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Core Banking Systems Survey

Survey results 2008

Financial Services the way we see it

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Gert Jan van Dorsten

André Spruit

Arthur Barendsen

Survey results 2008

About the report

Capgemini has conducted a comprehensive study of current trends in core banking and the functionality of the major core banking systems available in the main financial markets in the world.This survey was written and compiled during the period from September to December 2007. The report is based on desk research and on a request for information sent out to the leading core banking system vendors.The authors selected the vendors and their products after consulting with Capgemini’s international Core Banking/Banking Packages network. The survey focused specifically on core banking solutions for top-tier banks having a strong position in the important financial markets in the world and offering the solution in more than one country.The Core Banking Systems Survey 2008 is the latest in a series of banking systems surveys. The ‘Asset Management Systems Survey’ and the ‘Treasury Systems Survey’ were published in 2007. The previous ‘Retail Banking Systems Survey’ was published in 2006.

About the authors

The authors of the Core Banking Systems Survey are Gert Jan van Dorsten, André Spruit and Arthur Barendsen. They are leading consultants within the core banking community of the Capgemini banking practice in the Netherlands. Gert Jan van Dorsten is a principal consultant specialized in banking packages in general, with a focus on the domain of core banking back-office solutions and selecting and implementing package-based solutions for financial institutions. Gert Jan is also expert group manager in the Netherlands for core banking and manager of the global FS Industry Packages Center of Excellence.André Spruit is a managing consultant specialized in selecting and implementing package-based solutions for financial institutions. André focuses on core banking packages and before joining Capgemini at the end of 2006 worked for one of the leading vendors in this domain and in the financial services industry itself.Arthur Barendsen is a consultant with experience in embedding packages in a global banking organization.

Gert Jan van Dorsten Principal Consultant Capgemini Nederland B.V.

André Spruit Managing Consultant Capgemini Nederland B.V.

Arthur Barendsen Consultant Capgemini Nederland B.V.

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Preface

I am very proud to present the results of the 2008 Capgemini’s Core Banking Systems Survey. The 2008 survey pro-vides an in-depth and timely insight into the state of the package solution providers industry serving the core banking business in top-tier banks throughout the world.

The main objective of this survey is to help you understand the various core banking systems that are available in the world. It gives you insights into business trends, banks and vendors, package selection criteria, implementa-tion methods and information concern-ing and provided by the solution vend-ors. It should assist you in efficiently and fundamentally narrowing down the search for the right solution pro-vider and make it easy to connect with the vendors on a well-informed basis.

Capgemini can provide financial insti-tutions with considerable benefits in the area of system selection and imple-mentation, including:■ a broad spectrum of services and in-

depth experience of every phase of the system selection process;

■ an exceptional track record based on the successful implementation of many different types of package solutions;

■ different application maintenance contracts on vendor solutions;

■ leading-edge capabilities closely attuned to current and future indus-try changes;

■ strategic and comprehensive services tailored to the individual-ized need of each client;

■ global services and resources (pro-vided in the Rightshore® offers which combine on-, near and off-shore sourcing models), combined with strong regional teams with excellent local delivery capabilities.

Should you require any further infor-mation or assistance in this area, please contact the appropriate Capgemini rep-resentative, whose details you can find in the appendix, or contact our local offices.

We welcome feedback and sugges-tions for improvements to this survey.

I would like to thank all the partici-pating vendors and all colleagues involved for their efforts and contri-butions, especially Martijn Rom Colthoff, Maurice Vuijk, Pascal Breet and Henk Dekker for their inputs for the chapter on trends.

Yours sincerely,

Gert Jan van DorstenPrincipal ConsultantBanking Practice, The NetherlandsManager Global FS Industry PackagesCenter of ExcellenceCapgemini Nederland B.V.

Utrecht, February 2008

1 Background to the survey 7

2 Trends in core banking 92.1 Core banking replacement 92.2 The core banking market 102.3 The core banking clients 112.3.1 Retail/consumer banking 112.3.2 Wholesale/corporate banking 122.3.3 Others 122.4 The core banking domains 122.4.1 Payments & cash management 132.4.2 Savings 132.4.3 Loans and mortgages 142.4.4 Securities 15

3 Global banking overview 2006 - 2007 163.1 Banks worldwide 163.1.1 North America 163.1.2 Europe 163.1.3 Asia 163.1.4 Australia 163.1.5 South America 163.1.6 Africa 173.2 A changing landscape 173.3 Showcase: ABN AMRO acquisition 17

4 Vendor solutions 184.1 Introduction 184.2 History of core banking systems 184.3 Recent market developments 194.4 Recent developments in package solutions 214.5 Competitive landscape 224.6 Future of the market 224.7 Specialized ‘best of breed’ solutions 23

5 Package-based solutions 245.1 Integrated Architecture Framework 245.2 Stage 1: Make or buy 255.3 Stage 2: Selection 265.3.1 Methodology 265.3.2 Integrated or ‘best of breed’ 285.3.3 Selection criteria 295.4 Stage 3: Implementation 305.4.1 Methodology 305.5 Stage 4: Operation 335.5.1 Organization 335.5.2 Location 34

Contents

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6 Capgemini in core banking 35

Appendix 1: Detailed systems overview 39

Appendix 2: Capgemini contacts 67

Reference List: The Banker - ‘Retail Banking Performance’ BCG - ‘Renewing core banking IT systems’, 2006BCG - ‘Striving for organic growth in Retail Banking’Capgemini/EFMA/ING - ‘World Retail Banking Report 2007’Capgemini/EFMA/ING - ‘World Retail Banking Report 2008’ Capgemini/EFMA/ABN AMRO - ‘World Payments Report 2008’Capgemini - ‘SOA and Retail Banking Industrialization: An amazing fit’Datamonitor - ‘European Core Systems Strategies, 2007’Forrester - ‘Banking Platform Renewal’, 2005Forrester - ‘Banking Platform Wins 2005’: VendorsForrester - ‘Banking Platform Wins 2006’: Vendors Forrester - ‘The wave of core banking suites 2007’Gartner - Dataquest Insight - ‘Banking Industry Primer, 2006’ Gartner - ‘Magic Quadrant 2006 Retail Core Banking’ Gartner - ‘Hype Cycle for Emerging Back Office Technologies and Applications

(Banking and Investments) 2007’ IBS - ‘Sales League Table 2006’IBS - ‘Sales League Table 2007’IBS - ‘Core Banking Systems - 30 case studies’ SAP/EFMA - ‘Retail Banking Study 2006’


We feel it provides the reader with valuable insights into the trends and solutions in the domain of core banking.

This survey is the third edition and follows on from the 2003 and 2006 Retail Banking Systems Surveys. It is the latest report in a series of Capgemini publications in the area of package-based solutions in the bank-ing domain. The other areas covered are asset management, private bank-ing, payments, treasury management and risk management.

The list of vendors requested for par-ticipation was compiled after con-sulting the banking packages and core banking network of Capgemini and various publications. It includes all the important vendors for the main markets in the world which operate globally or at least regionally in one continent (see figure 1). Capgemini

professionals from all over the world have provided valuable input for the survey. Essential information was gathered from current and previous assignments conducted by Capgemini for core banking clients with package selections or implementations.

Based on requested information, the survey presents a practical overview of the solutions currently available and the capabilities of each system. The main objective is to help users to understand the various products that exist in the market and to narrow down the search and make it easy to connect with the vendors on a well-informed basis. This is very important in the initial phase(s) of the package selection process. It should always be kept in mind that package selection is a challenging, complex process and that it also marks the start of a rela-tionship with one or more external suppliers.

1 Background to the survey

The 2008 Core Banking Systems Survey is based on desk research and a survey sent out to a group of sixteen vendors of core banking solutions.

Figure 1: Origination of systems

15%Europe-South

Europe-West

Europe-Central

Europe-North

Asia

America

Australia

5%

10%

15%

10%

20%

25%

Background to the survey �

The following core banking solution providers participated in the survey (in alphabetical order): see figure 2.There are several aspects that should be considered when selecting a core banking system, based on the compa-ny’s business vision. These range from functionality, architecture and non-functional requirements to vendor sta-bility and implementation capabilities.

The answers to the vendor survey are published in unamended form as an appendix to this booklet.

Capgemini is an independent advisor and has no exclusive contracts with any of the participating vendors. Furthermore, Capgemini has not attributed opinions to any of the data or vendors.

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Figure 2: Participating vendors and solutions

Vendor Package

Accenture� Alnova�Financial�SolutionsCallataÿ�&�Wouters�S.A.� ThalerDelta�Informatique� Delta-BankFidelity�National�Information�Services�(FIS)� Corebank� Profile� SystematicsFiserv,�Inc.� ICBSi-flex�solutions� FlexcubeInfosys�Technologies�Ltd� FinacleMisys� Equation� MidasNucleus�Software� FinnOnePolaris�Software�Lab�Ltd� Intellect�SuiteSAP�AG� SAP�Transactional�BankingSungard� System�Access�SymbolsTCS�Financial�Solutions� TCS�BaNCSTemenos� T24� TEMENOS™�CoreBanking�(TCB)TietoEnator�Corporation� Core�Banking�SuiteT-Systems�Enterprise�Services�GmbH� MBS�banking�suite;�GEOS

Finally, it should be noted that answers to survey questions are quite depend-ent on the individual perception of the question and cannot be fairly com-pared on an individual level. Also, as a result of habitual vendor optimism, system functionality on paper is not always the same as system functionality in a real setting.


2.1 Core banking replacementDefinition: we define core banking systems as those applications respon-sible for processing and posting trans-actions in the domains of payments, current and saving accounts, loans and securities (such as performing current and deposit accounting, main-taining loan accounts, holding securi-ties positions, clearing payments). Today’s solutions are capable of com-pleting these tasks in an integrated, browser-based environment across multiple delivery channels. They con-stitute a mission-critical element in the financial services industry. Without core banking applications, most banks would instantly come to a grinding halt.

Situation: replacing a core banking sys-tem is often compared with replacing the engine of a Boeing 747 in mid-air. Experts consider core banking replace-ment to be the most complex, risky and expensive IT project that any bank can undertake. A core banking system forms the backbone of a bank’s IT infrastructure and contains records of all customer transactions and the pro-cessing of those transactions. A minor error in this area can cause a bank’s entire system to crash, tarnishing its reputation in the process.

Complex: technology is a key driver of change, and application vendors have long been preaching the virtues of flexible development, speed to mar-ket, real-time processing and a single view of the customer across all lines of business. But, although many early adopter banks in Europe’s middle tier have already embraced this new tech-nology, it is surprising how many of the largest institutions are still battling with the self-imposed handicap of

old-fashioned, outmoded and inade-quate core systems.

Risks: but more than anything else, two factors stand in the way: the risk and cost involved in carrying out a core banking replacement. The costs as well as the risks are high, but the benefits are far greater. Financial insti-tutions that have already announced plans to undertake such projects, will quickly reap the benefits and set an example for others in the industry. They will benefit from greater efficien-cy, easier access to information, and the ability to add new applications without the fear of system crashes. As financial institutions quickly realize that their current, antiquated core sys-tems are no longer adequately meet-ing their needs, many are beginning to consider replacement. Memories of failed attempts continue to haunt many in the industry, however, mak-ing progress slow (one of the largest banks in the world spent around $ 1 billion in the 1990s and still did not succeed!). Getting approval for projects of this scale is also very diffi-cult because banks are currently try-ing to cut costs.

Costs: the project budgets required for software and service are huge: up to € 250 million in extreme cases. Software and services costs for European banks’ renewal initiatives, spread over at least ten years, will be in the € 100 billion range. The European Central Bank estimates that there are about 6,700 credit institu-tions in Europe. These can be broken down into to tier-one, -two and -three banks. That does not take account of all kinds of national par-ticularities, see figure 3.

2 Trends in core banking

Trends in core banking �

Almost all of the top retail banks in the world are still using old legacy systems (originating in the 1960s/1970s) for core banking (in the home markets).

IT globalization appears to be the most important transformation trend for the next five years, with more than 90 percent of the banks we interviewed willing to have a common architecture and modular application suite and a ‘readytogo’ approach to IT implementation.

each business line. But the ‘Dataquest Insight 2006’ study by Gartner shows that, in core banking, survey respon-dents in Europe identify it as a key opportunity, contrary to the US mar-ket, in which large banks in particular are still reluctant to proceed, often waiting to implement new systems in global divisions before tackling domes-tic systems.In Australia, the big four started to select and replace the old systems, and the same applies to Russia. There is a great deal of activity in the very large consumer markets of India and China. India started a few years ago, while in China - especially in the last few years - banks have been very actively implementing modern sys-tems in their extremely fast-growing operations. A large number of legacy replacements are also being carried out in the rest of the APAC region.

While the bulk of sales are still within tier-three and tier-four banks, there are signs of larger, more strategic deci-sions now being taken higher up the pecking order, albeit by a still relative-ly small number of top-tier players. Forrester believes (based on research into vendor deals in 2005 and 2006) that the number of global banking platform deals grew by at least 15 per-cent from 2005 to 2006.The major drivers in the sector for core banking replacements are:■ the severity of regulatory require-

ments and penalties;■ the appeal of a component

approach (SOA - Service Oriented Architecture - and BPM - Business Process Management);

■ a strong focus on architecture for the industrialization of banking, infrastructure and multi-channel enablement;

2.2 The core banking marketThe conclusion drawn in a Forrester research study in October 2005 was that banks are racing to renew their banking platforms. 46 percent of European banks had already started to renew their application landscape; a further 23 percent planned to do so. More than two-thirds of the 54 percent of banks that have not yet started their renewal initiative - about 37 percent of the total - state that they will start by 2010 at the latest.

It is clear that the conclusion was cor-rect and that banks are indeed renew-ing their platforms. It can be seen from the home markets and global roll outs that the top-tier banks are now starting to replace. The smaller banks began earlier. Capgemini’s ‘World Retail Banking Report 2007’ endorses this viewpoint: ‘IT globalization appears to be the most important transformation trend for the next five years, with more than 90 percent of the banks we inter-viewed willing to have a common architecture and modular application suite and a ‘ready-to-go’ approach to IT implementation.’

Most of the top-tier banks in Europe are now busy replacing their legacy systems with a single global system in

10

Figure 3: Project sizes

based�on�Forrester�research

Tier Total assets No. of Credit Institutions

Project sizes (€ million)

Min. Typical Max.

1 More�than�€�400�billion 20 �0 110 200-2�0

2 €�100�billion�to�€�400�billion 40 40 �0 1�0

� Less�than�€�100�billion 4,�00 � 20 �0


Trends in core banking 11

■ availability of global resources to tackle back-office systems;

■ industrialization and the shift to transaction banking for core bank-ing back-office systems;

■ new cross-border mergers and acquisitions wave in the European financial services industry.

Beneath that there has been high growth in BPO and Outsourcing in general and in the last few years, with a focus on deals of the Selective Application Outsourcing (SAO) type, see figure 4 and 5.

2.3 The core banking clients

2.3.1 Retail/consumerbankingThe most important issues in top-tier retail banks are volume handling and mass products. Being able to manage large volumes of data is the main challenge for core banking software. Only recently, packaged solutions have become available which have overcome the technical challenges in replacing the 30-year-old legacy solu-tions that are predominant in the hearts of the top-tier banks.

Retail banking represents the most significant source of income for the global financial services industry. The key differentiator between market leaders and poor performers will be profitable growth rather than cost cut-ting to improve profits in the long run. Capgemini’s ‘World Retail Banking Report 2008’ shows that the mature markets (North America, European Union - plus Norway and Switzerland -, Japan and Australia) represent 75 percent of the world retail banking market, which is valued at € 1.3 trillion (in 2006). Following the natural economic trend, the retail

Figure 4: Business trends from a vendor point of view

0%

Mobile banking

More stringent regulatoryenvironment

Core renewal

Continued focus on BPO

Consolidation

10% 20% 30% 40%

Figure 5: Technology trends from a vendor point of view

0%

Mobile technology

SOA

Web 2.0

BPM

Channels integration

SaaS

10% 20% 30% 40% 50% 60% 70%

system is increasingly being chosen for both wholesale and retail opera-tions. Another important trend is a global roll out of a centralized system with central data. The corporate banks (and their clients) want an integrated global view of the custom-er with the possibility for treasury departments to have transparent online and daily insight to all accounts globally.

2.3.3 OthersThere are some other interesting devel-opments regarding core banking solu-tions:■ start-up of banking activities in new

(emerging) markets. Sometimes this is carried out by existing banks from other countries, sometimes by other companies. The internet is usually used as a delivery channel and busi-ness can be conducted using a bank-in-a-box solution (less risk);

■ finance departments/subsidiaries of car companies often choose core

12

banking solutions for their finance activities;

■ retailers are also offering retail bank-ing for their consumers in order to improve customer retention;

■ major corporates are developing in-house banking capabilities, often not only for their own company, but also for the outside world.

2.4 The core banking domainsThere are a lot of drivers for renewing the systems, as listed in the table below. The characteristics of the lega-cy systems and the new solutions are detailed for each area, see figure 6. The general drivers are changing from cost reduction to growth.

The paragraphs below describe the changes and developments in each banking domain. This is especially rel-evant for the more Western economies. For the emerging markets, these trends can be regarded as visions (with a lon-ger time horizon) because sales forces

Figure 6: Drivers for change

Area Legacy New solutions

Back-office Product-oriented Customer-oriented

Front-office Fragmented/Siloed�channels Integrated�channels

Services Sales/Efficiency-oriented Customer�satisfaction-oriented

Sales Reactive Proactive

View�(Risk) Local/Differentiated Global/Integrated

Operations Per�office Enterprise-wide

Processing Batch,�many�manual�actions Online/Real-time,�STP

Architecture Product/Process-driven Service/Event-driven

Budget Decentralized�budget�discretion Centralized�budget�discretion

Alignment IT-driven Business-driven

Europe Many�different�countries One�European�Union

#�Banks Many�different�(small)�banks Mergers�and�Acquisitions

market should grow at 4 percent per annum to reach € 1.9 trillion in 2017, barring unforeseen changes. The expected CAGR in 2006-2017 in the mature markets is 2.5 percent and in the remainder 6.4 percent. As a consequence, the relative financial power of the mature markets will weaken compared to the main high growth markets such as India or China, which are growing at more than 8 percent per year. Mature mar-kets, which will still account for 65 percent of total retail banking in 2017, will nevertheless remain of key importance to large banks in the years ahead.The market has seen a tremendous level of consolidation, especially in Europe. Of the list of leading European banks from fifteen years ago, only three remain! Core systems replacement has recently emerged as an issue. Banks feel increasingly limited by the capa-bilities of their existing core banking systems. The Datamonitor report enti-tled ‘European Core System Strategies (April 2007)’ summarizes the key sur-vey findings, which can be broadly characterized as follows: ■ lack of flexibility is causing the most

pain in banks’ current core process-ing applications;

■ technology influencers are still domi-nated by cost considerations as the total cost of ownership becomes increasingly important;

■ complexity of implementation is a key challenge for retail banks.

2.3.2 Wholesale/corporatebankingThe core banking market for whole-sale/corporate banking is not as large and as fast-changing as the core banking market for retail banking. However, some trends are interest-ing. One is that a single core banking


The most important drivers are com-pliance with all kinds of requirements, often with specific business terms:■ many compliance initiatives, for

example KYC, FATF7, SEPA and the PSD;

■ infrastructure consolidation and collaboration, for example EBA, TARGET2, EMV and SDD;

■ SWIFT is developing the ISO 20022 standard, and standard corporate data is likely to emerge with the drive for STP;

■ emerging standards for the CredEuro and SDD are not easily reconciled with domestic standards (for example use of SWIFT MT103, paper or electronic signature and consumer protection standards), and consistency in implementation has yet to be achieved;

■ Pan-European structures have emerged for cards (Visa & M/C) as well as for high-value payments (TARGET2) and retail payments (EBA STEP2);

■ as consolidation towards emerging standards for transport, messaging and security gains momentum.

2.4.2 SavingsAs in many other markets, the some-what old and long-established savings market is undergoing major change. Whereas previously banks could offer a simple and straightforward savings product differentiated only on the basis of interest rate, now a dynamic and increasingly competitive market, combined with a more demanding customer, is forcing banks to reinvent their savings product strategies.

Primarily, the financial legislation land-scape continues to change as many governments worldwide are revising laws to open up markets and meet the

Trends in core banking 1�

use very basic products to fulfill the demanding targets in such growing markets. Basic improvements to busi-ness processes with adequate platforms are still crucial in banking operations in these countries. Business issues and legal and regulatory requirements are forcing banks to maintain a large num-ber of manual control steps which are no longer required in Central and Western European countries.

2.4.1 Payments&cashmanagementCompliance, in particular SEPA - but also mergers and acquisitions - and cost reduction are the main drivers for renewal of back-office systems. Leading banks, which previously saw payments as a back-office issue, are now tending to bring payments much more to the forefront. The processing of payments, domestic and cross-border, with clear-ing houses and correspondents but also with strategic sourcing, is at the top of the board’s strategy agenda. The reason is very well stated in the ‘World Payments Report 2007’ of Capgemini: ‘SEPA will accelerate Payments Industry Transformation. To be among the major players in SEPA, a bank will need to process at least five billion payments transactions a year. Successful banks will convert their delivery models into open architec-tures, which will enhance their prod-uct offerings and support their needed flexibility.’

Banks are looking to develop a unified and integrated payments infrastructure, which would essentially blur distinc-tions between various payment types: check, cash, debit, credit and e- and m-payments. Payments need to be seen as transparent both to the organization and the consumer.

current standards for integrity, trans-parency, and duty of care. While on the one hand this is causing banks to revise their current products and hence increase cost and competition, it is also creating opportunities for them to create new (combined) sav-ings products. Also, because barriers to entry are being lowered, specialized niche players focused on a specific area such as savings are rapidly gain-ing market share. In some cases these niche players are subsidiaries of foreign banks, but an increasing number of banks are creating or acquiring them.

Additionally, and in part thanks to Al Gore, worldwide media attention has created a trend towards banking with ‘ethical’ banks that differentiate in terms of corporate social responsi-bility. Durable savings products have therefore shown strong, steady growth, and banks are rushing to bring sav-ings products to market to capitalize on this trend.

Apart from the popular topic of dura-ble savings, combinations with security investments, bonus interest, pension savings, and mutual fund savings are still common. And while the reduction in the number of branches is slowly continuing, preference for internet sav-ings accounts is steadily increasing and people are moving their cash around more easily to different accounts.

All-in-all, leading banks are being forced to increase their range of savings products and place greater emphasis on product development. Targeting multiple, segmented parts of the mar-ket with a high number of savings products seems necessary in order to contend with the competition. In an increasingly risk-averse market, the

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need for savings products is forcing banks to cope with higher volumes over a wider product range and requires a greater focus on product, process and system development and adaptation.

2.4.3 LoansandmortgagesUntil recently, mortgage offers have included a wide range of implicit features, with no provision for the customer to decline them. The devel-opment of a price-driven market is leading mortgage providers to make these features more explicit and optio-nal for the customer. In return for fewer features (and less flexibility), the customer gets a lower rate.

A second trend in the mortgage market is the concentration in the intermedi-ary distribution channel, with resulting complications for the banking systems.

The third major trend in consumer finance is a shift in the pricing strate-gy towards risk-based pricing. The personal risk profile of a customer will be the main factor for the price of a product.Finally, new legislation and regulation are having an impact on the products offered in the mortgage and consumer finance domain.

All these trends require changes to the supporting banking systems, such as:■ more transparent and understand-

able products due to national and international legislation and regula-tion;

■ break-up of the mortgage product into elements that can be included or excluded;

■ straight-through processing to meet the demands of the concentrated

buying power of intermediary orga-nizations;

■ reintroduction of the personal loan. Flexible credit lines have proved to be too risky for some customers and they want more controlled finance: the personal loan;

■ introduction of risk-based pricing. Each customer is offered a price in line with his personal risk profile;

■ new products such as tax-friendly bank savings, which enable banks to compete with insurance compa-nies in tax-friendly products.

2.4.4 SecuritiesThere are a number of drivers of change in the European securities market.

Regulatory changes, for example, will come from multiple initiatives (market, local government and EU) towards an efficient cross-border securities clearing and settlement environment through the harmonization of:■ market rules and practices;■ regulatory, legal and tax differences.

The impact of the globalization of the securities industry can also be seen in the:■ creation of electronic trading plat-

forms (for example Turquoise and CHI-X);

■ increasing number of trading houses trading globally 24x7 requiring round-the-clock settlement;

■ consolidation of CSD and ICSDs;■ creation of BPO centers for securi-

ties operations activities;■ increase in multiple listings of secu-

rities;■ consolidation of stock exchanges

(Euronext-NYSE, et cetera);■ banks outsourcing their securities

operations activities; ■ growing interest in Eastern

European securities markets.

Other drivers for change in the market can be found in the following initia-tives:■ Target II Securities from the

European Central Bank. With this initiative the ECB creates a platform for the cross-border and domestic settlement of securities against cen-tral bank money (€). The platform will service the Central Securities Depositories (CSDs) and will be run by the Eurosystem.

■ Euroclear group’s single platform. With this initiative Euroclear Group is consolidating the services pro-vided by the group onto a single platform and harmonizing the vari-ous practices for settlement, custo-dy, payments, reference data and tax.

Trends in core banking 1�


This chapter gives an overview of the biggest market players and the chang-ing landscape, illustrated by a show-case on mergers and acquisitions.

3.1 Banks worldwideThe six sections below are based on the rankings presented in the 2007 edition of ‘The Banker’ magazine’s renowned top 1.000 World Banks (based on strength of tier-one capital).

3.1.1 NorthAmericaTop-ranking banks in North America:1. Bank of America (USA)2. Citigroup (USA)5. JPMorgan Chase & Co (USA)16. Wachovia Corporation (USA)18. Wells Fargo & Co (USA)

Although cracks are appearing in North American banking, US banks remained very profitable in 2006 and 2007. However, Canadian banks showed a higher return on their bank-ing capital than US banks.

3.1.2 EuropeTop-ranking banks in Europe:3. HSBC (United Kingdom)4. Crédit Agricole (France)8. The Royal Bank of Scotland

(United Kingdom)11. BNP Paribas (France)12. Barclays Bank (United Kingdom)13. HBOS (United Kingdom)17. UniCredit (Italy)19. Rabobank Group (Netherlands)20. ING Bank (Netherlands)

Compared to the banks in the United States, the growth in Europe has been higher. Emerging Central and Eastern European banks differ from the large established banks in Western Europe, although both sub-regions show the

same positive trend with regards to profitability.

3.1.3 AsiaTop-ranking banks in Asia:6. Mitsubishi UFJ Financial Group

(Japan)7. ICBC (China)9. Bank of China (China)14. China Construction Bank

Corporation (China)15. Mizuho Financial Group (Japan)

The majority of banks in Asia are also showing healthy growth in profita-bility. With two banks in the global top 10, China is leading in the region. In parallel with the positive results in China, other (new) successful banks are rapidly emerging in Asia. The best of the rest is the Kookmin Bank in Korea (62).

3.1.4 AustraliaTop-ranking banks in Australia:38. National Australia Bank59. ANZ Banking Group60. Commonwealth Bank Group71. Westpac Banking Corporation

While China and Japan are home to the largest tier-one capital banks in the APAC region, Australian banks remain rock-solid regional players.

3.1.5 SouthAmericaTop-ranking banks in South America:54. Banco Itaú Holding Financeira

(Brazil)64. Banco Bradesco (Brazil)73. Banco do Brasil (Brazil)

Banks in the South American region showed very positive profitability fig-ures in 2006 and 2007.

3 Global banking overview 2006 - 2007

1�

In line with the current positive global economic environment, banks have generally done well over the past year.

3.1.6 AfricaThe top-ranking bank in Africa is:116. Standard Bank Group (South Africa)

Whilst African banks have consider-ably less tier-one capital than the major global players, developments in Africa match up to the global trend in growth over the past year.

3.2 A changing landscapeAlthough very positive overall, the banking landscape seems to be chang-ing rapidly. The mergers and acquisi-tion (M&A) and consolidation trend, both on a domestic and cross-border level, is generally expected to continue in the near future. The M&A trend has materialized in a number of interesting deals completed in the last year, for example:■ the acquisition of ABN AMRO Bank

by the consortium consisting of The Royal Bank of Scotland, Fortis Bank and Banco Santander;

■ the acquisition of LaSalle Bank by Bank of America from ABN AMRO;

■ the acquisition of BNL by BNP Paribas;

■ the acquisition of Capitalia by UniCredit in Italy;

■ the merger of Banca Intesa and Sanpaolo IMI.

Interestingly, another trend is the investment of huge amounts of cash by non-traditional, non-Western investors in the financial services industry of the Western world. The fourth quarter of 2007 saw a number of investments by Chinese and Middle Eastern entities in European and North American finan-cial institutions, examples being: ■ the Abu Dhabi Investment Authority

invested $ 7.5 billion in Citigroup, offering the largest US bank the

necessary capital in order to offset big losses from mortgages and other investments;

■ Chinese insurer Ping An acquired 4.3 percent of the share capital of Fortis and appointed a member to the Supervisory Board.

3.3 Showcase: ABN AMRO acquisition

The changing landscape referred to earlier applies very much to the Netherlands. From 1991 to 2007, ABN AMRO was one of the largest banks in Europe and had operations in about 63 countries around the world. Originating in the Netherlands, its history dated back to 1824. A con-sortium of three European banks, The Royal Bank of Scotland Group, Fortis and Banco Santander, announced on October 8, 2007, that an offer for 86 percent of outstanding ABN AMRO stock had been accepted, paving the way for the largest ever bank takeover in history.

The dismantling of ABN AMRO has commenced after many months of uncertainty about its future. Events started when in February 2007 TCI hedge fund asked the ABN AMRO Supervisory Board to actively investi-gate a merger, acquisition or break-up of ABN AMRO, since, in its opinion, the market capitalization of ABN AMRO did not reflect the value of the underlying assets. In April 2007, ABN AMRO and Barclays announced the proposed acquisition of ABN AMRO by Barclays. The deal was valued at € 67 billion and included the sale of the LaSalle Bank to Bank of America for € 21 bil-lion. A few days after the joint announ-cement by Barclays and ABN AMRO, the consortium issued their indicative

Global banking overview 2006 - 2007 1�

offer, which at that time was worth approximately € 72 billion. A precondition of the offer was that ABN AMRO would abandon its sale of LaSalle Bank to Bank of America. However, during the shareholders’ meeting on the following day a majori-ty of the shareholders voted in favor of the sale of LaSalle.In July 2007, Barclays raised its offer for ABN AMRO to € 67.5 billion. It did so after securing investments from the governments of China and Singapore. The offer remained below the offer made by the consortium in the previous week. At the end of July 2007, the ABN AMRO board withdrew its support for the Barclays offer, which was lower than the offer by the group led by RBS. The board stated that it could no longer recommend the offer from a financial point of view. At the beginning of October, Barclays withdrew its bid for ABN AMRO and, with 86 percent of the shareholders accepting the consortium bid and Fortis completing its financing, the consortium was able to formalize its offer and take control of ABN AMRO.


4.1 IntroductionThis chapter provides an overview of the market for core banking systems. We begin by providing a brief history of the market. How was this market shaped?

We continue with the developments since the previous version of this sur-vey, dating from 2006. What hap-pened in 2006 and 2007? What acqui-sitions and alliances took place? Which partnerships broke up? Who won the major deals and are there any new challengers emerging?

Finally, we take a look into the future. What are the trends in vendor solu-tions, functionally and technically? Where do we feel the market will go?

4.2 History of core banking systems

The first core banking solutions appeared in the 1970s in the United States. Most of them ran on main-frame computers and were designed by the banks themselves or by third parties in conjunction with the large US banks. Limitations to exporting these systems outside the US were that these were mainly single-currency- based as they were designed for the US market only. In the 1980s, these solutions moved to all continents, mostly as a result of following the major US banks such as Citibank.

During the 1970s, 1980s and most of the 1990s, packaged banking solutions flourished in international operations. For domestic retail operations, howev-er, most large banks preferred to stay with the systems they had developed in-house. Some brave top-tier institu-tions did try replacing the in-house systems with package solutions cus-

tomized by top-tier banks, but these efforts consistently failed.

In the 1980s, we saw package solu-tions coming from other parts of the world, primarily Europe, Asia and Australia. Vendors with a different but comparable background also entered the arena, for example the private bank-ing solutions developed in countries such as Switzerland and Luxembourg. Because - due to the nature of their business - these were more customer-focused than the transaction-oriented, transaction-crunching engines avail-able before, they had a natural fit with the customer centricity that was com-ing increasingly into focus. Limitations of these systems mainly had to do with the ability to handle large volumes.

The 1990s saw new players emerging in India, benefiting from the opening up of the Indian economy, the avail-ability of English language skills, and the huge pool of highly skilled engi-neers. i-flex solutions (and its legal predecessor CITIL) can be considered as the first successful software product company from India that managed to sell outside the Indian subcontinent. It was followed by the likes of Infosys and Tata Consultancy Services (TCS) - companies that originally focused more on providing off-shoring, consulting and outsourcing services but moved into the software product business - and later by other product companies such as Polaris Labs and Nucleus.

At the end of the 1990s, new players made their entry. ERP giants such as SAP and IBM started entering the mar-ket (following a strategy of organic growth and development and with a presence at the heart of the accounting domain in many banks), followed a

1�

4 Vendor solutions

When did core banking become a market for vendor solutions, and what generations of solutions have there been?

few years later by Oracle (through the acquisition of i-flex solutions and Siebel and aligning these to their tech-nology and application strategies).

In the overview in figure 7, the histo-ry of core banking solutions is given in terms of decades, with details of the origination of core banking sys-tems.

4.3 Recent market developments Increasingly, the core banking market is ‘hot’, and since 2005 (our previous edition of this survey) the market has seen a great deal of movement. A lot of concentration has taken place, by means of mergers, acquisitions, strate-gic alliances and cooperation agree-ments, see figure 8. The following gives an overview of the major devel-

Figure 7: Core banking solutions history

Fidelity

Misys

Fiserv

TCS (TATA)

Sungard System Access

Accenture

T-Systems

Callatay & Wouters

Tietoenator

Temenos

Delta Informatique

SAP

I-Flex

Infosys

Nucleus

Polaris

1980s 1990s 2000s1970s

Source in the United States

First backoffice systems

Build in house, third party

Evolved to first packages

Take-overs/shake-out

Entrance new players

Replacing first systems

Failed to replace core

Move to all continents

Booming business

Follow banks oversea

Failed to replace core

Important sources India

Replacing core banking

Customer focus

Outsourcing

Equation

ICBS

Profile

Midas

SystematicsCorebanking

Bancs

Symbols

Alnova

Thaler

Core Banking Suite

T24

SAP Corebanking

Flexcube

Finacle

TCB

Delta Bank

Finnone

Intellect suite

Vendor solutions 1�

opments in the core banking market from 2006 onwards:

■ Fiserv completed the acquisition of NetEconomy, the global provider of technology solutions for anti-money laundering, fraud prevention, and compliance, based in the Netherlands.


■ Fiserv also acquired Checkfree, a provider of financial electronic com-merce services and products includ-ing electronic bill payment and internet banking.

■ Oracle completed the acquisition of Siebel Systems (customer relation-ship management solution provider) and Hyperion (performance man-agement solution provider). It also raised its stake in i-flex to over 80 percent.

■ Oracle announced the formation of its Financial Services Global Business Unit, which would provide an integrated suite of standards-based, industry-specific applications for banks, insurance companies and capital market firms. The unit is led by Rajesh Hukku, founder, former CEO and now Chairman of the Board of i-flex solutions.

■ i-flex solutions acquired Mantas, a US provider of anti-money launder-ing and compliance technology.

■ SAP and Accenture ended their stra-tegic cooperation in the banking domain.

■ SAP acquired Business Objects. The companies believe that customers will gain significant business bene-fits through the combination of new, innovative offerings of enter-prise-wide business intelligence solutions along with embedded ana-lytics in transactional applications.

■ SAP and Callataÿ & Wouters announced collaboration between the companies to offer an end-to-end core banking solution for mid-size banks to build a business pro-cess platform, based on SAP soft-ware and technology.

■ interestingly, Misys also announced a strategic alliance with SAP to deliver an integrated banking sys-tem based on its BankFusion tech-nology, which will run on the Sap NetWeaver platform.

■ Tata Consultancy Services (TCS) consolidated its financial products business into a new Strategic Business Unit, TCS Financial Solutions.

■ TCS also announced the completion of the acquisition of its Switzerland-based partner TKS-Teknosoft (TKS), expanding its portfolio of banking products and consolidating its European operations.

■ Temenos and Metavante have entered into an agreement whereby Metavante will distribute the Temenos CoreBanking platform in the US. Temenos will retain royal-ties on license and maintenance fees, outsourcing fees and profes-sional services revenues. Metavante, one of the three largest US bank technology and payment-processing firms, will have exclusive US access to a co-developed global software

20

Figure 8: Vendor’s revenues

0%

> 10 billion Euro

1 - 9 billion Euro

100 - 999 million Euro

10 - 99 million Euro

10% 20% 30% 40% 50%

platform for the US market that is based on TCB.

■ T-Systems acquired MBS of Alldata and GEOS of SDS, but has not hith-erto sold it outside the German-speaking market.

4.4 Recent developments in package solutions

The core banking systems area is becoming more and more mature, with packaged solutions increasingly attaining a functional richness that was previously available only from in-house legacy solutions. They are also attaining a technical and organi-zational level that meets the business expectations in terms of agility, time to market and operational support.

“Although the argument that core banking functionality is fast becoming a commodity is valid, the means to support banking functionality in the back-office is changing. Business expectations for rapid time to market for products, and the corresponding operational support, are quickly out-stripping the capacity of development organizations to facilitate change. Most of this is due to trapped, line-of-business logic buried in appli-cation-specific legacy environments,” says Gartner’s Don Free. “The matura-tion of middleware messaging archi-tectures, the evolutionary path to serv-ices and event-driven constructs and new development techniques, such as service-oriented development, are simplifying maintenance and support of products while reducing volatility commonly associated with the intro-duction of new products and services. Some core banking vendors are already progressing quickly to achieve componentization of their back-office offerings.”

FunctionalityOn the functional side, we have not seen any fundamental change in the functionality required from core bank-ing systems. This means that many core banking system vendors have been able to bridge the functionality gap between them and the leading platforms. Some vendors have been able to improve the volume-processing capabilities of their functionally broad-er or more advanced systems. As a result, advanced functionality that was previously limited to private bank-ing clientele, for example, is now avail-able in core banking systems that are able to handle the volumes commonly arising in the mass retail banking mar-ket.

TechnologyOn the technical side, we have seen a move away from dependencies on hardware platforms and operating sys-tems. The vendor offerings conse-quently have access to a larger mar-ketplace. Conversely, it has given banks access to a much larger set of vendors and solutions. Banks can operate core banking systems on their platform of preference. Some banks prefer to stay on their well-embedded and reliable mainframe infrastructure. Others move to highly scalable com-modity platforms, freeing them from a lock-in to an increasingly small set of expensive mainframe specialists.

Messaging,serviceorientationandarchitectureWith regard to business expectations, the expectations for rapid time to market for products and the corre-sponding operational support are quickly outstripping the capacity of development organizations to facilitate change. This is leading to major devel-

Vendor solutions 21

“Although�the�argument�that�core�banking�functionality�is�fast�becoming�a�commodity�is�valid,�the�means�to�support�banking�functionality�in�the�back-office�is�changing.�Business�expectations�for�rapid�time�to�market�for�products,�and�the�correspond-ing�operational�support,�are�quickly�outstripping�the�capacity�of�development�organizations�to�facilitate�change.�Most�of�this�is�due�to�trapped,�line-of-business�logic�buried�in�application-specific�legacy�environments.”Don Free

Research�Director�Banking�

Gartner


opments in the core banking area, namely messaging, service orientation and architecture. Messaging middle-ware has become a de facto standard. Service orientation and loose event-based coupling have become part of mainstream thinking. We have seen the arrival of the first business process frameworks for banking. Business process modeling and orchestration is on the rise. All this will give banks a great deal of freedom. A bank can buy the services that are available on the market from vendors, service-enable existing legacy systems or create its own services in areas where it feels this gives the bank an advantage in the market. And it can outsource when it feels that a service is not its core competence! We have seen vend-ors coming up with strategies in this area in the last two years and we have also seen the first resulting products.

4.5 Competitive landscapeAs part of the survey, we asked the participating vendors to tell us which vendors and solutions they consider to be their main competitors. The fol-lowing figure lists the answers to this question, see figure 9.

4.6 Future of the marketIn the past, there were a large num-ber of specialized solutions in the market. Some were strong in account handling, others strong in wholesale or retail lending and finally there were separate financial accounting solutions. All these packages had their own, proprietary architectural footprints.

Nowadays there seems to be a move towards alignment with the architec-ture stacks and frameworks of the ERP giants SAP and Oracle in this market.

Figure 9: Identified competitors

Vendor What are your major competitors?Accenture Callataÿ & Wouters Temenos i-flex solutionsDelta Informatique i-flex solutionsFidelity (Corebank) i-flex solutions TCSFidelity (Profile) i-flex solutions Temenos TCS Fiserv In-house developmentFidelity (Systematics) Fiserv Metavante CSC In-house developmentFiserv Infosys i-flex solutions Misys Temenos SAPI-Flex Temenos Infosys Misys SAPInfosys Temenos SAP i-flex solutionsMisys Temenos i-flex solutionsNucleus Polaris Temenos i-flex solutionsSAP AG i-flex solutions Temenos In-house developmentSunGard i-flex solutions Temenos Path Solutions (Islamic Banking) Misys TCS InfosysTCS i-flex solutions TemenosTemenos Fidelity Infosys i-flex solutionsTietoEnator T-Systems Kordoba Fiducia

22

Alongside the core banking offerings of the ERP giants (or subsidiaries), most independent vendors are aligning themselves to one of these platforms.

This should deliver the additional bene-fits promised in some of the initiatives of these ERP giants: embedded busi-ness intelligence, integrated customer relationship management, integrated financial accounting and reporting and integrated risk management, regulatory compliance and fraud detection.

So far we have seen Misys and Callataÿ & Wouters deciding on a strategic cooperation with SAP. i-flex solutions obviously aligns itself to the Oracle stack.

Fiserv has integrated business intelli-gence, customer relationship manage-ment, and integrated risk manage-ment, regulatory compliance, and fraud detection, which can be com-bined with financial accounting and reporting capabilities from within the Fiserv group of companies.

Vendor solutions 2�

Figure 10: Best of breed solutions

Domain Vendor Solution

Payments ACI�WorldwideDovetail�SystemsFundtechCBAClear2PayTietoEnator

ACI�Payments�FrameworkDovetail�SystemsGlobal�PayPlusIBASOPFGlobal�Payments�Solution

Lending FidelityMisysSS&CBAIAFSNucleus

ACBSLoan�IQLMS�Loan�SuiteComponent�BankerAFS�Lending�SolutionFinnOne

Securities T-SystemsADP�DSTSS&CSungard

GeosGloss�&�TarotHiPortfolioDifferent�solutionsDifferent�solutions

The Indian pure players have so far chosen to remain agnostic in this respect and have come up with SOA and BPM stacks of their own.

4.7 Specialized ‘best of breed’ solutions

Besides the core banking solutions, there are also some very good special-ized solutions in specific domains. Figure 10 lists some of these in the domains of Payments, Lending and Securities.


The four main stages are:■ Make or buy■ Selection■ Implementation■ Operation

In all this, architecture is one of the key elements. Capgemini’s Integrated Architecture Framework (IAF) is our approach that addresses all the aspects required by enterprise architecture in order to integrate business and infor-mation technology change. In the next section, we give an overview of IAF, after which we continue with the stages as defined above.

5.1 Integrated Architecture Framework

The Integrated Architecture Frame-work (IAF) is Capgemini’s approach that addresses all the aspects required

by enterprise architecture in order to integrate business and information technology change.

IAF itself is a content framework that defines the possible deliverables with-in an architecture engagement. The framework is supported by reference architectures and patterns, which serve as a solid foundation for fast and efficient elaboration of enterprise archi-tectures. Within engagements, the architect uses roadmaps to define how it is run and how the specific client objectives are met.

Therefore, there is a separation in IAF between the content and the approach within an architecture engagement. The major structure of IAF can be outlined as follows in figure 11.

5 Package-based solutions

Figure 11: IAF Integrated Architecture Framework

Artifacts & views Artifacts & views Artifacts & viewsPhysical

WITH WHAT?Artifacts & views

Business TechnologyinfrastructureInformation Information systems

Security

Contextual WHY?

Governance

Artifacts & views

Artifacts & views

Artifacts & views

Artifacts & views

Artifacts & views

Artifacts & views

Artifacts & viewsConceptual

WHAT?

LogicalHOW?Artifacts & views

24

For the successful implementation of packagebased solutions, you can distinguish four main stages.

IAF addresses four architecture aspect areas: Business (B), Information (I), Information Systems (IS), and Techno-logy Infrastructure (TI). An aspect area looks at one system from a specific standpoint. The topics addressed in each of the aspect areas may differ, but there are strong interdependencies between each of the aspect areas. Ideally, all aspect areas must be incor-porated in the architecture design to ensure its usability as a single system; omitting any of the aspect areas intro-duces additional risk.

Developments in business and tech-nology often require special attention to the architecture design. Within IAF this is translated into two specialized views: governance and security. Both specialized views emphasize the quali-ty aspect of the architecture and are selected parts of the aspect areas.

IAF recognizes four levels of abstrac-tion: contextual, conceptual, logical, and physical. The first, contextual, is for answering the ‘why’ question and to provide context information and key principles that support the value proposition for the architecture to be developed.

The benefits of using IAF include:■ The architecture is defined by and

justified in terms of business needs. There is a direct link between the business and its supporting IT. IAF is a key prerequisite for business-IT alignment.

■ The architecture is maintainable, thus maximizing the original invest-ment by the business. It can be used as a basis for capacity planning and control.

■ IAF ensures completeness of the design.

■ IAF reduces the risk of ‘losing requirements’ between the phases.

■ IAF provides an approach for Enter-prise Application Integration (EAI).

■ IAF has proven consistency with the latest software delivery methods such as the Rational Unified Process (RUP).

5.2 Stage 1: Make or buy

A major consideration for banks with a demand for system replacement is whether to build it in-house or buy an off-the-shelf package. Most large banks have until recently preferred the in-house route, on the basis that core banking systems are responsible for the most critical tasks of bank opera-tions and require complete and ulti-mate control by the bank. Therefore, they did not want to rely on vendor solutions for managing accounts and processing transactions.

A bank has several options for its core banking systems, with the most appro-priate option being based on its drivers and the relative effect on its KPIs:

■ Donothingbutcontinuethenor-malmaintenanceonthecurrentsystem(s). For the old legacy systems this means that maintenance costs and risks will increase significantly as time passes, so another decision will normally have to be made in the next few years.

■ Developanewsystemin-house. Although cost and risk may well rule this out, this is still the biggest com-

Make or buy Selection Implementation Operation

Package-based solutions 2�

Making a clear and strategic choice in this phase is essential before entering the package selection phase.


petitor, mostly because of the influ-ence of the IT department, and from the end-user perspective the number of changes will be limited. If this alternative is chosen, risks can be mitigated by opting for approaches based on service-oriented architec-ture or model-driven architecture.

■ Procureapackagedsolution. The challenge of this option is to find a packaged solution that is suit-ably scalable and that will integrate into the bank’s technical environ-ment. Plug-and-play packaged solu-tions provide flexibility in product development and deployment and enable lower cost development through buying commoditized devel-opment services from third-party suppliers. Changes in the current processes are unavoidable in order to benefit from the strengths of a pack-aged solution. Choosing a packaged solution makes it possible to take advantage of functionalities devel-oped for other banks. This makes it possible to benefit from these func-tionalities within short timeframes.

■ Outsourcetheservice. The challenges of this option are to integrate with and manage such a service. Outsourcing can offer ways to defray capital costs and reduce risk. Outsourcing can be based on the company’s own solution or a (new) package. The size of the bank is likely to influence which option is preferable. Alignment between own and outsourced processes is essen-tial and they are managed via serv-ice level agreements.

Making a clear and strategic choice in this phase is essential before entering the package selection phase.

5.3 Stage 2: Selection

5.3.1 MethodologyCapgemini’s well-proven system selec-tion methodology has been applied for leading customers in the financial services industry around the world and has minimized the risks involved in system selection. Selecting the right system can make an enormous differ-ence in terms of market offerings and process efficiency.

In this section, we give a brief over-view of Capgemini’s system selection methodology, see figure 12.


Figure 12: Delivery selection method

Start up

Milestone

Time

Phase 1

Phase 2

Phase 3

Phase 4

Phase 5

Phase 6

Define short list

Evaluate

Validate(optional)

Approved project plan

Approved long list

Approved short list

Preliminary choice

Validated package

Implementation

Confirm and finalise preferred

solutionGo/no go

Focus & direct

2�

It has been developed and continu-ously refined over a number of years as a refinement and adaptation of gen-eral system selection methodologies for the specific needs of the bank and other financial service institutions.The package selection method is used to select a software package that best matches the business needs of the cli-ent. The method supports and objec-tifies decision making with respect to software selection and consists of seven streams and five phases.

The starting point of the method is a business requirement to automate a business functionality by using a stan-dard software package. Standard soft-ware is defined as a software package that is supplied by a software vendor and has 80 percent of the required functionality out of the box. A stan-dard software package may be highly parameterized. Therefore, a large set-up may be necessary to achieve the 80 percent of productive functionality. The method can be used to select one or a combination of software packages.

The selection method is used to devise objective criteria so that the decision process is rationalized. Besides sup-porting the decision making process, the package selection method pre-pares the organization for the imple-mentation of the software package.A properly executed package selection can save a lot of time during imple-mentation of the package!

Start-upThe purpose of the start-up effort is to ensure that sufficient resources are available to the project, so that a clear plan with deadlines is in place, the members of the project team are aware of their responsibilities, and

that there is sound management buy-in to the project.

Focus and directThe focus and direct phase scopes the package selection project, answering the questions as to why the business will start the project, what goals the business will attain, what approach will be used by the project to attain the goals and what the limits of operation of the project are. While the start-up phase has a strong focus on preparing the - organizational - conditions for conducting the project appropriately, the package selection project starts in earnest with the focus and direct phase. The focus is business-oriented, or one might say content-oriented.

Define shortlistIn this phase the project team tries to deliver a shortlist of three to five packages which most closely match the current and future requirements specified by the organization. After a long list of packages has been drawn up, with the aid of the Capgemini packages database, a Request for Information (RFI) is sent to these vendors. Based on the answers to the RFI, a shortlist is drawn up which will serve as the basis for the remainder of the selection process.

EvaluateThis phase provides the package eval-uation process. During this package selection phase, the project team will conduct a thorough review and analy-sis of several potential short-listed software tools which meet the client’s business requirements and enable the desired business processes. This phase ends with one preferred potential soft-ware tool which meets the client’s business requirements.



port in the future. It is essential to select a system that not only supports the current situation, but also allows the organization to respond to future market demands and change its value proposition and customer experience accordingly.An important aspect is the choice of an integrated system or a ‘best of breed’ infrastructure. Smaller institutions will often have a preference for integrated systems. A well-chosen system pro-vides all the necessary functionality, causes not too much trouble with interfacing and innovation, and is supported by the vendor. Large and sophisticated banks, however, will opt for a ‘best of breed’ infrastructure. No single system totally covers their requirements, so they have to choose specific software components for spe-cific functionalities.

A solid architectural basis is key in these cases. These infrastructures intro-duce the need for a middleware com-ponent. This is vital, since it reduces the interfacing issues to a minimum and guarantees flexibility in a complex environment, see figure 13.

2�

ValidateIn the validate phase, the package solution will be tested in full practice. The provider will have to install the system in a client’s test environment. The reason for doing this is to elimi-nate the final uncertainties. In the previous phase, a short valida-tion of the package is included as part of the package selection. This short validation may be a proof of concept in which specific functionality is test-ed. This test is included to ensure that the package can be parameterized or extended to support the required functionality. This short test is not used to test all functions of the pack-age. The validate phase is included for the checking of all functions. To start this phase, the client signs a letter of intent. In this letter of intent he declares that he will purchase the package subject to a positive valida-tion in this phase.

This validation phase is optional. In most situations, all the information gathered in combination with a short proof of concept in the evaluation phase will be sufficient to reach a decision.

Confirm and finalize the preferred solutionThe objective of this phase is to get the final sign-off of the package selec-tion project. With this sign-off the cli-ent agrees to the solution as advised by the project team.

5.3.2 Integratedor‘bestofbreed’The selection of a core banking sys-tem is a strategic decision with long-term implications. The future business vision needs to be established in order to determine what business setting the new banking system will have to sup-

The selection of a core banking system is a strategic decision with longterm implications.

Figure 13: ‘Best of breed’ or integrated solution

Best of breed(multiple systems)

Integrated solution(one system)

Pros Advanced�functionality No�interfaces�in�the�transaction�flow

Switching�parts�of�the�systems�architecture�gives�lower�costs

Makes�reporting�easier�across�the�transaction�flow

Less�dependence�on�one�vendor Easier�maintenance�of�databases

Cons Implementation�and�maintenance�is��complicated Does�not�cover�all�functionality�requirements

Multiple�databases�often�cause��inconsistent�data

Specialized�systems�outside�transaction�flow�might�be�inevitable

Overall�higher�costs�for�licenses Replacing�the�complete�system�architecture�results�in�higher�costs

Vendors�have�to�cooperate�during�implementation

5.3.3 SelectioncriteriaSystem selection does not mean choos-ing a system with the most extensive functionality. It is a dynamic process in which different selection criteria must be matched with existing and future business processes and system architectures. There should be a match between the business processes, the system and the organization.

The system selection process must be driven primarily from a business per-spective, rather than being treated as a choice between change and improve-ment of the current state. Any emo-tional bias towards an existing solu-tion will introduce hidden variables that influence the decision.

VendorSelecting a core banking solution should not be a tactical, point-driven, decision making effort. It is entirely strategic and vital to the long-term health of the bank. The viability of a vendor is therefore a crucial element in the search for a replacement sys-tem. Analyze a vendor’s viability, not just in terms of financial stability, but also by scrutinizing technical compe-tence, development capability, quality of support, marketing and sales reach, alliances and partnerships, and man-agement performance.

Support and ServicesPart of selecting the right vendor is having a good understanding of the support and services a vendor pro-vides during the implementation proj-ect and once the solution is in produc-tion. What is the release and upgrade strategy? How are new requirements incorporated in the solution? What types of consultants are available dur-ing the implementation project?

Implementation and migrationOne of the most compelling areas of a bank’s analysis lies in the implementa-tion practice of the vendor. Failure to perform due diligence regarding ven-dor project management capabilities has the potential to drive implementa-tion costs exponentially and dispirit bank staff.

It is vital to talk with a vendor’s cus-tomers to gain ‘real world’ experienc-es. Vendors will have their targeted list of references for use in the sales cycle. It is important to talk with banks that have similar profiles - how they use the system and matching scale - to gain a more balanced per-spective. However, be aware that the banks on these lists often receive pref-erential treatment from the vendor.

Functional aspectsFunctionality is the most important cri-terion in the system selection process. When evaluating a system’s functional-ity in relation to the needs of the bank’s business, it is imperative to con-sider not only the current needs and functionality, but also future needs, as well as the vendor’s policy towards upgrades, changes, and additions. Functional aspects vary between finan-cial institutions with different strategies and different commercial activities.

Technical aspectsThe organization’s existing technical infrastructure and capabilities limit the choices. Adding new components to an existing technical architecture can substantially influence operational and maintenance costs. Technical pre-conditions for the selection process, based on IT and business principles, can be defined in the terms as shown in figure 14.



Business valueReturn on investment (ROI) is an important criterion, but does not solely define the true value of IT investments. A more practical measure is the busi-ness value of IT that takes ROI into consideration as well as other impor-tant factors, such as strategic alignment, architecture, risk, and business process impact.

SecurityThe assessment of a solution in terms of its fit with the bank’s internal secu-rity standards helps to prevent a lot of discussion during the implementation project. By involving the departments responsible for the security aspects, any gaps can be properly identified. These gaps can either be filled by the vendor in its next release, or resolved by specific activities during the imple-mentation project.

5.4 Stage 3: Implementation

5.4.1 MethodologyTo implement the package on a solid basis, the best option is to use a struc-tured approach based on best practices. Capgemini offers an implementation method and a multi-site implementa-tion framework, which can also be combined.

RAPIDThe Redesign through Application Package Iterative Development (RAPID) method resides between the extremes of just implementing a pack-

age using current state processes and ‘blank sheet’ innovation.

This method is intended to be used on projects where a significant degree of redesign around core/strategic pro-cesses is desired, with a package serv-ing as a primary enabler of that effort. At this point, the package has already been selected. The method includes comprehensive guidance to deal with the organization design and change management issues inherent in a package-based engagement.

RAPID strives to accelerate the speed to value by focusing the redesign effort on those processes that will yield the greatest value to the organi-zation while adopting the package processes in non-core/strategic areas. The business case serves as the benchmark by which ‘value’ is mea-sured. Key project decisions should be evaluated based on their quantita-tive benefit versus qualitative opin-ions on what is critical to the organi-zation.

Figure 14: Principles

Business principles IT principles

Multi-language Scalability

Multi-channel Technical�platform,�hardware,�operating�system

Multi-brand�(white�labeling) Service�and�message�architecture

Flexibility�to�product�changes Flexibility�to�technology�changes

�0

To implement the package on a solid basis, the best option is to use a structured approach based on best practices.


RAPID draws on leading practices, innovative deliverables, and lessons learned from our most successful ERP projects to improve quality and accel-erate results. There are several Capgemini differentiators that have been included in RAPID to ensure the solution provides speed, value, and quality. Some of the major areas are noted below:■ Accelerated Workshops: the method

recommends the use of Accelerated Workshops to improve the speed and quality of the project. These ses-sions provide a major differentiator as compared to all our competitors, and can accelerate the time to the first go live. This unique approach dramatically accelerates the project, compressing months of work into days of intensely focused effort.

■ Development Centers: we strongly urge all projects to utilize our off-shore Delivery and Development Centers to accelerate our time to deliv-ery. Using offshore centers also pro-vides a reduced cost for the project.

■ Project Management Method: our project management method is a complete end-to-end project man-agement method. Within RAPID, all activities that have been identified as project management activities are

Package-based solutions �1

linked directly with the project management method, see figure 15.

To conclude, through RAPID, Capgemini offers the following key benefits in implementing packaged solutions:■ RAPID is a comprehensive and well-

tested route map covering all aspects of a large package implementation, where the package is seen as an ‘enabler’ of business change.

■ The main characteristic of RAPID is its business-oriented approach towards large-scale IT projects, ensuring that business goals are used as a yardstick of success throughout the engagement.

■ RAPID integrates people, processes, and technology aspects within its main phases of solution definition, solution development, and imple-mentation.

■ RAPID ensures process innovation and improvement and reduces delivery time and risk.

MIRThe objective of a Multi-site Implementation and Roll out (MIR) initiative is to enable an organization to adopt a consistent approach to its business processes, by delivering real business benefits through the con-trolled implementation of a common enterprise system to multiple locations within a business sphere of influence.

The Multi-site Implementation and Roll out framework is used when a package or a specific solution needs to be implemented at a number of sites (international or otherwise) within an organization. MIR is Capgemini’s serv-ice offering to manage such large-scale programs, regardless of the type of system implemented.

Figure 15: The Capgemini methodology for a package implementation

Project management

Build-to-run transition

Projectinitiation

Solutiondefinition

Solutiondevelopment

Implemen-tation

Post-Implemen-tation support

RAPID


MIR is specially developed for a roll out of a solution at multiple locations (branches, countries, regions), see figure 16.

The specific objectives of the MIR framework are to:■ provide a flexible delivery structure

which can be easily tailored to suit any specific client situation;

■ help in delivering integrated services; ■ lower risk of failure; ■ provide a platform for operating

units to share and leverage best practices to support the framework.

An important part of this method is a pilot in one location and, after improvement, a roll out to the other locations. Implementation features to define a MIR initiative include:■ Multi-site implementation: not nec-

essarily international, but ten or more sites at different levels from upper ‘global’ or ‘coordination’ level to ‘local’ or ‘user’s site’ level.

■ Business changes will be involved: they are not necessarily a business process re-design initiative, but are more than the traditional/simple alignments to allow the use of a new IT solution.

■ Implementation of an IT solution within the involved organization: this generally includes more than one company or legal entity, and can even be extended to suppliers or contractors involved in the cli-ent’s organization.

■ Need for an extended support struc-ture at multi-site level: this includes not only the traditional ‘IT support and maintenance’ organization, but also all human resources to be involved at the different levels from ‘global project office’ level to local implementation site.

■ Need for ‘customization’ at the vari-ous levels involved: this could involve customization and adapta-tion from a ‘corporate’ or ‘coordina-tion’ level to different ‘localized’ ver-sions at the user’s site level. This also includes the needs related to ‘config-uration management’ of the IT solu-tion, as well as its ‘version manage-ment’, and can also lead to a further ‘application management’ effort.

■ Training needs at various levels: this is not to be limited to the ‘new sys-tem’ training at IT level, but should include all types of ‘education and training’ needs allowing harmonious operation with the new organiza-tion. Training should be extended to cover new organization and busi-ness processes. Training is necessary in the different steps of a program and includes the training for the project teams, implementers, train-ers, end-users, et cetera.

■ Change management in the broadest sense: this should include all aspects

Figure 16: The Capgemini methodology for a roll out at multiple (local/global) locations

Business

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�2

related to how to manage the chang-es in the organization at the various levels. This includes the levels from ‘Global’ to ‘Site’, business-related aspects (such as organization, human resources, business processes, et cetera), as well as IT-related aspects (change requests for the core solu-tion, version and configuration man-agement, application management, et cetera), and support aspects.

5.5 Stage 4: Operation

After the implementation, the actual operation starts. At the beginning, employees and management have very high expectations of the newly chosen solution. But these can easily be dam-aged. Production problems will occur and requirements will change over time. It relies on a well-thought-out maintenance phase and support by both supplier and internal experts. Various options for maintenance are available. You can decide independent-ly on both the way in which the main-tenance entity is organized and the location of this entity. Both elements can be combined in all kinds of ways.

5.5.1 Organization

In-house departmentIT infrastructure, release management, testing and customer support are managed within the company. This requires the availability of employees with first-line technical and functional expertise in the package. The supplier can provide second-line support. This

option is preferred if the application incorporates many tailor-made solu-tions and interfaces.

OutsourcingIn this option, the bank delegates the activities to a third-party entity that specializes in that operation. The activities can range from pure hard-ware operations to complete business processes. There are some specialized forms of outsourcing companies:

■ Application outsourcing - Software as a Service (SaaS). The

service provider manages and dis-tributes software-based services and solutions to customers over a network. There are different types of SaaS constructions, depending on the responsibilities of each party.

■ Process outsourcing - Shared Service Center (SSC). A

shared service center is a profes-sional organization, executing specific business functions for (internal) clients. The same func-tions are executed as in the first option, but now they are shared with one or more other depart-ments. The main objectives are cost efficiency through economies of scale and improving quality. Shared service centers are accountable for the services sup-plied. The main disadvantage is the dependency on the other par-ties.

- Transaction Bank. A specialized company for processing specific operations (for example payments or securities processing) from a bank. Key words are automation (replacement of labor-intensive work), standardization (elimina-tion of complexity costs), and

Package-based solutions ��

Production problems will occur and requirements will change over time. It relies on a wellthoughtout maintenance phase and support by both supplier and internal experts.



economies of scale (better lever-age of fixed cost and R&D cost). These are the same activities/pro-cesses in each financial institu-tion. The Transaction Bank is often a joint venture between an IT company and a number of par-ticipating banks.

- Business Process Outsourcing (BPO). BPO is the contracting out of a specific business task to a true third-party service provider.

5.5.2 Location

Near shoreNear shore moves operations or jobs from internal production to an exter-nal entity in a nearby region of the world.

OnshoreOnshore moves operations or jobs from internal production to an exter-nal entity within the same country.

Offshore (Far shore)Offshore moves operations or jobs from internal production to an external entity in another region of the world.

On-siteOn-site leaves part of the service with-in the client facilities.

Rightshore®

Rightshore® is a Capgemini operating approach that leverages global deliv-ery in order to place processes, servic-es, and/or functions in the best loca-tion, that is, a blend of capabilities onshore (delivery on-site or within the same country), near shore (delivery from nearby regions), and/or offshore (delivery from different continents), tailored and coordinated to meet spe-cific business goals.

Figure 17: The organization for an implemented package solution

Business Process Outsourcing

In Housedepartment

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SSCShared Service Center

TransactionBank

SaaS,Software as a Service

Control,Stake

High

Low

EfficiencyLow High

Figure 18: The location for a package solution

Offshore

Rightshore®

Onshore

Near shore

ComplexityRisk

High

Low

Customer Interaction/IntimacyLow High

On-site

�4

We have worked closely with the world’s most prominent and success-ful financial institutions and have total worldwide revenues of more than $ 1 billion in financial services.

Because of the acquisition of Kanbay in 2007, Capgemini had the strongest presence in India of the top-three consultancy companies in the world and became a very strong player in the financial services industry.Capgemini’s global FS Centers of Excellence drive global sales & deliv-ery support, leveraging best practices

and subject matter experts around the world. Within these structures you will find the FS Industry Packages Center of Excellence. In this center, all the knowledge is concentrated around a wide variety of package-based solu-tions in the financial services industry.

It is not possible to draw a clear dis-tinction between core- and non-core FS consultants, but most of the knowledge and experience is in this area. The knowledge is captured in all kinds of ways, including process models for each area.

6 Capgemini in core banking

Figure 19: Capgemini in financial services

Manufacturing,Retail &

Distribution

Government

Asia Pacific(India 6,979)

8.231

Benelux9.014

CentralEurope5.137

France20.438

NordicCountries

3.608

SouthernEurope6.235

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and Ireland8.785

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FinancialServices

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Telecom,Media &

Networks OtherConsultingServices

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Capgemini FY 2007

6,5%

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� 8.7 bn A $ 13b Global Player17,500 Professionals in Network Serving Financial Services7,000 Dedicated India FS Platform20,000 Offshore headcount6 Major Indian Hubs900+ Clients Worldwide

Capgemini in core banking ��

Capgemini is a leading global consulting firm with a very strong presence and headquarters in Europe.


Capgemini in Financial Services

World Retail Banking Report World Wealth Report World Payments Report World Insurance Report

From benchmarking to best practices, global or local, Capgemini brings the latest in industry innovation and insights with 4 global reports to helporganisations be more competitive and responsive to market demands.

Download reports at www.capgemini.com/financialservices

■ Annual price index of banking services across national markets

■ Covers 194 banks in 26 countries

■ Produced with ING and the European Financial Manage-ment & Marketing Association

■ Features - Driving profitable growth in domestic markets

■ Annual collaboration between Merrill Lynch and Capgemini

■ Leading source of information on Wealth trends

■ Provides a deep understanding of the investment needs of the world’s high net worth individuals (HNWI’s) - and the evolving implications for the wealth management industry

■ Annual report produced by Capgemini and industry leaders ABN AMRO and EFMA

■ Investigates the payments business and revenue and long term implications of the SEPA for users and providers of payments services in the euro zone

■ Features - Issues banks need to address to adapt their payments business to the new SEPA environment

■ Annual report produced by Capgemini

■ Leverages insurer client interviews and over 11,000 proprietary customer surveys

■ Addresses markets in twelve countries covering over 60 percent of the global insurance premiums written

■ Features - An examination of the evolving global insurance market

WORLD RETAIL BANKING REPORT

2008

2007

World Wealth Report world payments

REPORT 2007

WORLD INSURANCE REPORT2008

��

Capgemini’s world reportsFrom benchmarks to best practices, global or local, Capgemini brings the latest in industry innovation and insights with four global reports to help organizations be more competitive and responsive to market demands.Download reports at www.capgemini.com/financialservices

Each year Capgemini publishes World Reports for Payments (together with EFMA and ABN AMRO), Retail Banking (together with EFMA and ING), Wealth Management (together with Merrill Lynch) and Insurance (together with EFMA) with one of our globally lead-ing clients. The reports describe the trends in the specific areas.


Capgemini’s System SurveysCapgemini also frequently publishes Systems Surveys similar to this one. The ‘Treasury Systems Survey’ and the ‘Asset Management Systems Survey’ were released in 2007 and the latest ‘Retail Banking Systems Survey’ was published in 2006.

Systems Surveys (Retail Banking, Asset Management, Treasury)

Retail Banking (2006)Private Banking (2005) Asset Management (2007) Treasury (2007)

Capgemini frequently publishes surveys for specific banking domains with the latest trends in that market and an overview of the most important vendors in the mature markets. It also describes the ways to select, implement and run the solutions.

Download reports at www.capgemini.com/financialservices

The insights given into business trends, vendor market and selection and implementation methods together with an high level overview of the main solutions in the mature markets assist you in efficiently narrowing down the search for the right solution.

The insights given into business trends, package selection criteria, methods and information provided by the solution vendors should assist you in efficiently and fundamentally narrowing down the search for the right solution provider and make it easy to connect with the vendors on a well-informed basis.

The European Asset Manage-ment Report 2007 takes a look at trends and developments in the asset management sector, including the influence of globalization and compliance legislation.

Takes a look at trends and developments in the Treasury sector including the influence of BPO, globalization and compli-ance legislation.

European Asset Management Report 2007

Financial Services the way we do it

Treasury Systems Survey 2007

Financial Services the way we do it

Capgemini in core banking ��

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Appendix: Detailed systems overview ��

Appendix 1: Detailed systems overview

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w.t

emen

os.c

om

ww

w.t

emen

os.c

om

kjer

sti.b

.rev

elsb

y@tie

toen

ator

.com

ber

thol

d.k

aib

@t-

syst

ems.

com

Web

site

ww

w.t

cs.c

om/b

ancs

ww

w.t

emen

os.c

om

ww

w.t

emen

os.c

om

ww

w.t

ieto

enat

or.c

om

ww

w.t

-sys

tem

s.co

m

Co

ntac

t in

form

atio

n

4242

Co

mp

any

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

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er

Del

ta-B

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Cor

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Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

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Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

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CS

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CB

S

MB

S;

GE

OS

Eur

op

e

Sp

ain,

Mad

rid

(Fin

anci

al S

ervi

ces

Sol

utio

n G

roup

)

Bel

gium

, B

russ

els

Fran

ce,

Tour

s

UK

, Lo

ndon

UK

, Lo

ndon

UK

, Lo

ndon

UK

, Lo

ndon

(EM

EA

HQ

)P

olan

d,

War

saw

Rus

sia,

Mos

cow

Net

herla

nds,

Am

ster

dam

UK

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ndon

Luxe

mb

ourg

Luxe

mb

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UK

, Lo

ndon

UK

, Lo

ndon

Ger

man

y, W

alld

orf

Slo

vaki

a, B

ratis

lava

UK

, Lo

ndon

UK

, Lo

ndon

UK

, Lo

ndon

Finl

and

, H

elsi

nki.

Sw

eden

, S

tock

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Ger

man

y, F

rank

furt

No

rth

Am

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a

US

A,

Mur

ray

Hill

(F

inan

cial

Ser

vice

s S

olut

ion

Gro

up)

Jack

sonv

ille,

Flo

rida,

US

A

US

A,

Jack

sonv

ille,

Flo

rida

US

A,

Jack

sonv

ille,

Flo

rida

US

A,

Lake

Mar

y, F

lorid

a,

US

A (N

A a

nd F

iser

v C

BS

Wor

ldw

ide

HQ

)U

SA

, A

rling

ton

Hei

ghts

, IL

US

A

US

A,

New

Yor

k

US

A,

Frem

ont,

CA

US

A,

New

Yor

k

US

A,

New

Yor

k

US

A,

New

Jer

sey

US

A,

Isel

in,

NJ

US

A,

Phi

lad

elp

hia

US

A,

New

Yor

k

US

A,

Flor

ida,

Orla

ndo

US

A,

Flor

ida,

Orla

ndo

US

A,

New

Yor

k

Afr

ica

Acc

entu

re h

as o

ffice

s an

d op

erat

ions

in

mor

e th

an 1

50 c

ities

(49

coun

trie

s)

acro

ss th

e w

ord,

som

e of

them

in th

is

geog

raph

ic a

rea.

Dub

ai

Alg

iers

, C

asab

lanc

a; C

amer

oon,

Ya

ound

é;S

eneg

al,

Dak

ar;

Gab

on,

Lib

revi

lle

UK

, Lo

ndon

Ind

ia,

Mum

bai

UA

E,

Dub

ai

UA

E,

Dub

ai

Nig

eria

, La

gos

Sou

th A

fric

a, C

ape

Tow

n

Sw

itzer

land

, G

enev

a

Sw

itzer

land

, G

enev

a

Sou

th A

fric

a, M

idra

nd

Lati

n A

mer

ica

Acc

entu

re h

as o

ffice

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d op

erat

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in

mor

e th

an 1

50 c

ities

(49

coun

trie

s)

acro

ss th

e w

ord,

som

e of

them

in th

is

geog

raph

ic a

rea.

Bra

zil,

Sao

Pao

lo

Bra

zil,

Sao

Pao

lo

Bra

zil,

Sao

Pao

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A, L

ake

Mar

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lorid

a (C

anad

a, L

atA

m a

nd

Car

ibbe

an H

Q);

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ico,

Mex

ico

City

Col

ombi

a, B

ogot

a

US

A, M

iam

i

Arg

entin

a, B

ueno

s A

ires

Mex

ico,

Mex

ico

City

Mex

ico,

Mex

ico

City

Chi

le, S

antia

go

Chi

le, S

antia

go

US

A, F

lorid

a, O

rland

o

US

A, F

lorid

a, O

rland

o

Bra

zil,

Sao

Pao

lo

APA

C

Acc

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re h

as o

ffice

s an

d op

erat

ions

in

mor

e th

an 1

50 c

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(49

coun

trie

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acro

ss th

e w

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e of

them

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is

geog

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rea.

Sin

gap

ore

Thai

land

, B

angk

ok

Thai

land

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angk

ok

Thai

land

, B

angk

ok

Sin

gap

ore

Aus

tral

ia,

Syd

ney

Chi

na,

Bei

jing

Sin

gap

ore

Ind

ia,

Ban

galo

re

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Sin

gap

ore

Reg

iona

l off

ices

Appendix: Detailed systems overview 4�

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mp

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OS

Rev

enue

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hole

co

mp

any

as r

epo

rted

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006)

$ 19

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700

700

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4444

So

luti

on

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

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Fid

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Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

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Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

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enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

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s

ICB

S

Flex

cub

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Fina

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Eq

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Mid

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Finn

One

Inte

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SA

P T

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CS

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TCB

CB

S

MB

S;

GE

OS

Co

mp

any

star

t to

o

ffer

b

anki

ngso

ftw

are?

1980

1991

1981

1969

1969

1969

1984

1991

1992

1977

1977

2000

1993

1995

1988

1985

1993

1993

1990

1995

Gen

eral

so

luti

on

info

rmat

ion

Year

o

f fir

st

inst

al-

lati

on

1988

1991

1994

1998

1975

1977

1984

1997

2000

1978

1977

2001

2002

1995

1988

1985

1993

1998

1992

1990

Cur

rent

ver

sio

n nu

mb

er

Arc

hite

ctur

es 8

.1

Vers

ion

2

vers

ion

9

Rel

ease

4.4

V7.

2

205.

072

8.1

FLE

XC

UB

E V

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(MB

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)

Year

of

rele

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of

this

ve

rsio

n

2007

2001

2005

2007

2007

2007

2006

2007

2007

2007

2006

2007

2007

2007

2006

2007

2007

2007

2007

2007

bra

nche

s

X X X X X X X X X

enti

ties

X X X X X X X X X

coun

trie

s

X X X X X X X

acco

unts

X X X X X X X X X X X X X

tran

s-ac

tio

ns

X X X X X X X X X

asse

tsun

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mg

t X X X X X X X X X

Oth

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Mod

ules

Flex

ible

lice

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mai

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cos

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Reg

iste

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sub

scrib

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Flex

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on

usag

e

AS

P

Mod

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Flex

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on

mod

ular

bui

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lock

s, n

r or

end

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tom

ers,

tr

ansa

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ns,

etc.

Ann

ual

mai

nten

ance

fee

15%

15%

15%

Not

dis

clos

ed

Not

dis

clos

ed

Not

dis

clos

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18%

Not

dis

clos

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20%

Not

dis

clos

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18%

25%

22%

17%

18%

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21%

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20%

20%

Des

crip

tio

n o

f co

stin

g m

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el f

or

exam

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user

s



So

luti

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Acc

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Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

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Fid

elity

Fid

elity

Fid

elity

Fise

rv

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x so

lutio

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Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

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TCS

Tem

enos

Tem

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Tiet

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T-S

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So

luti

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Aln

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Thal

er

Del

ta-B

ank

Cor

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k

Pro

file

ICB

S

Sys

tem

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Flex

cub

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Fina

cle

Eq

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Mid

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One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

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CS

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S

MB

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GE

OS

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S X X X X X X X X

Ser

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BP

O X X X X X X X X X

Ref

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Cle

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xem

bou

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Dat

acen

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(SD

C),

Den

mar

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Clie

nt n

ames

con

fiden

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t th

is t

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All

solu

tions

are

offe

red

on

an o

ut-

sour

ced

or

in-h

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bas

is.

Cur

rent

ly

80 o

utso

urce

d c

lient

s, E

urop

ean

clie

nt n

ames

are

con

fiden

tial.

Fulle

rton

Ind

ia C

red

it C

omp

any

Sta

te B

ank

of M

aurit

ius,

Ind

ia O

ps

Pro

vid

er -

Fin

acle

ar,

Orb

ayIn

dis

cuss

ion

with

Pro

spec

ts

Ikan

oban

ken,

Sw

eden

Ref

eren

ces

- B

AW

AG

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mag

ine

- A

BN

AM

RO

: cr

edit

serv

ices

- I

nfo

rmac

ió i

Tecn

olo

gía

: jo

int

vent

ure

bet

wee

n C

aixa

Cat

alun

ya a

nd A

ccen

ture

Ord

ina

BP

O,

The

Net

herla

nds

Clie

nt n

ames

con

fiden

tial a

t th

is t

ime.

Fise

rv p

rovi

des

BP

O s

ervi

ces

for

UK

m

ortg

age

lend

ers

and

ban

ks.

Clie

nt

nam

es c

onfid

entia

l.

One

of

the

top

5 n

on-p

rime

lend

ers

in U

S (C

usto

mer

und

er N

DA

)

Mor

tgag

e b

ank

in t

he U

S.

Lead

ing

Ban

k in

Ind

ia

3 P

rivat

e B

anki

ng C

usto

mer

s, C

lient

na

mes

con

fiden

tial.

Co

n-su

ltin

gS

ervi

ces

X X X X X X X X X X X X X X X X X X X

Hel

pD

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Imp

le-

men

tati

on

Sup

po

rt


Use

rTr

aini

ng


Oth

er

AM

- A

pp

licat

ions

Mai

nten

ance

ITO

-

Hos

ting

and

Sys

tem

ad

min

istr

atio

n O

utso

urci

ng

Tech

nolo

gy L

ed B

usin

ess

Pro

cess

Tra

ns-

form

atio

n, V

alue

Min

ing,

Bes

poke

App

licat

ion

Dev

elop

men

t & M

aint

enan

ce, D

isas

ter

Rec

over

y an

d B

CP,

Sof

twar

e E

ngin

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g,

Per

form

ance

Tun

ing,

Inde

pend

ent v

alid

atio

n

SO

A w

rap

per

s, In

tegr

atio

n

Trai

n th

e tr

aine

r ap

pro

ach

Trai

n th

e tr

aine

r ap

pro

ach


Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

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tor

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yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

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Cor

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k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

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One

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Sym

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BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Ben

elux

0 35 2 0 0 0 4 - 1 4 27 1 0 3 0 4 23 0 2 0

UK

3 2 0 0 4 3 12 - 3 27 61 1 4 2 0 7 41 0 2 0

No

rth

(No

rdic

;B

alti

c)

0 0 0 152

0 1 0 - 0 1 30 0 1 6 1 12 10 0 15 0

Cen

tral

(D, A

, C

H)

1 0 0 0 4 1 1 - 1 7 33 1 1 50 0 15 52 0 0 30

So

uth

(Es,

P, F

, I,

Cr,

Se,

G

r, Tu

)

75 1 5 1 4 3 11 - 3 21 56 1 0 2 0 3 157

2 1 0

Eas

t(r

est)

4 0 2 0 15 12 9 - 2 22 39 0 0 8 7 11 21 0 0 0

Eur

op

eO

vera

ll

83 38 9 153

27 20 37 69 10 82 246

4 6 71 8 52 304

2 20 30

# cl

ient

s

8.00

0.00

0

40.0

00.0

00

30 3.50

0.00

0

4.74

0.70

7

2.00

0.00

0

5.50

0.00

0

25 280

12.0

00.0

00

3.50

0.00

0

1.70

0.00

0

6.85

5.71

8

9.45

0.00

0

3.50

0.00

0

# ac

cts

17.0

00.0

00

40.0

00.0

00

5.50

0.00

0

2.23

7.52

0

3.50

0.00

0

6.00

0.00

0

1.12

5.00

0

200.

000

30.0

00

30.0

00.0

00

4.50

0.00

0

2.80

0.00

0

14.6

25.2

67

9.00

0.00

0

6.00

0.00

0

# tr

xs p

er

day

10.5

00.0

00

15.0

00.0

00

890.

000

5.00

0.00

0

200

2.00

0

10.0

00.0

00

3.00

0.00

0

1.00

0.00

0

7.00

0.00

0

12.0

00.0

00

9.00

0.00

0

Ref

eren

ce 1

Alli

ance

& L

eice

ster

(U

K)

Nat

iona

l Sav

ings

&

Inve

stm

ent

Ban

k (U

K)

Soc

iété

Gen

eral

e (F

ranc

e)

SD

C (D

enm

ark)

ING

Dire

ct (U

K)

Bar

clay

s

ING

Ban

k S

lask

i

BA

WA

G

Zur

ich

FS (U

K)

Gen

eral

Mot

ors

Deu

tsch

e P

ostb

ank

(Ger

man

y)

SE

B U

nib

anka

(L

atvi

a)

Soc

iete

Gen

eral

e (F

ranc

e)

Nor

dea

(Nor

dic

)

Sp

ard

a-B

anke

n (G

erm

any)

Ref

eren

ce 2

PK

O B

ank

Pol

ski

(Pol

and

)

Rab

oban

k(N

ethe

rland

s)

Coo

per

ativ

e B

ank

Cyp

rus

(Cyp

rus)

Terr

a G

rup

pen

(N

orw

ay)

Citi

ban

k

BM

Sol

utio

ns

Uni

Cre

dit

Bul

ban

k

Ura

lsib

(Rus

sia)

UB

S (S

witz

erla

nd)

Ers

te B

ank

(Hun

gary

)

Nov

a Lj

ublja

nska

B

anka

(Slo

vani

a)

Rab

oban

k (N

L)

BM

W B

ank

(Ger

man

y)

Ref

eren

ce 3

BA

WA

G (A

ustr

ia)

BN

P P

arib

as (F

ranc

e)

SG

EB

(Bul

garia

), S

GV

B (R

ussi

a)

NA

GE

Ban

k Z

acho

dni

WB

K

DN

B N

ord

HP

B (C

roat

ia)

AB

N A

MR

O

(Net

herla

nds)

Slo

vens

ka S

por

iteln

a (S

lova

kia)

BIN

Ban

k (R

ussi

a)

Bar

clay

s

Sal

. Opp

enhe

im &

Cie

(G

erm

any)

Num

ber

of

diff

eren

t cl

ient

sE

uro

pe

Num

ber

s o

f la

rges

t re

fere

nce

Mo

st im

po

rtan

t re

fere

nces

4�


No

rth

Am

eric

a

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Num

ber

of

diff

eren

t cl

ient

s

5 0 0 0 29 62 11 12 1 18 56 0 0 6 0 2 21 1 0 0

Num

ber

s o

f la

rges

t re

fere

nce

# cl

ient

s

13.7

00.0

00

1.20

0.00

0

50.0

00

2.58

0.00

0

# ac

cts

15.0

00.0

00

2.21

5.78

0

3.00

0.00

0

15.0

00

100.

000

3.26

0.00

0

# tr

xs p

er d

ay

18.0

00.0

00

500.

000

260.

000

Ref

eren

ce 1

BB

VA B

anco

mer

(Mex

ico)

ING

Dire

ct (U

SA

)

Citi

ban

k

CIB

C A

mic

us

Citi

ban

k

Sta

te B

ank

of In

dia

, U

S

Farm

Cre

dit

Can

ada

SE

I Inv

estm

ents

(US

A)

Ref

eren

ce 2

Ban

co A

ztec

a (M

exic

o)

Ban

k of

Am

eric

a

Inte

rnat

iona

l Mon

etar

y Fu

nd

Ep

argn

e P

lace

men

ts Q

ueb

ec

Ref

eren

ce 3

San

tand

er S

erfin

(Mex

ico)

Citi

zens

Fin

anci

al G

roup

Fede

ral H

ome

Loan

Ban

k of

New

Yor

k

Pro

Mut

ual C

anad

a

Mo

st im

po

rtan

t re

fere

nces


So

uth

Am

eric

a

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Num

ber

of

diff

eren

t cl

ient

s

25 0 0 0 1 6 31 16 4 8 19 0 1 10 0 3 76 0 0 0

Num

ber

s o

f la

rges

t re

fere

nce

# cl

ient

s

13 2.30

0.00

0

1.33

8.58

2

10.5

80.0

00

# ac

cts

13.0

00.0

00

4.00

0.00

0

3.00

0.00

0

1.62

7.65

0

18.8

40.0

00

# tr

xs p

er d

ay

600.

000

240.

000

430.

000

Ref

eren

ce 1

BB

VA B

anco

Fra

ncés

(Arg

entin

a)

Ban

co d

e C

red

ito d

el P

eru

Ban

co P

opul

ar D

omin

ican

o

Ban

co D

e C

hile

(Chi

le)

Nat

iona

l Com

mer

cial

Ban

k

Ban

co It

au

Ban

co P

ichi

ncha

(Chi

le)

Ref

eren

ce 2

Itaú

(Chi

le)

Ban

co d

e B

ogot

a

Coo

pD

eSar

rollo

SC

L d

e C

V

Inve

runi

on B

anco

Com

erci

al C

.A.

(Vez

ezue

la)

Jam

aica

Ban

k in

Ber

mud

a

Uni

cred

Bra

sil

Larg

e R

etai

l Ban

k (C

hile

)

Ref

eren

ce 3

Ban

co S

anta

nder

Bra

sil (

Bra

zil)

INFO

NA

VIT

Caj

a P

opul

ar M

exic

ana

Firs

t C

arib

bea

n In

tern

atio

nal B

ank

(Bar

bad

os)

Ban

k in

Pan

ama

Mon

tep

io L

uz S

avin

on

Priv

ate

Ban

k (C

hile

)

Mo

st im

po

rtan

t re

fere

nces

4�


Asi

a P

acifi

c

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Aus

tral

ia;

New

Zea

land

0 2 0 0 0 2 13 0 2 6 10 0 2 0 0 14 5 0 0 0Num

ber

of

diff

eren

t cl

ient

s

Jap

an

0 0 0 1 0 1 0 0 1 6 11 3 1 0 0 0 5 0 0 0

Chi

na

1 0 0 0 0 2 7 0 1 14 19 1 0 1 4 10 6 0 0 0

Ind

ia

0 0 0 0 1 0 0 0 4 4 3 20 4 0 2 45 2 0 0 0

Oth

er

1 2 2 0 3 30 20 0 1 34 82 0 1 0 11 30 86 1 0 0

APA

CO

vera

ll

2 4 2 1 4 35 40 63 9 64 125

24 8 1 17 99 104

1 0 0

# cl

ient

s

30.0

00

5.80

0.00

0

17.6

00.0

00

34.0

00.0

00

3.00

0

1.80

0

3.00

0.00

0

90.0

00.0

00

4.80

6.00

0

# ac

cts

1.00

0.00

0

6.00

0.00

0

13.4

00.0

00

36.0

00.0

00

575.

000

12.0

00.0

00

264.

000

11.0

00.0

00

3.50

0.00

0

120.

000.

000

10.5

46.9

00

# tr

xs

per

day

3.00

0.00

0

13.0

00.0

00

2.00

0

600.

000

400.

000

17.5

00.0

00

9.60

0.00

0

Ref

eren

ce 1

Ban

k of

Eas

t A

sia

(Hon

g K

ong)

Com

mon

wea

lth B

ank

of A

ustr

alia

(Ind

ones

ia)

SB

I

Kru

ng T

hai B

ank

Citi

ban

k B

umip

utra

Ban

k of

Cey

lon

Ta C

hong

Ban

k (T

aiw

an)

ICIC

I Ban

k (In

dia

)

ICIC

I Ban

k

ICIC

I Ban

k

Chi

na M

ings

heng

Ban

kC

orp

orat

ion

Chi

na D

evel

opm

ent

Ban

k (C

hina

)

Sta

te B

ank

of In

dia

(In

dia

)

Ref

eren

ce 2

Woo

ri B

ank

(Sou

th

Kor

ea)

Rab

oban

k (N

ew

Zea

land

+ A

ustr

alia

)

Com

mer

ce B

ank

CIT

IC

Ban

co d

e O

ro

Shi

nsei

Ban

k(Ja

pan

)

DB

S B

ank

(Sin

gap

ore)

Shi

nsei

Ban

k

Shi

nsei

Ban

k

Zen

trIn

vest

Mus

lim C

omm

erci

al

Ban

k (P

akis

tan)

Ban

k N

egar

a In

don

esia

(In

don

esia

)

Ref

eren

ce 3

Sar

asin

(Sin

gap

ore)

Ka

Wah

Ban

k

HD

FC B

ank

(Ind

ia)

AB

N A

MR

O B

ank

(Gre

ater

Chi

na)

AC

OM

Fin

anci

als

City

Ban

k

Vie

tnam

Inte

rnat

iona

l B

ank

(Vie

tnam

)

Nat

iona

l Ban

k of

Dub

ai

(Dub

ai)

Num

ber

s o

f la

rges

t re

fere

nce

Mo

st im

po

rtan

t re

fere

nces


Afr

ica

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Num

ber

of

diff

eren

t cl

ient

s

0 80 0 1 2 75 30 91 41 3 0 6 4 7 93 0 1 0

Num

ber

s o

f la

rges

t re

fere

nce

# cl

ient

s

30 1.50

0.00

0

3.40

0.00

0

3 11.0

00.0

00

1.00

0.00

0

# ac

cts

200.

000

1.65

0.00

0

4.60

0.00

0

280.

000

100.

000

3.00

0.00

0

# tr

xs p

er d

ay

150.

000

1.10

0.00

0

1.00

0

330.

000

Ref

eren

ce 1

Att

ijariw

afa

Ban

k

Mill

enni

um B

CP

Moz

amb

ique

Sou

th A

fric

an P

ost

Offi

ce

Uni

ted

Ban

k fo

r A

fric

a (N

iger

ia)

UB

N (N

iger

ia)

Sta

ndar

d B

ank

of S

outh

Afr

ica

Pos

tban

k (K

enya

)

Firs

t N

atio

nal B

ank

(Sou

th A

fric

a)

Co-

oper

ativ

e B

ank

of K

enya

Ref

eren

ce 2

Soc

iété

Gén

éral

e

Mill

enni

um B

CP

Ang

ola

Old

Mut

ual I

nves

tmen

t A

dm

inis

trat

ors

Firs

t B

ank

Nig

eria

(Nig

eria

)

Ned

ban

k C

orp

orat

e

AB

C (T

unis

)

Ref

eren

ce 3

Fort

is B

elgo

lais

e

Ban

k M

isr

Ban

k of

Ale

xand

ria (E

gyp

t)

Land

ban

k S

A

AB

C (E

gyp

t)

Mo

st im

po

rtan

t re

fere

nces

�0

Appendix: Detailed systems overview �1

Func

tio

nal c

ove

rag

e

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Out

go

ing

Do

mes

tic

Cre

dit

Tr

ansf

ers

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

3rd

Par

ty

Full

Full

Full

Full

Full

Full

Par

tial

Full

Pay

men

ts

Out

go

ing

Inte

rnat

iona

l Tr

ansf

ers

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

3rd

Par

ty

Full

Full

Full

Full

Full

Full

Par

tial

Full

Inco

min

gP

aym

ents

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Par

tial

Full

Do

mes

tic

Dir

ect

Deb

its

Full

Full

Full

Full

Full

Full

Full

Full

Full

Par

tial

Par

tial

3rd

Par

ty

No

Full

Full

Full

Full

Full

No

Full

Inte

rnat

iona

l D

irec

t D

ebit

s

Full

Full

Full

Full

Full

Full

Full

Full

No

No

Par

tial

3rd

Par

ty

No

Full

Full

Full

Full

Full

Par

tial

Full

Sta

ndin

g O

rder

s

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Full

Par

tial

Full

Co

llect

ion

of

Che

que

s

Full

Full

Full

Full

Full

Full

No

Full

Full

Par

tial

Full

Full

Full

Full

Full

Full

Full

Full

No

Full

Deb

it C

ard

s

Full

Full

Full

Full

Full

Full

Full

Full

Par

tial

Full

3rd

Par

ty

3rd

Par

ty

Full

Full

Full

Full

Full

Par

tial

Full

Full

Def

erre

d

Deb

it C

ard

s

Par

tial

Full

Full

Par

tial

No

No

No

No

No

Full

3rd

Par

ty

3rd

Par

ty

Full

No

Full

Full

No

Par

tial

Full

Full

Full

=fu

ll p

roce

ssin

gP

artia

l=

par

tial p

roce

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rv

i-fle

x so

lutio

ns

Info

sys

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

1. C

usto

mer

-cen

tric

2.

Any

time

(7x2

4x36

5 re

altim

e p

roce

ssin

g),

anyw

here

(ser

vici

ng f

rom

any

sel

ling

poi

nt) 3

. M

ulti-

conc

epts

: ch

anne

l, cu

rren

cy,

lang

uage

, co

mp

any

4. P

aram

eter

driv

en

5. B

usin

ess

pro

cess

and

Ser

vice

d A

rchi

tect

ure

Orie

nted

.

1. E

ase

of in

tegr

atio

n th

roug

h S

OA

2. B

road

mod

ular

fun

ctio

nalit

y 3.

Sca

lab

ility

, per

form

ance

4. F

lexi

bili

ty t

hrou

gh p

aram

eter

set

ting

& p

rod

uct

fact

ory

5. O

per

atio

nal e

xcel

lenc

e (C

usto

mer

cen

tric

&

full

STP

).

1. C

omp

rehe

nsiv

e fu

nctio

nal c

over

age

2. R

obus

t to

sup

por

t 12

.000

con

curr

ent

user

s an

d f

iftee

n m

illio

n ac

coun

ts 3

. M

odul

ar y

et in

tegr

ated

4.

Evo

lutiv

e te

chno

logy

5.

Op

en s

tand

ard

s, J

ava,

XM

L,

GM

S e

tc.

1. C

oreb

ank

J2E

E is

a t

rue

real

-tim

e, e

vent

-orie

nted

, fu

lly J

2EE

com

plia

nt c

ore

ban

king

sys

tem

. Th

is p

latf

orm

ind

epen

den

ce m

akes

Cor

eban

k ca

pab

le o

f ad

aptin

g to

cut

ting-

edge

glo

bal

IT

stan

dar

ds

whi

le d

eliv

erin

g C

oreb

ank’

s p

rove

n b

usin

ess

func

tiona

lity.

Cor

eban

k d

oes

not

use

any

pro

prie

tary

too

ls o

r te

chno

logi

es.

2. C

oreb

ank’

s st

ruct

ured

, d

ocum

ente

d d

ata

mod

el is

bas

ed

on IB

M’s

Info

rmat

ion

Fram

ewor

k (IF

W) F

inan

cial

Ser

vice

s D

ata

Mod

el (F

SD

M),

and

imp

rove

s d

evel

opm

ent

effic

ienc

ies

and

dec

reas

es o

ngoi

ng m

aint

enan

ce c

osts

, w

hile

pro

vid

ing

ease

of

user

ac

cess

to

dat

a. 3

. C

oreb

ank’

s se

rvic

e-or

ient

ed a

rchi

tect

ure

app

roac

h en

able

s co

nsis

tent

pro

cess

ing

acro

ss v

ario

us d

eliv

ery

chan

nels

and

fac

ilita

tes

inte

grat

ion

of C

oreb

ank

bus

ines

s co

m-

pon

ents

and

thi

rd-p

arty

ap

plic

atio

ns.

4. C

oreb

ank

is a

cus

tom

er-c

entr

ic a

pp

licat

ion

with

cus

tom

er d

ata

stor

ed o

nly

once

in a

rob

ust

oper

atio

nal c

usto

mer

dat

abas

e. C

oreb

ank

can

also

be

inte

-gr

ated

with

ext

erna

l cus

tom

er s

yste

ms

as n

eces

sary

. A

ll C

oreb

ank

com

pon

ents

are

ful

ly in

tegr

ated

with

out

silo

ed a

pp

licat

ions

for

lend

ing,

dep

osits

etc

. 5.

Cor

eban

k’s

Pro

duc

t B

uild

com

pon

ent

pro

vid

es a

rob

ust

pro

duc

t fa

ctor

y th

at w

ill a

llow

ban

ks t

o b

uild

ban

king

pro

duc

ts a

nd p

rod

uct

pac

kage

s in

rea

l-tim

e w

ithou

t IT

inte

rven

tion

usin

g an

ext

ensi

ve a

rray

of

par

amet

ers

and

pro

cess

ing

cond

ition

s. C

oreb

ank

has

a co

mp

rehe

nsiv

e lis

t of

pre

def

ined

pro

duc

t co

mp

onen

ts,

incl

udin

g p

ricin

g an

d in

tere

st p

rofil

es t

hat

are

used

and

re-

used

in t

he d

efin

ition

and

rel

ease

of

new

pro

duc

ts

with

in t

he p

rod

uct

por

tfol

io.

1.Lo

wer

tot

al c

ost

of o

wne

rshi

p 2

. Im

pro

ved

tim

e to

mar

ket

3. In

crea

sed

rel

iab

ility

and

unl

imite

d s

cala

bili

ty 4

. E

ased

inte

grat

ion

5. Im

pro

ved

cus

tom

er e

xper

ienc

e.

1. F

eatu

re r

ich

func

tiona

lity

2. U

nriv

aled

mar

ket

shar

e, g

lob

al in

stal

l bas

e am

ongs

t to

p t

ier

ban

ks 3

. N

early

fou

rty

year

s of

dev

elop

men

t an

d im

ple

men

tatio

n ex

per

tise

4. P

rove

n in

-hou

se a

nd

outs

ourc

ed d

eplo

ymen

t op

tions

.

1. IC

BS

is a

fle

xib

le,

par

amet

er d

riven

, so

lutio

n w

hich

ena

ble

s us

ers

to la

unch

and

cre

ate

new

pro

duc

ts q

uick

ly (i

nclu

din

g m

ultip

le p

rod

ucts

in a

day

) to

resp

ond

to

chan

ging

mar

ket

dem

and

. 2.

Rea

l-tim

e re

tail

ban

king

and

con

sum

er f

inan

ce c

ore

pro

cess

ing

in a

sin

gle

core

sys

tem

for

ban

ks t

hat

wan

t to

offe

r co

nsum

er f

inan

ce a

nd v

ice

vers

a. 3

. S

OA

-bas

ed f

or in

tegr

atio

n w

ith F

iser

v an

d t

hird

par

ty c

ores

and

hom

e gr

own

ban

king

hos

t sy

stem

s an

d a

pp

licat

ions

. In

tegr

atio

n p

rove

n in

pro

duc

tion

with

ove

r si

xty

clie

nts

wor

ldw

ide.

4.

ICB

S is

rob

ust

and

sca

lab

le t

o m

eet

bus

ines

s gr

owth

fro

m d

e no

vos

to c

lient

s ru

nnin

g ei

ght

mill

ion

acco

unts

. 5.

Inte

grat

ed s

uite

of

pro

duc

ts f

or m

ulti-

coun

try,

and

mul

ti-cu

rren

cy c

ore

pro

cess

ing,

sm

art

clie

nt t

elle

ring,

cus

tom

er in

tera

ctio

n m

anag

emen

t/B

PM

and

bus

ines

s in

telli

genc

e fo

r gl

obal

fin

anci

al s

ervi

ces

inst

itutio

ns.

Bus

ines

s p

roce

ss o

rient

ed w

ith b

usin

ess

pro

cess

cre

ated

and

del

iver

ed a

cros

s m

ultip

le b

anki

ng c

hann

els

via

inte

grat

ed c

usto

mer

inte

ract

ion

man

agem

ent

solu

tion:

Fis

erv

Ap

erio

.

1. R

ich

func

tiona

l foo

tprin

t co

verin

g th

e ne

eds

of w

ide

varie

ty o

f b

anki

ng m

odel

s an

d n

iche

seg

men

ts li

ke v

irtua

l ban

ks,

cent

ral b

anks

, re

tail

and

com

mer

cial

ban

ks.

2. S

tron

g S

OA

cap

abili

ties

with

Pro

cess

Orc

hest

ratio

n, w

ebse

rvic

es,

open

sta

ndar

d b

ased

tec

hnol

ogy

3. R

ich

func

tiona

lity

and

com

plia

nce

to r

egio

nal r

equi

rem

ents

, w

ith d

eplo

ymen

ts in

ove

r 12

0 co

untr

ies

4. A

bili

ty t

o in

tegr

ate

and

co-

exis

t w

ith d

iver

se a

pp

licat

ion

land

scap

es 5

. A

bili

ty t

o sc

ale

from

nee

ds

of s

mal

l gre

en f

ield

dep

loym

ents

to

add

ress

ing

need

s of

tie

r on

e in

stitu

tions

.

1. D

iffer

entia

ted

Pro

duc

t S

pre

ad -

Fin

acle

cor

e b

anki

ng s

olut

ion

offe

rs a

n un

limite

d p

alet

te o

f fe

atur

es f

or b

anks

to

des

ign

and

dep

loy

pro

duc

ts f

or v

aryi

ng m

arke

t se

gmen

ts.

The

pro

duc

t b

und

ling

cap

abili

ties

of t

he s

olut

ion

offe

rs a

wid

e ra

nge

of p

ossi

bili

ties

for

ban

ks t

o cr

eate

pro

duc

ts w

ith in

nova

tive

feat

ures

. Th

e fa

cilit

ies

pro

vid

ed f

or d

iffer

entia

l pric

ing,

cha

nnel

rul

es a

nd

cust

omiz

atio

n th

roug

h Fi

nacl

e S

tud

io -

the

scr

iptin

g en

gine

, em

pow

er b

anks

to

cont

inuo

usly

inno

vate

and

ext

end

the

ir su

ite o

f p

rod

ucts

, ac

ross

seg

men

ts.

2. A

gile

Op

erat

ions

- T

he S

ervi

ce

Orie

nted

Arc

hite

ctur

e (S

OA

) ena

ble

s th

e IT

tea

m a

t th

e b

ank

to e

ffect

cha

nges

with

out

touc

hing

the

bas

e co

de,

ens

urin

g le

sser

ven

dor

dep

end

ency

and

fas

ter

adap

tab

ility

to

chan

ging

bus

ines

s co

nditi

ons.

3.

Rob

ust

Cro

ss-s

ell F

ram

ewor

k -

The

CIF

and

CR

M c

apab

ilitie

s in

Fin

acle

offe

r a

unifi

ed v

iew

of

the

cust

omer

acr

oss

the

entir

e so

lutio

n an

d a

cros

s m

ultip

le b

ack-

end

ap

plic

atio

ns,

enab

ling

the

ban

k to

vie

w t

he c

usto

mer

fro

m a

com

ple

tely

info

rmed

ang

le.

This

em

pow

ers

ban

ks t

o ef

fect

ivel

y m

anag

e cu

stom

er r

elat

ions

hip

s an

d a

ggre

ssiv

ely

exp

lore

cro

ss-s

ell o

pp

ortu

nitie

s.

4. In

crea

sed

Op

erat

iona

l Effi

cien

cies

and

Pro

duc

tivity

- F

inac

le c

ore

ban

king

sol

utio

n su

pp

orts

bus

ines

s ev

ents

aut

omat

ion

and

pro

cess

orc

hest

ratio

n, t

hus

elim

inat

ing

man

ual t

asks

and

red

uc-

ing

pro

cess

tim

e. T

he e

limin

atio

n of

err

or a

nd d

ata

red

und

anci

es a

lso

resu

lts in

incr

ease

d b

ranc

h p

rod

uctiv

ity.

Str

aigh

t Th

roug

h P

roce

ssin

g (S

TP) a

bili

ties

enha

nce

red

uctio

n in

tur

naro

und

and

p

roce

ssin

g tim

e, in

crea

sing

out

put

and

ena

blin

g sp

eed

y co

mp

letio

n of

tas

ks.

5. S

cala

bili

ty -

The

Fin

acle

cor

e b

anki

ng s

olut

ion

offe

rs u

npar

alle

led

sca

lab

lity

dem

onst

rate

d t

hrou

gh la

b b

ench

-m

arks

as

wel

l as

its s

upp

ort

for

som

e of

the

larg

est

reta

il b

anki

ng li

ve s

ites

in t

he w

orld

. 6.

Bus

ines

s p

roce

ss m

anag

emen

t ca

pab

ility

- T

he s

olut

ion

incl

udes

bus

ines

s p

roce

ss m

anag

emen

t ca

pab

ility

thr

ough

the

bui

lt-in

PE

AS

fra

mew

ork

whi

ch e

nab

les

the

orch

estr

atio

n of

bus

ines

s p

roce

sses

and

ser

vice

s.

��


The

5 m

ost

imp

ort

ant

stre

ngth

s o

f yo

ur s

yste

m?

(par

t tw

o)

Co

mp

any

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

So

luti

on

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

1. R

ock

solid

, p

rove

n re

liab

ility

2.

Bre

adth

and

dep

th o

f fu

nctio

nalit

y 3.

Fle

xib

ility

in t

erm

s of

pro

duc

t d

esig

n &

rep

ortin

g 4.

Inte

grat

ed b

ranc

h au

tom

atio

n ap

plic

atio

ns (w

ith f

ull o

ff-lin

e ca

pab

ilitie

s)

5. S

cala

bili

ty (f

rom

sin

gle

site

to

thou

sand

s of

bra

nche

s).

1. B

read

th a

nd d

epth

of

func

tiona

lity.

2.

Pro

ven

relia

bili

ty w

ith o

ver

500

live

site

s ac

ross

85

coun

trie

s. 3

. In

tegr

atio

n ca

pab

ilitie

s. 4

. Tr

ack

reco

rd in

del

iver

y/im

ple

men

tatio

ns.

5. P

rove

n up

grad

e p

ath.

1. A

Sp

ecia

list

soft

war

e ve

ndor

op

erat

ing

sole

ly in

the

Ban

king

& F

inan

cial

Ser

vice

s d

omai

n. 2

. G

lob

al r

ecog

nitio

n in

the

sp

ecia

lized

dom

ain

of le

ndin

g -

Finn

One

was

ran

ked

as

the

No.

1 s

ellin

g Le

ndin

g S

yste

m in

the

wor

ld,

in t

he c

alen

dar

yea

r 20

06,

by

Inte

rnat

iona

l Ban

king

Sys

tem

s, U

K.

3. A

sin

gle

inte

grat

ed (y

et m

odul

ar) p

latf

orm

for

the

pro

cess

ing

of m

ost

typ

es o

f lo

an p

rod

ucts

-

with

com

ple

te lo

an li

fe-c

ycle

cov

erag

e. 4

. P

rove

n sc

alab

ility

(vol

ume

pro

cess

ing)

and

ext

ensi

bili

ty (p

rod

uct

cove

rage

) in

lend

ing.

5.

Exp

erie

nce

with

cas

h m

anag

emen

t p

roje

cts

and

dep

loym

ents

at

tie

r 1

ban

ks li

ke C

itib

ank,

AB

N A

MR

O a

nd S

tand

ard

Cha

rter

ed B

ank.

6.

Cor

por

ate

and

fin

anci

al m

atur

ity o

f th

e co

mp

any.

Bee

n in

exi

sten

ce f

or 2

0+ y

ears

and

has

dem

onst

rate

d y

ear-

on-y

ear

grow

th in

cus

tom

ers,

em

plo

yees

, re

venu

es a

nd p

rofit

s. 7

. C

ost-

effe

ctiv

e d

eliv

ery

optio

ns,

by

optim

ally

ble

ndin

g on

site

and

offs

hore

sol

utio

n d

eliv

ery.

1. It

is a

‘cl

ient

Ser

vice

Pla

tfor

m’

enab

ling

fully

inte

grat

ed r

elat

ions

hip

man

agem

ent,

allo

ws

cust

omer

to

des

ign

thei

r cu

stom

er e

xper

ienc

e 2.

Tel

ler

to S

elle

r tr

ansf

orm

atio

n ca

pab

ility

. Fu

lly in

te-

grat

ed,

cust

omer

att

ribut

e b

ased

Tel

ler

syst

em 3

. M

odul

ar d

esig

n an

d S

OA

bac

kpla

ne m

akes

it u

niq

ue in

the

mar

ket

pla

ce t

oday

, co

mp

ared

to

com

pet

ing

pro

duc

ts.

Bui

lt on

op

en s

tand

ard

s an

d

mod

ular

des

ign

- hi

ghly

mod

ular

ized

. Th

is a

rchi

tect

ure

allo

ws

for

non

dis

rup

tive

mod

erni

zatio

n of

lega

cy c

ore

ban

king

sys

tem

s in

a m

easu

red

and

ste

eped

ap

pro

ach.

4.

Fully

inte

grat

ed w

orkf

low

an

d h

ighl

y ef

fect

ive

oper

atio

ns m

anag

emen

t le

adin

g to

str

aigh

t th

roug

h p

roce

ssin

g. 5

. S

ingl

e si

gn o

n, 2

4x7,

sca

lab

le a

nd s

ecur

ed s

yste

m.

SA

P m

ain

valu

e p

rop

ositi

on is

bas

ed o

n th

e d

eliv

ery

of m

ore

than

just

a p

iece

of

soft

war

e th

at c

over

s on

ly t

he c

urre

nt f

eatu

res

and

fun

ctio

ns r

equi

rem

ents

. Fe

atur

es a

nd f

unct

ions

are

imp

orta

nt,

but

a c

omm

odity

. Th

e im

por

tant

val

ue f

or a

cus

tom

er m

akin

g a

larg

e in

vest

men

t in

cor

e b

anki

ng s

oftw

are

is h

ow t

he s

oftw

are

will

mee

t th

e fu

ture

bus

ines

s an

d t

echn

olog

y re

qui

rem

ents

whi

ch

tod

ay a

re n

ot k

now

n. S

AP

the

refo

re s

tres

ses

the

follo

win

g to

pic

s in

ad

diti

on t

o fu

nctio

nalit

y: 1

. S

tand

ard

sof

twar

e •

SA

P b

elie

ves

in t

he lo

ng t

erm

pos

itive

effe

cts

of u

sing

tru

e st

and

ard

sof

twar

e to

cov

er s

tand

ard

/com

mod

ity p

roce

sses

, an

d t

o us

e th

e sa

me

bas

is t

o al

low

for

inno

vate

bas

ed o

n co

mp

onen

ts,

reus

e an

d a

str

ong

tech

nolo

gy f

ram

ewor

k. •

Cle

ar r

elea

se u

pgr

ade

cycl

es,

with

el

abor

ate

soft

war

e lo

gist

ics

to p

rote

ct c

usto

mer

inve

stm

ents

, b

oth

in t

erm

s of

ow

n d

evel

opm

ent,

usi

ng d

iffer

ent

rele

ase

stag

es o

f d

iffer

ent

par

ts o

f th

e S

AP

sta

ck,

and

all

conf

igur

atio

n an

d d

ate

exis

ting

in o

ne r

elea

se •

One

cod

e b

ase,

one

pro

duc

t b

ase

with

out

dis

tinct

ion

of r

etai

l vs.

cor

por

ate

func

tiona

lity,

thu

s en

ablin

g fu

ture

con

verg

ence

of

pro

duc

t an

d s

ervi

ces

offe

rings

to

bot

h re

tail

and

cor

por

ate

cust

omer

s 2.

SO

A/t

echn

olog

y p

rop

ositi

on •

Tec

hnol

ogy

stac

k se

par

atio

n: a

pp

licat

ion

ind

epen

den

ce a

nd d

ecou

plin

g fr

om t

he u

nder

lyin

g ha

rdw

are

and

sof

twar

e p

latf

orm

s,

be

it op

erat

ing

syst

em a

nd d

atab

ase

syst

em.

• B

usin

ess

app

licat

ion

inte

rfac

es in

dep

end

ent

of t

echn

olog

y an

d e

nviro

nmen

t, e

nab

le a

pp

licat

ions

in d

iffer

ent

envi

ronm

ents

, m

ay it

be

zOS

/Cob

ol,

Java

or

.Net

to

acce

ss t

he s

ame

bus

ines

s fu

nctio

nalit

y. •

Op

en s

tand

ard

s co

mm

unic

atio

n ha

ving

inte

rop

erab

ility

with

Web

sphe

re,

.Net

and

oth

er p

latf

orm

s. •

Com

ple

te S

ervi

ce O

rient

atio

n, in

th

e in

tern

al d

evel

opm

ent

mod

el,

in t

he d

evel

opm

ent

of n

ew s

ervi

ces,

in t

he d

eplo

ymen

t of

ser

vice

s an

d in

the

ind

ustr

y in

tera

ctio

n. 3

. In

tegr

atio

n/b

est

of b

reed

pro

pos

ition

SA

P p

rovi

des

a b

road

p

ortf

olio

of

solu

tions

ran

ging

fro

m b

asic

ER

P p

rod

ucts

thr

ough

CR

M t

hrou

gh c

ore

ban

king

bac

k of

fice

to f

ront

end

ap

plic

atio

ns,

pric

e op

timiz

atio

n, e

tc.

The

por

tfol

io h

as b

een

bui

lt or

gani

cally

, cr

eatin

g a

cons

iste

nt,

inte

grat

ed,

com

pon

entiz

ed s

oftw

are

and

pla

tfor

m la

ndsc

ape.

Eac

h so

lutio

n ca

n b

e im

ple

men

ted

sta

nd-a

lone

del

iver

ing

a b

est-

of-b

reed

fun

ctio

nalit

y or

as

a p

art

of a

n in

te-

grat

ed s

olut

ion

in a

long

-ter

m S

AP

ap

plic

atio

n la

ndsc

ape

stra

tegy

. 4.

Fle

xib

ility

/sca

lab

ility

SA

P d

eliv

ers

a hi

ghly

fle

xib

le,

par

amet

eriz

able

sol

utio

n co

verin

g d

iffer

ent

typ

es o

f b

usin

ess

(reta

il/co

r-p

orat

e) a

llow

ing

cust

omer

to

com

bin

e th

ese

bus

ines

s in

one

sin

gle

syst

em.

It is

als

o on

e so

lutio

n fo

r b

oth

smal

l and

larg

e b

anks

, al

low

ing

ban

ks t

o gr

ow w

ithin

bei

ng li

mite

d b

y th

eir

IT s

yste

ms.

Th

e d

evel

opm

ent

met

hod

olog

y al

low

s a

stric

t d

ivis

ion

bet

wee

n th

e st

and

ard

cod

e an

d c

usto

mer

ext

ensi

ons,

allo

win

g cu

stom

ers

to e

xten

d t

he s

yste

m w

ithou

t af

fect

ing

the

upgr

adea

bili

ty o

n lo

ng

term

. 5.

Sol

utio

n ar

chite

ctur

e Th

e S

AP

sol

utio

ns h

ave,

by

des

ign,

a n

umb

er o

f so

lutio

n ar

chite

ctur

al f

ound

atio

ns w

hich

are

par

t of

the

fou

ndat

ion

arch

itect

ure.

- M

ulti-

entit

y. It

is p

ossi

ble

to

have

a

num

ber

of

lega

l ent

ities

sha

ring

the

sam

e sy

stem

inst

ance

, th

us li

miti

ng t

he n

eed

s to

run

sep

arat

e sy

stem

s fo

r d

iffer

ent

bra

nche

s. -

Mul

ti-co

untr

y. It

is p

ossi

ble

to

have

a n

umb

er o

f d

iffer

ent

ban

ks in

diff

eren

t co

untr

ies

shar

ing

the

sam

e sy

stem

inst

ance

, al

so in

cas

e th

ey a

re in

diff

eren

t tim

ezon

es a

nd c

ut-o

ff tim

es.

- M

ulti-

curr

ency

. It

is p

ossi

ble

to

have

hav

e m

ultip

le c

urre

ncie

s in

the

sy

stem

. C

ash

man

agem

ent

hier

arch

ies

can

incl

ude

acco

unts

with

diff

eren

t cu

rren

cies

. A

utom

atic

cur

renc

y ex

chan

ges

are

per

form

ed d

urin

g m

ovem

ents

bet

wee

n ac

coun

ts w

ith d

iffer

ent

curr

en-

cies

. -

Mul

ti-la

ngua

ge.

It is

pos

sib

le t

o ha

ve m

ultip

le u

ser

lang

uage

s in

the

sys

tem

, en

ablin

g us

age

of t

he s

ame

syst

em in

diff

eren

t la

ngua

ge a

reas

. A

ll p

aram

eter

izat

ion

can

be

don

e in

diff

eren

t la

ngua

ges,

ad

aptin

g th

e us

er in

terf

ace

to t

he o

rigin

al la

ngua

ge o

f th

e us

er.

Cus

tom

er c

omm

unic

atio

n ca

n b

e p

erfo

rmed

in t

he la

ngua

ge o

f th

e cu

stom

er,

ind

epen

den

t of

cou

ntry

of

the

ban

k.

Mul

ti-ch

anne

l. S

AP

offe

rs t

hrou

gh S

AP

Net

Wea

ver

and

it’s

op

en in

fras

truc

ture

and

a r

ich

varie

ty o

f in

terf

aces

to

enab

le m

ulti-

chan

nel i

nteg

ratio

n in

dep

end

ent

of c

hann

el a

pp

licat

ion.

Dur

ing

the

des

ign

of t

he a

pp

licat

ions

, ch

anne

l sp

ecifi

c p

roce

ssin

g ru

les,

if t

here

are

any

at

all,

have

bee

n m

ade

conf

igur

able

thr

ough

par

amet

eriz

atio

n. -

24x

7 av

aila

bili

ty T

he s

olut

ion

offe

rs a

24x

7 av

aila

bil-

ity w

ith r

eal t

ime

cap

abili

ties.

The

re is

no

need

to

clos

e th

e sy

stem

dur

ing

end

-of-

day

pro

cess

ing.

Sun

Gar

d’s

Sys

tem

Acc

ess

is a

com

pre

hens

ive

and

inte

grat

ed s

olut

ion

cove

ring

who

lesa

le a

nd r

etai

l ban

king

for

bot

h co

nven

tiona

l and

Isla

mic

ban

king

op

erat

ions

. Th

ese

give

ban

ks a

wid

e b

read

th o

f b

anki

ng p

rod

ucts

to

offe

r an

d t

he f

lexi

bili

ty r

equi

red

to

inno

vate

and

bec

ome

pro

duc

t le

ader

s. B

uilt

on O

pen

pla

tfor

m a

nd la

test

tec

hnol

ogie

s, S

unG

ard

’s S

yste

m A

cces

s gi

ve b

anks

th

e ab

ility

to

intr

oduc

e p

rod

ucts

and

ser

vice

s q

uick

ly in

to t

he m

arke

t, m

uch

fast

er t

han

mai

nfra

me-

bas

ed s

yste

ms.

The

Ser

vice

-orie

nted

Arc

hite

ctur

e d

esig

n of

Sun

Gar

d’s

Sys

tem

Acc

ess

give

s b

anks

the

ab

ility

to

inte

grat

e d

ata,

ap

plic

atio

ns,

and

bus

ines

s p

roce

sses

acr

oss

mul

tiple

3rd

par

ty a

nd le

gacy

sys

tem

s. C

usto

mer

-cen

tric

arc

hite

ctur

e gi

ves

ban

ks a

com

ple

te,

360-

deg

ree

view

of

thei

r cu

stom

ers

acro

ss p

rod

ucts

and

ap

plic

atio

ns.

This

giv

es b

anks

a b

ette

r vi

ew o

f ov

eral

l pro

fitab

ility

and

ris

k ex

pos

ure

thro

ugh

MIS

con

solid

atio

ns.

Sun

Gar

d’s

Sys

tem

Acc

ess

has

bee

n im

ple

-m

ente

d in

sev

eral

cus

tom

er s

ites

acro

ss t

he g

lob

e. It

is m

ulti-

lang

uage

and

mul

ti-cu

rren

cy a

nd h

as in

-bui

lt in

tern

atio

nal b

anki

ng b

est

pra

ctic

es t

hat

can

help

ban

ks a

chie

ve o

per

atio

ns e

ffici

ency

at

par

with

the

bes

t b

anks

in t

he w

orld

.


�0�0

The

5 m

ost

imp

ort

ant

stre

ngth

s o

f yo

ur s

yste

m?

(par

t th

ree)

Co

mp

any

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

1. E

ase

and

sp

eed

of

Imp

lem

enta

tion

2. P

erfo

rman

ce a

nd S

cala

bili

ty 3

. B

read

th a

nd D

epth

of

Func

tiona

lity

and

Ext

ensi

bili

ty 4

. R

elia

bili

ty a

nd A

vaila

bili

ty 5

. A

gilit

y an

d f

lexi

bili

ty o

f A

rchi

tect

ure.

1. B

read

th o

f fu

nctio

nal c

over

age.

2.

Sys

tem

agi

lity

for

new

pro

duc

t/ch

anne

l/geo

grap

hy/p

roce

ss d

eplo

ymen

t. 3

. M

oder

n an

d w

ide

tech

nolo

gy s

upp

ort

lead

ing

to s

cala

bili

ty a

nd r

esili

ence

of

dep

loym

ent.

4.

A d

epth

of

func

tiona

lity

whi

ch m

atch

es t

he b

read

th.

This

is d

riven

by

ongo

ing

pro

duc

t in

vest

men

t. 5

. Th

e p

acka

ging

of

bes

t p

ract

ice

exam

ple

fun

ctio

nalit

y in

the

Tem

enos

Mod

el

Ban

k st

ruct

ure

toge

ther

with

eas

ier

dep

loym

ent

tool

ing

to h

elp

ban

ks a

chie

ve t

heir

obje

ctiv

es in

a f

aste

r an

d s

afer

man

ner.

1. A

dat

a ar

chite

ctur

e b

ased

on

the

glob

al IB

M s

tand

ard

: Fi

nanc

ial S

ervi

ces

Dat

a M

odel

. 2.

An

N-t

ier

app

licat

ion

arch

itect

ure

that

red

uces

dev

elop

men

t an

d m

aint

ance

, an

d a

dap

ts t

o ch

angi

ng

tech

nolo

gy s

tand

ard

s. 3

. M

oder

n d

evel

opm

ent

stan

dar

ds

bas

ed o

n co

mp

onen

tizat

ion

and

re-

usab

ility

. 4.

A p

latf

orm

ind

epen

den

t te

chno

logy

bui

lt fo

r an

y b

usin

ess

scal

e. 5

. M

axim

um f

lexi

bili

ty

thro

ugh

a co

re,

par

amet

er-b

ased

Pro

duc

t B

uild

er.

1. P

rod

uct

Com

pos

ition

, al

low

ing

bus

ines

s p

rod

uct

man

ager

s to

cre

ate

and

cus

tom

ise

new

pro

duc

ts (l

oans

, sa

ving

, ca

rds…

) with

out

the

invo

lvem

ent

of IT

sta

ff an

d a

min

imal

laun

chin

g tim

e.

2. S

ervi

ce-o

rient

ed a

rchi

tect

ure,

com

pon

ent

bas

ed a

nd e

vent

-driv

en a

ccou

ntin

g en

gine

. D

esig

ned

for

sop

hist

icat

ed a

nd c

omp

lex

tier

1 an

d t

ier

2 b

anks

. 3.

Mul

ti-ev

eryt

hing

(cha

nnel

, b

ank,

cur

-re

ncy,

lang

uage

, ca

lend

ar,

cros

s-b

ord

er p

roce

ssin

g).

4. A

var

iety

of

inte

grat

ion

met

hod

s ar

e su

pp

orte

d b

y a

conn

ectiv

ity f

ram

ewor

k fo

r b

oth

on-l

ine

and

bac

kgro

und

inte

rfac

es.

5. T

he m

odul

arity

an

d f

lexi

bili

ty o

f th

e ar

chite

ctur

e is

sp

ecifi

cally

des

igne

d w

ith lo

w T

CO

(tot

al c

ost

of o

wne

rshi

p) i

n m

ind

. Th

e co

st f

or m

aint

aini

ng t

he c

ore

com

pon

ents

cou

ld b

e sh

ared

acr

oss

seve

ral i

nstit

utio

ns

und

er a

com

mon

pro

duc

t st

rate

gy.

Low

pro

cess

ing

and

op

erat

ion

cost

- r

egar

din

g b

oth

low

har

dw

are

and

sof

twar

e re

sour

ce c

onsu

mp

tion

and

sim

plic

ity o

f op

erat

ion.

1. M

odul

ar a

nd m

oder

n d

esig

n. 2

. E

xcel

lent

Fit

for

Ret

ail/A

utom

obile

Ban

ks.

3. H

igh

Volu

me

cap

acity

and

sec

urity

. 4.

Hig

h ac

tual

ity b

ecau

se o

f a

pra

ctic

al r

elev

ant

dev

elop

men

t (U

serg

roup

).


Appendix: Detailed systems overview �1

Ho

w d

o y

ou

act

on

the

tren

d t

ow

ard

s se

rvic

e o

rien

tati

on

and

bus

ines

s p

roce

ss m

anag

emen

t? (

par

t o

ne)

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

The

tech

nica

l des

ign

crite

ria o

f th

e A

lnov

a so

lutio

n ar

e al

igne

d w

ith t

he b

asic

prin

cip

les

of s

ervi

ce o

rient

ed a

rchi

tect

ures

(SO

A).

Thes

e p

rinci

ple

s ar

e tr

ansl

ated

in a

ser

ies

of g

uid

es a

t th

e tim

e of

SO

A im

ple

men

tatio

n. T

he f

und

amen

tal c

omp

onen

ts t

hat

pro

vid

e th

ese

cap

abili

ties

are

Aln

ova

Arc

hite

ctur

es,

Aln

ova

Mul

ti-ch

anne

l Tec

hnic

al A

rchi

tect

ure

(AM

TA) a

t cl

ient

and

mid

dle

-tie

r le

vel

and

Aln

ova

Ser

ver

Tech

nica

l Arc

hite

ctur

e (A

STA

) at

bac

k-en

d le

vel,

com

ple

men

ted

by

a m

odul

ar d

esig

n of

the

Bac

k-E

nd.

This

des

ign

has

bee

n te

sted

with

suc

cess

in m

ultip

le im

ple

men

tatio

ns,

in w

hich

, th

e se

rvic

es p

rovi

ded

by

the

bac

k-en

d w

ere

inte

grat

ed v

ia t

he M

ulti-

chan

nel a

rchi

tect

ure,

at

times

with

the

Fin

anci

al T

erm

inal

of

Acc

entu

re,

or w

ith t

he o

ffice

cha

nnel

s of

the

clie

nt

(inte

grat

ed v

ia W

eb S

ervi

ces)

, an

d w

ith o

ther

alte

rnat

ive

chan

nels

.A

lnov

a is

now

in t

he r

oad

tow

ard

s an

evo

lutio

n in

ord

er t

o re

info

rce

curr

ent

SO

A c

apab

ilitie

s of

the

Aln

ova

Sol

utio

n in

acc

ord

ance

with

a p

roce

ss-c

entr

ic a

pp

roac

h. A

key

cha

lleng

e is

the

d

ecou

plin

g b

etw

een

logi

cal m

odel

and

imp

lem

enta

tion

in o

rder

to

alig

n so

ftw

are

solu

tion

to b

usin

ess

need

, an

d t

he B

usin

ess

Pro

cess

has

to

be

the

key

elem

ent

for

it.O

ne o

f th

e m

ain

chal

leng

es is

to

find

a r

atio

nal a

pp

roac

h fo

r a

suita

ble

com

bin

atio

n of

ass

ets

and

pro

duc

ts in

ter

ms

of e

cono

my

and

leve

ragi

ng s

yner

gies

. S

uita

ble

inte

grat

ion

scen

ario

s m

ust

be

des

igne

d in

ord

er t

o ge

t a

ratio

nal u

sage

of

own

cap

abili

ties

toge

ther

with

thi

rd p

arty

exp

ert

pro

duc

ts.

Aln

ova

is c

ount

ing

on IB

M c

olla

bor

atio

n ar

ound

the

exp

lora

tion

of a

deq

uate

inte

grat

ion

pat

hs.

The

obje

ctiv

e is

to

man

age

it in

the

mos

t st

and

ard

way

tak

ing

adva

ntag

e of

BP

M c

apab

ilitie

s of

IT le

ader

too

ls in

the

mar

ket.

Aln

ova

serv

ices

of

each

bus

ines

s ac

tivity

cha

ract

eriz

ed b

y a

GU

I flo

w.

The

high

est

leve

l on

top

of

the

activ

ity is

the

Bus

ines

s P

roce

ss a

nd it

is r

equi

red

for

offe

ring

inte

grity

of

it lik

e th

e jo

int

of s

ever

al B

usin

ess

Act

iviti

es o

f d

iffer

ent

typ

es.

The

obje

ctiv

e is

to

man

age

it in

the

mos

t st

and

ard

way

tak

ing

adva

ntag

e of

BP

M c

apab

ilitie

s of

IT le

ader

too

ls in

the

mar

ket.

Our

Tha

ler

solu

tion

is f

ull S

OA

. W

e ha

ve a

BP

M t

ool w

hich

allo

ws

to b

uild

you

r ow

n p

roce

ss f

low

s in

to o

ur b

anki

ng s

olut

ion.

It u

ses

the

diff

eren

t Th

aler

ser

vice

s to

orc

hest

rate

the

ban

k’s

bus

ines

s p

roce

sses

.

We

imp

lem

ent

serv

ice

orie

ntat

ion

thro

ugh

the

usag

e of

Jav

a an

d S

OA

. W

e d

o no

t su

pp

ort

bus

ines

s p

roce

ss o

rche

stra

tion

and

bus

ines

s p

roce

ss m

anag

emen

t.

Cor

eban

k w

as d

esig

ned

to

par

ticip

ate

in a

Ser

vice

Orie

nted

Arc

hite

ctur

e. C

oreb

ank

is t

echn

olog

ical

ly v

ery

open

, an

d c

an p

artic

ipat

e in

SO

A’s

bui

lt on

a v

arie

ty o

f to

ols

and

sty

les.

Cor

eban

k’s

AP

I str

uctu

re is

imp

lem

ente

d a

s ap

pro

xim

atel

y 15

0 E

JB’s

with

wel

l ove

r 10

00 m

etho

ds

in t

otal

. A

cces

s cl

asse

s al

so e

xist

tha

t en

cap

sula

te t

he lo

gic

to lo

cate

and

cal

l the

EJB

’s a

nd t

hese

cla

sses

ca

n b

e us

ed a

s th

e fa

çad

e fo

r th

e sy

stem

if d

esire

d.

Bot

h m

etho

ds

can

coex

ist.

Cor

eban

k d

oes

not

have

a b

uilt-

in w

orkf

low

mec

hani

sm,

but

inst

ead

has

bee

n d

esig

ned

to

exp

ose

a cl

ean,

wel

l-st

ruct

ured

and

tec

hnol

ogic

ally

op

en in

terf

ace

that

can

wor

k w

ith v

ario

us g

ener

ic

bus

ines

s p

roce

ss o

rche

stra

tion

tool

s. C

oreb

ank

AP

I fun

ctio

ns h

ave

bee

n d

esig

ned

to

be

big

eno

ugh

that

the

y d

on’t

unne

cess

arily

com

plic

ate

crea

ting

larg

er-g

rain

ed s

ervi

ces,

but

sm

all e

noug

h th

at t

hey

don

’t ca

use

pro

ble

ms

for

wor

kflo

w t

ools

and

dec

reas

e re

-usa

bili

ty.

Cor

eban

k’s

AP

I str

uctu

re h

as e

volv

ed s

pec

ifica

lly t

o m

ake

it ea

sier

to

flexi

bly

agg

rega

te A

PI f

unct

ions

into

larg

er-

grai

ned

ser

vice

s. ‘

Mic

ro-w

orkf

low

’ to

ols

can

be

used

to

asse

mb

le C

oreb

ank

AP

I fun

ctio

ns in

to la

rger

ser

vice

s, w

hich

can

be

high

ly r

eusa

ble

, w

hile

‘m

acro

wor

kflo

w’

tool

s ca

n b

e us

ed a

t a

high

er

leve

l for

Bus

ines

s P

roce

ss M

anag

emen

t. C

oreb

ank

AP

I fun

ctio

ns,

bei

ng J

ava

met

hod

cal

ls,

can

also

be

exp

osed

as

Web

Ser

vice

s, if

des

ired

, b

y us

ing

tool

s p

rovi

ded

with

WA

S t

o ge

nera

te t

he

nece

ssar

y W

SD

L.

Pro

file

can

be

acce

ssed

via

IFX

mes

sage

s vi

a th

e X

pre

ss E

nter

pris

e S

ervi

ces

laye

r. It

can

par

ticip

ate

in p

roce

ss o

rche

stra

tion

via

this

ent

erp

rise

serv

ices

laye

r. P

rofil

e in

tegr

ates

to

any

bus

ines

s p

roce

ss m

anag

emen

t to

ol v

ia t

he X

pre

ss in

tegr

atio

n la

yer.

Sys

tem

atic

s is

a s

ervi

ces-

enab

led

hos

t sy

stem

. It

offe

rs p

roce

ss o

rche

stra

tion

via

inte

grat

ion

with

FIS

’ X

pre

ss S

OA

inte

grat

ion

laye

r an

d h

as n

ativ

e ca

se m

anag

emen

t ca

pab

ilitie

s.

ICB

S is

bui

lt ar

ound

a s

ervi

ce o

rient

ed a

rchi

tect

ure.

ICB

S f

unct

iona

lity

is m

anife

sted

in t

he f

orm

of

XM

L/IF

X b

ased

mes

sage

s, w

hich

are

com

bin

ed in

to s

ervi

ces

and

exp

osed

thr

ough

Fis

erv’

s C

BS

Com

mun

icat

or in

tegr

atio

n hu

b.

Thes

e se

rvic

es c

an t

hen

be

com

bin

ed in

to b

usin

ess

pro

cess

es a

nd c

onsu

med

by

bot

h Fi

serv

and

thi

rd p

arty

fro

nt-

and

bac

k-en

d a

pp

licat

ions

and

sys

tem

s to

inte

grat

e d

isp

arat

e sy

stem

s an

d c

hann

els

in a

n en

terp

rise.

CB

S C

omm

unic

ator

is c

urre

ntly

in u

se in

ove

r 50

fin

anci

al s

ervi

ces

inst

itutio

ns a

nd is

an

inte

gral

par

t of

Fis

erv

Ap

erio

, Fi

serv

CB

S W

orld

wid

e’s

mul

ti-ch

anne

l cus

tom

er in

tera

ctio

n an

d b

usin

ess

pro

cess

man

agem

ent

solu

tion.

Bus

ines

s p

roce

sses

are

cre

ated

and

dep

loye

d v

ia t

he F

iser

v A

per

io B

usin

ess

Pro

cess

Man

agem

ent

solu

tion.

Ap

erio

com

es w

ith 3

00+

pre

-pac

kage

d f

inan

cial

se

rvic

es b

usin

ess

pro

cess

es w

hich

cov

er k

ey a

reas

suc

h as

new

acc

ount

op

en,

finan

cial

tra

nsac

tions

, cu

stom

er u

pd

ates

and

com

pla

int

man

agem

ent.

Bus

ines

s p

roce

sses

and

wor

kflo

ws

can

also

be

bui

lt vi

a d

rag

and

dro

p m

odel

ing

to c

reat

e cu

stom

ized

pro

cess

es.

Thus

a s

ingl

e p

roce

ss c

an b

e b

uilt

and

dep

loye

d a

cros

s m

ultip

le c

hann

els.

�2�2

Ho

w d

o y

ou

act

on

the

tren

d t

ow

ard

s se

rvic

e o

rien

tati

on

and

bus

ines

s p

roce

ss m

anag

emen

t? (

par

t tw

o)

Co

mp

any

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

Nuc

leus

Pol

aris

So

luti

on

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Finn

One

Inte

llect

Sui

te

i-fle

x se

es S

OA

as

the

next

evo

lutio

n of

tec

hnol

ogy,

whi

ch e

nab

les

finan

cial

inst

itutio

ns t

o ta

ke a

pro

cess

orie

nted

vie

w t

o th

eir

app

licat

ion

land

scap

e, a

nd e

ase

the

ever

incr

easi

ng c

omp

lexi

ties

of in

tegr

atio

n w

ithin

the

ent

erp

rise.

As

finan

cial

inst

itutio

ns lo

ok f

or a

chie

ving

cus

tom

er in

timac

y an

d c

omp

etiti

ve d

iffer

entia

tion

whi

le m

aint

aini

ng c

omp

lianc

e to

reg

ulat

ion

and

kee

pin

g co

sts

dow

n, c

usto

mer

s ar

e ta

king

a h

ard

look

at

thei

r b

usin

ess

pro

cess

es,

to f

ind

are

as o

f im

pro

vem

ent.

As

a fir

st s

tep

cus

tom

ers

look

for

a r

ead

y re

pos

itory

of

bus

ines

s p

roce

sses

to

ben

chm

ark

agai

nst.

For

thi

s i-

flex

has

bro

ught

tog

ethe

r its

exp

erie

nce

in w

orki

ng w

ith o

ver

775

cust

omer

s ac

ross

130

cou

ntie

s, in

pub

lishi

ng i-

flex

Pro

cess

Fra

mew

ork

for

Ban

king

(iP

FB),

a ric

h re

pos

itory

of

bus

ines

s p

roce

sses

bui

lt on

glo

bal

bes

t p

ract

ices

acr

oss

the

entir

e ar

ray

of b

anki

ng f

unct

ions

. Th

is r

epos

itory

is b

uilt

on O

racl

e B

PA s

uite

. A

s a

seco

nd s

tep

, i-

flex

has

rele

ased

the

nex

t ge

nera

-tio

n of

its

app

licat

ion

offe

rings

whi

ch t

ake

adva

ntag

e of

the

bus

ines

s p

roce

sses

doc

umen

ted

in iP

FB,

and

pro

vid

es e

xecu

tab

le B

PE

L p

roce

sses

and

und

erly

ing

web

ser

vice

s. i-

flex

has

rece

ntly

la

unch

ed t

he S

OA

ena

ble

d r

elea

se o

f FL

EX

CU

BE

with

web

ser

vice

s av

aila

ble

for

alm

ost

ever

y b

usin

ess

func

tion

in t

he s

uite

. Th

irdly

, w

ith p

roce

ss o

rche

stra

tion

com

es t

he n

eed

for

hav

ing

user

in

terf

aces

whi

ch a

re t

ask

bas

ed,

and

are

agn

ostic

of

bus

ines

s lo

gic,

whi

ch m

akes

the

m m

ore

amen

able

for

cha

nge

in c

ase

of c

hang

e in

bus

ines

s p

roce

sses

. W

ith t

his

in m

ind

, FL

EX

CU

BE

com

es

with

a n

ew T

ask

Orie

nted

UI w

hich

is b

ased

on

ind

ustr

y st

and

ard

Jav

a, a

nd X

ML.

i-fle

x le

vera

ges

the

Ora

cle

Fusi

on M

idd

lew

are

stac

k fo

r P

roce

ss M

anag

emen

t. P

roce

sses

are

doc

umen

ted

in

Ora

cle

Bus

ines

s P

roce

ss A

rchi

tect

(BPA

) sui

te,

and

are

mea

sura

ble

via

Ora

cle

Act

ivity

Mea

sure

men

t (B

AM

) too

lset

. A

dd

ition

ally

bus

ines

s p

roce

sses

doc

umen

ted

in O

racl

e B

PA s

uite

can

ser

ve

as c

ritic

al in

put

into

the

Ora

cle

Gov

erna

nce,

Ris

k an

d C

omp

lianc

e fr

amew

ork

for

ente

rpris

e w

ide

Gov

erna

nce,

Ris

k M

anag

emen

t an

d C

omp

lianc

e in

itiat

ives

.

Fina

cle’

s ar

chite

ctur

e ha

s b

een

des

igne

d u

sing

SO

A p

rinci

ple

s. T

he s

olut

ion’

s m

odul

ar a

rchi

tect

ure

allo

ws

it to

exp

ose

gran

ular

bus

ines

s fu

nctio

nalit

y as

ser

vice

s w

hich

pro

cess

req

uest

s b

ased

on

bus

ines

s p

aram

eter

s. B

enef

its in

clud

e th

e ca

pab

ility

to

orch

estr

ate

serv

ices

to

crea

te n

ew f

unct

iona

lity

usin

g a

tran

sact

ion

coor

din

ator

. Th

ese

serv

ices

are

exp

osed

to

othe

r ap

plic

atio

ns

thro

ugh

the

inte

grat

ion

fram

ewor

k th

ereb

y se

par

atin

g ap

plic

atio

n lo

gic

from

the

fro

nt e

nd e

nab

ling

add

ition

of

del

iver

y ch

anne

ls w

ithou

t re

-writ

ing

bac

k en

d c

ode.

Cur

rent

fun

ctio

nalit

y su

pp

orte

d

thro

ugh

serv

ices

can

be

clas

sifie

d in

to m

ultip

le a

reas

like

cus

tom

er r

elat

ions

hip

man

agem

ent,

dem

and

dep

osit,

loan

s, b

ill p

aym

ent,

tel

ler

oper

atio

ns,

bac

k of

fice

oper

atio

ns,

limits

& c

olla

tera

l m

anag

emen

t. F

inac

le p

rovi

des

pro

cess

orc

hest

ratio

n th

roug

h its

GU

I bas

ed b

usin

ess

pro

cess

def

initi

on a

nd d

eplo

ymen

t to

ol c

alle

d P

EA

S u

sing

whi

ch t

he b

anks

can

par

amet

eris

e an

d d

eplo

y th

e b

usin

ess

pro

cess

es t

hat

suit

thei

r en

viro

nmen

t. P

EA

S h

as t

he f

ollo

win

g co

mp

onen

ts -

a m

odel

er,

pro

cess

exe

cutio

n en

gine

, p

roce

ss m

onito

ring

and

ad

min

istr

atio

n an

d la

stly

the

pro

cess

ex

ecut

ion

aud

it co

mp

onen

t. P

EA

S is

bas

ed o

n th

e B

PM

L sp

ecifi

catio

n. U

sing

the

ab

ove

men

tione

d c

omp

onen

ts b

anks

can

car

ry o

ut t

he f

ollo

win

g st

eps

in d

efin

ing

thei

r p

roce

sses

: d

efin

ition

us

ing

the

pro

cess

aut

omat

or,

dep

loym

ent

and

exe

cutio

n us

ing

the

pro

cess

dep

loym

ent

and

exe

cutio

n en

gine

.Fi

nacl

e in

terf

aces

with

Info

sys’

Influ

x B

usin

ess

Pro

cess

Man

agem

ent

tool

to

pro

vid

e b

usin

ess

pro

cess

man

agem

ent

cap

abilt

y. F

inac

le u

ses

the

Pro

cess

Exe

cutio

n A

naly

sis

and

Sim

ulat

ion

Eng

ine

(PE

AS

) in

Influ

x b

ased

on

BP

ML

for

mod

ellin

g, a

nd B

PE

L fo

r ex

ecut

ion,

mon

itorin

g an

d a

dm

inis

trat

ion

of b

usin

ess

pro

cess

es.

Mis

ys h

as a

dop

ted

a lo

w r

isk,

evo

lutio

nary

ap

pro

ach

to m

ovin

g to

war

ds

an S

OA

env

ironm

ent.

Mid

as P

lus

and

Eq

uatio

n ar

e cr

eate

d e

xten

sive

ly in

a J

2EE

and

IBM

Web

Sp

here

env

ironm

ent

for

incr

ease

d f

lexi

bili

ty a

nd s

imp

lifie

d m

anag

emen

t. A

larg

e nu

mb

er o

f A

PIs

pro

vid

e ex

celle

nt in

tegr

atio

n ca

pab

ilitie

s. F

urth

erm

ore,

new

mod

ules

of

Mid

as P

lus

and

Eq

uant

ion

will

be

crea

ted

thr

ough

M

isys

’ ne

w c

omp

onen

t-b

ased

cor

e b

anki

ng t

echn

olog

y, M

isys

Ban

kFus

ion.

Mis

ys B

ankF

usio

n p

rovi

des

the

too

ls f

or M

isys

to

dev

elop

the

nex

t ge

nera

tion

of M

idas

ap

plic

atio

ns w

ithin

a S

ervi

ce

Orie

nted

Arc

hite

ctur

e. T

his

stra

tegy

will

mak

e th

e fu

nctio

nalit

y av

aila

ble

as

serv

ice

bas

ed c

omp

onen

ts,

offe

ring

a hi

gher

deg

ree

of c

usto

mis

atio

n, p

latf

orm

ind

epen

den

ce a

nd a

mec

hani

sm f

or

pre

serv

ing

any

tailo

ring

whe

n th

e so

ftw

are

is u

pgr

aded

. A

dhe

renc

e to

SO

A p

rinci

ple

s w

as a

nd is

a k

ey d

esig

n p

oint

of

the

Ban

kFus

ion

pla

tfor

m.

Ban

kFus

ion

is a

pro

cess

cen

tric

pla

tfor

m,

all f

unct

iona

lity

in a

Ban

kFus

ion

solu

tion

is d

eliv

ered

by

a p

roce

ss.

Ban

kFus

ion

sup

por

ts t

he a

bili

ty t

o or

ches

trat

e its

ow

n an

d e

xter

nal s

ervi

ces

thro

ugh

a gr

aphi

cal e

dito

r. Th

e re

sulti

ng b

usin

ess

pro

cess

can

inco

rpor

ate

bot

h in

tera

ctiv

e an

d n

on-i

nter

activ

e ta

sks.

The

bus

ines

s p

roce

ss m

ay b

e lo

ng r

unni

ng -

sp

anni

ng m

ultip

le u

ser

sess

ions

and

cr

oss

chan

nel.

How

ever

it is

a k

ey p

rinci

ple

of

Ban

kFus

ion

that

it is

non

-pre

scrip

tive,

and

bea

ring

in m

ind

man

y or

gani

satio

ns w

ill w

ish

to m

ake

ther

e ow

n ch

oice

of

orch

estr

atio

n to

ols,

it is

p

ossi

ble

to

rep

lace

Ban

kFus

ion’

s ow

n or

ches

trat

ion

with

a 3

rd p

arty

. A

ll B

ankF

usio

n p

roce

sses

can

be

pub

lishe

d a

s W

SD

L in

terf

aces

. In

voca

tion

can

be

thro

ugh

SO

AP

and

RM

I. Th

e se

rvic

es

are

stat

eles

s an

d t

rans

actio

nal a

nd c

an r

ead

ily b

e or

ches

trat

ed b

y an

y to

ol/e

ngin

e su

pp

ortin

g th

e W

SD

L in

terf

ace.

The

Ban

kFus

ion

pla

tfor

m p

rovi

des

too

ls f

or d

esig

ning

, in

stru

men

ting

and

mon

itorin

g its

ow

n se

rvic

es a

nd w

ork

flow

s, a

nd t

hese

are

ful

ly in

tegr

ated

with

the

cor

e so

lutio

n. F

or s

ome

inst

alla

tions

th

is m

ay b

e al

l tha

t is

nee

ded

but

Ban

kFus

ion

doe

s no

t as

pire

to

be

an e

nter

pris

e w

ide

BP

M s

yste

m.

We

fully

exp

ect

Ban

ks t

o m

ake

thei

r ow

n en

terp

rise

dec

isio

ns in

thi

s ar

ea.

By

adhe

ring

to

J2E

des

ign

pat

tern

s an

d e

xpos

ing

all s

ervi

ces

thro

ugh

stan

dar

d W

SD

L in

terf

aces

the

tas

k of

inte

grat

ing

with

3rd

par

ty B

PM

is s

imp

lifie

d.

The

sam

e.

We

are

in a

mov

emen

t to

op

en p

latf

orm

arc

hite

ctur

e w

ith p

rogr

essi

ve s

ervi

ce o

rche

stra

tion.

Our

Fin

nOne

sol

utio

n is

alre

ady

wor

kflo

w e

nab

led

; w

ith c

onsi

sten

t im

pro

vem

ents

in B

PM

cap

abili

ties.

Pol

aris

is o

ne o

f th

e ea

rly a

dop

ters

of

SO

A a

nd c

omm

ence

d w

ork

on S

OA

in 2

003.

Inte

llect

Sui

te c

omp

rises

of

56+

dep

artm

enta

l sol

utio

ns u

sing

the

prin

cip

les

of S

OA

and

com

es c

omp

lete

w

ith it

s ow

n se

curit

y, in

tegr

atio

n la

yers

. In

telle

ct W

orkf

low

is u

sed

inte

rnal

ly t

o or

ches

trat

e W

orkf

low

.M

ost

Mod

ules

hav

e A

PIs

for

Inte

grat

ion.

Inte

grat

or,

is a

mid

dle

war

e fo

r in

tegr

atio

n w

ith e

xter

nal s

yste

ms.

Som

e of

our

gen

eric

pro

duc

t se

rvic

es li

ke F

ees

and

Cha

rges

are

SO

A e

nab

led

. A

lso

we

have

an

exp

ertis

e ce

nter

for

SO

A.

We

have

don

e su

bst

antia

l res

earc

h w

ork

on P

roce

ss O

rche

stra

tion

with

var

ious

BP

EL

vend

ors

and

pla

n to

imp

lem

ent

as p

art

of o

ur p

rod

uct

road

map

as

wel

l as

on n

eed

bas

is.

We

have

exp

ertis

e on

IBM

pro

cess

ser

ver,

Ora

cle

BP

EL,

Act

ive

BP

EL.

Inte

llect

Wor

kflo

w a

cts

as a

Bus

ines

s p

roce

ss m

anag

emen

t la

yer,

orch

estr

atin

g th

e w

orkf

low

bet

wee

n va

rious

fun

ctio

ns o

f co

re b

anki

ng li

ke o

rigin

atio

n, L

end

ing

and

col

lect

ion.


Ho

w d

o y

ou

act

on

the

tren

d t

ow

ard

s se

rvic

e o

rien

tati

on

and

bus

ines

s p

roce

ss m

anag

emen

t? (

par

t th

ree)

Co

mp

any

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

So

luti

on

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

SA

P’s

Ent

erp

rise

Ser

vice

-Orie

nted

Arc

hite

ctur

e (S

OA

) ad

dre

sses

the

bus

ines

s is

sue

that

mos

t co

mp

anie

s ar

e fa

cing

- e

xten

din

g ex

istin

g IT

ass

ets

to s

upp

ort

bus

ines

s ch

ange

and

inno

vatio

n,

whi

le lo

wer

ing

tota

l cos

t of

ow

ners

hip

. E

nab

led

by

the

SA

P N

etW

eave

r p

latf

orm

, E

nter

pris

e S

OA

pro

vid

es a

n op

en o

utlin

e fo

r ad

aptiv

e b

usin

ess

solu

tions

. B

uild

ing

on t

he b

enef

its o

f W

eb

serv

ices

, it

del

iver

s on

the

pro

mis

e of

ser

vice

s-or

ient

ed a

rchi

tect

ures

, en

ablin

g b

oth

flexi

bili

ty a

nd b

usin

ess

effic

ienc

y w

ithou

t in

crea

sing

cos

ts.

With

Ent

erp

rise

SO

A,

com

pan

ies

have

a c

ost-

effe

ctiv

e b

luep

rint

for

com

pos

ing

inno

vativ

e ne

w a

pp

licat

ions

by

exte

ndin

g ex

istin

g sy

stem

s, w

hile

mai

ntai

ning

a le

vel o

f fle

xib

ility

tha

t m

akes

fut

ure

pro

cess

cha

nges

cos

t-ef

fect

ive.

SA

P o

ffers

co

mp

rehe

nsiv

e, s

tand

ard

s-b

ased

sol

utio

ns f

or b

anks

in it

s S

AP

for

Ban

king

sol

utio

ns p

ortf

olio

. Th

is p

ortf

olio

can

incl

ude

a b

usin

ess

pro

cess

pla

tfor

m (B

PP

) for

ban

king

tha

t co

mb

ines

the

pow

er

of t

he S

AP

Net

Wea

ver

pla

tfor

m w

ith in

dus

try-

spec

ific

bus

ines

s an

d b

anki

ng s

olut

ions

. A

lthou

gh E

nter

pris

e S

OA

pro

vid

es a

str

ong

pro

mis

e fo

r b

anks

and

an

attr

activ

e m

eans

for

fut

ure

dev

elop

-m

ent

of S

AP

par

tner

s’ b

usin

esse

s, n

eith

er S

AP

nor

its

cust

omer

s an

d p

artn

ers

can

affo

rd t

o d

isca

rd e

xist

ing

solu

tions

and

sta

rt a

gain

fro

m s

crat

ch.

The

aim

of

the

BP

P f

or b

anki

ng is

not

onl

y to

pro

vid

e co

mp

lete

ban

king

sol

utio

ns b

ut a

lso

to p

ut b

anks

on

the

fast

tra

ck t

o an

ent

erp

rise

serv

ices

arc

hite

ctur

e. S

AP

’s e

xist

ing

solu

tion

arch

itect

ure

is t

he s

tart

ing

poi

nt f

or t

he E

nter

pris

e S

OA

tra

nsiti

on.

Dur

ing

this

tra

nsiti

on p

roce

ss,

SA

P w

ill o

pen

the

sol

utio

n ar

chite

ctur

e b

y ha

rmon

izin

g b

usin

ess

pro

cess

es,

dec

oup

ling

user

inte

rfac

es,

and

mak

ing

bus

ines

s ob

ject

s an

d s

ervi

ces

acce

ssib

le t

hrou

gh o

pen

, st

and

ard

s-b

ased

acc

ess

mec

hani

sms.

The

tra

nsiti

on p

roce

ss w

ill u

ltim

atel

y le

ad t

o an

arc

hite

ctur

e th

at o

ffers

max

imum

fle

xib

ility

and

pow

erfu

l fun

ctio

ns f

or b

uild

ing

bus

ines

s p

roce

sses

and

ser

vice

s on

a s

cala

ble

, hi

gh-p

erfo

rman

ce IT

infr

astr

uctu

re.

Sim

ulta

neou

s, a

dd

ition

al f

unct

iona

l cov

erag

e, e

.g.

for

corp

orat

e b

anki

ng a

nd c

ash

man

agem

ent,

will

be

imp

lem

ente

d t

o m

eet

cust

omer

req

uire

men

ts.

SA

P N

etW

eave

r B

usin

ess

Pro

cess

Man

agem

ent

cons

ists

of

thre

e fo

cuse

s to

cat

er f

or t

he c

omp

lete

ran

ge o

f en

viro

nmen

ts w

here

thi

s is

nee

ded

. Th

e th

ree

focu

ses

are:

-A

d-h

oc W

orkf

low

, w

hich

is p

art

of t

he P

orta

l Fra

mew

ork,

to

enab

le in

div

idua

ls t

o cr

eate

ligh

t-w

eigh

t ad

hoc

pro

cess

es t

o op

timiz

e th

eir

day

-to-

day

tas

ks a

nd a

dd

tra

nsp

aren

cy t

o w

hat

they

are

d

oing

in r

elat

ion

to t

heir

team

mem

ber

s. T

his

is w

hat

del

iver

s th

e p

eop

le e

mp

ower

men

t.-

Bus

ines

s W

orkf

low

, th

e S

AP

Web

Ap

plic

atio

n S

erve

r w

orkf

low

too

l, w

hich

is u

sed

to

auto

mat

e th

e b

usin

es p

roce

sses

tak

ing

pla

ce w

ithin

an

SA

P c

omp

onen

t an

d in

tegr

ate

the

SA

P u

sers

with

th

e b

usin

ess

pro

cess

. Th

is is

wha

t d

eliv

ers

the

wor

kflo

w e

mp

ower

men

t w

ithin

the

SA

P c

omp

onen

ts.

-C

ross

-Com

pon

ent

BP

M t

o au

tom

ate

the

cros

s ap

plic

atio

ns p

roce

sses

tak

ing

pla

ce in

a h

eter

ogen

eous

sys

tem

land

scap

e. T

his

del

iver

s th

e to

tal B

usin

ess

Pro

cess

Em

pow

erm

ent

in a

sys

tem

la

ndsc

ape.

BP

M c

over

s th

e fu

ll p

roce

ss li

fecy

cle:

des

ign,

aut

omat

ion,

exe

cutio

n, m

onito

ring,

ana

lysi

s an

d o

ptim

izat

ion.

Sun

Gar

d’s

Sys

tem

Acc

ess

univ

ersa

l ban

king

sol

utio

n is

bui

lt on

an

open

pla

tfor

m a

nd d

esig

ned

on

SO

A.

Ent

erp

rise

infr

astr

uctu

re in

tegr

atio

n is

fac

ilita

ted

thr

ough

our

pro

ven

arch

itect

ure.

S

unG

ard

’s S

yste

m A

cces

s un

iver

sal b

anki

ng s

olut

ion

incl

udes

Sys

tem

Acc

ess

Cus

tom

er S

ervi

ce M

anag

er t

hat

pro

vid

es B

usin

ess

Pro

cess

Orc

hest

ratio

n (B

PO

). Th

is g

ives

the

ab

ility

to

orch

es-

trat

e an

d c

ontr

ol t

he e

xecu

tion

of a

bus

ines

s p

roce

ss a

cros

s d

iffer

ent

syst

ems

and

org

aniz

atio

nal b

ound

arie

s. S

unG

ard

’s S

yste

m A

cces

s C

usto

mer

Ser

vice

Man

ager

has

bui

lt-in

BP

M c

apab

ili-

ties.

Sys

tem

Acc

ess

Cus

tom

er S

ervi

ce M

anag

er is

ful

ly in

tegr

ated

with

the

Sys

tem

Acc

ess

Sym

bol

s co

re b

anki

ng s

olut

ion.

TCS

BaN

CS

is S

OA

ena

ble

d a

cros

s th

e en

tire

Pro

duc

t S

et w

hich

incl

udes

Com

mer

cial

Ban

king

, C

apita

l Mar

kets

and

Insu

ranc

e. O

ver

2000

ser

vice

s ar

e av

aila

ble

thr

ough

Biz

talk

, W

ebsp

here

and

W

eblo

gic

adap

tors

.TC

S B

aNC

S in

corp

orat

es a

STP

eng

ine

whi

ch m

anag

es o

rche

stra

tion

of a

tom

ic le

vel f

ine

grai

n se

rvic

es a

t th

e ap

plic

atio

n le

vel,

coar

se g

rain

ser

vice

s w

hich

are

com

pos

ed o

f m

ultip

le f

ine

grai

n se

rvic

es a

re e

xpos

ed v

ia a

dap

ters

and

BP

EL

is u

sed

to

orch

estr

ate

coar

se g

rain

ser

vice

s ac

ross

one

or

mor

e ap

plic

atio

ns.

Ad

diti

onal

ly T

CS

BaN

CS

Cha

nnel

s so

lutio

n co

mes

with

a U

ser

Inte

ract

ion

Man

ager

whi

ch a

llow

s us

er/c

usto

mer

inte

ract

ions

to

be

wor

kflo

wed

. Th

is is

an

add

ition

al la

yer

that

sits

ab

ove

the

BP

EL

orch

estr

atio

n la

yer.

T24

has

an in

bui

lt ca

pac

ity t

o op

erat

e in

an

SO

A e

nviro

nmen

t si

nce

it ex

pos

es a

ll of

its

func

tiona

lity

as w

eb s

ervi

ces

whi

ch c

an b

e ad

dre

ssed

by

othe

r sy

stem

s. T

emen

os c

ontin

ues

to m

onito

rin

dus

try

initi

ativ

es a

nd t

rend

s in

thi

s ar

ea t

o he

lp t

o d

efin

e ho

w t

his

tech

nica

l sys

tem

cap

acity

can

be

bes

t d

eplo

yed

by

ban

ks.

Vario

us t

echn

olog

y p

roof

of

conc

ept

activ

ities

are

und

erw

ay

acco

mp

anie

d b

y an

ong

oing

eng

agem

ent

with

clie

nts,

pro

spec

ts,

par

tner

s, a

naly

sts

and

oth

er in

dus

try

bod

ies.

T24

can

be

add

ress

by

a B

PE

L en

gine

. Th

is t

echn

ical

cap

acity

is b

eing

exp

loite

d b

y on

goin

g cl

ient

imp

lem

enta

tion

wor

k an

d t

echn

ical

pro

of o

f co

ncep

t ac

tiviti

es b

eing

car

ried

out

. Te

men

os a

lso

offe

rs a

Bus

ines

s C

onsu

lting

ser

vice

cen

tred

aro

und

BP

M a

ctiv

ities

whi

ch is

aim

ed a

t su

pp

ortin

g th

e im

ple

men

tatio

n an

d s

ubse

que

nt u

se o

f T2

4. T

he u

se o

f p

roce

ss o

rche

stra

tion

tech

nolo

gy

and

ap

pro

ache

s is

inhe

rent

in t

his

offe

ring.

Tem

enos

use

s 3r

d p

arty

too

ls f

or B

PM

act

iviti

es.


Ho

w d

o y

ou

act

on

the

tren

d t

ow

ard

s se

rvic

e o

rien

tati

on

and

bus

ines

s p

roce

ss m

anag

emen

t? (

par

t fo

ur)

Co

mp

any

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

TCB

CB

S

MB

S;

GE

OS

TEM

EN

OS

™ C

oreB

anki

ng c

urre

ntly

sup

por

ts m

ost

of t

he S

OA

sta

ndar

ds

and

sig

nific

ant

fund

ing

is b

eing

allo

cate

d in

the

dev

elop

men

t p

rogr

ams

to e

xpan

d t

he c

over

age

of S

OA

sta

ndar

ds

and

cap

abili

ties.

The

pub

licat

ion

of C

oreb

anki

ng s

ervi

ces

is c

urre

ntly

orie

nted

to

the

inte

grat

ion

of a

n ov

eral

l ban

king

sol

utio

n. T

he d

evel

opm

ent

effo

rt in

thi

s d

irect

ion

will

als

o re

sult

in a

hig

her

usab

ility

of

serv

ices

in t

he o

rche

stra

tion

of a

pro

cess

thr

ough

BP

EL

or o

ther

sta

ndar

ds.

BP

M t

ools

are

not

incl

uded

in C

oreB

anki

ng.

The

Cor

e B

anki

ng S

uite

is b

uilt

usin

g op

en s

tand

ard

s an

d a

mod

ern

Ser

vice

-Orie

nted

Arc

hite

ctur

e (S

OA

) com

bin

ed w

ith a

pro

cess

ing

engi

ne b

uilt

usin

g an

effe

ctiv

e E

vent

-Driv

en A

rchi

tect

ure

(ED

A).

Tiet

oEna

tor’s

str

ateg

y to

war

ds

SO

A,

is f

irstly

to

div

ide

SO

A in

tw

o d

omai

ns,

Inte

grat

ion

and

Bus

ines

s P

roce

ss M

anag

emen

t (B

PM

).O

ur S

OA

Inte

grat

ion

stra

tegy

is d

ivid

ed in

sub

-dom

ains

, su

ch e

.g.

Clie

nt (M

DM

), G

ener

al L

edge

r, et

c. T

he s

ub-d

omai

ns a

re im

ple

men

ted

in t

he S

OA

inte

grat

ion

stra

tegy

by

Pro

of o

f C

once

pt

team

s, w

hich

are

gui

ded

by

a ge

nera

l pol

icy.

Mos

t of

our

sys

tem

s re

ly o

n th

e ab

ility

to

cont

rol t

he in

tern

al p

roce

ssin

g. F

or o

ur C

ore

Ban

king

Sys

tem

, th

e fo

cus

is o

n ac

coun

ting;

for

oth

er

syst

ems

it is

usu

ally

aro

und

cle

arin

g, p

aym

ent

and

set

tlem

ent.

We

also

sup

por

t or

ches

trat

ion

outs

ide

our

syst

em o

n th

e b

asis

of

the

serv

ices

tha

t w

e p

rovi

de.

The

BP

M d

omai

n is

to

be

imp

lem

ente

d in

our

mor

tgag

e su

ite.

The

exp

erie

nce,

kno

wle

dge

and

fun

ctio

nal o

ffers

will

the

n b

e im

ple

men

ted

in f

ull s

cale

in a

ll sy

stem

dom

ains

. C

urre

ntly

we

pro

vid

e m

ore

than

130

0 b

usin

ess

serv

ices

for

use

by

pot

entia

l sub

scrib

ers

of C

ore

Ban

king

. W

e al

so p

lay

an a

ctiv

e ro

le in

the

inte

rnat

iona

l are

na r

elat

ed t

o S

OA

, i.e

. O

OP

SLA

07 o

n S

OA

with

a f

ocus

on

harv

estin

g p

atte

rns

and

arc

hite

ctur

al d

esig

n d

ecis

ions

to

sup

por

t th

e ev

olut

ion

of S

OA

in p

ract

ice.

We

typ

ical

ly r

ely

on e

xter

nal s

tand

ard

ized

BP

M t

ools

, su

ch a

s B

EA

Aq

ualo

gic

and

Web

sphe

re

Pro

cess

Ser

ver

as w

ell a

s ou

r ow

n in

tern

al p

roce

ssin

g en

gine

s fo

r th

e op

timiz

ed p

roce

sses

clo

se t

o C

ore

Ban

king

(i.e

. th

e ac

coun

ting

engi

ne).

Acc

ord

ing

to c

usto

mer

exp

ecta

tions

/clie

nt w

orki

ng g

roup

s. S

oftw

are

is d

esig

ned

in a

mod

ular

way

to

satis

fy S

OA

req

uire

men

ts.

We

alre

ady

pro

vid

e W

eb S

ervi

ces.

We

sup

por

t th

e p

roce

ss

orch

estr

atio

n w

ith o

ur w

eb c

onfig

urat

or.

This

too

l ena

ble

s th

e op

erat

ion

of s

ervi

ces

acco

rdin

g to

the

bus

ines

s p

roce

ss.

�4


Wha

t ar

e th

e m

ajo

r d

evel

op

men

ts t

hat

you

are

pla

nnin

g f

or

your

sys

tem

dur

ing

200

8? (

par

t o

ne)

Co

mp

any

Acc

entu

re

Cal

lata

ÿ &

Wou

ters

Del

ta In

form

atiq

ue

Fid

elity

Fid

elity

Fid

elity

Fise

rv

i-fle

x so

lutio

ns

Info

sys

Mis

ys

Mis

ys

So

luti

on

Aln

ova

Thal

er

Del

ta-B

ank

Cor

eban

k

Pro

file

Sys

tem

atic

s

ICB

S

Flex

cub

e

Fina

cle

Eq

uatio

n

Mid

as

Tech

nolo

gica

l are

as o

f ev

olut

ion:

- C

ontin

uous

SO

A a

lignm

ent

for

our

tech

nica

l arc

hite

ctur

es B

usin

ess

area

s fo

r ev

olut

ion:

- S

OA

bus

ines

s ap

plic

atio

ns e

volu

tion

alig

ned

with

our

vie

w o

f a

Hig

h P

erfo

rman

ce B

anki

ng -

Cre

dit

serv

ices

evo

lutio

n to

sup

por

t C

red

it B

PO

fie

ld S

oftw

are

vend

or r

elia

bili

ty:

- In

dus

tria

lizat

ion

(Pro

duc

t d

evel

opm

ent

and

Del

iver

y ce

nter

) - P

acka

ging

- D

eliv

ery

Acc

eler

ator

s.

Inte

grat

ion

with

SA

P -

Net

wea

ver

Java

dev

elop

men

t -

new

use

r fr

iend

ly W

UI.

Fully

Jav

a b

ased

sol

utio

n -

Flex

ible

acc

ount

ing

sche

me.

The

next

rel

ease

of

Cor

eban

k, R

elea

se 4

.5 is

tar

gete

d f

or 1

st q

uart

er 2

008.

Bel

ow a

re li

sted

som

e of

the

tar

gete

d e

nhan

cmen

ts:

- E

nhan

cem

ents

for

com

bin

ed s

tate

men

ts -

Enh

ance

men

ts t

o va

lue-

bas

ed a

utho

risat

ions

- E

nhan

cem

ents

to

fee

fund

s su

ffici

ency

che

ck a

nd r

etry

- E

nhan

cem

ents

to

inte

rest

fun

ds

suffi

cien

cy c

heck

and

ret

ry -

Enh

ance

men

ts t

o d

elin

que

ncy

loan

pay

men

t p

riorit

ies

- A

dd

ition

al o

ptio

ns f

or d

ays

until

firs

t lo

an r

epay

men

t -

Ad

diti

onal

op

tions

for

loan

/cre

dit

rep

aym

ent

dat

e -

Ad

diti

onal

op

tions

for

cre

dit

exp

iry d

ate

- A

dd

ition

al o

ptio

ns f

or m

inim

um

witt

dra

wal

am

ount

and

with

dra

wal

uni

ts -

New

AP

Is f

or b

ank-

spec

ific

follo

w-u

p e

vent

s.

Cre

dit

card

fun

tiona

lity

- B

uild

ing

com

pile

rs f

or J

ava

- R

ever

se m

ortg

age

func

tiona

lity

- C

omm

erci

al c

ash

man

agem

ent.

Reg

ulat

ory

upd

ates

- L

end

ing

enha

ncem

ents

.

With

in c

ore:

ad

diti

onal

fun

ctio

nalit

y fo

r en

hanc

ed c

ontr

ol a

nd r

esea

rch,

pro

duc

t p

acka

ging

, cr

edit

and

pay

men

t m

anag

emen

t an

d a

uditi

ng t

o en

able

ban

ks t

o d

eliv

er b

ette

r cu

stom

er s

ervi

ce,

pro

fitab

ility

, ef

ficie

ncy

and

ris

k m

anag

emen

t. A

lso

fully

inte

grat

ed t

rad

e, t

reas

ury

and

cap

ital m

arke

ts f

unct

iona

lity

with

in IC

BS

(ong

oing

dev

elop

men

t p

ost

laun

ch in

Oct

ober

200

7).

New

rel

ease

s of

Fis

erv

Ap

erio

with

ad

diti

onal

cus

tom

er in

tera

ctio

n an

d b

usin

ess

pro

cess

man

agem

ent

incl

udin

g an

alyt

ics.

Fis

erv

is a

lso

set

to o

ffer

a fu

ll fr

ont-

to-b

ack

Isla

mic

ban

king

sol

utio

n b

ased

on

its

ICB

S a

nd F

iser

v A

per

io p

rod

ucts

. In

Eur

ope,

Fis

erv

will

con

tinue

to

offe

r B

PO

in f

inan

cial

ser

vice

s us

ing

ICB

S c

ore

syst

ems.

Ora

cle

and

i-fle

x ar

e in

vest

ing

in a

bro

ad r

ange

of

area

s to

con

tinuo

usly

enh

ance

the

val

ue w

e p

rovi

de

to o

ur c

usto

mer

s. T

hese

inve

stm

ents

incl

ude

1. F

unct

iona

l enh

ance

men

ts in

the

ap

plic

a-tio

ns t

o m

eet

the

ever

cha

ngin

g b

anki

ng e

nviro

nmen

t 2.

Tec

hnol

ogy

enha

ncem

ents

in a

dop

tion

of a

dd

ition

al c

omp

onen

ts o

f Fu

sion

Mid

dle

war

e 3.

Pre

-int

egra

tion

of o

ur a

pp

licat

ion

asse

ts w

ith

Ora

cle

Ap

plic

atio

n In

tegr

atio

n A

rchi

tect

ure

(AIA

) 4.

Enh

ance

men

t of

our

pro

cess

fra

mew

ork

to p

rovi

de

an in

dus

try

refe

renc

e m

odel

for

ban

king

.

Fina

cle’

s st

rate

gy c

ontin

ues

to f

ocus

on

del

iver

ing

lead

ersh

ip &

inno

vatio

n in

the

ban

king

sol

utio

n sp

ace.

We

see

ban

king

sol

utio

ns p

layi

ng a

rol

e of

ena

blin

g ag

ents

in b

usin

ess

tran

sfor

mat

ion

pro

gram

s th

at w

ill m

ake

ban

ks in

to r

esp

onsi

ve,

high

per

form

ance

bus

ines

ses.

Fin

acle

’s p

rod

uct

stra

tegy

will

thu

s co

ntin

ue t

o ev

olve

tow

ard

s: D

eliv

erin

g a

com

pon

entis

ed,

mal

eab

le S

OA

arc

hi-

tect

ure

faci

litat

ing

grow

th &

exp

ansi

on;

Del

iver

ing

a co

mp

rehe

nsiv

e p

rod

uct

fact

ory

that

use

s in

telli

gent

bus

ines

s, p

roce

ss &

tec

hnol

ogy

bui

ldin

g b

lock

s fo

r b

und

ling

and

ad

vanc

ed r

elat

ions

hip

p

ricin

g ca

pab

ilitie

s; D

eliv

erin

g a

relia

ble

, hi

gh-p

erfo

rman

t in

form

atio

n &

kno

wle

dge

sto

re r

elat

ing

to c

usto

mer

s, b

anks

pro

duc

ts &

ser

vice

s; A

n in

tegr

ated

, IP

ena

ble

d 2

4*7

scal

able

& o

pen

mul

ti-ch

anne

l pla

tfor

m;

Enh

ance

CR

M in

fin

anci

al p

lann

ing,

loya

lty m

gmt,

Inte

grat

ed C

hann

el M

anag

emen

t; D

eliv

erin

g in

nova

tive

pro

duc

tivity

& e

ffici

ency

fea

ture

s; C

omp

rehe

nsiv

e su

pp

ort

for

mod

ern

IP e

nab

led

& w

irele

ss d

evic

es;

Sup

por

t fo

r m

ulti-

entit

y ca

pab

ility

; D

eliv

erin

g en

d-t

o-en

d W

ealth

Man

agem

ent

solu

tions

; Is

lam

ic b

anki

ng.

The

Eq

uatio

n ro

adm

ap f

or t

he n

ext

12 m

onth

s w

ill s

ee a

bro

ad r

ange

of

func

tiona

l im

pro

vem

ents

in m

ultip

le a

reas

, as

wel

l as

the

coex

iste

nce

pha

se o

n th

e ne

w M

isys

Ban

kFus

ion

pla

tfor

m.

This

will

del

iver

Eq

uatio

n co

mp

onen

ts o

n a

J2E

E-b

ased

cor

e b

anki

ng p

latf

orm

whi

ch w

ill p

rovi

de

a co

mm

on f

ram

ewor

k fo

r al

l fut

ure

ban

king

dev

elop

men

t. B

ased

aro

und

an

SO

A a

rchi

tect

ure,

it

is a

hig

hly

flexi

ble

, in

tero

per

able

and

sca

lab

le p

latf

orm

.

Enh

ance

men

ts t

o G

lob

al P

roce

ssin

g su

ch a

s lo

cal t

ime

and

dat

e st

amp

for

tra

nsac

tions

, au

tom

ated

bac

k up

and

res

tore

; ne

w r

egul

ator

y re

por

ting;

Glo

bal

cas

h m

anag

emen

t en

gine

ena

blin

g b

anks

to

del

iver

cas

h p

oolin

g se

rvic

es a

cros

s m

ultip

le c

urre

ncie

s an

d c

ount

ries;

sup

por

t fo

r a

rang

e of

reg

iona

l and

loca

l reg

ulat

ory

req

uire

men

ts a

nd s

tand

ard

s, e

.g.

MiF

ID,

SE

PA a

nd S

WIF

T,

and

Eur

o ad

optio

n.


Wha

t ar

e th

e m

ajo

r d

evel

op

men

ts t

hat

you

are

pla

nnin

g f

or

your

sys

tem

dur

ing

200

8? (

par

t tw

o)

Co

mp

any

Nuc

leus

Pol

aris

SA

P A

G

Sun

Gar

d

TCS

Tem

enos

Tem

enos

Tiet

oEna

tor

T-S

yste

ms

So

luti

on

Finn

One

Inte

llect

Sui

te

SA

P T

B

Sym

bol

s

TCS

BaN

CS

T24

TCB

CB

S

MB

S;

GE

OS

Nuc

leus

’ co

rpor

ate

visi

on is

to

be

a le

adin

g gl

obal

pla

yer

in it

s sp

ecia

lty a

rena

ofF

inan

cial

Len

din

g -

add

ress

ing

alla

spec

ts o

f th

eas

sets

bus

ines

s.W

ithin

the

sol

utio

ns p

ortf

olio

, ne

w a

nd

imp

rove

d v

ersi

ons

of N

ucle

us’

pro

duc

ts -

Fin

nOne

Len

din

g, F

innO

neC

olle

ctio

ns a

nd F

innO

ne C

usto

mer

Acq

uisi

tion

Sys

tem

- a

re c

ontin

uous

ly b

eing

rel

ease

d.

New

sys

tem

too

ls -

a c

omm

unic

atio

n en

gine

, si

ngle

sig

n-on

fea

ture

s an

d lo

an c

alcu

lato

rs a

re a

lso

bei

ng r

elea

sed

. Tw

o ne

w b

usin

ess

segm

ents

are

bei

ng a

dd

ress

ed b

y ne

w p

rod

ucts

tha

t ha

ve

rece

ntly

com

e in

to o

ur s

olut

ions

por

tfol

io -

Fin

nOne

For

ecas

ter

(for

enha

nced

Bus

ines

s A

naly

tics)

and

Fin

nOne

Op

erat

iona

l Ris

k (a

dd

ress

ing

Bas

el II

req

uire

men

ts f

or O

per

atio

nal R

isk

man

age-

men

t).

Pro

duc

t R

oad

map

(200

8):

- Fi

nnO

ne C

usto

mer

Acq

uisi

tion

Sys

tem

(CA

S):

Com

mitt

ee A

pp

rova

l in

CA

S-S

ME

, Q

uote

Man

agem

ent,

Val

ue A

dd

ed P

rod

ucts

- Fi

nnO

ne L

oans

Man

agem

ent

Sys

tem

(LM

S):

Bill

Dis

coun

ting,

Op

erat

ing

Leas

e &

VAT

han

dlin

g-

Finn

One

Col

lect

ions

: W

orkf

low

bas

ed le

gal M

odul

e, R

ecov

ery

Man

agem

ent

Sys

tem

, Ti

me

Zon

e H

and

ling

Dev

elop

men

t p

hase

is m

ore

or le

ss c

omp

lete

d d

urin

g 20

02-2

005.

Cur

rent

ly w

e ar

e in

the

go

to m

arke

t p

hase

and

will

be

refin

ing

the

pro

duc

t b

ased

on

loca

lized

req

uire

men

ts s

uch

as

regu

latio

ns e

tc.

Furt

her

enha

ncem

ents

in t

erm

s of

the

bus

ines

s p

roce

ss p

latf

orm

for

ban

king

con

cern

ing

func

tiona

lity

(bas

ed o

n cu

stom

er r

equi

rem

ents

).

SY

MB

OLS

cor

e b

anki

ng n

ext

12 m

onth

s in

itiat

ives

: -

Isla

mic

Ban

king

ver

sion

of

SY

MB

OLS

cor

e b

anki

ng;

- X

ML

AP

I of

com

mon

ban

king

bus

ines

s lo

gic

for

del

iver

y ch

anne

ls,

bra

nch

fron

t-en

d s

olut

ion

and

co-

exis

tenc

e w

ith o

ther

lega

cy a

pp

lcia

tions

- M

ulti

pur

pos

e lin

es p

rod

ucts

ena

blin

g b

anks

to

conf

igur

e un

ique

cre

dit

lines

and

pro

duc

ts f

or e

ach

clie

nt,

SM

E a

nd C

orp

orat

es

- C

omm

on F

ee m

odul

e ac

ross

all

ban

king

cor

e b

anki

ng p

rod

ucts

and

ser

vice

offe

rings

- S

EPA

sup

por

t C

SM

Rel

ated

Enh

ance

men

ts:

SO

A b

ased

Com

pla

ince

Fra

mew

ork:

The

com

plia

nce

fram

ewor

k is

env

isag

ed t

o p

rovi

de

adhe

renc

e to

Reg

ulat

ory

and

Com

pla

ince

nor

ms

and

pro

vid

e R

isk

Man

agem

ent

in t

he B

anks

thr

ough

a s

et o

f p

olic

ies

and

pro

ced

ures

tha

t ca

n b

e d

efin

ed a

nd

man

aged

by

the

usin

g va

rious

con

trol

s lik

e C

riter

ia d

efin

ition

s, L

imits

man

agem

ent,

Col

late

ral m

anag

emen

t, R

ules

gov

erni

ng B

asel

acc

ord

s, S

OX

and

AM

L co

ntro

ls w

hich

will

be

orch

estr

ated

vi

a B

usin

ess

rule

s an

d p

roce

ss f

low

s. T

his

fram

ewor

k is

evi

sage

d t

o p

rovi

de

Rea

l-tim

e •

Mon

itorin

g an

d c

ontr

ol o

f R

isk

exp

osur

es w

ith r

esp

ect

to p

rod

ucts

, se

rvic

es,

tran

sact

ions

and

cus

tom

er

dem

ogra

phi

cs ü

Com

par

ison

, an

alys

is,

dec

isio

n-m

akin

g an

d p

reve

ntio

n or

initi

atio

n of

cor

rect

ive

bus

ines

s/op

erat

iona

l tra

nsac

tions

/ ac

tions

. E

nhan

cem

ents

to

Dep

osits

Man

agem

ent

syst

em

bas

ed o

n S

OA

sup

por

ting

in t

he a

reas

: •

Ove

rdra

ft m

anag

emen

t •

Che

que

pro

cess

ing

- in

war

d a

nd o

utw

ard

cle

arin

g Fo

r ea

ch o

f th

ese

dep

osit

pro

duc

ts B

anks

can

pro

vid

e fle

xib

le In

tere

st,

fee,

ta

x an

d s

ervi

ce c

harg

e co

mp

utat

ions

pla

ns •

Liq

uid

atio

n an

d u

nutil

ised

dep

osit

pro

cess

ing

Enh

ance

men

ts t

o P

aym

ents

Sys

tem

sup

por

ting:

Com

ple

te s

upp

ort

for

Dom

estic

pay

men

ts in

clud

ing

flexi

ble

pay

men

t fo

rmat

s •

Mas

s p

aym

ents

• D

irect

deb

it m

and

ates

• S

upp

ort

for

RTG

S,

AC

H,

Inte

rban

k cl

earin

g •

Que

uing

& R

epai

r fe

atur

es •

SW

IFT

Sup

por

t. A

ll of

the

ab

ove

feat

ures

will

le

vera

ge o

n th

e S

unga

rd S

yste

m A

cces

s’s

SO

A F

ram

ewor

k fo

r B

anki

ng a

nd t

he r

elat

ed f

und

amen

tal (

exis

ting)

bui

ldin

g b

lock

s lik

e U

nifie

d C

usto

mer

Insi

ght,

Cus

tom

er R

elat

ions

hip

Man

agem

ent

(CR

M),

Orig

inat

ion

Fram

ewor

k, P

ricin

g en

gine

. C

ard

Man

agem

ent

Rel

ated

Enh

ance

men

ts:

SO

A B

ased

Car

d C

ente

r (F

ront

-offi

ce):

Leve

ragi

ng o

n S

unga

rd S

yste

m A

cces

s’s

SO

A F

ram

ewor

k fo

r B

anki

ng a

nd it

s fu

ndam

enta

l bui

ldin

g b

lock

s, t

he f

ront

offi

ce f

eatu

res

of C

ard

Man

agem

ent

syst

em w

ill b

e re

def

ined

to

pro

vid

e va

rious

Car

d s

ervi

ces

to s

upp

ort

the

fron

t-of

fice

need

s. A

sin

gle

unifi

ed C

usto

mer

insi

ght

acro

ss b

anki

ng s

ervi

ces

and

Car

d s

ervi

ces

will

pro

vid

e d

ash

boa

rd f

eatu

res

to e

hnac

e th

e C

usto

mer

ser

vice

acr

oss

cont

act

cent

ers,

Rel

atio

nshi

p M

anag

ers,

elf-

serv

ice

chan

nels

and

Pro

duc

t M

anag

ers.

Car

d O

rigin

atio

n p

roce

sses

: C

ard

Org

inat

ion

pro

cess

es a

cros

s cu

stom

er o

n-b

oard

ing,

Ap

plic

atio

n p

roce

ssin

g an

d A

ccou

nt m

anag

emen

t w

ill b

e m

ade

avai

lab

le

usin

g th

e C

SM

(Cus

tom

er S

ervi

ce M

anag

er) O

rigin

atio

n fr

amew

ork.

Cas

h M

anag

emen

t cr

oss

bor

der

not

iona

l poo

ling

and

fin

anci

al s

upp

ly c

hain

man

agem

ent

- P

rod

uct

Bun

dlin

g an

d P

refe

rent

ial P

ricin

g -

Mob

ile B

anki

ng -

Mob

ile P

aym

ents

.

Som

e of

the

se in

itiat

ives

are

not

cur

rent

ly p

ublic

ly d

iscl

osed

and

we

cann

ot t

here

fore

dis

cuss

the

m h

ere.

Pub

lic o

nes

incl

ude

Str

uctu

red

Pro

duc

ts M

anuf

actu

red

Fur

ther

CR

M e

nhan

cem

ents

.

Glo

bal

Pro

cess

ing

- S

OA

- E

nter

pris

e C

usto

mer

Info

rmat

ion

Man

agem

ent.

Cas

h M

anag

emen

t: -

Fin

anci

al m

essa

ging

sup

por

t en

hanc

emen

ts s

uch

as X

ML-

Sw

ift m

essa

ges

bas

ed o

n th

e IS

O20

022

stan

dar

d in

itiat

ive

to e

stab

lish

a U

nive

rsal

Fin

anci

al In

dus

try

mes

sage

sc

hem

e (U

NIF

I); -

New

sol

utio

ns o

n p

latf

orm

: C

ash

fore

cast

ing

and

fin

anci

al s

upp

ly c

hain

; -

Pro

duc

t co

mp

oser

for

bus

ines

s us

ers

on o

ur M

ulti-

Cha

nnel

Pla

tfor

m (w

eb-b

ased

); -

Mor

e fle

xib

le a

nd

conf

igur

able

eve

nt e

ngin

e; -

Pos

sib

ly d

eplo

ymen

t su

pp

ort

for

Ora

cle.

Rel

ease

6.4

.1 w

ill b

e re

leas

ed in

Jan

uary

200

8. N

ew a

nd e

nhan

ced

fun

ctio

nalit

y ar

e: -

Non

-Ap

pro

val p

latf

orm

(for

fai

led

tra

nsac

tions

and

man

ual a

ccep

tanc

e of

cer

tain

tra

nsac

tions

); -

Ad

diti

onal

S

wift

mes

sage

s (X

ML

form

at);

- B

ulk

chan

ges;

- R

etro

spec

tive

chan

ges;

- R

etro

spec

tive

pro

cess

ing;

- P

rices

up

to

18 d

igits

; -

2 or

3 d

ecim

als

dep

end

ing

on c

urre

ncy;

- C

ash

Man

agem

ent

imp

rove

men

ts.

Rel

ease

s af

ter

Janu

ary

2008

hav

e no

t b

een

pla

nned

in d

etai

l yet

. S

ome

of t

he f

unct

iona

lity

curr

ently

bei

ng c

onsi

der

ed:

- E

xten

sive

fra

mew

ork

for

verif

icat

ion

of d

ata;

- P

ossi

bili

ties

for

2nd

aut

hor-

izat

ion;

- M

ultip

le b

ase

rate

s p

er p

rod

uct;

- M

aint

enan

ce o

f ge

nera

l ser

vice

s; -

Cal

cula

tion

of c

osts

bas

ed o

n b

ound

arie

s.

SE

PA D

irect

Deb

it -

flat

rate

with

hold

ing

tax

(Ab

geltu

ngss

teue

r) -

pre

-fin

anci

ng f

or r

etai

lers

(Hän

dle

rein

kauf

sfin

anzi

erun

g) -

dis

clos

ure

in r

elat

ions

hop

to

the

‘Sol

vab

ilitä

tsve

rord

nung

’ -

cont

rolli

ng

of in

tere

sts

(dur

atio

n, r

ates

) of

the

asse

t le

dge

r -

inte

grat

ion

mor

tgag

e st

ock

regi

ster

.

��


Region Country Name E-mail address

America Manjot Sohi [email protected] Karen Kenney [email protected] China [email protected] India Ramakrishna Pulapaka [email protected] Other [email protected] Christopher Bennet [email protected] (Central) Austria Michael Bomer [email protected] Germany Sebastian Ostrowicz [email protected] Switzerland Boris Hohl [email protected] (East) Czech Republic Patrik Horny [email protected] Poland Wlodzimierz Golebiowski [email protected] Other Michael Bomer [email protected] (North) Norway Bjorn Miljeteig-Olssen [email protected] Sweden Roger Gullqvist [email protected] Other Roger Gullqvist [email protected] (South) France Christophe Peltier [email protected] Portugal Fernando Maia [email protected] Italy Livio Palomba [email protected] Spain Julián Basurto Barbosa [email protected] (West) Belgium Marc Jean Nootens [email protected] Netherlands Gert Jan van Dorsten [email protected] UK/Ireland Francis Hellawell [email protected]/Global [email protected]

Appendix: Capgemini contacts ��

Appendix 2: Capgemini contacts

www.capgemini.com

Capgemini Nederland B.V.Papendorpseweg 100P.O. Box 2575 – 3500 GN UtrechtTel. +31 (0)30 689 00 00Fax +31 (0)30 689 99 99


Survey results 2008

Financial Services the way we see it

Ure throUgh March 25th 2008

Core Banking System Survey 2008€¦ · · 2017-08-22Temenos T24 TEMENOS CoreBanking (TCB)...

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