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Core Banking Systems Survey

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  Financial Services the way we see it

Core Banking Systems Survey

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.
  Financial Services
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;
the way we see it
■ 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,
Contents

1 Background to the survey 7

2 Trends in core banking 9

2.1 Core banking replacement 9
2.2 The core banking market 10
2.3 The core banking clients 11
2.3.1 Retail/consumer banking 11
2.3.2 Wholesale/corporate banking 12
2.3.3 Others 12
2.4 The core banking domains 12
2.4.1 Payments & cash management 13
2.4.2 Savings 13
2.4.3 Loans and mortgages 14
2.4.4 Securities 15

3 Global banking overview 2006 - 2007 16

3.1 Banks worldwide 16
3.1.1 North America 16
3.1.2 Europe 16
3.1.3 Asia 16
3.1.4 Australia 16
3.1.5 South America 16
3.1.6 Africa 17
3.2 A changing landscape 17
3.3 Showcase: ABN AMRO acquisition 17

4 Vendor solutions 18
4.1 Introduction 18
4.2 History of core banking systems 18
4.3 Recent market developments 19
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’, 2006
BCG - ‘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’, 2005
Forrester - ‘Banking Platform Wins 2005’: Vendors
Forrester - ‘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’
  Financial Services
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.
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
Figure 1: Origination of systems
the way we see it
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.
 Figure 2: Participating vendors and solutions

Vendor Package
Accenture Alnova Financial Solutions
Callataÿ & Wouters S.A. Thaler
Delta Informatique Delta-Bank
Fidelity National Information Services (FIS) Corebank
Profile
Systematics
Fiserv, Inc. ICBS
i-flex solutions Flexcube
Infosys Technologies Ltd Finacle
Misys Equation
Midas
Nucleus Software FinnOne
Polaris Software Lab Ltd Intellect Suite
SAP AG SAP Transactional Banking
Sungard System Access Symbols
TCS Financial Solutions TCS BaNCS
Temenos T24
TEMENOS™ CoreBanking (TCB)
TietoEnator Corporation Core Banking Suite
T-Systems Enterprise Services GmbH MBS banking suite; GEOS

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
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
  Financial Services
2 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 transfor­
mation 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 ‘ready-to-go’ approach to IT
implementation.
2.1 Core banking replacement
Definition: 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-
the way we see it
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-

Figure 3: Project sizes
Tier Total assets
1 More than € 400 billion
2 € 100 billion to € 400 billion
3 Less than € 100 billion
based on Forrester research
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
No. of Credit Project sizes (€ million)
opportunity, contrary to the US mar-
Institutions Min. Typical Max.
ket, in which large banks in particular
20 60 110 200-250 are still reluctant to proceed, often
waiting to implement new systems in
40 40 60 150
global divisions before tackling domes-
4,500 5 20 50 tic systems.
In Australia, the big four started to
select and replace the old systems,
and the same applies to Russia. There
2.2 The core banking market is a great deal of activity in the very
The conclusion drawn in a Forrester large consumer markets of India and
research study in October 2005 was China. India started a few years ago,
that banks are racing to renew their while in China - especially in the last
banking platforms. 46 percent of few years - banks have been very
European banks had already started to actively implementing modern sys-
renew their application landscape; a tems in their extremely fast-growing
further 23 percent planned to do so. operations. A large number of legacy
More than two-thirds of the 54 percent replacements are also being carried
of banks that have not yet started their out in the rest of the APAC region.
renewal initiative - about 37 percent
of the total - state that they will start by While the bulk of sales are still within
2010 at the latest. tier-three and tier-four banks, there
are signs of larger, more strategic deci-
It is clear that the conclusion was cor- sions now being taken higher up the
rect and that banks are indeed renew- pecking order, albeit by a still relative-
ing their platforms. It can be seen from ly small number of top-tier players.
  Financial Services the way we see it

■ availability of global resources to

Figure 4: Business trends from a vendor point of view
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 Mobile banking

financial services industry.
More stringent regulatory
Beneath that there has been high environment
growth in BPO and Outsourcing in
general and in the last few years, with Core renewal
a focus on deals of the Selective
Application Outsourcing (SAO) type,
see figure 4 and 5. Continued focus on BPO

2.3 The core banking clients

Consolidation

2.3.1 Retail/consumer banking

The most important issues in top-tier 0% 10% 20% 30% 40%
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 Figure 5: Technology trends from a vendor point of view
have become available which have
overcome the technical challenges in
replacing the 30-year-old legacy solu-
tions that are predominant in the
SOA
hearts of the top-tier banks.
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:
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 Others
There 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
Figure 6: Drivers for change
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 domains
There 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
  Financial Services
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 & cash management
Compliance, 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
the way we see it
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.
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
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 Loans and mortgages
Until 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.
  Financial Services
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 Securities
There 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
the way we see it
■ 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-
3 Global banking overview 2006 - 2007
In line with the current positive global economic environment, banks have
generally done well over the past year.
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 worldwide
The 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 North America
Top-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 Europe
Top-ranking banks in Europe:
3. HSBC (United Kingdom)
same positive trend with regards to
profitability.
3.1.3 Asia
Top-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 Australia
Top-ranking banks in Australia:
38. National Australia Bank
59. ANZ Banking Group
60. Commonwealth Bank Group
71. Westpac Banking Corporation
  Financial Services
3.1.6 Africa
The 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 landscape
Although 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;
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
the way we see it
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 Vendor solutions
When did core banking become a market for vendor solutions, and what
generations of solutions have there been?
4.1 Introduction
This 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
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
  Financial Services the way we see it

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-
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.

Figure 7: Core banking solutions - history

1970s 1980s 1990s 2000s

Profile
Fidelity Systematics
Corebanking
Midas
Misys
Equation
Fiserv ICBS

TCS (TATA) Bancs

Sungard System Access Symbols

Accenture Alnova
T-Systems
Callatay & Wouters Thaler

Figure 8: Vendor’s revenues
> 10 billion Euro
1 - 9 billion Euro
100 - 999 million Euro
10 - 99 million Euro
0% 10%
20% 30% 40% 50%
■ 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
■ 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
  Financial Services
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.
the way we see it
Functionality
On 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
“ Although the argument that core
banking functionality is fast
becoming a commodity is valid,
able to handle the volumes commonly the means to support banking
arising in the mass retail banking mar- functionality in the back-office is
ket. changing. Business expec­tations
for rapid time to market for
Technology products, and the correspon­d­
On the technical side, we have seen ing operational support, are
a move away from dependencies on quickly outstripping the capacity
hardware platforms and operating sys- of development organizations to
tems. The vendor offerings conse- facilitate change. Most of this is
quently have access to a larger mar- due to trapped, line-of-business
ketplace. Conversely, it has given logic buried in application-
”
banks access to a much larger set of specific legacy environments.
vendors and solutions. Banks can
operate core banking systems on their Don Free
opments in the core banking area,
namely messaging, service orientation Figure 9: Identified competitors
and architecture. Messaging middle-
ware has become a de facto standard.
Service orientation and loose event- Vendor What are your major competitors?
based coupling have become part of Accenture
mainstream thinking. We have seen Callataÿ & Wouters Temenos
i-flex solutions
the arrival of the first business process Delta Informatique i-flex solutions
frameworks for banking. Business Fidelity (Corebank) i-flex solutions
process modeling and orchestration is TCS
on the rise. All this will give banks a Fidelity (Profile) i-flex solutions
great deal of freedom. A bank can buy Temenos
TCS
the services that are available on the
Fiserv
market from vendors, service-enable In-house development
existing legacy systems or create its Fidelity (Systematics) Fiserv
own services in areas where it feels Metavante
this gives the bank an advantage in CSC
the market. And it can outsource In-house development
Fiserv Infosys
when it feels that a service is not its
i-flex solutions
core competence! We have seen vend­ Misys
ors coming up with strategies in this Temenos
area in the last two years and we have SAP
also seen the first resulting products. I-Flex Temenos
Infosys
Misys
4.5 Competitive landscape SAP
As part of the survey, we asked the Infosys Temenos
participating vendors to tell us which SAP
vendors and solutions they consider i-flex solutions
to be their main competitors. The fol- Misys Temenos
i-flex solutions
lowing figure lists the answers to this
Nucleus
  Financial Services the way we see it

Alongside the core banking offerings of The Indian pure players have so far
the ERP giants (or subsidiaries), most chosen to remain agnostic in this
independent vendors are aligning respect and have come up with SOA
themselves to one of these platforms. and BPM stacks of their own.

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.
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.

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.
5 Package-based solutions
For the successful implementation of package-based solutions, you can
distinguish four main stages.
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
Figure 11: IAF - Integrated Architecture Framework
Contextual WHY?
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.
  Financial Services
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
the way we see it
■ 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
Make or buy Selection Implementation Operation
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.
Making a clear and strategic
 petitor, mostly because of the influ- 5.3 Stage 2: Selection
ence of the IT department, and from
the end-user perspective the number
of changes will be limited. If this
Make or buy Selection Implementation Operation
alternative is chosen, risks can be
mitigated by opting for approaches
based on service-oriented architec-
ture or model-driven architecture.
5.3.1 Methodology
Procure a packaged solution.
■ Capgemini’s well-proven system selec-
The challenge of this option is to tion methodology has been applied
find a packaged solution that is suit- for leading customers in the financial
ably scalable and that will integrate services industry around the world
into the bank’s technical environ- and has minimized the risks involved
ment. Plug-and-play packaged solu- in system selection. Selecting the right
tions provide flexibility in product system can make an enormous differ-
development and deployment and ence in terms of market offerings and
enable lower cost development process efficiency.
through buying commoditized devel-
opment services from third-party In this section, we give a brief over-
suppliers. Changes in the current view of Capgemini’s system selection
processes are unavoidable in order to methodology, see figure 12.
benefit from the strengths of a pack-
aged solution. Choosing a packaged Figure 12: Delivery selection method
solution makes it possible to take
advantage of functionalities devel-
oped for other banks. This makes it Milestone
possible to benefit from these func-
tionalities within short timeframes. Phase 1 Start up Approved project plan
  Financial Services
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
the way we see it
that there is sound management buy-
in to the project.
Focus and direct
The 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 shortlist
In 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
Validate
In 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
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- The selection of a core banking
vides all the necessary functionality, system is a strategic decision
causes not too much trouble with with long-term implications.
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.
  Financial Services
5.3.3 Selection criteria
System 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.
Vendor
Selecting 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
the way we see it
Implementation and migration
One 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 aspects
Functionality 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
Business value
Return 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.
Security
The 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
Make or buy Selection
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
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.
Implementation Operation
 Financial Services
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-
the way we see it
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.
MIR
The objective of a Multi-site
Implementation and Roll out (MIR)
 ■ Business changes will be involved:
Figure 16: The Capgemini methodology for a roll out at multiple (local/global) they are not necessarily a business
locations
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

Business within the involved organization:

this generally includes more than
Programme Readiness

one company or legal entity, and

IT
can even be extended to suppliers
Solution Design
Business Vision

or contractors involved in the cli-

Core Solution

Support
Improvement

ent’s organization.
Deployment

■ Need for an extended support struc-

Management ture at multi-site level: this includes

Pilot

not only the traditional ‘IT support

MIR is specially developed for a roll
out of a solution at multiple locations
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-

(branches, countries, regions), see ous levels involved: this could

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;
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-
  Financial Services
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
Make or buy Selection Implementation 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.
the way we see it
option is preferred if the application
incorporates many tailor-made solu-
tions and interfaces.
Outsourcing
In 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
 economies of scale (better lever-
Figure 17: The organization for an implemented package solution
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 High In House
IT company and a number of par- department
ticipating banks.
- Business Process Outsourcing
SSC
(BPO). BPO is the contracting out Shared Service Center
of a specific business task to a
true third-party service provider. Control,
Stake Transaction
Bank
5.5.2 Location Outsourcing
Business Process
Outsourcing
Near shore SaaS,
Near shore moves operations or jobs Software as a Service

from internal production to an exter-

nal entity in a nearby region of the Low
world.
Low Efficiency High

Onshore
Onshore moves operations or jobs
Figure 18: The location for a package solution
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 High
entity in another region of the world. Rightshore®
  Financial Services the way we see it

6 Capgemini in core banking

Capgemini is a leading global consulting firm with a very strong presence

and headquarters in Europe.

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.

Figure 19: Capgemini in financial services

Telecom,
Media & Consulting
Professional
Networks Other Services
Services
6,5%
9,6% 11%
Energy & 15,9%
Utilities Manufacturing,
13,1% Retail &
29,0%
Distribution Technology
34%
14,0% Services
39,1%
Financial
Services 27,8%
Outsourcing
Services
Government
 Capgemini’s world reports
From 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 in Financial Services

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

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

WORLD
2008 INSURANCE
WORLD RETAIL world REPORT
BANKING REPORT
World Wealth Report payments
REPORT 2007
2008
  FinancialServices thewayweseeit

Capgemini’s System Surveys

Capgemini 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)

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.

Private Banking (2005)

cg_15769_rapport_RBS_cv.qxd 16-01-2006 11:10 Pagina 1
Retail Banking (2006) Asset Management (2007) Treasury (2007)

Financial Services the way we see it Financial Services the way we do it

Financial Services the way we do it

Retail Banking
European Asset Treasury Systems
Systems Survey Management Report 2007 Survey 2007
Retail Banking Systems Survey Survey Results 2006

Survey Results 2006

Capgemini Nederland B.V.

Papendorpseweg 100
P.O. Box 2575 - 3500 GN Utrecht
Tel. +31 30 689 00 00
Fax +31 30 689 99 99
The Netherlands
  Financial Services the way we see it

Appendix 1: Detailed systems overview

n

Address of headquarters Telephone number E-mail address Website Contact

For Alnova FS related questions, our +34 915 966 000 info@alnovatech.com www.alnovatech.com, Raul González Antón
headquarter is: www.accenture.com/alnova Senior Executive Alnova Lead
Accenture-Financial Services Solution Group
(FSSG):
35, Ramírez de Arellano Str., 5th floor 28043
Madrid S

Rue P. de Deken 14 B +32 2738 1700 company@c-w.be www.callatay-wouters.com Diederik van der Linden
1040 Brussels Belgium Direct: +32 2 740 14 13

47, rue Christiaan Huygens B.P. 97315 +33 247 871 100 g.ayoub@delta-informatique.com www.delta-bank.com Georges AYOUB
37073 Tours Cedex 2 France

601 Riverside Ave. Jacksonville +1 904 854 5000 fnfis.marketing@fnis.com www.fidelityinfoservices.com Michelle Kersch - SVP Marketing
FL 32204 USA & Corporate Communications

601 Riverside Ave. Jacksonville +1 904 854 5000 fnfis.marketing@fnis.com www.fidelityinfoservices.com Michelle Kersch - SVP Marketing
FL 32204 USA & Corporate Communications

601 Riverside Ave. Jacksonville +1 904 854 5000 fnfis.marketing@fnis.com www.fidelityinfoservices.com Michelle Kersch - SVP Marketing
FL 32204 USA & Corporate Communications

Fiserv Inc., 255 Fiserv Drive; Brookfield, WI +1 262 879 5000 general_info@fiserv.com, www.fiserv.com, Joan Skimmons, Corporate VP,
53045, USA +1 407 299 5400 info@cbs.fiserv.com www.fiservcbs.com Fiserv Inc.
Fiserv CBS Worldwide, 600 Colonial Center Carol Cowan, VP Global
Parkway Lake Mary, FL 32746, USA Marketing, Fiserv CBS Worldwide

399 A-Subhash Road, Vile Parle (East) +91 226 718 5000 t.mathew@iflexsolutions.com www.iflexsolutions.com Thomas Mathew
Mumbai, Maharashtra - 400 057, India Direct: +91 80 6659 7160

#44 Electronic City, Hosur Road +91 804 105 7577 girish_ch@infosys.com www.infosys.com/finacle/ Girish Vishwanath
Bangalore - 560100 India

1 St George’s Road, Wimbledon, SW19 4DR +44 208 879 1188 daniel.scott@misys.com www.misys.com/banking Daniel Scott

1 St George’s Road Wimbledon, SW19 4DR +44 208 879 1188 simon.lord@misys.com www.misys.com/banking Simon Lord

A-39, Sector-62, Noida 201307 Uttar Pradesh, +91 120 240 4050 bdguk@nucleussoftware.com www.nucleussoftware.com Gladwin Thomas
India

Polaris Software Lab ltd., Polaris House +91 442 852 4154 marketing@polaris.co.in www.polaris.co.in UK:Ramesh Ramakrishnan
244 Anna Salai, Chennai - 600008, India India: Venkatesh Sarvasiddhi

Dietmar Hoppe Allee, 16 Walldorf 69190 +49 622 774 7474 www.sap.com www.sap.com Simon Shores
Germany

SunGard System Access 8 Temasek Boulevard +65 6333 4533 Info.corebanking@sungard.com www.sungard.com/ Mavis Liew, Marketing Director
#28 01 Suntec Tower 3 Singapore 0389988 systemaccess
n

Address of headquarters Telephone number E-mail address Website Contact

TCS House, Raveline Street Fort Mumbai, +91 226 778 tcs.bancs@tcs.com www.tcs.com/bancs Dennis Roman
400001, India 9999/9974

Temenos Headquarters SA 18 +41 227 081 150 www.temenos.com www.temenos.com Manjinder Jaul
Place des Philosphes CH -1205 Geneva

Temenos Headquarters SA 18 +41 227 081 150 www.temenos.com www.temenos.com Manjinder Jaul
Place des Philosphes CH -1205 Geneva

Kutojantie 10, PL 33 +358 9862 6000 kjersti.b.revelsby@ www.tietoenator.com Kjersti Breivik Revelsby
02631 Espoo, FINLAND tietoenator.com

Mainzer Landstr. 50 +49 696 6531 3050 berthold.kaib@t-systems.com www.t-systems.com Dr. Berthold Kaib


60325 Frankfurt, Germany Direct +49 170 912 7229

Financial Services
the way we see it
 North America Latin America APAC Africa

USA, Murray Hill Accenture has offices and operations Accenture has offices and operations Accenture has offices and operations
olution Group) (Financial Services Solution Group) in more than 150 cities (49 countries) in more than 150 cities (49 countries) in more than 150 cities (49 countries)
across the word, some of them in this across the word, some of them in this across the word, some of them in this
geographic area. geographic area. geographic area.

Singapore Dubai

Algiers, Casablanca; Cameroon,

Yaoundé;
Senegal, Dakar; Gabon, Libreville

Jacksonville, Florida, USA Brazil, Sao Paolo Thailand, Bangkok

USA, Jacksonville, Florida Brazil, Sao Paolo Thailand, Bangkok

USA, Jacksonville, Florida Brazil, Sao Paolo Thailand, Bangkok

HQ) USA, Lake Mary, Florida, USA, Lake Mary, Florida Singapore UK, London
USA (NA and Fiserv CBS Worldwide (Canada, LatAm and Australia, Sydney
HQ) Caribbean HQ); China, Beijing
USA, Arlington Heights, IL USA Mexico, Mexico City
Colombia, Bogota

dam USA, New York USA, Miami Singapore India, Mumbai

USA, Fremont, CA Argentina, Buenos Aires India, Bangalore

USA, New York Mexico, Mexico City Singapore UAE, Dubai

USA, New York Mexico, Mexico City Singapore UAE, Dubai

USA, New Jersey Singapore Nigeria, Lagos

USA, Iselin, NJ Chile, Santiago Singapore

USA, Philadelphia Singapore

Singapore

USA, New York Chile, Santiago Singapore South Africa, Cape Town

USA, Florida, Orlando USA, Florida, Orlando Singapore Switzerland, Geneva

USA, Florida, Orlando USA, Florida, Orlando Singapore Switzerland, Geneva

USA, New York Brazil, Sao Paolo Singapore South Africa, Midrand
 Revenues whole Revenues of core No employees whole No employees core No employees in R&D No employees in
ed company in EUR banking division company banking for core banking Europe for core
(2006) banking

14.921.071.212 Not public 170.000 Not public Not public Not public

50.000.000 50.000.000 500 500 120 460

24.000.000 22.000.000 295 270 120 255

3.181.818.182 Not public 20.000 Not public Not public Not public

3.181.818.182 Not public 20.000 Not public Not public Not public

3.181.818.182 Not public 20.000 Not public Not public Not public


3.340.909.091 Not public 23.000 19.700 4.700 156

354.265.152 Not public 10.778 Not public Not public Not public

2.340.909.091 90.075.758 75.971 2.900 1.018 60

840.000.000 408.507.463 4.493 2.682 877 865

840.000.000 408.507.463 4.493 2.682 877 865

37.878.788 26.515.152 1.600 500 200 10

171.280.303 48.985.606 10.000 2.500 75 50

9.400.000.000 Not public 39.355 Not public Not public Not public

3.275.000.000 15.730.303 18.000 436 72 90

3.257.575.758 128.787.879 100.000 3.000 1.200 350

216.300.000 216.300.000 2.200 2.200 535 700

216.300.000 216.300.000 2.200 2.200 535 700

1.647.000.000 35.000.000 16.000 250 Not public 250

Financial Services

12.600.000.000 50.000.000 56.000 400 300 400

the way we see it
formation Description of costing model for example

Current version Year of users branches entities countries accounts trans- assets Other Annual
number release actions under maintenance
of this mgt fee
version

Architectures 8.1 2007 X Modules 15%

Version 2 2001 X X X X X X X 15%

version 9 2005 X 15%

Release 4.4 2007 X X X X Flexible license, maintenance, Not disclosed

hosted cost models

V7.2 2007 X Not disclosed

205.072 2007 X X X X Not disclosed

8.1 2006 X X 18%

FLEXCUBE V.UM 2007 X X Registered subscribers Not disclosed

Release 10.0
FLEXCUBE V.CO
Release 2.4

10 2007 X X X X X X X 20%

v3.8.2 2007 X X X X Flexible on usage Not disclosed

Midas Plus 1.2.1 2006 X X 18%

3.4 2007 X X 25%

Intellect Core v9.5.1 2007 X X X X X X X 22%

Banking Services 5.0/ X X 17%

ERP 2005 2007

8.3 2006 X X X 18%

V9.9 2007 X X X X X ASP 18%-22%

R.07 2007 X Modules 21%

7.0.2 2007 X X X X 21%

6.4 2007 X X X X X Flexible on modular building 20%

blocks, nr or end-customers,
transactions, etc.

7.0 (MBS banking suite) 2007 X X X X X 20%

s BPO References Con- Help Imple- User Other
sulting Desk mentation Training
Services Support

X - BAWAG - Imagine - ABN AMRO: X X X X AM - Applications Maintenance ITO

credit services - Informació i - Hosting and System administration
Tecnología: joint venture between Outsourcing
Caixa Catalunya and Accenture

m, Luxembourg X Ordina BPO, The Netherlands X X X X

X X X X

ernes Datacenter (SDC), X X X X



es confidential at this time. X Client names confidential at this time. X X X X

s are offered on an out- X Fiserv provides BPO services for UK X X X X

r in-house basis. Currently mortgage lenders and banks. Client
rced clients, European names confidential.
es are confidential.

ndia Credit Company X One of the top 5 non-prime lenders X X X X

of Mauritius, India Ops in US (Customer under NDA)

X Mortgage bank in the US. X X X X Technology Led Business Process Trans-

formation, Value Mining, Bespoke Application
Development & Maintenance, Disaster
Recovery and BCP, Software Engineering,
Performance Tuning, Independent validation

X X X X

X X X X

X X X X

X Leading Bank in India X X X X SOA wrappers, Integration

X X X X X
Financial Services

X X X X

Finaclear, Orbay X 3 Private Banking Customers, Client X X X X

ion with Prospects names confidential.

X X X X Train the trainer approach

X X X X Train the trainer approach

en, Sweden X X X X
the way we see it

X X X X
t clients Numbers of largest reference Most important references

North Central South East Europe # clients # accts # trxs per Reference 1 Reference 2 Reference 3
(Nordic; (D, A, (Es, P, F, (rest) Overall day
Baltic) CH) I, Cr, Se,
Gr, Tu)

0 1 75 4 83 8.000.000 17.000.000 10.500.000 Alliance & Leicester PKO Bank Polski BAWAG (Austria)
(UK) (Poland)

0 0 1 0 38 40.000.000 40.000.000 15.000.000 National Savings & Rabobank BNP Paribas (France)
Investment Bank (UK) (Netherlands)

0 0 5 2 9 30 Société Generale Cooperative Bank SGEB (Bulgaria),

(France) Cyprus (Cyprus) SGVB (Russia)

152 0 1 0 153 3.500.000 5.500.000 SDC (Denmark) Terra Gruppen

(Norway)

0 4 4 15 27 ING Direct (UK)

1 1 3 12 20 Barclays Citibank NAGE

0 1 11 9 37 4.740.707 2.237.520 ING Bank Slaski BM Solutions Bank Zachodni WBK

- - - - 69 2.000.000 3.500.000 890.000 BAWAG UniCredit Bulbank DNB Nord

0 1 3 2 10 5.500.000 6.000.000 5.000.000 Zurich FS (UK) Uralsib (Russia) HPB (Croatia)

1 7 21 22 82 1.125.000

30 33 56 39 246

0 1 1 0 4 25 200.000 200 General Motors

1 1 0 0 6 280 30.000 2.000

6 50 2 8 71 12.000.000 30.000.000 10.000.000 Deutsche Postbank UBS (Switzerland) ABN AMRO

(Germany) (Netherlands)

1 0 0 7 8 3.500.000 4.500.000 3.000.000 SEB Unibanka Erste Bank (Hungary) Slovenska Sporitelna
(Latvia) (Slovakia)

12 15 3 11 52 1.700.000 2.800.000 1.000.000 Societe Generale Nova Ljubljanska BIN Bank (Russia)
(France) Banka (Slovania)

10 52 157 21 304

0 0 2 0 2 6.855.718 14.625.267 7.000.000

15 0 1 0 20 9.450.000 9.000.000 12.000.000 Nordea (Nordic) Rabobank (NL) Barclays

0 30 0 0 30 3.500.000 6.000.000 9.000.000 Sparda-Banken BMW Bank (Germany) Sal. Oppenheim & Cie
(Germany) (Germany)
umbers of largest reference Most important references

clients # accts # trxs per day Reference 1 Reference 2 Reference 3

3.700.000 15.000.000 18.000.000 BBVA Bancomer (Mexico) Banco Azteca (Mexico) Santander Serfin (Mexico)

ING Direct (USA)

Citibank Bank of America Citizens Financial Group

2.215.780 CIBC Amicus



.200.000 3.000.000 500.000 Citibank International Monetary Fund Federal Home Loan Bank of New York

State Bank of India, US

15.000

0.000 100.000 Farm Credit Canada Epargne Placements Quebec ProMutual Canada

SEI Investments (USA)

.580.000 3.260.000 260.000

Financial Services
the way we see it
umbers of largest reference Most important references

clients # accts # trxs per day Reference 1 Reference 2 Reference 3

BBVA Banco Francés (Argentina) Itaú (Chile) Banco Santander Brasil (Brazil)

3 13.000.000 Banco de Credito del Peru Banco de Bogota INFONAVIT

4.000.000 Banco Popular Dominicano CoopDeSarrollo SCL de CV Caja Popular Mexicana

.300.000 3.000.000 600.000 Banco De Chile (Chile) Inverunion Banco Comercial C.A. First Caribbean International Bank
(Vezezuela) (Barbados)

.338.582 1.627.650 240.000 National Commercial Bank Jamaica Bank in Bermuda Bank in Panama

Banco Itau Unicred Brasil Montepio Luz Savinon

0.580.000 18.840.000 430.000 Banco Pichincha (Chile) Large Retail Bank (Chile) Private Bank (Chile)
t clients Numbers of largest reference Most important references

China India Other APAC # clients # accts # trxs Reference 1 Reference 2 Reference 3
Overall per day

1 0 1 2 Bank of East Asia Woori Bank (South

(Hong Kong) Korea)

0 0 2 4 Commonwealth Bank Rabobank (New Sarasin (Singapore)

of Australia (Indonesia) Zealand + Australia)

0 0 2 2

0 0 0 1 30.000 1.000.000 SBI

0 1 3 4 Krung Thai Bank



2 0 30 35 Citibank Bumiputra Commerce Bank CITIC Ka Wah Bank

7 0 20 40 5.800.000 6.000.000 Bank of Ceylon Banco de Oro

0 0 0 63 17.600.000 13.400.000 3.000.000 Ta Chong Bank Shinsei Bank(Japan) HDFC Bank (India)
(Taiwan)

1 4 1 9 34.000.000 36.000.000 13.000.000 ICICI Bank (India) DBS Bank (Singapore) ABN AMRO Bank
(Greater China)

14 4 34 64 575.000

19 3 82 125

1 20 0 24 3.000 12.000.000 2.000 ICICI Bank Shinsei Bank ACOM Financials

0 4 1 8 1.800 264.000 600.000 ICICI Bank Shinsei Bank City Bank

1 0 0 1 11.000.000 China Mingsheng Bank ZentrInvest

Corporation

4 2 11 17 3.000.000 3.500.000 400.000 China Development Muslim Commercial Vietnam International

Bank (China) Bank (Pakistan) Bank (Vietnam)

10 45 30 99 90.000.000 120.000.000 17.500.000 State Bank of India Bank Negara Indonesia National Bank of Dubai
Financial Services

(India) (Indonesia) (Dubai)

6 2 86 104

0 0 1 1 4.806.000 10.546.900 9.600.000

0 0 0 0

0 0 0 0
the way we see it
umbers of largest reference Most important references

clients # accts # trxs per day Reference 1 Reference 2 Reference 3

0 Attijariwafa Bank Société Générale Fortis Belgolaise

200.000 Millennium BCP Mozambique Millennium BCP Angola

.500.000 1.650.000 150.000 South African Post Office Old Mutual Investment Bank Misr
Administrators

.400.000 4.600.000 1.100.000 United Bank for Africa (Nigeria) First Bank Nigeria (Nigeria) Bank of Alexandria (Egypt)

280.000

100.000 1.000 UBN (Nigeria)

1.000.000 Standard Bank of South Africa Nedbank Corporate Landbank SA

Postbank (Kenya) ABC (Tunis) ABC (Egypt)

.000.000 3.000.000 330.000 First National Bank (South Africa)

Co-operative Bank of Kenya

Outgoing Incoming Domestic Direct International Standing Orders Collection of Debit Cards Deferred
International Payments Debits Direct Debits Cheques Debit Cards
Transfers

Full Full Full Full Full Full Full Partial

Full Full Full Full Full Full Full Full

Full Full Full Full Full Full Full Full

Full Full Full Full Full Full Full Partial

Full Full Full Full Full Full Full No

Full Full Full Full Full Full Full No



Full Full Full Full Full No Full No

Full Full Full Full Full Full Full No

Full Full Full No Full Full Partial No

Full Full Partial No Full Partial Full Full

Full Full Partial Partial Full Full 3rd Party 3rd Party

3rd Party Full 3rd Party 3rd Party Full Full 3rd Party 3rd Party

Full Full No No Full Full Full Full

Full Full Full Full Full Full Full No

Full Full Full Full Full Full Full Full

Full Full Full Full Full Full Full Full

Full Full Full Full Full Full Full No

Full Full Full Full Full Full Partial Partial

Partial Partial No Partial Partial No Full Full

Financial Services

Full Full Full Full Full Full Full Full

the way we see it
 anagement

ving Term Cash FX in Cash Bank Travellers Zero Zero Notional Notional
counts Deposits Withdraw/ Cheques Cheques Balancing - Balancing - Pooling - Pooling -
Deposits Cross Border Cross Border Cross Border Cross Border
Single Cross Single Cross
Currency Currency Currency Currency

ll Full Full Full Full Full No No No No

ll Full Full Full Full Full Full Full Full Full

ll Full Full Full Full Full Full Full Full Full

ll Full Full Full Full Full Partial Partial Partial Partial

ll Full Full Full Full Full Full No No No

ll Full Full No Full Full No No No No

ll Full Full Full Full Full Full Full Full Full

ll Full Full Full Full Full Partial No Partial No

ll Full Full Full Full Full Full Full Full Full

ll Full Full Full Full Full No No No No

ll Full Full Full Full Partial Full Full Full Full

ll Full Full 3rd Party 3rd Party 3rd Party Partial Partial Full Full

ll Full Full No Full Full Full Full Full Full

ll Full Full 3rd Party Full 3rd Party Full Full Full Full

ll Full Full Full Full Full No No No No

ll Full Full Full Full Full Full Full Partial Partial

ll Full Full Full Full Full Full Full Full No

ll Full Full Full Full Full Partial No Partial No

ll Full Partial Partial Partial No Full Full Full Full

ll Full Full Full Full Full Full Full Full Full

Giro Investment Mutual Funds Wholesale Retail Corporate Order Position Settlement
Services Actions Management Management

3rd Party Full Full Full Full Full Full Full

Full Full Full Full Full Full Full Full

Full 3rd Party Partial Full 3rd Party Full Full Full

3rd Party Partial 3rd Party Full Partial Partial Partial Partial

No No Full Full No No Full Full

No No No Full No No No Full

3rd Party 3rd Party 3rd Party Full 3rd Party 3rd Party 3rd Party 3rd Party


Full Full Full Full Full Full Partial Full

No Full No No No No No No

3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party

Full Full Full Full Full Full Full Full

3rd Party 3rd Party 3rd Party Partial 3rd Party 3rd Party 3rd Party Partial

No Full Full Full Full Full No Partial

3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party

No No Full Full No Full Full Full

Full Full Full Full Full Full Full Full

Partial Full Full Full Full Full Full Full

No Partial No Partial No Partial Partial Partial

No Partial No Partial No Partial Partial Partial

Full Full Full Full Full Full Full Full

Financial Services
the way we see it
ages) Others

draft Personal Revolving Mortgage Leasing Asset Insurance Trading Treasury Pensions Financial Workflow
urrent Loans Facililty Loans Manage- Instruments Planning Manage-
unt ment ment

Full Full Full Full 3rd Party Full Full Full Full No No

Full Full Full 3rd Party Full Partial Full Full Full Full Full

Full Full Full Full Full Full Full Partial 3rd Party 3rd Party Full

Full Full Full No 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party No 3rd Party

Full Full Full Full No Full Full No No No No

Full Full Full Full No No No No Full No No

Full Full Full 3rd Party 3rd Party Partial 3rd Party 3rd Party 3rd Party Full Full

Full Full Full Full Full Full Full Full Partial Partial Full

Full Full Full Partial No Full No Full No No Partial

Partial Full Full No 3rd Party No Full Full No No Partial

Full Full Full No No No Full Full No No No

Full Full Full No 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party Full

Full No Full Partial Partial Full Full Full No Full Full

Full Full Full Full 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party No Full

Full Full Full Full No No Full Full No No Full

Full Full Full Full Full Full Full Full Full Full Full

Full Full Full Full Full No Full Full Partial 3rd Party Full

Full Full Full Partial No Partial No No Partial No Partial

l Partial Partial Partial No Partial No No No No No Partial

Full Full Full Partial Full No Full Full No Full Full

IBM System i IBM System p IBM System z SUN AMD SUN SPARC HP Integrity Other

X X X X X

X X X X X X

X X X X X Any J2EE-compliant
platform

X X X

X X

X X X X X X
s

IBM System i IBM System p IBM System z SUN AMD SUN SPARC HP Integrity Other

X X X X X

X X X X X X

X X X X X Any J2EE-compliant
platform

X X X

X X


X X X X X X

X X X

X X X X

X X X X X

X X X X X X

X X X X X

X X X X X

X X X X X

X X X X X

X X
Financial Services
the way we see it
s Database servers

N Solaris MS Windows Linux AIX IBM i5/OS IBM z/OS IBM DB2 Oracle MS SQL Other
Server Universal Database Server
Database

X X X X X X X X

X X X X X X

X X X X X X Informix

X X X X X

X X X X X Profile/SQL

X X X VSAM

X X X

X X X X X X X

X X X

X X X

X X

X X X X X X

X X X X X JDBC

X X X X X X X

X X X X X X

X X X X X X X X

X X X X X X X X J4 (Temenos)

X X X X X X X Sybase

X X X X X X

X X X X
s 3rd party report generators Integration financial accounting systems

Jboss BEA Other Business Crystal Other SAP Oracle People- Other
Weblogic Objects Reports E-Busi- soft
ness
Suite

X FRS-FIRE X X

X Netweaver X

X X Proprietary X Proprietary system

X X

X X


X X IPS-Sendero

X X X X X X

Finacle proprietary X JasperServer X

application server

X X Other X X

StorQM Plus,
IntelliMatch, Forms-
master, Open DB,
Jacana, Valet

X X X X

X JASPER, Jreporter, X
Actuate

Netweaver X X Cognos X X

Oracle Discoverer/ X X
Business Intelligence

X MS BizTalk X X Brio, Hyperion SQR X X X Finance One,

Financial Services

Emphasise etc.

X X X X Cognos X X X SUN

X X X

X X X Standard Interface X Standard Interface

X X Siron; Cognos X
Impromtu
the way we see it
)

2. Anytime (7x24x365 realtime processing), anywhere (servicing from any selling point) 3. Multi-concepts: channel, currency, language, company 4. Parameter driven
and Serviced Architecture Oriented.

through SOA 2. Broad modular functionality 3. Scalability, performance 4. Flexibility through parameter setting & product factory 5. Operational excellence (Customer centric &

nctional coverage 2. Robust to support 12.000 concurrent users and fifteen million accounts 3. Modular yet integrated 4. Evolutive technology 5. Open standards, Java, XML,

a true real-time, event-oriented, fully J2EE compliant core banking system. This platform independence makes Corebank capable of adapting to cutting-edge global IT
ering Corebank’s proven business functionality. Corebank does not use any proprietary tools or technologies. 2. Corebank’s structured, documented data model is based
Framework (IFW) Financial Services Data Model (FSDM), and improves development efficiencies and decreases ongoing maintenance costs, while providing ease of user
orebank’s service-oriented architecture approach enables consistent processing across various delivery channels and facilitates integration of Corebank business com-
rty applications. 4. Corebank is a customer-centric application with customer data stored only once in a robust operational customer database. Corebank can also be inte-
customer systems as necessary. All Corebank components are fully integrated without siloed applications for lending, deposits etc. 5. Corebank’s Product Build component
oduct factory that will allow banks to build banking products and product packages in real-time without IT intervention using an extensive array of parameters and processing
k has a comprehensive list of predefined product components, including pricing and interest profiles that are used and re-used in the definition and release of new products
ortfolio.

f ownership 2. Improved time to market 3. Increased reliability and unlimited scalability 4. Eased integration 5. Improved customer experience.

ionality 2. Unrivaled market share, global install base amongst top tier banks 3. Nearly fourty years of development and implementation expertise 4. Proven in-house and
ent options.

parameter driven, solution which enables users to launch and create new products quickly (including multiple products in a day) to respond to changing market demand.
nking and consumer finance core processing in a single core system for banks that want to offer consumer finance and vice versa. 3. SOA-based for integration with Fiserv
and home grown banking host systems and applications. Integration proven in production with over sixty clients worldwide. 4. ICBS is robust and scalable to meet business
s to clients running eight million accounts. 5. Integrated suite of products for multi-country, and multi-currency core processing, smart client tellering, customer interaction
nd business intelligence for global financial services institutions. Business process oriented with business process created and delivered across multiple banking channels
er interaction management solution: Fiserv Aperio.

otprint covering the needs of wide variety of banking models and niche segments like virtual banks, central banks, retail and commercial banks. 2. Strong SOA capabilities
tration, webservices, open standard based technology 3. Rich functionality and compliance to regional requirements, with deployments in over 120 countries 4. Ability to
st with diverse application landscapes 5. Ability to scale from needs of small green field deployments to addressing needs of tier one institutions.

uct Spread - Finacle core banking solution offers an unlimited palette of features for banks to design and deploy products for varying market segments. The product
of the solution offers a wide range of possibilities for banks to create products with innovative features. The facilities provided for differential pricing, channel rules and
h Finacle Studio - the scripting engine, empower banks to continuously innovate and extend their suite of products, across segments. 2. Agile Operations - The Service
e (SOA) enables the IT team at the bank to effect changes without touching the base code, ensuring lesser vendor dependency and faster adaptability to changing business
t Cross-sell Framework - The CIF and CRM capabilities in Finacle offer a unified view of the customer across the entire solution and across multiple back-end applications,
view the customer from a completely informed angle. This empowers banks to effectively manage customer relationships and aggressively explore cross-sell opportunities.
onal Efficiencies and Productivity - Finacle core banking solution supports business events automation and process orchestration, thus eliminating manual tasks and reduc-
e elimination of error and data redundancies also results in increased branch productivity. Straight Through Processing (STP) abilities enhance reduction in turnaround and
reasing output and enabling speedy completion of tasks. 5. Scalability - The Finacle core banking solution offers unparalleled scalablity demonstrated through lab bench-
support for some of the largest retail banking live sites in the world. 6. Business process management capability - The solution includes business process management
e built-in PEAS framework which enables the orchestration of business processes and services.
)

n reliability 2. Breadth and depth of functionality 3. Flexibility in terms of product design & reporting 4. Integrated branch automation applications (with full off-line capabilities)
ingle site to thousands of branches).

h of functionality. 2. Proven reliability with over 500 live sites across 85 countries. 3. Integration capabilities. 4. Track record in delivery/implementations. 5. Proven upgrade

are vendor operating solely in the Banking & Financial Services domain. 2. Global recognition in the specialized domain of lending - FinnOne was ranked as the No. 1 selling
he world, in the calendar year 2006, by International Banking Systems, UK. 3. A single integrated (yet modular) platform for the processing of most types of loan products
life-cycle coverage. 4. Proven scalability (volume processing) and extensibility (product coverage) in lending. 5. Experience with cash management projects and deployments
itibank, ABN AMRO and Standard Chartered Bank. 6. Corporate and financial maturity of the company. Been in existence for 20+ years and has demonstrated year-on-year
, employees, revenues and profits. 7. Cost-effective delivery options, by optimally blending onsite and offshore solution delivery.

ce Platform’ enabling fully integrated relationship management, allows customer to design their customer experience 2. Teller to Seller transformation capability. Fully inte-
ribute based Teller system 3. Modular design and SOA backplane makes it unique in the market place today, compared to competing products. Built on open standards and


hly modularized. This architecture allows for non disruptive modernization of legacy core banking systems in a measured and steeped approach. 4. Fully integrated workflow
operations management leading to straight through processing. 5. Single sign on, 24x7, scalable and secured system.

osition is based on the delivery of more than just a piece of software that covers only the current features and functions requirements. Features and functions are important,
e important value for a customer making a large investment in core banking software is how the software will meet the future business and technology requirements which
. SAP therefore stresses the following topics in addition to functionality: 1. Standard software • SAP believes in the long term positive effects of using true standard software
mmodity processes, and to use the same basis to allow for innovate based on components, reuse and a strong technology framework. • Clear release upgrade cycles, with
gistics to protect customer investments, both in terms of own development, using different release stages of different parts of the SAP stack, and all configuration and date
se • One code base, one product base without distinction of retail vs. corporate functionality, thus enabling future convergence of product and services offerings to both
customers 2. SOA/technology proposition • Technology stack separation: application independence and decoupling from the underlying hardware and software platforms,
m and database system. • Business application interfaces independent of technology and environment, enable applications in different environments, may it be zOS/Cobol,
ss the same business functionality. • Open standards communication having interoperability with Websphere, .Net and other platforms. • Complete Service Orientation, in
ent model, in the development of new services, in the deployment of services and in the industry interaction. 3. Integration/best of breed proposition SAP provides a broad
ranging from basic ERP products through CRM through core banking back office to front end applications, price optimization, etc. The portfolio has been built organically,
t, integrated, componentized software and platform landscape. Each solution can be implemented stand-alone delivering a best-of-breed functionality or as a part of an inte-
ong-term SAP application landscape strategy. 4. Flexibility/scalability SAP delivers a highly flexible, parameterizable solution covering different types of business (retail/cor-
tomer to combine these business in one single system. It is also one solution for both small and large banks, allowing banks to grow within being limited by their IT systems.
thodology allows a strict division between the standard code and customer extensions, allowing customers to extend the system without affecting the upgradeability on long
hitecture The SAP solutions have, by design, a number of solution architectural foundations which are part of the foundation architecture. - Multi-entity. It is possible to have
tities sharing the same system instance, thus limiting the needs to run separate systems for different branches. - Multi-country. It is possible to have a number of different
untries sharing the same system instance, also in case they are in different timezones and cut-off times. - Multi-currency. It is possible to have have multiple currencies in the
ement hierarchies can include accounts with different currencies. Automatic currency exchanges are performed during movements between accounts with different curren-
e. It is possible to have multiple user languages in the system, enabling usage of the same system in different language areas. All parameterization can be done in different
the user interface to the original language of the user. Customer communication can be performed in the language of the customer, independent of country of the bank.
ffers through SAP NetWeaver and it’s open infrastructure and a rich variety of interfaces to enable multi-channel integration independent of channel application. During the
tions, channel specific processing rules, if there are any at all, have been made configurable through parameterization. - 24x7 availability The solution offers a 24x7 availabil-
Financial Services

abilities. There is no need to close the system during end-of-day processing.

ccess is a comprehensive and integrated solution covering wholesale and retail banking for both conventional and Islamic banking operations. These give banks a wide
roducts to offer and the flexibility required to innovate and become product leaders. Built on Open platform and latest technologies, SunGard’s System Access give banks
ce products and services quickly into the market, much faster than mainframe-based systems. The Service-oriented Architecture design of SunGard’s System Access gives
ntegrate data, applications, and business processes across multiple 3rd party and legacy systems. Customer-centric architecture gives banks a complete, 360-degree view of
ss products and applications. This gives banks a better view of overall profitability and risk exposure through MIS consolidations. SunGard’s System Access has been imple-
stomer sites across the globe. It is multi-language and multi-currency and has in-built international banking best practices that can help banks achieve operations efficiency
banks in the world.
the way we see it
e)

f Implementation 2. Performance and Scalability 3. Breadth and Depth of Functionality and Extensibility 4. Reliability and Availability 5. Agility and flexibility of Architecture.

nal coverage. 2. System agility for new product/channel/geography/process deployment. 3. Modern and wide technology support leading to scalability and resilience of
pth of functionality which matches the breadth. This is driven by ongoing product investment. 5. The packaging of best practice example functionality in the Temenos Model
her with easier deployment tooling to help banks achieve their objectives in a faster and safer manner.

e based on the global IBM standard: Financial Services Data Model. 2. An N-tier application architecture that reduces development and maintance, and adapts to changing
s. 3. Modern development standards based on componentization and re-usability. 4. A platform independent technology built for any business scale. 5. Maximum flexibility
meter-based Product Builder.

tion, allowing business product managers to create and customise new products (loans, saving, cards…) without the involvement of IT staff and a minimal launching time.
rchitecture, component based and event-driven accounting engine. Designed for sophisticated and complex tier 1 and tier 2 banks. 3. Multi-everything (channel, bank, cur-
ndar, cross-border processing). 4. A variety of integration methods are supported by a connectivity framework for both on-line and background interfaces. 5. The modularity
architecture is specifically designed with low TCO (total cost of ownership) in mind. The cost for maintaining the core components could be shared across several institutions
duct strategy. Low processing and operation cost - regarding both low hardware and software resource consumption and simplicity of operation.

ern design. 2. Excellent Fit for Retail/Automobile Banks. 3. High Volume capacity and security. 4. High actuality because of a practical relevant development (Usergroup).
 nd business process management? (part one)

criteria of the Alnova solution are aligned with the basic principles of service oriented architectures (SOA). These principles are translated in a series of guides at the time
ion. The fundamental components that provide these capabilities are Alnova Architectures, Alnova Multi-channel Technical Architecture (AMTA) at client and middle-tier level
echnical Architecture (ASTA) at back-end level, complemented by a modular design of the Back-End. This design has been tested with success in multiple implementations,
s provided by the back-end were integrated via the Multi-channel architecture, at times with the Financial Terminal of Accenture, or with the office channels of the client
ervices), and with other alternative channels.
road towards an evolution in order to reinforce current SOA capabilities of the Alnova Solution in accordance with a process-centric approach. A key challenge is the
logical model and implementation in order to align software solution to business need, and the Business Process has to be the key element for it.
llenges is to find a rational approach for a suitable combination of assets and products in terms of economy and leveraging synergies. Suitable integration scenarios must
r to get a rational usage of own capabilities together with third party expert products. Alnova is counting on IBM collaboration around the exploration of adequate integration

anage it in the most standard way taking advantage of BPM capabilities of IT leader tools in the market. Alnova services of each business activity characterized by a GUI
el on top of the activity is the Business Process and it is required for offering integrity of it like the joint of several Business Activities of different types. The objective is to
st standard way taking advantage of BPM capabilities of IT leader tools in the market.


s full SOA. We have a BPM tool which allows to build your own process flows into our banking solution. It uses the different Thaler services to orchestrate the bank’s

e orientation through the usage of Java and SOA. We do not support business process orchestration and business process management.

ned to participate in a Service Oriented Architecture. Corebank is technologically very open, and can participate in SOA’s built on a variety of tools and styles. Corebank’s
emented as approximately 150 EJB’s with well over 1000 methods in total. Access classes also exist that encapsulate the logic to locate and call the EJB’s and these classes
açade for the system if desired. Both methods can coexist.
ave a built-in workflow mechanism, but instead has been designed to expose a clean, well-structured and technologically open interface that can work with various generic
chestration tools. Corebank API functions have been designed to be big enough that they don’t unnecessarily complicate creating larger-grained services, but small enough
e problems for workflow tools and decrease re-usability. Corebank’s API structure has evolved specifically to make it easier to flexibly aggregate API functions into larger-
icro-workflow’ tools can be used to assemble Corebank API functions into larger services, which can be highly reusable, while ‘macro workflow’ tools can be used at a higher
ocess Management. Corebank API functions, being Java method calls, can also be exposed as Web Services, if desired, by using tools provided with WAS to generate the

sed via IFX messages via the Xpress Enterprise Services layer. It can participate in process orchestration via this enterprise services layer. Profile integrates to any business
t tool via the Xpress integration layer.

vices-enabled host system. It offers process orchestration via integration with FIS’ Xpress SOA integration layer and has native case management capabilities.

a service oriented architecture. ICBS functionality is manifested in the form of XML/IFX based messages, which are combined into services and exposed through Fiserv’s
integration hub. These services can then be combined into business processes and consumed by both Fiserv and third party front- and back-end applications and systems
e systems and channels in an enterprise.
is currently in use in over 50 financial services institutions and is an integral part of Fiserv Aperio, Fiserv CBS Worldwide’s multi-channel customer interaction and business
t solution. Business processes are created and deployed via the Fiserv Aperio Business Process Management solution. Aperio comes with 300+ pre-packaged financial
ocesses which cover key areas such as new account open, financial transactions, customer updates and complaint management. Business processes and workflows can
Financial Services

and drop modeling to create customized processes. Thus a single process can be built and deployed across multiple channels.
the way we see it
nd business process management? (part two)

e next evolution of technology, which enables financial institutions to take a process oriented view to their application landscape, and ease the ever increasing complexities
the enterprise. As financial institutions look for achieving customer intimacy and competitive differentiation while maintaining compliance to regulation and keeping costs
taking a hard look at their business processes, to find areas of improvement. As a first step customers look for a ready repository of business processes to benchmark
x has brought together its experience in working with over 775 customers across 130 counties, in publishing i-flex Process Framework for Banking (iPFB), a rich repository of
built on global best practices across the entire array of banking functions. This repository is built on Oracle BPA suite. As a second step, i-flex has released the next genera-
offerings which take advantage of the business processes documented in iPFB, and provides executable BPEL processes and underlying web services. i-flex has recently
abled release of FLEXCUBE with web services available for almost every business function in the suite. Thirdly, with process orchestration comes the need for having user
task based, and are agnostic of business logic, which makes them more amenable for change in case of change in business processes. With this in mind, FLEXCUBE comes
nted UI which is based on industry standard Java, and XML. i-flex leverages the Oracle Fusion Middleware stack for Process Management. Processes are documented in
cess Architect (BPA) suite, and are measurable via Oracle Activity Measurement (BAM) toolset. Additionally business processes documented in Oracle BPA suite can serve
he Oracle Governance, Risk and Compliance framework for enterprise wide Governance, Risk Management and Compliance initiatives.

has been designed using SOA principles. The solution’s modular architecture allows it to expose granular business functionality as services which process requests based
ers. Benefits include the capability to orchestrate services to create new functionality using a transaction coordinator. These services are exposed to other applications
n framework thereby separating application logic from the front end enabling addition of delivery channels without re-writing back end code. Current functionality supported
be classified into multiple areas like customer relationship management, demand deposit, loans, bill payment, teller operations, back office operations, limits & collateral
provides process orchestration through its GUI based business process definition and deployment tool called PEAS using which the banks can parameterise and deploy
es that suit their environment. PEAS has the following components - a modeler, process execution engine, process monitoring and administration and lastly the process
ponent. PEAS is based on the BPML specification. Using the above mentioned components banks can carry out the following steps in defining their processes: definition
tomator, deployment and execution using the process deployment and execution engine.
th Infosys’ Influx Business Process Management tool to provide business process management capabilty. Finacle uses the Process Execution Analysis and Simulation
ux based on BPML for modelling, and BPEL for execution, monitoring and administration of business processes.

low risk, evolutionary approach to moving towards an SOA environment. Midas Plus and Equation are created extensively in a J2EE and IBM WebSphere environment for
nd simplified management. A large number of APIs provide excellent integration capabilities. Furthermore, new modules of Midas Plus and Equantion will be created through
nt-based core banking technology, Misys BankFusion. Misys BankFusion provides the tools for Misys to develop the next generation of Midas applications within a Service
. This strategy will make the functionality available as service based components, offering a higher degree of customisation, platform independence and a mechanism for
ng when the software is upgraded. Adherence to SOA principles was and is a key design point of the BankFusion platform.
ess centric platform, all functionality in a BankFusion solution is delivered by a process. BankFusion supports the ability to orchestrate its own and external services through
e resulting business process can incorporate both interactive and non-interactive tasks. The business process may be long running - spanning multiple user sessions and
ver it is a key principle of BankFusion that it is non-prescriptive, and bearing in mind many organisations will wish to make there own choice of orchestration tools, it is
ankFusion’s own orchestration with a 3rd party. All BankFusion processes can be published as WSDL interfaces. Invocation can be through SOAP and RMI. The services
nsactional and can readily be orchestrated by any tool/engine supporting the WSDL interface.
form provides tools for designing, instrumenting and monitoring its own services and work flows, and these are fully integrated with the core solution. For some installations
needed but BankFusion does not aspire to be an enterprise wide BPM system. We fully expect Banks to make their own enterprise decisions in this area. By adhering to
and exposing all services through standard WSDL interfaces the task of integrating with 3rd party BPM is simplified.

nt to open platform architecture with progressive service orchestration. Our FinnOne solution is already workflow enabled; with consistent improvements in BPM capabilities.

early adopters of SOA and commenced work on SOA in 2003. Intellect Suite comprises of 56+ departmental solutions using the principles of SOA and comes complete
, integration layers. Intellect Workflow is used internally to orchestrate Workflow.
APIs for Integration. Integrator, is a middleware for integration with external systems. Some of our generic product services like Fees and Charges are SOA enabled.
ertise center for SOA.
antial research work on Process Orchestration with various BPEL vendors and plan to implement as part of our product roadmap as well as on need basis.
n IBM process server, Oracle BPEL, Active BPEL.
ts as a Business process management layer, orchestrating the workflow between various functions of core banking like origination, Lending and collection.
nd business process management? (part three)

vice-Oriented Architecture (SOA) addresses the business issue that most companies are facing - extending existing IT assets to support business change and innovation,
ost of ownership. Enabled by the SAP NetWeaver platform, Enterprise SOA provides an open outline for adaptive business solutions. Building on the benefits of Web
n the promise of services-oriented architectures, enabling both flexibility and business efficiency without increasing costs. With Enterprise SOA, companies have a cost-
r composing innovative new applications by extending existing systems, while maintaining a level of flexibility that makes future process changes cost-effective. SAP offers
dards-based solutions for banks in its SAP for Banking solutions portfolio. This portfolio can include a business process platform (BPP) for banking that combines the power
er platform with industry-specific business and banking solutions. Although Enterprise SOA provides a strong promise for banks and an attractive means for future develop-
s’ businesses, neither SAP nor its customers and partners can afford to discard existing solutions and start again from scratch. The aim of the BPP for banking is not only
banking solutions but also to put banks on the fast track to an enterprise services architecture. SAP’s existing solution architecture is the starting point for the Enterprise
g this transition process, SAP will open the solution architecture by harmonizing business processes, decoupling user interfaces, and making business objects and services
pen, standards-based access mechanisms. The transition process will ultimately lead to an architecture that offers maximum flexibility and powerful functions for building
and services on a scalable, high-performance IT infrastructure. Simultaneous, additional functional coverage, e.g. for corporate banking and cash management, will be
t customer requirements.
iness Process Management consists of three focuses to cater for the complete range of environments where this is needed. The three focuses are:
hich is part of the Portal Framework, to enable individuals to create light-weight ad hoc processes to optimize their day-to-day tasks and add transparency to what they are


their team members. This is what delivers the people empowerment.

, the SAP Web Application Server workflow tool, which is used to automate the busines processes taking place within an SAP component and integrate the SAP users with
ss. This is what delivers the workflow empowerment within the SAP components.
BPM to automate the cross applications processes taking place in a heterogeneous system landscape. This delivers the total Business Process Empowerment in a system

process lifecycle: design, automation, execution, monitoring, analysis and optimization.

ccess universal banking solution is built on an open platform and designed on SOA. Enterprise infrastructure integration is facilitated through our proven architecture.
ccess universal banking solution includes System Access Customer Service Manager that provides Business Process Orchestration (BPO). This gives the ability to orches-
execution of a business process across different systems and organizational boundaries. SunGard’s System Access Customer Service Manager has built-in BPM capabili-
Customer Service Manager is fully integrated with the System Access Symbols core banking solution.

enabled across the entire Product Set which includes Commercial Banking, Capital Markets and Insurance. Over 2000 services are available through Biztalk, Websphere and

rates a STP engine which manages orchestration of atomic level fine grain services at the application level, coarse grain services which are composed of multiple fine grain
via adapters and BPEL is used to orchestrate coarse grain services across one or more applications.
CS Channels solution comes with a User Interaction Manager which allows user/customer interactions to be workflowed. This is an additional layer that sits above the BPEL

pacity to operate in an SOA environment since it exposes all of its functionality as web services which can be addressed by other systems. Temenos continues to monitor
d trends in this area to help to define how this technical system capacity can be best deployed by banks. Various technology proof of concept activities are underway
ongoing engagement with clients, prospects, partners, analysts and other industry bodies.
by a BPEL engine. This technical capacity is being exploited by ongoing client implementation work and technical proof of concept activities being carried out. Temenos also
nsulting service centred around BPM activities which is aimed at supporting the implementation and subsequent use of T24. The use of process orchestration technology
herent in this offering. Temenos uses 3rd party tools for BPM activities.
Financial Services
the way we see it
 nd business process management? (part four)

nking currently supports most of the SOA standards and significant funding is being allocated in the development programs to expand the coverage of SOA standards
publication of Corebanking services is currently oriented to the integration of an overall banking solution. The development effort in this direction will also result in a higher
in the orchestration of a process through BPEL or other standards. BPM tools are not included in CoreBanking.

uite is built using open standards and a modern Service-Oriented Architecture (SOA) combined with a processing engine built using an effective Event-Driven Architecture
strategy towards SOA, is firstly to divide SOA in two domains, Integration and Business Process Management (BPM).
strategy is divided in sub-domains, such e.g. Client (MDM), General Ledger, etc. The sub-domains are implemented in the SOA integration strategy by Proof of Concept
ided by a general policy. Most of our systems rely on the ability to control the internal processing. For our Core Banking System, the focus is on accounting; for other
around clearing, payment and settlement. We also support orchestration outside our system on the basis of the services that we provide.
to be implemented in our mortgage suite. The experience, knowledge and functional offers will then be implemented in full scale in all system domains. Currently we provide
iness services for use by potential subscribers of Core Banking. We also play an active role in the international arena related to SOA, i.e. OOPSLA07 on SOA with a focus on
nd architectural design decisions to support the evolution of SOA in practice. We typically rely on external standardized BPM tools, such as BEA Aqualogic and Websphere
ell as our own internal processing engines for the optimized processes close to Core Banking (i.e. the accounting engine).

er expectations/client working groups. Software is designed in a modular way to satisfy SOA requirements. We already provide Web Services. We support the process
r web configurator. This tool enables the operation of services according to the business process.
r your system during 2008? (part one)

of evolution: - Continuous SOA alignment for our technical architectures Business areas for evolution: - SOA business applications evolution aligned with our view of a High
g - Credit services evolution to support Credit BPO field Software vendor reliability: - Industrialization (Product development and Delivery center) - Packaging - Delivery

- Netweaver Java development - new user friendly WUI.

ution - Flexible accounting scheme.

orebank, Release 4.5 is targeted for 1st quarter 2008. Below are listed some of the targeted enhancments: - Enhancements for combined statements - Enhancements to
ations - Enhancements to fee funds sufficiency check and retry - Enhancements to interest funds sufficiency check and retry - Enhancements to delinquency loan payment
l options for days until first loan repayment - Additional options for loan/credit repayment date - Additional options for credit expiry date - Additional options for minimum
nd withdrawal units - New APIs for bank-specific follow-up events.

ity - Building compilers for Java - Reverse mortgage functionality - Commercial cash management.


- Lending enhancements.

al functionality for enhanced control and research, product packaging, credit and payment management and auditing to enable banks to deliver better customer service,
y and risk management. Also fully integrated trade, treasury and capital markets functionality within ICBS (ongoing development post launch in October 2007). New releases
additional customer interaction and business process management including analytics. Fiserv is also set to offer a full front-to-back Islamic banking solution based on its
rio products. In Europe, Fiserv will continue to offer BPO in financial services using ICBS core systems.

investing in a broad range of areas to continuously enhance the value we provide to our customers. These investments include 1. Functional enhancements in the applica-
r changing banking environment 2. Technology enhancements in adoption of additional components of Fusion Middleware 3. Pre-integration of our application assets with
tegration Architecture (AIA) 4. Enhancement of our process framework to provide an industry reference model for banking.

ntinues to focus on delivering leadership & innovation in the banking solution space. We see banking solutions playing a role of enabling agents in business transformation
ake banks into responsive, high performance businesses. Finacle’s product strategy will thus continue to evolve towards: Delivering a componentised, maleable SOA archi-
owth & expansion; Delivering a comprehensive product factory that uses intelligent business, process & technology building blocks for bundling and advanced relationship
elivering a reliable, high-performant information & knowledge store relating to customers, banks products & services; An integrated, IP enabled 24*7 scalable & open multi-
hance CRM in financial planning, loyalty mgmt, Integrated Channel Management; Delivering innovative productivity & efficiency features; Comprehensive support for modern
s devices; Support for multi-entity capability; Delivering end-to-end Wealth Management solutions; Islamic banking.

ap for the next 12 months will see a broad range of functional improvements in multiple areas, as well as the coexistence phase on the new Misys BankFusion platform.
tion components on a J2EE-based core banking platform which will provide a common framework for all future banking development. Based around an SOA architecture,
interoperable and scalable platform.

obal Processing such as local time and date stamp for transactions, automated back up and restore; new regulatory reporting; Global cash management engine enabling
pooling services across multiple currencies and countries; support for a range of regional and local regulatory requirements and standards, e.g. MiFID, SEPA and SWIFT,
Financial Services
the way we see it
 r your system during 2008? (part two)

ision is to be a leading global player in its specialty arena of Financial Lending - addressing all aspects of the assets business. Within the solutions portfolio, new and
f Nucleus’ products - FinnOne Lending, FinnOne Collections and FinnOne Customer Acquisition System - are continuously being released.
a communication engine, single sign-on features and loan calculators are also being released. Two new business segments are being addressed by new products that have
ur solutions portfolio - FinnOne Forecaster (for enhanced Business Analytics) and FinnOne Operational Risk (addressing Basel II requirements for Operational Risk manage-

008):
Acquisition System (CAS): Committee Approval in CAS-SME, Quote Management, Value Added Products
nagement System (LMS): Bill Discounting, Operating Lease & VAT handling
s: Workflow based legal Module, Recovery Management System, Time Zone Handling

is more or less completed during 2002-2005. Currently we are in the go to market phase and will be refining the product based on localized requirements such as

ts in terms of the business process platform for banking concerning functionality (based on customer requirements).

king next 12 months initiatives: - Islamic Banking version of SYMBOLS core banking; - XML API of common banking business logic for delivery channels, branch front-
existence with other legacy applciations - Multi purpose lines products enabling banks to configure unique credit lines and products for each client, SME and Corporates
ule across all banking core banking products and service offerings - SEPA support CSM Related Enhancements: SOA based Complaince Framework: The compliance
ed to provide adherence to Regulatory and Complaince norms and provide Risk Management in the Banks through a set of policies and procedures that can be defined and
g various controls like Criteria definitions, Limits management, Collateral management, Rules governing Basel accords, SOX and AML controls which will be orchestrated
d process flows. This framework is evisaged to provide Real-time • Monitoring and control of Risk exposures with respect to products, services, transactions and customer
parison, analysis, decision-making and prevention or initiation of corrective business/operational transactions/ actions. Enhancements to Deposits Management system
orting in the areas: • Overdraft management • Cheque processing - inward and outward clearing For each of these deposit products Banks can provide flexible Interest, fee,
ge computations plans • Liquidation and unutilised deposit processing Enhancements to Payments System supporting: Complete support for Domestic payments including
ats • Mass payments • Direct debit mandates • Support for RTGS, ACH, Interbank clearing • Queuing & Repair features • SWIFT Support. All of the above features will
gard System Access’s SOA Framework for Banking and the related fundamental (existing) building blocks like Unified Customer Insight, Customer Relationship Management
ramework, Pricing engine. Card Management Related Enhancements: SOA Based Card Center (Front-office): Leveraging on Sungard System Access’s SOA Framework for
amental building blocks, the front office features of Card Management system will be redefined to provide various Card services to support the front-office needs. A single
ight across banking services and Card services will provide dash board features to ehnace the Customer service across contact centers, Relationship Managers, elf-service
ct Managers. Card Origination processes: Card Orgination processes across customer on-boarding, Application processing and Account management will be made available
tomer Service Manager) Origination framework.

ross border notional pooling and financial supply chain management - Product Bundling and Preferential Pricing - Mobile Banking - Mobile Payments.

ives are not currently publicly disclosed and we cannot therefore discuss them here. Public ones include Structured Products Manufactured Further CRM enhancements.

SOA - Enterprise Customer Information Management.

- Financial messaging support enhancements such as XML-Swift messages based on the ISO20022 standard initiative to establish a Universal Financial Industry message
w solutions on platform: Cash forecasting and financial supply chain; - Product composer for business users on our Multi-Channel Platform (web-based); - More flexible and
ngine; - Possibly deployment support for Oracle.
released in January 2008. New and enhanced functionality are: - Non-Approval platform (for failed transactions and manual acceptance of certain transactions); - Additional
L format); - Bulk changes; - Retrospective changes; - Retrospective processing; - Prices up to 18 digits; - 2 or 3 decimals depending on currency; - Cash Management

ry 2008 have not been planned in detail yet. Some of the functionality currently being considered: - Extensive framework for verification of data; - Possibilities for 2nd author-
se rates per product; - Maintenance of general services; - Calculation of costs based on boundaries.

flat rate withholding tax (Abgeltungssteuer) - pre-financing for retailers (Händlereinkaufsfinanzierung) - disclosure in relationshop to the ‘Solvabilitätsverordnung’ - controlling
, rates) of the asset ledger - integration mortgage stock register.
  Financial Services the way we see it

Appendix 2: Capgemini contacts

Region Country Name E-mail address

America Manjot Sohi manjot.sohi@capgemini.com
Karen Kenney karen.kenney@capgemini.com
Asia China pbs@capgemini.com
India Ramakrishna Pulapaka ram.pulapaka@capgemini.com
Other pbs@capgemini.com
Australia Christopher Bennet christopher.bennet@capgemini.com
Europe (Central) Austria Michael Bomer michael.bomer@capgemini.com
Germany Sebastian Ostrowicz sebastian.ostrowicz@capgemini.com
Switzerland Boris Hohl boris.hohl@capgemini.com
Europe (East) Czech Republic Patrik Horny patrik.horny@capgemini.com
Poland Wlodzimierz Golebiowski wlodzimierz.golebiowski@capgemini.com
Other Michael Bomer michael.bomer@capgemini.com
Europe (North) Norway Bjorn Miljeteig-Olssen bjorn.miljeteig-olssen@capgemini.com
Sweden Roger Gullqvist roger.gullqvist@capgemini.com
Other Roger Gullqvist roger.gullqvist@capgemini.com
Europe (South) France Christophe Peltier christophe.a.peltier@capgemini.com
Portugal Fernando Maia fernando.maia@capgemini.com
Italy Livio Palomba livio.palomba@capgemini.com
Spain Julián Basurto Barbosa julian.basurto-barbosa@capgemini.com
Europe (West) Belgium Marc Jean Nootens marc-jean.nootens@capgemini.com
Netherlands Gert Jan van Dorsten gertjan.van.dorsten@capgemini.com
UK/Ireland Francis Hellawell francis.hellawell@capgemini.com
Other/Global pbs@capgemini.com
Under non disclosure
throu
 ure
through March 25th 2008

www.capgemini.com 

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