should consider the following as immediate priorities:

Retail payments: these will be split between ACHs and IPs. Banks need to assess the funding activities on separate technical accounts. ECB cash accounts (TIPS) will be supported by CB collateral. However, all liquidity needs to be backed by fully automated processes
Engage in open dialogue with local regulators to assess if and how to report the IP activities in their intraday liquidity metrics calculations on a stand-alone basis as well as how to include the obligations settled on technical accounts
With the imminent Consolidation coming up, considering that TIPS will become the ‘’central connector’’ for all IP CSMs, are regulators expecting separate reports for each ECB system (RTGS+CLM, T2S and TIPS)?
Skilled staff and migration of competencies. With a gradual reduction in manual activities, staff will be required to learn how to leverage new technologies such as AI/ML/Predicative Analytics, and take advantage of powerful new tools that will likely be game changers for liquidity management optimization.
The T2-T2S Consolidation project is nevertheless a challenge that will mark the beginning of new standardised practises as well as a chance to review existing technology and systems, not to be missed.

Author: Alessandra Riccardi, Business Analyst CMT of TAS

Author: Alessandra Riccardi (Business Analyst Capital Markets & Treasury - Tas Group)

While the imminent deadline of the T2-T2S Consolidation project together with the SWIFT CBPR+ Project, have absorbed time and resources at the bank’s side, the impact they will have on Intraday liquidity management is also likely to be heavily felt. When BCBS248 was introduced back in 2013, it brought with it a new set of best practices for the monitoring and measuring of intraday liquidity, throwing the topic into sharp focus. Key improvements introduced included a better distribution of payment outflows as well as the re-design of all processes around data acquisition, reconciliation and bilateral agreements with respective correspondent banks. In other words, it was only relatively recently that banks have started assessing their intraday liquidity exposure and adjusted their internal workflows to maintain and optimise their Intraday liquidity buffers.

The first major step that introduced disruption to the bank’s data management was switching from EOD batch processes towards an intraday approach. Whilst real-time and intraday management were long known within RTGS systems, it changed Correspondent Banking relationships considerably, where the banks were used to receiving EOD statements on a daily/weekly basis.

A second major turning point was assessing what systems and what obligations were to be considered for the metrics calculations, generally linked to any ancillary system activity as well as fiscal related payments and CLS. While BCBS248 addresses the basic guidelines to be taken into consideration when calculating metrics, at a general level, much of the implementation is left to the individual bank’s interpretation. The ECB’s current developments and the systems centralisation processes (T2, T2S and TIPS), have opened new user interpretations with regards to what payments flows to include in the metrics calculation. Some banks have opted to include all ECB systems as a whole in their intraday buffer calculations. Other banks report only the RTGS activities and consider all other systems as ‘’ancillaries’’ that work independently for closing their position on the LVPS at the end of day (e.g. EURO1/T2S) without creating intraday liquidity exposures on the RTGS side.

The Basel Committee has been very clear in stating that metrics reporting should be performed on a LVPS system on a system and currency basis. Other LVPSs can be included in the same report provided that liquidity bridges exist with the main LVPS; where ancillary systems are concerned, there’s no need to report them individually as they settle on the LVPS during the selected operational windows.

One of the trends that has being observed during the assessments conducted in the pre T2-T2S Consolidation phase, is that banks are keen to move most of the retail payments towards clearing and/or IP services, reducing the liquidity impacts on the LVPS. As a result, a significant portion of liquidity will no longer be settled in the LVPS, but managed on separate systems/accounts.

With this upcoming new situation, we will be seeing the migration of a big chunk of liquidity toward non-LVPS related systems that are out of scope for the current BCBS248 scenarios.

Instant Payments, as we know, are independent from clearing and settlement mechanisms and don’t close their position on any existing LVPS. That means that they settle continuously and independently; in case of liquidity shortages or surpluses, it is possible to move funds in and out and measure them accordingly in the metrics calculations of the respective LVPS system (backed by collateralised capacity, typically held at the Central Bank).

The participation in the ECB Instant Payment System, TIPS, will become mandatory for all TARGET2 actors from November 2021, to encourage the usage of the platform and driving the change toward alternative and more cost-effective means of payment. Additionally, TIPS will become the main hub for all funding and defunding activities across all IP schemas, making liquidity available at any time through automated processes.

However, from a BCBS248 perspective,  it will still be possible to measure funding and defunding transfers made from/to the RTGS system to/from the dedicated cash account in TIPS.

That said, IP statistics indicate a strong growth trend (one that varies across jurisdictions) mostly driven by individual banks expanding their product offerings as well as an acceleration in the digitalisation processes in the Covid era.

IP volumes are getting higher and will most likely replace the normal ACHs in the retail sector. This is not only driven by cost and efficiency benefits, but also to ensure settlement finality for high value payments. In TIPS all retail payments are eligible for settlement in central bank money, regardless of the amount. The general perception is that we will experience a gradual shift from an intraday liquidity monitoring approach towards a fully automated real-time control; liquidity exposures won’t stop overnight but will keep on running 24/7 in different currencies and systems as a result of interoperability initiatives across the globe.

Likewise, SEPA itself has started the migration process towards a Continuous Gross Settlement schema; banks will now be able to settle SEPA payments on a real-time basis but still outside the LVPS settlement windows. Banks have been used to knowing exactly at what time during the day to expect each settlement, while in a continuous gross settlement environment, batches will be settled on separate technical accounts where liquidity needs to be available at selected ‘’intervals’’ if needed.

Tracking what used to be considered as a ‘’timed obligation’’ on an intraday basis is now opening different views and interpretations. Unless formally stated as part of a regulatory update, the reporting of IP activities and SEPA Continuous Gross Settlement will be both left out of the liquidity metrics as they run independently of the LVPS without creating daily exposures.

Whilst SEPA real-time settlement is still subject to the Bank’s input, IPs will be operating outside normal business hours; the current Intraday throughput takes into consideration the standard day window going from 8:00 to 18:00; whilst banks should now get familiar with measuring liquidity on a 24-hour basis.

The ISO20022 migration facilitates the management of data since a single format (both for payments and for SCT/SCT-Inst) will ensure standardisation across the individual infrastructures. However, the key activities will be focused on implementing fully automated processes and integration supported by a robust infrastructure, (especially for re-balancing liquidity, alerting, and managing payments outflows). Investments should focus on expanding the data repository capacity and on interfacing each system to gather the data going in and out on a real-time basis and displaying it on user-friendly dashboards.

Re-designing the technology strategy will definitely play a key role as well as working together with the Risk Department to assess how payment behaviour will change from an intraday to a 24/7 perspective. With timed obligations and retail payments soon to be out of the LVPS picture, we will be seeing a gradual evolution of both Treasury and Risk, where liquidity will no longer be a monitoring task but rather play a strategic role.

At this stage banks should consider the following as immediate priorities:

• Retail payments: these will be split between ACHs and IPs. Banks need to assess the funding activities on separate technical accounts. ECB cash accounts (TIPS) will be supported by CB collateral. However, all liquidity needs to be backed by fully automated processes

• Engage in open dialogue with local regulators to assess if and how to report the IP activities in their intraday liquidity metrics calculations on a stand-alone basis as well as how to include the obligations settled on technical accounts
• With the imminent Consolidation coming up, considering that TIPS will become the ‘’central connector’’ for all IP CSMs, are regulators expecting separate reports for each ECB system (RTGS+CLM, T2S and TIPS)?

Skilled staff and migration of competencies. With a gradual reduction in manual activities, staff will be required to learn how to leverage new technologies such as AI/ML/Predicative Analytics, and take advantage of powerful new tools that will likely be game changers for liquidity management optimization.

The T2-T2S Consolidation project is nevertheless a challenge that will mark the beginning of new standardised practises as well as a chance to review existing technology and systems, not to be missed.

Discover how TAS Group is helping banks with T2-T2S Consolidation and managing Intraday Liquidity

Download the article

We recently surveyed Payment Service Providers from around the world about how they are dealing with today’s volatile payments landscape.

We particularly focused on the hot topics: instant payments, ISO 20022, and liquidity management, all of which are heavily impacting the payments industry, and asked PSPs to reveal what they saw as the main challenges experienced today, how they are rising to these challenges including insights into global technology investment strategies and cloud adoption trends among others.

The survey took place against a backdrop of rapid digitalization, where advancements in technology, regulatory overhauls, the introduction of new initiatives and schemes – not to mention the wide-reaching impact of the pandemic – are having a tumultuous effect in the payments industry – perhaps the greatest experienced in the last decade.

Navigating these changes successfully no doubt involves rethinking existing approaches, business models and systems as well as intelligently leveraging on the many innovative technologies available including, in many cases, adopting a cloud-based strategy.

Sophia-Antipolis, France, 9 April 2021 -  In February 2021, Université Côte d'Azur-CNRS Electronics, Antennas and Telecommunications laboratory (LEAT) and TAS Group formed a partnership to test performance and explore prospects for a large-scale deployment of blockchain used to secure and authenticate data for the activation of smart contracts. These new technologies could, for example, revolutionize the way in which claims between connected vehicles are managed in the coming years. A blockchain use case studied at the LEAT laboratory of Université Côte d'Azur, part of the French National Center for Scientific Research (CNRS) Today, in the event of a road accident, the insurer consolidates data resulting from a report filled in by hand by the protagonists. This data may be, intentionally or not, incomplete or even false. In the future, a device installed in the vehicle could send data automatically collected on the vehicle (identity and vital functions of the driver, speed, positioning of the vehicles, etc.) to a blockchain. A Smart Contract could then process this data in a completely decentralized, more objective, fairer and more secure manner. The claims for loss and follow-up provided by the insurance company could be triggered automatically based on this data. This use case is the one selected by LEAT for its Smart IoT for Mobility project led by Prof. Verdier, in partnership with Renault Software Labs and Symag (BNP Paribas subsidiary). Started in 2017, it can now count on TAS Group technology to move on to a larger-scale testing phase. Why TAS Group? Through the partnership, TAS Group provides LEAT with a cloud service platform for containerized applications and brings its expertise in application cloudification to the laboratory. LEAT's exploratory work will thus be brought to the Cloud while adapting and respecting the different types of process. This will allow researchers to benefit from a network test architecture to study the behaviour of models developed in their laboratory and very realistically simulate the deployment of their applications. The containerization of the blockchain will allow the use of micro-services to facilitate the deployment and orchestration of the architecture. The solution will also allow the adoption of agile methods based on "DevOps" principles. What is blockchain? A blockchain is like a database in which the information entered is neither editable nor deleted, and is publicly readable and cryptographically secure. Blockchain is based on the principle of collective trust. By entrusting the validation of a transaction to a multiplicity of computers rather than to a human, a fallible trusted third party, the risk of error, fraud or corruption is eliminated. What are Smart Contracts? Smart Contracts are the natural evolution of blockchain. These "smart contracts" are computer programs stored in a blockchain, designed to automatically execute a set of predefined instructions, based on data from the blockchain. They are automatically executed and self-enforcing contracts. They are governed, without possible dispute, by the explicit terms and conditions set out therein, without one or more people, often qualified as trusted third parties, having to intervene to establish their authenticity and trigger the execution. In the case of vehicle insurance contracts, this new generation of contracts could replace traditional contracts in the future. Download the press release

Today the Board of Directors of TAS approved the 2020 consolidated financial statements of the Group. All economic and financial indicators on the rise : total revenues and core revenues respectively at 61.7 million euros and 60.9 million euros. Consolidated net profit up to 8.8 million euros compared to 5.9 million in the previous year. Dario Pardi, chairman of TAS Group, expressed satisfaction and pride for the excellent results achieved in a particularly demanding and challenging year, in which TAS courageously invested in an increase in human resources, demonstrating the Group's consolidated financial capacity. The three main lines of development in 2020 were: the consolidation of strategic collaborations, the inorganic growth with the acquisition of Infraxis AG , a leading player in the world of digital payments in the Swiss and German markets and the important investments in the Group’s platforms and services. Talking about investments, CEO Valentino Bravi underlined the important share of more than 10% of revenues destined in 2020 for the innovation of solutions, which made it possible to progress in the development of the Global Payments Platform offered both on-premise or in PaaS (Platform as a Service) mode, in the completion of the  Aquarius platform for the ESMIG project for the new Target services of the European Central Bank, and in the strengthening of the PaaS delivery model related to the payment and e-money product suites. Read the full press release in the Investor section.  

Cascade, the US-based issuer processor, has announced the imminent launch of THAT™ Visa® Prepaid Card. THAT will be the first card program to leverage Cascade Processing, based on the company’s state-of-the-art issuing platform – PayStorm – built upon TAS Group’s advanced, API-first issuing processor technology, delivered in cloud.

Cascade Processing provides Card Issuance, Origination, and Enrolment for card programs as well as a web-based banking portal, mobile app, and contactless payment capabilities.

As an Issuer Processor that provides Program Management services, Cascade can quickly plan, test, and launch expanded offerings for its fintech customers to meet their business and cardholder needs. Spencer Schmerling, CEO of Cascade said: “I’m thrilled to be taking this next step in delivering comprehensive, modern card services to fintechs who are looking for agility, speed and innovation in their card issuing and processing. We have enjoyed working with TAS and are excited to launch our first program on their world-class platform.” Peter Caiazzi, SVP Product Development, TAS International added: “We’re confident that PayStorm can provide precisely the advanced functionality, flexibility and scale that Cascade needs to play an ever greater role in the card management and processing space and provide the next-gen card and digital payment services that its customers are looking for. We’re certain that THAT card will be positively received and wish them much success.” The THAT Prepaid Visa Card is issued by First National Bank, Member FDIC, pursuant to a license from Visa U.S.A. Inc. This card can be used everywhere Visa debit cards are accepted. Card program administration by Cascade Financial Technology Corp.

Time is running out. All banks today offering instant payments (SCT INST) and reachable in TARGET2, must become reachable in TIPS before the end of the year. The ECB has defined three options for European Instant Payment interoperability and whichever model Banks choose, TAS is able to accelerate and ease the process and boost compliance efficiency. Further highlighting a commitment to the goal of increased interoperability, reachability and take up of Instant Payments in Europe, the European Commission has launched an assessment on the need for an EU-wide instant payments scheme. The initiative will investigate whether: new legislation is needed, non-legislative measures would be appropriate, or other policy options are suitable. The deadline for submitting feedback is midnight (CET) on 7 April 2021. Click here to have your say. Find out which option is best for you to be reachable in TIPS and contact us for a free consultancy.