robotic-process-automation-aml-kyc-converted.docx

WHITEPAPER
ROBOTICPROCESSAUTOMATION
(RPA) INAMLANDKYC

Empoweringoperationalefficiencytoreachanotherlevel
Overview
The term ‘robotics’ might remind one
ofsomeimagesfromsci-fimovieslike
‘RoboCop’ and ‘Star Wars’. However, one
would be surprised to know that robots
have beenaround longerthanwethink,
datingbacktoasearlyasthe3rdcentury
BC. While many perceive robotics as
dangerous technological ventures that
couldtake away ourjobs,the reality is that
theseincreaseefficiencyandeffectiveness
of the workforce by relieving people of
routine tasks.
According to a new market report
published by Transparency Market
Research1
,“...themarketforrobotic
automation globally is displaying a
phenomenalgrowthof60.50percent
compoundannualgrowthrate(CAGR)
from2014to2020,withthevaluation
ofthemarketpredictedtoreachUS$5
billion by 2020, increasing from US$0.18
billion in2013.”
Gartner’s annual top10list ofstrategic
predictions also talks about robotic
automationhavinganexpandingrole
intheyearstocome2.Someofthese
project the following by 2020:
1. Robots will participatein five percent
of all financial transactions.
2. Smartagents willfacilitate40percent
of mobileinteractions.
1
https://globenewswire.com/news-release/2015/03/19/716638/10125555/en/IT-Robotic-Automation-Market-to-Reach-US-4-98-Bn-by-2020-Globally-and-is-forecast-to-grow-
at-60-5-CAGR-from-2014-to-2020-Transparency-Market-Research.html
2
http://cw.com.hk/news/robotics-automation-key-gartners-top-10-predictions
External Document © 2018 Infosys Limited

Robotic process automation (RPA) adoption
Financial institutions (FIs) are
considering new technology tools to
address challenges such as heightened
regulatory scrutiny
and the increasing cost pressures that
are affecting their anti-money laundering
(AML) and know your customer (KYC)
processes. This white paper tries to
analyze how new technology solutions
such as robotic process automation
(RPA) could help address some of these
challenges.
Robust adoption of RPA in future3
Every FI often asks one question –
why do we need robots in business
processes?
Many business processes in every FI
are time-consuming, repetitive, and
prone to errors. In addition, a majority
of the FIs are
facing pressures with increased scrutiny
from federal and state regulators.
According to
a survey conducted across Europe
and the US covering more than 100
senior banking officials, one in every
five banks has made a substantial
increase in spending around
compliance requirements⁴.
RPA is an easy-to-deploy solution
that can help reduce manual tasks,
streamline
workflows, improve compliance, and
reduce
costs. It is an ideal candidate for a field
like compliance that is predominantly
rule-based and evolves constantly.
There are different styles of automation
that an FI can adopt:
• Semi-automated processes:Automate
a part of the process by adopting a
model of humans and bots working
together
to complete end-to-end tasks
efficiently. For example: customer
service desks in any FI have service
agents navigating through multiple
systems to view customer
information whilst interacting with the
customer. Bots can be used
to help collect and access
information from multiple source
systems to support human agents
servicing client calls.
Another example would be
processing a change of address on
multiple systems. While the initial
checks / data can be entered by
humans, bots can be used to
process customer information
changes across multiple source
systems.
• Fullyautomatedprocesses:This style
of automation would ensure that
there are no human touchpoints in the
process. For example: updating
customer contracts and multi-format
message creation.
3
http://blogs.nasscom.in/seizing-the-robotic-process-automation-rpa-opportunity/comment-page-1/
10%–30% - Technology
FTEswithinBPS teams
arededicated toRPA
78% of GLobal In-
house Centers (GIC) are
planning RPApilotsor
have implemented RPA
Return on Investment as
short as 6–9 months
Cost benefits -35%–45%
in onshore operations
and 10%–30% in
offshoreoperations
RPAspendtoincrease
to 30%–40% of the total
BPM spend by 2025

4
https://www.sas.com

Rising costs of AML /KYC
compliance
The average financial firm
spends US$60 million per
year on KYC, customer due
diligence (CDD), and client
onboarding. (Source:
Thomson Reuters, 2016
Know Your Customer Survey)
Plethora of regulations to comply with
and steep fines for non-compliance
Since 2010, about US$300 billion in
fines were paid by FIs towards
violations of Bank Secrecy Act (BSA)
and AML regulations including US
sanctions requirements. (Source:
http://www.capco.com/insights/ capco-
blog)
Substantial reliance on manually intensive
processes
Many FIs use manual intervention in
routine processes such as processing
structure and unstructured data. Cost of
integrating systems and reliance on
traditional methods are some of the reasons
why these processes are yet manual and
have escaped automation. It is due to these
reasons that automation is a compelling case
in FIs.
Current situation
The financial services industry continues to be plagued by challenges, such as:
RPA as a solution
Defining opportunities for robotics
automation starts with an assessment
ofprocessesandidentificationofthe
following characteristics:
• Manual processes
• High-volume work
• Repetitive tasks
• Rule-based decisions with
minimal deviations
• Probability of error
The following are some of the
opportunities for RPA in the financial
services industry:
• KYCprocesses– Typically, in most
FIs, the costs of running these
programs can be significant.
According to a recent survey
conducted by Thomson Reuters,
approx. US$52 million a year (for a
bank)
is the average spend on KYC
compliance and for some banks up to
approx. US$384 million on KYC
compliance and Customer Due
Diligence (CDD). In addition to the
huge costs, compliance divisions
across FIs have grown in size with
compliance teams staffed anywhere
from 150 to 1,000+ full-time
equivalents (FTEs). Some of the
traditional manual activities that are
good candidates for RPAinclude:
Setting up customer data: This is a
manual activity where the analyst
refers to the uploaded / scanned
customer identification documents
and enters key customer
information into the customer
relationship management (CRM)
system. Customer identification
documents usually include govern-
ment-issued ID proofs which are
standard across a particular
geography. With RPA, an FI can
automate the activity of identifying
and entering customer
identification information into the
CRM.
Validating existing customer
information: RPA can be used to
perform validation of customer
information(structured/
unstructured) by accessing
databases, extracting data from
documents, collecting social media
information, merging data from
different places, and filling in forms.
Customer information gathering:
Regulations require FIs to collect
information from customers at the
time of onboarding and then
subsequently on a regular basis.
This includes details about the
customer, credit worthiness,
business / activities the customer is
involved in, identity information, etc.
This is usually done by
administering a questionnaire to
the customer and
collecting the data. The data
collected then has to be regularly
updated and tracked for any
changes. Information can be
received in the form of paper,
PDFs, etc. There are challenges in
managing this information,
updating it, and keeping track of
future changes as the process is
labor-intensive and prone to errors.
RPA can be used here
to gather, input, and process
structured and unstructured data.
Bots can also be
used to gather additional
information about the customer
from public domain / databases,
which would
be beyond what the customers
would submit.
Compiling customer information:
Often banks have customer
information spread across multiple
systems depending upon the
services sought by the customer,
e.g., savings account, brokerage,
among others.
RPA can be used to compile
customer informationacross
disparatesystemsto give a holistic
view of customer data. Banks can
then deploy promotional bots to
send automatic mails, SMS
campaigns of their products and
services, and other requirements,
thereby reducing marketing
expenses significantly.
Customer screening: This activity
involves the office of foreign
assets control (OFAC) screening,
politically exposed persons (PEP)
checks, and negative news
screening. An integral part of the
KYC process is to screen
customers against government,
internal, and external watch lists
to identify any politically exposed
personnel, negative / adverse
news. This is done for both new
and existing clients of the bank.
This process can be automated by
the use of RPA as the information
(i.e., fields) to be verified from
customer information against
these databases is standard.

Customerservicing:Oneofthe
earliest adoptions of RPA was in
customer servicing. RPA enables
banks to improve customer
experience, enhance operational
speed and accuracy, navigate
through large amounts
of data, identify patterns, improve
learning, and accelerate decision-
making. Several banks have started
using RPA techniques to deploy IQ
bots to answer customer queries,
FAQs, and guide the customers
appropriately.
IQ bots are advanced RPA
systems that apply machine
learning based on trained data
sets. They are self- learning
systems that apply different
models using both structured and
unstructured data sets.
• Regulatory monitoring and data
collection – According to industry
experts, on an average, human
intervention accounts for 2%–5% of
total errors per100 tasks. These errors
increase rework,slow down
operations, andalso lead to the
possibility of noncompliance and
fines. Keeping updated with
changing regulatory requirements can
be
time-consuming, tedious, and
complex. An average compliance
officer spends almost 15 percent of
time in tracking regulatory
developments. RPA can be used
here to effectively manage the time of
compliance officers while at the same
time ensuring updates are received in
the most efficient and accurate
manner.
• Risk Assessments – One of the key
steps in assessing customer risk is
to gather adverse information / news /
data from public domain / external
sources.
Often analysts spend a large
amount of time (on an average 1–2
hours) in accessing a multitude of
websites and
internal databases to collect
information for a case. This also
includes collecting data from
regulatory bodies (FCA, SEC),
government websites, Interpol, FBI,
etc.
A simple solution to reduce the time
spent on this activity would be to
deploy bots that would collect
information from these websites
(updated on a daily basis). Another
robot can be used to connect this
information to the core AML / KYC
system and deliver a quick response
to the requested adverse news /
information
search. Using bots will also ensure that
an audit trail is maintained, a key
requirement under KYC due diligence.
• Accountclosureprocessing– As part
of alert review and remediation,
analysts may send certain routine
tasks to support / operations teams.
One such example is in the case of
account closure which would include
sending communications to the
customer. In these cases, the support
teams reach out to the customer
(usually high-risk customers) to
complete certain activities. For
example, if the client has a money
service business, the support team
checks whether the relevant
agreement (check cashing
agreement) is in place in the bank’s
records. If available, they will update
the date and close the alert. If not, a
mail is sent to the client requesting for
the document. In case, the document
is not received till the due date, a
notification is sent to the branch
manager with details of the alert.
Details are updated in the bank’s
potentially high-risk customers’ portal
and a request is raised for closure of
the customer account. RPA is an
effective solution to automate these
activities.

Benefits ofRPA
Below is an illustrative dashboard that can be created to define, measure, and track benefits of RPA adoption.
Sl.
No.
Opportunity for RPA Related benefits
Use case
Enhanced accuracy
and quality
Improved speed
of operations
Increasedstaff Refinedaudittrailwith
productivity accurateinformation
Increased time for
strategic tasks
1
Validating existing
customer information
    
2
Documentatio
n gathering
    
3
Customer information
gathering
NA   NA 
4
5
Compiling
customer
information
NA   NA 
Customer screening     
6 Customer servicing     
7
8
Regulatory
monitoring and data
collection
   NA 
Risk assessments     
9
Account
closure
processing
NA    

Conduct a
diagnostic current
state process
assessment
Conduct a
detailed
assessment,
monitoring,and
sourcing
oftools
RPA design
and build
Design the target
operating model
Test the solution
before launch
Identify RPA
opportunities
Design process
and RPA
integration road
map
Perform RPA
automation pilot
Set up a
governance with
therightteamto
continuously
monitor the
solution
Recommended approach for RPA implementation
Having discussed the opportunities and benefits of deploying RPA in compliance functions, it is important to understand how to
bring RPA into your organization.
The figure below gives details on the recommended approach for RPA implementation. It is important to conduct a pilot run of the
RPA tool, which can help fine tune the implementation plan and design the target operating model and governance structure.
There is a need to review RPA
implementation post deployment to
ensure that they align with expectations.
Thisreviewshouldaddressthefollowing
considerations:
1. Level of satisfaction by the
users including specific
successfactors
2. Features that are used frequently
and ones used infrequently
3. Assess the extent of benefits
delivered compared to initial
estimates
4. Changes required to
improve effectiveness of
the tool
5. Evaluate if adequate training
was imparted on a timely
basis to the concerned users
and stakeholders

Conclusion
Some FIs have already started implementing RPA in
their operations while many others are considering and
exploring it. The value proposition of RPA is applicable
for all the financial institutions as they serve more like
opportunistic and point-based solutions that are easier
to implement than large-scale transformations. While
challenges faced by these institutions in managing
AML / KYC operations is going to continue in future,
RPA can bring considerable improvement in managing
these challenges.
About theAuthors
Venkatesha N. Vysya
Sr. Industry Principal, Risk and Compliance Practice, Financial Services Domain Consulting Group, Infosys
Venkatesha has over 20 years of industry experience in leading several large and complex IT consulting
projects, process reengineering, system integration, and business transformation programs across
marquee clients globally. Over the years, he has built teams and multiple centers of excellence (COEs) to
address business needs across industry domains. Currently, he leads the Infosys Financial Services
Risk & Compliance practice globally, helping clients meet their immediate needs of addressing
regulatory concerns as well as getting them ready to meet future challenges. He is personally involved in
guiding teams in adopting latest technologies like RPA, machine learning, and artificial intelligence in the
risk and compliance domain.
He can be reached at VENKATESHAVN@infosys.com
Kasmera Shah
Sr. Consultant, Risk and Compliance Practice, Financial Services Domain Consulting Group, Infosys
Kasmera has over 11 years of consulting experience in governance risk and compliance (GRC), having
worked with companies, such as i-flex consulting, Ernst & Young, Deutsche Bank, and Infosys BPO.
She has managed and led several projects in GRC consulting [particularly AML, KYC,
communication and trade surveillance, and operational risk management (Basel II implementations)]
across global markets such as the US, Australia, UK, Canada, and Latin America. She is also
experienced in the forensic investigations space which includes Foreign Corrupt Practices Act of 1977
(FCPA) and UK Border Agency (UKBA) compliance reviews.
She can be reached at kasmera.shah@infosys.com
References:
1. https://globenewswire.com/news-release/2015/03/19/716638/10125555/en/IT-Robotic-Automation-Market-to-Reach-US-4-
98-Bn-by-2020-Globally-and-is-forecast-to-grow-at-60-5-CAGR-from-2014-to-2020-Transparency-Market-Research.html
2. http://cw.com.hk/news/robotics-automation-key-gartners-top-10-predictions
3. http://blogs.nasscom.in/seizing-the-robotic-process-automation-rpa-opportunity/comment-page-1/
4. https://www.sas.com
For more information, contact askus@infosys.com
© 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys
acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this
documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the
prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.
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