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Westpac introduces Confirmation of Payee

Finextraa day ago
Westpac has today announced the introduction of Confirmation of Payee, a new security feature designed to help customers spot a scam and reduce mistaken payments.
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The new technology builds on Westpac's existing Verify capability, which already alerts customers when an account name doesn't match the BSB and account number used in previous payments by other Westpac Group customers. Confirmation of Payee adds another layer of security by checking the account name against the records held at the recipient's bank, giving customers greater confidence before they make a payment to someone new.
Westpac Head of Fraud Prevention, Ben Young said the new technology is part of the bank's ongoing investment in scam protection.
'Scammers are becoming more sophisticated, finding new ways to trick unsuspecting Australians into handing over their hard-earned money. This is why it's so important for us to continue to invest in ways to help keep our customers safe,' Mr Young said.
'The introduction of Confirmation of Payee builds on our existing Verify technology and will help customers confirm they're paying the right person, potentially stopping a scam in its tracks.'
Since launching in June 2024, Westpac's existing Verify technology has prevented more than 400 mistaken payments each day and stopped customers from losing over $6 million to scammers.
'We're continuing to take the fight to scammers to help keep people safe, but we can't do it alone. We need other organisations, like telcos, digital platforms and social media companies, to adopt similar protections so we can collectively raise the bar on customer security,' Mr Young said.
Verify with Confirmation of Payee is the latest in Westpac's suite of scam prevention initiatives, including SafeCall and SaferPay. Together these initiatives have helped to prevent customers from losing over $500 million to scammers over the past two years.
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Nigel Terrington: ‘I like to have plenty of choices — on a menu and in business'
Nigel Terrington: ‘I like to have plenty of choices — on a menu and in business'

Times

time3 hours ago

  • Times

Nigel Terrington: ‘I like to have plenty of choices — on a menu and in business'

It is a gloriously sunny day in the City of London and Nigel Terrington has something to celebrate. Last month was the 30th anniversary of his appointment as chief executive of Paragon Banking Group, a milestone that makes the 65-year-old one of the longest-serving bosses on the London stock market. To mark the occasion we've gone to lunch at Hispania, one of his favourite restaurants, which is nestled in the heart of the Square Mile in the old Lloyds Bank building a stone's throw from the Bank of England. The Spanish restaurant is a grand affair befitting the former headquarters of one of Britain's biggest lenders, with high ceilings and a striking staircase that leads up to our table on the first floor. Its combination of small and large plates is also perfect for Terrington, who admits he has 'a bad reputation at home for over-ordering' and whose mantra when it comes to running Paragon — and eating — is 'optionality'. 'I like choices,' he explains. 'And actually, it's a great discipline about how to run a business'. This desire to have options has driven Terrington's transformation of Paragon since taking charge of the FTSE 250 group, first by turning it into one of Britain's biggest buy-to-let lenders and then by pushing it into commercial lending to small and mid-sized businesses and property developers, as well as into motor finance. It has also gone from a lender that was reliant on securitisation for funding before the 2007-9 financial crisis, a weakness that was almost its undoing when wholesale markets dried up during the credit crunch, to a fully-fledged deposit-taking bank. This has taken Paragon a long way from its origins in 1985 as a lender of owner-occupier residential mortgages that was called National Home Loans Corporation (NHLC). The Solihull-based Paragon, which also has offices in London's Walkie Talkie skyscraper, now has a net loan book of £16 billion, of which £13.7 billion is in mortgages, and has amassed £15.8 billion in deposits thanks to the banking licence it secured in 2014. Valued by the stock market at more than £1.8 billion, it represents a remarkable recovery from 2007, when the lender avoided collapse only after Terrington and his team orchestrated an emergency £287 million rights issue, a near-death experience that taught him the value of having options. It has also meant that keeping the same job for three decades has been far from dull. 'People have said 'it must be boring running the same business for 30 years',' he says. 'But it's not the same business. We've reinvented ourselves several times and we'll continue to do so.' Having a focus on buy-to-let can have its drawbacks, however. Landlords are seen by some of the public as 'bad people', Terrington concedes, an image that is not helped by soaring rents, which hit a record average of £1,349 per calendar month outside London in the first quarter of this year, while within the capital they reached an all-time high of £2,698, according to Rightmove, the property search website. Sir Keir Starmer also said last year that he did not consider those who made money from property as being 'working people', an idea that is rejected by Terrington. 'If you're a landlord, and this is your only business, that's your job,' the Paragon boss says over the hum of the restaurant, which is now busy with City types enjoying long lunches. Having snacked on bread, our small plates, picked by Terrington, have arrived: Iberico ham croquettes, prawns swimming in a garlic sauce, a portion of padron peppers and a side of bread soaked in tomatoes, washed down with still Hildon mineral water. The conversation turns to the financial health of Paragon's core customer base of professional landlords, defined in the industry as those with four or more properties, who have proved resilient despite the sharp rise in interest rates since last 2021, which spurred speculation the buy-to-let market might come under strain. While arrears rates in the industry moved higher after the Bank of England lifted its base rate to a 16-year peak, they have remained low by historical standards. At Paragon, arrears have also been better than industry averages, with the proportion of its buy-to-let book more than three months behind on payments ticking up to 0.68 per cent last year and then falling back to 0.51 per cent as of the end of March. 'The credit quality has been phenomenal,' Terrington says. He has spent his entire career in banking, having been drawn to the industry when he was a teenager. Initially set on becoming an engineer like his father, Terrington's interest in banking was piqued at the age of 16 while playing cricket at Cheam Cricket Club, in southwest London, during the summer of 1976, when the 'coolest guy on the team' was the wicket keeper, who was a foreign exchange trading-merchant banker and drove a soft-top sports car. 'I don't know whether to be proud or embarrassed by this story,' Terrington admits. 'By the time that summer finished I wanted to be an investment banker.' So he left school at 18 and joined Keyser Ullman, a now defunct merchant bank, where he worked for five years until joining UBS, where one of his clients was NHLC. He then joined NHLC in 1987 and was its treasurer and then finance director before becoming its chief executive in 1995 and overseeing its pivot towards buy-to-let mortgages, as well as its name change. Terrington has spent the years since the 2007-9 financial meltdown diversifying the business, creating a commercial lending division through a series of acquisitions and taking deposits. Paragon also this year raised £500 million from its maiden covered bond sale, opening up a new source of funding, and unveiled a new savings app to broaden its depositor base. Like other lenders, Paragon has been caught in the recent scandal over motor finance commissions and in June said it had set aside £6.5 million to potentially compensate borrowers. This is much smaller than other players in this area: Lloyds, one of the UK's biggest car loans providers, has earmarked £1.15 billion for redress costs. Terrington said that Paragon had deliberately limited the motor finance business it had written because 'some of the commission structures were just a bit aggressive'. 'We were prepared to compromise the growth in the business to ensure it was safe.' We have now moved on to our main course of pork cheeks on a bed of truffle mash potato, which is Terrington's favourite dish, and I ask about future acquisitions. Britain's banking industry has been swept by a wave of dealmaking since last year, including the £2.65 billion purchase of TSB by Santander this week, Nationwide Building Society's recent £2.9 billion takeover of Virgin Money, and moves by NatWest and Barclays to buy banking businesses from Sainsbury's and Tesco, respectively. • Should I buy Paragon shares right now? Terrington says that 'we definitely see ourselves as a consolidator, for want of a better word' but won't be drawn on commenting on possible bid targets, although he notes that Paragon's niche is as a specialist lender. There are also plenty of other issues to keep him busy. The Renters' Rights Bill, which will introduce wide-ranging changes for landlords and is likely to push up their costs, is making its way through parliament. Separately, the government's ambition to bolster the economy by paring back post-crisis regulation on banks and other financial firms, which many City executives complain has become a burden in recent years, could potentially help Paragon if ministers fulfil their promise to cut red-tape. 'You'd expect over time for [regulation] to come back towards maybe a middle ground, to be a bit more proportionate, and it hasn't really, yet.' It seems likely that Terrington, who has a quick double espresso before we leave, will still be working in finance to find out if the government follows through on its deregulation pledge. Is he thinking about retiring? 'No, I'm not. I mean, I do get asked that question a lot.' 'People say 'you've been here 30 years and the business is doing really well, so surely now must be the time?' But running Paragon keeps him on his toes. It's a good thing, too, because, as he notes, 'If you did the same thing for 30 years, you might just go stale.' CV Age: 65 Education: Wimbledon College. After leaving school he went straight into banking. Career: 1978-1983: Keyser Ullman, a British merchant bank that ran into trouble and was rescued by rival Charterhouse in 1981; 1983-1987: UBS, where Paragon, which was then called National Home Loans Corporation, was a client; 1987-present: Paragon, where he was treasurer and finance director before being appointed as chief executive in 1995. Family: Married with four children and nine grandchildren • Croquetas de jamon £12.30• Padron peppers £9.70• Pan con tomate £8.00• Gambas al ajillo £19.00• Carrilleras de cerdo £26.00• Racion de pan £7.40• Hildon still water x 2 £13.00• Double espresso £3.80• Service charge £5.95 Total: £105.15

Inside the mega waterfront mansion and life of luxury a super fund manager accused of spending YOUR money on
Inside the mega waterfront mansion and life of luxury a super fund manager accused of spending YOUR money on

Daily Mail​

time5 hours ago

  • Daily Mail​

Inside the mega waterfront mansion and life of luxury a super fund manager accused of spending YOUR money on

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Julie Bishop's huge expense bill racked up while for one of Australia's top universities exposed
Julie Bishop's huge expense bill racked up while for one of Australia's top universities exposed

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time6 hours ago

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Julie Bishop's huge expense bill racked up while for one of Australia's top universities exposed

Julie Bishop has come under fire for bleeding a cash-strapped university of almost $800,000 in expenses over a single year in her role as chancellor. Last year, the former deputy Liberal leader charged the Australian National University (ANU) $150,000 in rent for her luxury chancellery office on Perth 's Swan River. This is on top of the $800,000 ANU spent renovating the office in the 40-storey glass building after Bishop was appointed as chancellor in 2020. Added to the 2024 bill was a further $150,000 in travel, $109,000 in lease liability, $41,500 in office outgoings, $22,000 in parking, and $4,350 in cleaning. There was also a $3,793 bill for electricity, $454 for plant hire, $254 for bins and a $1.38 charge for a pair of stainless steel tongs. The eye-watering sums were laid bare in documents lodged with ASIC last year, obtained by the Australian Financial Review. It comes as the embattled university continues to roll-out its controversial cost-cutting plan, including staff layoffs and a broad-sweeping restructure. The revelations have added to concerns that Bishop has failed to adequately separate university commitments from those of her private consulting firm, Julie Bishop & Partners. ANU spent a total of $790,000 on Bishop's expenses last year, as the cash-strapped university struggled under consecutive years of operating deficits One document listed her chancellery office in Perth as the address for her consulting firm, which is registered to an address on Flinders Street in Adelaide's CBD. Meanwhile, a second ASIC document, dated February 2024, listed the ANU office as Bishop's 'residential address'. The oversights have revived concerns over the complex structure governing the former politician's approach to university and non-university affairs. 'This stinks,' National Tertiary Education Union ACT division secretary Dr Lachlan Clohesy told Daily Mail Australia. 'Staff have long suspected that the ANU Perth office is being used for private consultancy work, and it has now become apparent that Julie Bishop listed the ANU Perth office address on documents related to Julie Bishop and Partners.' Dr Clohesy said the 'blurry line' between her university and consulting work and 'extravagant expenses' spoke to a 'culture of entitlement'. 'Our position has been clear. The chancellor should be sacked,' he said. A member of Bishop's staff told the Financial Review ASIC had been notified of the 'error', adding an 'alternative physical address was provided'. 'All entities were notified of the error and rectification.' An ANU spokesperson told Daily Mail Australia it was 'satisfied' with the governance and controls regarding Bishop's use of the ANU Perth office. 'The expenditure for the ANU Perth office and the travel budget has been in line with other ANU capital city offices and previous Chancellors,' the spokesperson said. Asked whether ANU intended to encourage Bishop to reduce her expenses, the spokesperson said it had 'significantly reduced the allocated budget'. More than 800 ANU employees passed a vote of no confidence against Bishop and ANU vice chancellor Genevieve Bell's leadership in February. The vote, arranged by the National Tertiary Education Union, passed with a 95 per cent vote against the two leaders. Jonathan Churchill, ANU's chief operating officer told staff in an email the vote was not representative of the university's nearly 5,000 employee headcount, the Sydney Morning Herald reported. However, Dr Clohesy insisted ANU staff have no confidence in Julie Bishop as chancellor of the uni. The embattled university has announced several rounds of job cuts since unveiling its controversial cost-cutting and restructure plans in October last year. A statement on ANU's website justified the cuts on the basis the university had recorded repeated operating deficits worth a cumulative $600m since 2020. Bishop has previously rejected suggestions of financial mismanagement despite repeated budget blowouts and last year appeared to blame staff for the woes. Asked by the Canberra Times whether it was fair to ask staff to forego an planned pay increase, she answered: 'It depends to whom you refer, because many members of staff have been part of the inefficiencies that the university is now seeking to address.' Bishop forewent her $75,000 honorarium in 2020 to account for the financial impact of the COVID-19 crisis.

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