Under non disclosure

throu

www.capgemini.com  Financial Services the way we see it

Core Banking
Systems Survey
Survey results 2008

Core Banking Systems Survey

Capgemini Nederland B.V.

Papendorpseweg 100
P.O. Box 2575 3500 GN Utrecht
Tel. +31 (0)30 689 00 00
Fax +31 (0)30 689 99 99
Under non disclosure
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  Financial Services the way we see it

Core Banking Systems Survey

Survey results 2008

Gert Jan van Dorsten

Andr Spruit
Arthur Barendsen
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 Capgeminis
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, Andr 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.
Andr Spruit is a managing consultant specialized in selecting and implementing
package-based solutions for financial institutions. Andr focuses on core banking
packages and before joining Capgemini at the end of 2006 worked for one of the leading
vendors in this domain and in the financial services industry itself.
Arthur Barendsen is a consultant with experience in embedding packages in a global
banking organization.

Gert Jan van Dorsten Andr Spruit Arthur Barendsen

Principal Consultant Managing Consultant Consultant
Capgemini Nederland B.V. Capgemini Nederland B.V. Capgemini Nederland B.V.
  Financial Services
Preface
I am very proud to present the results
of the 2008 Capgeminis Core Banking
Systems Survey. The 2008 survey pro-
vides an in-depth and timely insight
into the state of the package solution
providers industry serving the core
banking business in top-tier banks
throughout the world.
The main objective of this survey is to
help you understand the various core
banking systems that are available in
the world. It gives you insights into
business trends, banks and vendors,
package selection criteria, implementa-
tion methods and information concern
ing and provided by the solution vend
ors. It should assist you in efficiently
and fundamentally narrowing down
the search for the right solution pro-
vider and make it easy to connect with
the vendors on a well-informed basis.
Capgemini can provide financial insti-
tutions with considerable benefits in
the area of system selection and imple
mentation, including:
a broad spectrum of services and in-
depth experience of every phase of
the system selection process;
an exceptional track record based on
the successful implementation of
many different types of package
solutions;
different application maintenance
contracts on vendor solutions;
leading-edge capabilities closely
attuned to current and future indus-
try changes;
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,
Gert Jan van Dorsten
Principal Consultant
Banking Practice, The Netherlands
Manager Global FS Industry Packages
Center of Excellence
Capgemini Nederland B.V.
Utrecht, February 2008

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
4.4 Recent developments in package solutions 21
4.5 Competitive landscape 22
4.6 Future of the market 22
4.7 Specialized best of breed solutions 23

5 Package-based solutions 24
5.1 Integrated Architecture Framework 24
5.2 Stage 1: Make or buy 25
5.3 Stage 2: Selection 26
5.3.1 Methodology 26
5.3.2 Integrated or best of breed 28
5.3.3 Selection criteria 29
5.4 Stage 3: Implementation 30
5.4.1 Methodology 30
5.5 Stage 4: Operation 33
5.5.1 Organization 33
5.5.2 Location 34
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
Europe-South
Europe-West
Europe-Central
Europe-North
Asia
America
Australia
Background to the survey 
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.
5%
15% 10%
15%
25%
20%
10%
 Figure 2: Participating vendors and solutions

Vendor Package
Accenture Alnova Financial Solutions
Callata & 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
banking system, based on the compa-
nys business vision. These range from
functionality, architecture and non-
functional requirements to vendor sta-
bility and implementation capabilities.
Finally, it should be noted that answers
to survey questions are quite depend
ent on the individual perception of the
question and cannot be fairly com-
pared on an individual level. Also, as a
result of habitual vendor optimism,
system functionality on paper is not
always the same as system functionality
in a real setting.

The answers to the vendor survey are

published in unamended form as an
appendix to this booklet.

Capgemini is an independent advisor

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


  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.
Trends in core banking 
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).
Todays 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 banks IT
infrastructure and contains records of
all customer transactions and the pro-
cessing of those transactions. A minor
error in this area can cause a banks
entire system to crash, tarnishing its
reputation in the process.
Complex: technology is a key driver
of change, and application vendors
have long been preaching the virtues
of flexible development, speed to mar-
ket, real-time processing and a single
view of the customer across all lines
of business. But, although many early
adopter banks in Europes middle tier
have already embraced this new tech-
nology, it is surprising how many of
the largest institutions are still battling
with the self-imposed handicap of
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-
ing to cut costs.
Costs: the project budgets required
for software and service are huge: up
to 250 million in extreme cases.
Software and services costs for
European banks renewal initiatives,
spread over at least ten years, will be
in the 100 billion range. The
European Central Bank estimates that
there are about 6,700 credit institu-
tions in Europe. These can be broken
down into to tier-one, -two and
-three banks. That does not take
account of all kinds of national par-
ticularities, see figure 3.

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
10
No. of Credit Project sizes ( million)
Institutions Min. Typical Max.
20 60 110 200-250
40 40 60 150
4,500 5 20 50
2.2 The core banking market
The conclusion drawn in a Forrester
research study in October 2005 was
that banks are racing to renew their
banking platforms. 46 percent of
European banks had already started to
renew their application landscape; a
further 23 percent planned to do so.
More than two-thirds of the 54 percent
of banks that have not yet started their
renewal initiative - about 37 percent
of the total - state that they will start by
2010 at the latest.
It is clear that the conclusion was cor-
rect and that banks are indeed renew-
ing their platforms. It can be seen from
the home markets and global roll outs
that the top-tier banks are now starting
to replace. The smaller banks began
earlier. Capgeminis World Retail
Banking Report 2007 endorses this
viewpoint: IT globalization appears to
be the most important transformation
trend for the next five years, with more
than 90 percent of the banks we inter-
viewed willing to have a common
architecture and modular application
suite and a ready-to-go approach to
IT implementation.
Most of the top-tier banks in Europe
are now busy replacing their legacy
systems with a single global system in
each business line. But the Dataquest
Insight 2006 study by Gartner shows
that, in core banking, survey respon-
dents in Europe identify it as a key
opportunity, contrary to the US mar-
ket, in which large banks in particular
are still reluctant to proceed, often
waiting to implement new systems in
global divisions before tackling domes-
tic systems.
In Australia, the big four started to
select and replace the old systems,
and the same applies to Russia. There
is a great deal of activity in the very
large consumer markets of India and
China. India started a few years ago,
while in China - especially in the last
few years- banks have been very
actively implementing modern sys-
tems in their extremely fast-growing
operations. A large number of legacy
replacements are also being carried
out in the rest of the APAC region.
While the bulk of sales are still within
tier-three and tier-four banks, there
are signs of larger, more strategic deci-
sions now being taken higher up the
pecking order, albeit by a still relative-
ly small number of top-tier players.
Forrester believes (based on research
into vendor deals in 2005 and 2006)
that the number of global banking
platform deals grew by at least 15 per-
cent from 2005 to 2006.
The major drivers in the sector for
core banking replacements are:
the severity of regulatory require-
ments and penalties;
the appeal of a component
approach (SOA - Service Oriented
Architecture - and BPM - Business
Process Management);
a strong focus on architecture for
the industrialization of banking,
infrastructure and multi-channel
enablement;
  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.

Retail banking represents the most Mobile technology

significant source of income for the
global financial services industry. The
key differentiator between market Web 2.0
leaders and poor performers will be
profitable growth rather than cost cut-
ting to improve profits in the long BPM
run. Capgeminis World Retail
Banking Report 2008 shows that the Channels integration
mature markets (North America,
European Union - plus Norway and
Switzerland -, Japan and Australia) SaaS
represent 75 percent of the world retail
banking market, which is valued at
0% 10% 20% 30% 40% 50% 60% 70%
1.3 trillion (in 2006). Following the
natural economic trend, the retail

Trends in core banking 11

market should grow at 4 percent per
annum to reach 1.9 trillion in
2017, barring unforeseen changes.
The expected CAGR in 2006-2017 in
the mature markets is 2.5 percent and
in the remainder 6.4 percent. As a
consequence, the relative financial
power of the mature markets will
weaken compared to the main high
growth markets such as India or
China, which are growing at more
than 8 percent per year. Mature mar-
kets, which will still account for
65 percent of total retail banking in
2017, will nevertheless remain of key
importance to large banks in the years
ahead.
The market has seen a tremendous
level of consolidation, especially in
Europe. Of the list of leading European
banks from fifteen years ago, only three
remain! Core systems replacement has
recently emerged as an issue. Banks
feel increasingly limited by the capa-
bilities of their existing core banking
systems. The Datamonitor report enti-
tled European Core System Strategies
(April 2007) summarizes the key sur-
vey findings, which can be broadly
characterized as follows:
lack of flexibility is causing the most
pain in banks current core process-
ing applications;
technology influencers are still domi
nated by cost considerations as the
total cost of ownership becomes
increasingly important;
complexity of implementation is a
key challenge for retail banks.
2.3.2 Wholesale/corporate banking
The core banking market for whole-
sale/corporate banking is not as large
and as fast-changing as the core
banking market for retail banking.
However, some trends are interest-
ing. One is that a single core banking
12
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
Area Legacy
Back-office Product-oriented
Front-office Fragmented/Siloed channels
Services Sales/Efficiency-oriented
Sales Reactive
View (Risk) Local/Differentiated
Operations Per office
Processing Batch, many manual actions
Architecture Product/Process-driven
Budget Decentralized budget discretion
Alignment IT-driven
Europe Many different countries
# Banks Many different (small) banks
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
New solutions
Customer-oriented
Integrated channels
Customer satisfaction-oriented
Proactive
Global/Integrated
Enterprise-wide
Online/Real-time, STP
Service/Event-driven
Centralized budget discretion
Business-driven
One European Union
Mergers and Acquisitions
  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 boards strategy agenda. The
reason is very well stated in the World
Payments Report 2007 of Capgemini:
SEPA will accelerate Payments
Industry Transformation. To be among
the major players in SEPA, a bank will
need to process at least five billion
payments transactions a year.
Successful banks will convert their
delivery models into open architec-
tures, which will enhance their prod-
uct offerings and support their needed
flexibility.
Banks are looking to develop a unified
and integrated payments infrastructure,
which would essentially blur distinc-
tions between various payment types:
check, cash, debit, credit and e- and
m-payments. Payments need to be seen
as transparent both to the organization
and the consumer.
Trends in core banking 13
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.
2.4.2 Savings
As in many other markets, the some-
what old and long-established savings
market is undergoing major change.
Whereas previously banks could offer
a simple and straightforward savings
product differentiated only on the
basis of interest rate, now a dynamic
and increasingly competitive market,
combined with a more demanding
customer, is forcing banks to reinvent
their savings product strategies.
Primarily, the financial legislation land
scape continues to change as many
governments worldwide are revising
laws to open up markets and meet the
 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
AlGore, worldwide media attention
has created a trend towards banking
with ethical banks that differentiate
in terms of corporate social responsi-
bility. Durable savings products have
therefore shown strong, steady growth,
and banks are rushing to bring sav-
ings products to market to capitalize
on this trend.
Apart from the popular topic of dura-
ble savings, combinations with security
investments, bonus interest, pension
savings, and mutual fund savings are
still common. And while the reduction
in the number of branches is slowly
continuing, preference for internet sav-
ings accounts is steadily increasing and
people are moving their cash around
more easily to different accounts.
All-in-all, leading banks are being
forced to increase their range of savings
products and place greater emphasis
on product development. Targeting
multiple, segmented parts of the mar-
ket with a high number of savings
products seems necessary in order to
contend with the competition. In an
increasingly risk-averse market, the
14
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.
Finally, new legislation and regulation
are having an impact on the products
offered in the mortgage and consumer
finance domain.
All these trends require changes to the
supporting banking systems, such as:
more transparent and understand-
able products due to national and
international legislation and regula-
tion;
break-up of the mortgage product
into elements that can be included
or excluded;
straight-through processing to meet
the demands of the concentrated
  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
securities industry can also be seen in
the:
creation of electronic trading plat-
forms (for example Turquoise and
CHI-X);
Trends in core banking 15
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 groups single platform.
With this initiative Euroclear Group
is consolidating the services pro-
vided by the group onto a single
platform and harmonizing the vari-
ous practices for settlement, custo-
dy, payments, reference data and
tax.
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 magazines
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)
4. Crdit Agricole (France)
8. The Royal Bank of Scotland
(United Kingdom)
11. BNP Paribas (France)
12. Barclays Bank (United Kingdom)
13. HBOS (United Kingdom)
17. UniCredit (Italy)
19. Rabobank Group (Netherlands)
20. ING Bank (Netherlands)
Compared to the banks in the United
States, the growth in Europe has been
higher. Emerging Central and Eastern
European banks differ from the large
established banks in Western Europe,
although both sub-regions show the
16
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
top10, 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
While China and Japan are home to
the largest tier-one capital banks in
the APAC region, Australian banks
remain rock-solid regional players.
3.1.5 South America
Top-ranking banks in South America:
54. Banco Ita Holding Financeira
(Brazil)
64. Banco Bradesco (Brazil)
73. Banco do Brasil (Brazil)
Banks in the South American region
showed very positive profitability fig-
ures in 2006 and 2007.
  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;
the acquisition of Capitalia by
UniCredit in Italy;
the merger of Banca Intesa and
Sanpaolo IMI.
Interestingly, another trend is the
investment of huge amounts of cash by
non-traditional, non-Western investors
in the financial services industry of the
Western world. The fourth quarter of
2007 saw a number of investments by
Chinese and Middle Eastern entities in
European and North American finan-
cial institutions, examples being:
the Abu Dhabi Investment Authority
invested $ 7.5 billion in Citigroup,
offering the largest US bank the
Global banking overview 2006 - 2007 17
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
86percent of outstanding ABN AMRO
stock had been accepted, paving the
way for the largest ever bank takeover
in history.
The dismantling of ABN AMRO has
commenced after many months of
uncertainty about its future. Events
started when in February 2007 TCI
hedge fund asked the ABN AMRO
Supervisory Board to actively investi-
gate a merger, acquisition or break-up
of ABN AMRO, since, in its opinion,
the market capitalization of ABN
AMRO did not reflect the value of the
underlying assets.
In April 2007, ABN AMRO and
Barclays announced the proposed
acquisition of ABN AMRO by Barclays.
The deal was valued at 67billion
and included the sale of the LaSalle
Bank to Bank of America for 21 bil-
lion. A few days after the joint announ
cement by Barclays and ABN AMRO,
the consortium issued their indicative
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
these systems outside the US were
that these were mainly single-currency-
based as they were designed for the
US market only. In the 1980s, these
solutions moved to all continents,
mostly as a result of following the
major US banks such as Citibank.
During the 1970s, 1980s and most of
the 1990s, packaged banking solutions
flourished in international operations.
For domestic retail operations, howev-
er, most large banks preferred to stay
with the systems they had developed
in-house. Some brave top-tier institu-
tions did try replacing the in-house
systems with package solutions cus-
18
tomized by top-tier banks, but these
efforts consistently failed.
In the 1980s, we saw package solu-
tions coming from other parts of the
world, primarily Europe, Asia and
Australia. Vendors with a different but
comparable background also entered
the arena, for example the private bank
ing solutions developed in countries
such as Switzerland and Luxembourg.
Because - due to the nature of their
business - these were more customer-
focused than the transaction-oriented,
transaction-crunching engines avail-
able before, they had a natural fit with
the customer centricity that was com-
ing increasingly into focus. Limitations
of these systems mainly had to do with
the ability to handle large volumes.
The 1990s saw new players emerging
in India, benefiting from the opening
up of the Indian economy, the avail-
ability of English language skills, and
the huge pool of highly skilled engi-
neers. i-flex solutions (and its legal
predecessor CITIL) can be considered
as the first successful software product
company from India that managed to
sell outside the Indian subcontinent. It
was followed by the likes of Infosys
and Tata Consultancy Services (TCS) -
companies that originally focused more
on providing off-shoring, consulting
and outsourcing services but moved
into the software product business -
and later by other product companies
such as Polaris Labs and Nucleus.
At the end of the 1990s, new players
made their entry. ERP giants such as
SAP and IBM started entering the mar-
ket (following a strategy of organic
growth and development and with a
presence at the heart of the accounting
domain in many banks), followed a
  Financial Services the way we see it

few years later by Oracle (through the 4.3 Recent market developments opments in the core banking market
acquisition of i-flex solutions and Increasingly, the core banking market from 2006 onwards:
Siebel and aligning these to their tech- is hot, and since 2005 (our previous
nology and application strategies). edition of this survey) the market has Fiserv completed the acquisition of

seen a great deal of movement. A lot NetEconomy, the global provider of

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.
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-
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
Tietoenator Core Banking Suite

Temenos T24
TCB

Delta Informatique Delta Bank

SAP SAP Corebanking

I-Flex Flexcube

Infosys Finacle

Nucleus Finnone

Polaris Intellect suite

Source in the United States Move to all continents Take-overs/shake-out Important sources India
First backoffice systems Booming business Entrance new players Replacing core banking
Build in house, third party Follow banks oversea Replacing first systems Customer focus
Evolved to first packages Failed to replace core Failed to replace core Outsourcing

Vendor solutions 19

Figure 8: Vendors revenues
> 10 billion Euro
1 - 9 billion Euro
100 - 999 million Euro
10 - 99 million Euro
0% 10%
20
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
raised its stake in i-flex to over
80 percent.
Oracle announced the formation of
its Financial Services Global
Business Unit, which would provide
an integrated suite of standards-
based, industry-specific applications
for banks, insurance companies and
capital market firms. The unit is led
by Rajesh Hukku, founder, former
CEO and now Chairman of the
Board of i-flex solutions.
i-flex solutions acquired Mantas, a
US provider of anti-money launder-
ing and compliance technology.
SAP and Accenture ended their stra-
tegic cooperation in the banking
domain.
SAP acquired Business Objects. The
companies believe that customers
will gain significant business bene-
fits through the combination of
new, innovative offerings of enter-
prise-wide business intelligence
solutions along with embedded ana-
lytics in transactional applications.
SAP and Callata & Wouters
announced collaboration between
the companies to offer an end-to-
end core banking solution for mid-
size banks to build a business pro-
cess platform, based on SAP soft-
ware and technology.
interestingly, Misys also announced
a strategic alliance with SAP to
deliver an integrated banking sys-
tem based on its BankFusion tech-
nology, which will run on the Sap
NetWeaver platform.
Tata Consultancy Services (TCS)
consolidated its financial products
business into a new Strategic
Business Unit, TCS Financial
Solutions.
TCS also announced the completion
of the acquisition of its Switzerland-
based partner TKS-Teknosoft (TKS),
expanding its portfolio of banking
products and consolidating its
European operations.
Temenos and Metavante have
entered into an agreement whereby
Metavante will distribute the
Temenos CoreBanking platform in
the US. Temenos will retain royal-
ties on license and maintenance
fees, outsourcing fees and profes-
sional services revenues. Metavante,
one of the three largest US bank
technology and payment-processing
firms, will have exclusive US access
to a co-developed global software
  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.
Most of this is due to trapped,
line-of-business logic buried in appli-
cation-specific legacy environments,
says Gartners Don Free. The matura-
tion of middleware messaging archi-
tectures, the evolutionary path to serv
ices and event-driven constructs and
new development techniques, such as
service-oriented development, are
simplifying maintenance and support
of products while reducing volatility
commonly associated with the intro-
duction of new products and services.
Some core banking vendors are
already progressing quickly to achieve
componentization of their back-office
offerings.
Vendor solutions 21
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
platform of preference. Some banks Research Director Banking
prefer to stay on their well-embedded Gartner
and reliable mainframe infrastructure.
Others move to highly scalable com-
modity platforms, freeing them from a
lock-in to an increasingly small set of
expensive mainframe specialists.
Messaging, service orientation and
architecture
With regard to business expectations,
the expectations for rapid time to
market for products and the corre-
sponding operational support are
quickly outstripping the capacity of
development organizations to facilitate
change. This is leading to major devel
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 Callata & 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
question, see figure 9. Polaris Temenos
i-flex solutions
4.6 Future of the market SAP AG i-flex solutions
In the past, there were a large num- Temenos
ber of specialized solutions in the In-house development
SunGard i-flex solutions
market. Some were strong in account
Temenos
handling, others strong in wholesale Path Solutions (Islamic Banking)
or retail lending and finally there Misys
were separate financial accounting TCS
solutions. All these packages had Infosys
their own, proprietary architectural TCS i-flex solutions
Temenos
footprints. Temenos Fidelity
Infosys
Nowadays there seems to be a move i-flex solutions
towards alignment with the architec- TietoEnator
ture stacks and frameworks of the ERP T-Systems Kordoba
Fiducia
giants SAP and Oracle in this market.

22
  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

Callata & 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.

Figure 10: Best of breed solutions

Domain Vendor Solution

Payments ACI Worldwide ACI Payments Framework

Dovetail Systems Dovetail Systems
Fundtech Global PayPlus
CBA IBAS
Clear2Pay OPF
TietoEnator Global Payments Solution

Lending Fidelity ACBS

Misys Loan IQ
SS&C LMS Loan Suite
BAI Component Banker
AFS AFS Lending Solution
Nucleus FinnOne

Securities T-Systems Geos

ADP Gloss & Tarot
DST HiPortfolio
SS&C Different solutions
Sungard Different solutions

Vendor solutions 23
5 Package-based solutions

For the successful implementation of package-based solutions, you can

distinguish four main stages.

The four main stages are: by enterprise architecture in order to

Make or buy integrate business and information
Selection technology change.
Implementation

Operation IAF itself is a content framework that

In all this, architecture is one of the
key elements. Capgeminis 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 Capgeminis approach
that addresses all the aspects required
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.

Figure 11: IAF - Integrated Architecture Framework

Contextual WHY?

Security
Governance

Technology
Business Information Information systems
infrastructure

Conceptual
Artifacts & views Artifacts & views Artifacts & views Artifacts & views WHAT?

Logical
Artifacts & views Artifacts & views Artifacts & views Artifacts & views HOW?

Physical
Artifacts & views Artifacts & views Artifacts & views Artifacts & views WITH WHAT?

24
  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
proposition for the architecture to be
developed.
The benefits of using IAF include:
The architecture is defined by and
justified in terms of business needs.
There is a direct link between the
business and its supporting IT. IAF
is a key prerequisite for business-IT
alignment.
The architecture is maintainable,
thus maximizing the original invest-
ment by the business. It can be used
as a basis for capacity planning and
control.
IAF ensures completeness of the
design.
Package-based solutions 25
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
A bank has several options for its core choice in this phase is essential
banking systems, with the most appro before entering the package
priate option being based on its drivers selection phase.
and the relative effect on its KPIs:
Do nothing but continue the nor-
mal maintenance on the current
system(s).
For the old legacy systems this
means that maintenance costs and
risks will increase significantly as
time passes, so another decision will
normally have to be made in the
next few years.
Develop a new system in-house.
Although cost and risk may well rule
this out, this is still the biggest com-
 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.
Capgeminis 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 banks 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 Capgeminis 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

Outsource the service.

Phase 2 Focus & direct Approved long list

The challenges of this option are to
integrate with and manage such a
Phase 3 Define short list Approved short list
service. Outsourcing can offer ways
to defray capital costs and reduce
risk. Outsourcing can be based on Phase 4 Evaluate Preliminary choice
the companys own solution or a
(new) package. The size of the bank Validate
Validated package
Phase 5 (optional)
is likely to influence which option is
preferable. Alignment between own Confirm and
finalise preferred Go/no go
and outsourced processes is essen- Phase 6
solution
tial and they are managed via serv
ice level agreements. Implementation

Making a clear and strategic choice in

Time
this phase is essential before entering
the package selection phase.

26
  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
80percent of productive functionality.
The method can be used to select one
or a combination of software packages.
The selection method is used to devise
objective criteria so that the decision
process is rationalized. Besides sup-
porting the decision making process,
the package selection method pre-
pares the organization for the imple-
mentation of the software package.
A properly executed package selection
can save a lot of time during imple-
mentation of the package!
Start-up
The purpose of the start-up effort is to
ensure that sufficient resources are
available to the project, so that a clear
plan with deadlines is in place, the
members of the project team are
aware of their responsibilities, and
Package-based solutions 27
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
vendors. Based on the answers to the
RFI, a shortlist is drawn up which will
serve as the basis for the remainder of
the selection process.
Evaluate
This phase provides the package eval-
uation process. During this package
selection phase, the project team will
conduct a thorough review and analy-
sis of several potential short-listed
software tools which meet the clients
business requirements and enable the
desired business processes. This phase
ends with one preferred potential soft-
ware tool which meets the clients
business requirements.
Validate
In the validate phase, the package
solution will be tested in full practice.
The provider will have to install the
system in a clients test environment.
The reason for doing this is to elimi-
nate the final uncertainties.
In the previous phase, a short valida-
tion of the package is included as part
of the package selection. This short
validation may be a proof of concept
in which specific functionality is test-
ed. This test is included to ensure that
the package can be parameterized or
extended to support the required
functionality. This short test is not
used to test all functions of the pack-
age. The validate phase is included for
the checking of all functions. To start
this phase, the client signs a letter of
intent. In this letter of intent he
declares that he will purchase the
package subject to a positive valida-
tion in this phase.
This validation phase is optional. In
most situations, all the information
gathered in combination with a short
proof of concept in the evaluation
phase will be sufficient to reach a
decision.
Confirm and finalize the preferred
solution
The objective of this phase is to get
the final sign-off of the package selec-
tion project. With this sign-off the cli-
ent agrees to the solution as advised
by the project team.
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.
Figure 13: Best of breed or integrated solution
Best of breed Integrated solution
(multiple systems) (one system)
Pros Advanced functionality No interfaces in the transaction flow
Switching parts of the systems architecture Makes reporting easier across the transaction
gives lower costs flow
Less dependence on one vendor Easier maintenance of databases

5.3.2 Integrated or best of breed Implementation and maintenance is

Cons
The selection of a core banking sys-
tem is a strategic decision with long-
term implications. The future business
vision needs to be established in order
to determine what business setting the
new banking system will have to sup-
complicated
Multiple databases often cause 
inconsistent data
Overall higher costs for licenses
Vendors have to cooperate during
implementation
Does not cover all functionality requirements
Specialized systems outside transaction flow
might be inevitable
Replacing the complete system architecture
results in higher costs

28
  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 vendors viability, not
just in terms of financial stability, but
also by scrutinizing technical compe-
tence, development capability, quality
of support, marketing and sales reach,
alliances and partnerships, and man-
agement performance.
Support and Services
Part of selecting the right vendor is
having a good understanding of the
support and services a vendor pro-
vides during the implementation proj-
ect and once the solution is in produc
tion. What is the release and upgrade
strategy? How are new requirements
incorporated in the solution? What
types of consultants are available dur-
ing the implementation project?
Package-based solutions 29
the way we see it
Implementation and migration
One of the most compelling areas of a
banks 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 vendors 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 systems functional-
ity in relation to the needs of the
banks business, it is imperative to con-
sider not only the current needs and
functionality, but also future needs, as
well as the vendors policy towards
upgrades, changes, and additions.
Functional aspects vary between finan-
cial institutions with different strategies
and different commercial activities.
Technical aspects
The organizations existing technical
infrastructure and capabilities limit
the choices. Adding new components
to an existing technical architecture
can substantially influence operational
and maintenance costs. Technical pre-
conditions for the selection process,
based on IT and business principles,
can be defined in the terms as shown
in figure 14.
Business 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 banks 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
5.4.1 Methodology
To implement the package on a solid
basis, the best option is to use a struc-
tured approach based on best practices.
Capgemini offers an implementation
method and a multi-site implementa-
tion framework, which can also be
combined.
RAPID
The Redesign through Application
Package Iterative Development
(RAPID) method resides between the
extremes of just implementing a pack-
30
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
RAPID strives to accelerate the speed To implement the package on
to value by focusing the redesign a solid basis, the best option is
effort on those processes that will to use a structured approach
yield the greatest value to the organi- based on best practices.
zation while adopting the package
processes in non-core/strategic areas.
The business case serves as the
benchmark by which value is mea-
sured. Key project decisions should
be evaluated based on their quantita-
tive benefit versus qualitative opin-
ions on what is critical to the organi-
zation.
  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-
agement method. Within RAPID, all
activities that have been identified
as project management activities are
Figure 15: The Capgemini methodology for a package implementation
Project management
PID
RA
Post-
Project Solution Solution Implemen- Implemen-
initiation definition development tation tation
support
Build-to-run transition
Package-based solutions 31
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)
initiative is to enable an organization
to adopt a consistent approach to its
business processes, by delivering real
business benefits through the con-
trolled implementation of a common
enterprise system to multiple locations
within a business sphere of influence.
The Multi-site Implementation and
Roll out framework is used when a
package or a specific solution needs to
be implemented at a number of sites
(international or otherwise) within an
organization. MIR is Capgeminis serv
ice offering to manage such large-scale
programs, regardless of the type of
system implemented.

Figure 16: The Capgemini methodology for a roll out at multiple (local/global)
locations
Business
Programme Readiness
IT
Solution Design
Business Vision
Core Solution
Support
Improvement
Deployment
Management
Pilot
MIR is specially developed for a roll
out of a solution at multiple locations
(branches, countries, regions), see
figure 16.
The specific objectives of the MIR
framework are to:
provide a flexible delivery structure
which can be easily tailored to suit
any specific client situation;
help in delivering integrated services;
lower risk of failure;
provide a platform for operating
units to share and leverage best
practices to support the framework.
An important part of this method is a
pilot in one location and, after
improvement, a roll out to the other
locations.
Implementation features to define a
MIR initiative include:
Multi-site implementation: not nec-
essarily international, but ten or
more sites at different levels from
upper global or coordination level
to local or users site level.
32
Business changes will be involved:
they are not necessarily a business
process re-design initiative, but are
more than the traditional/simple
alignments to allow the use of a
new IT solution.
Implementation of an IT solution
within the involved organization:
this generally includes more than
one company or legal entity, and
can even be extended to suppliers
or contractors involved in the cli-
ents organization.
Need for an extended support struc-
ture at multi-site level: this includes
not only the traditional IT support
and maintenance organization, but
also all human resources to be
involved at the different levels from
global project office level to local
implementation site.
Need for customization at the vari-
ous levels involved: this could
involve customization and adapta-
tion from a corporate or coordina-
tion level to different localized ver-
sions at the users site level. This also
includes the needs related to config-
uration management of the IT solu-
tion, as well as its version manage-
ment, and can also lead to a further
application management effort.
Training needs at various levels: this
is not to be limited to the new sys-
tem training at IT level, but should
include all types of education and
training needs allowing harmonious
operation with the new organiza-
tion. Training should be extended
to cover new organization and busi-
ness processes. Training is necessary
in the different steps of a program
and includes the training for the
project teams, implementers, train-
ers, end-users, et cetera.
Change management in the broadest
sense: this should include all aspects
  Financial Services
Make or buy Selection
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.
Package-based solutions 33
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
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.
Various options for maintenance are
available. You can decide independent
ly on both the way in which the main-
tenance entity is organized and the
location of this entity. Both elements
can be combined in all kinds of ways.
5.5.1 Organization
In-house department
IT infrastructure, release management,
testing and customer support are
managed within the company. This
requires the availability of employees
with first-line technical and functional
expertise in the package. The supplier
can provide second-line support. This
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
with one or more other depart-
ments. The main objectives are
cost efficiency through economies
of scale and improving quality.
Shared service centers are
accountable for the services sup-
plied. The main disadvantage is
the dependency on the other par-
ties.
- Transaction Bank. A specialized
company for processing specific
operations (for example payments
or securities processing) from a
bank. Key words are automation
(replacement of labor-intensive
work), standardization (elimina-
tion of complexity costs), and
 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

On-site On-site
On-site leaves part of the service with- Onshore
in the client facilities.
Complexity
Risk
Rightshore
Rightshore is a Capgemini operating
approach that leverages global deliv- Offshore

ery in order to place processes, servic- Near shore

es, and/or functions in the best loca-
tion, that is, a blend of capabilities
Low
onshore (delivery on-site or within the
same country), near shore (delivery Low Customer Interaction/Intimacy High
from nearby regions), and/or offshore
(delivery from different continents),
tailored and coordinated to meet spe-
cific business goals.

34
  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
worlds 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.
Capgeminis 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

North America
6.441
Asia Pacific Capgemini FY 2007
United (India 6,979)
Kingdom 8.231
and Ireland 8.7 bn A $ 13b Global Player
9%
8.785 12% 17,500 Professionals in Network
Benelux
Serving Financial Services
13%
13% 9.014
Southern 7,000 Dedicated India FS
Europe 9% Platform
8%
6.235 Central 20,000 Offshore headcount
5% 6 Major Indian Hubs
31% Europe
5.137 900+ Clients Worldwide
Nordic
Countries France
3.608 20.438

Capgemini in core banking 35

 Capgeminis 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

Annual price index of banking
services across national
markets
Covers 194 banks in 26
countries
Produced with ING and the
European Financial Manage-
ment & Marketing Association
Features - Driving profitable
growth in domestic markets
2007
Annual collaboration between
Merrill Lynch and Capgemini
Leading source of information
on Wealth trends
Provides a deep understanding
of the investment needs of the
worlds high net worth
individuals (HNWIs) - and the
evolving implications for the
wealth management industry
Annual report produced by
Capgemini and industry leaders
ABN AMRO and EFMA
Investigates the payments
business and revenue and long
term implications of the SEPA
for users and providers of
payments services in the euro
zone
Features - Issues banks need to
address to adapt their payments
business to the new SEPA
environment
Annual report produced by
Capgemini
Leverages insurer client
interviews and over 11,000
proprietary customer surveys
Addresses markets in twelve
countries covering over 60
percent of the global insurance
premiums written
Features - An examination of the
evolving global insurance
market

Download reports at www.capgemini.com/financialservices

36
  FinancialServices thewayweseeit

Capgeminis 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
Dr/8B-300.25/250

www.nl.capgemini.com

The insights given into business The insights given into business The European Asset Manage- Takes a look at trends and
trends, package selection trends, vendor market and ment Report 2007 takes a look at developments in the Treasury
criteria, methods and information selection and implementation trends and developments in the sector including the influence of
provided by the solution vendors methods together with an high asset management sector, BPO, globalization and compli-
should assist you in efficiently level overview of the main including the influence of ance legislation.
and fundamentally narrowing solutions in the mature markets globalization and compliance
down the search for the right assist you in efficiently legislation.
solution provider and make it narrowing down the search for
easy to connect with the vendors the right solution.
on a well-informed basis.

Download reports at www.capgemini.com/financialservices

Capgemini in core banking 

38
  Financial Services the way we see it

Appendix 1: Detailed systems overview

Appendix: Detailed systems overview 39

40
Company (part one) Contact information

Company name Solution Address of headquarters Telephone number E-mail address Website Contact

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

Callata & Wouters S.A. Thaler 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

Delta Informatique Delta-Bank 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

Fidelity National Information Services (FIS) Corebank 601 Riverside Ave. Jacksonville +1 904 854 5000 fnfis.marketing@fnis.com www.fidelityinfoservices.com Michelle Kersch - SVP Marketing
FL 32204 USA & Corporate Communications

Fidelity National Information Services (FIS) Profile 601 Riverside Ave. Jacksonville +1 904 854 5000 fnfis.marketing@fnis.com www.fidelityinfoservices.com Michelle Kersch - SVP Marketing
FL 32204 USA & Corporate Communications

Fidelity National Information Services (FIS) Systematics 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 ICBS (International Fiserv Inc., 255 Fiserv Drive; Brookfield, WI +1 262 879 5000 general_info@fiserv.com, www.fiserv.com, Joan Skimmons, Corporate VP,
Comprehensive 53045, USA +1 407 299 5400 info@cbs.fiserv.com www.fiservcbs.com Fiserv Inc.
Banking System) Fiserv CBS Worldwide, 600 Colonial Center Carol Cowan, VP Global
Parkway Lake Mary, FL 32746, USA Marketing, Fiserv CBS Worldwide

i-flex solutions limited Flexcube 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

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

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

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

Nucleus Software FinnOne 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. Intellect Suite 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

SAP AG SAP Transactional Dietmar Hoppe Allee, 16 Walldorf 69190 +49 622 774 7474 www.sap.com www.sap.com Simon Shores
Banking (TB) Germany

SunGard System Access SunGard System Access 8 Temasek Boulevard +65 6333 4533 Info.corebanking@sungard.com www.sungard.com/ Mavis Liew, Marketing Director
Symbols #28 01 Suntec Tower 3 Singapore 0389988 systemaccess
 Company (part two) Contact information

Company name Solution Address of headquarters Telephone number E-mail address Website Contact

TCS Financial Solutions, SBU of Tata TCS BaNCS TCS House, Raveline Street Fort Mumbai, +91 226 778 tcs.bancs@tcs.com www.tcs.com/bancs Dennis Roman
Consultancy Services Ltd. 400001, India 9999/9974

Temenos T24 Temenos Headquarters SA 18 +41 227 081 150 www.temenos.com www.temenos.com Manjinder Jaul
Place des Philosphes CH -1205 Geneva

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

TietoEnator Corporation Core Banking Suite Kutojantie 10, PL 33 +358 9862 6000 kjersti.b.revelsby@ www.tietoenator.com Kjersti Breivik Revelsby

Appendix: Detailed systems overview

(CBS) 02631 Espoo, FINLAND tietoenator.com

T-Systems Enterprise Services GmbH MBS banking suite; Mainzer Landstr. 50 +49 696 6531 3050 berthold.kaib@t-systems.com www.t-systems.com Dr. Berthold Kaib


GEOS 60325 Frankfurt, Germany Direct +49 170 912 7229

Financial Services
the way we see it

41
42
Company Regional offices

Company Solution Europe North America Latin America APAC Africa

Accenture Alnova Spain, Madrid USA, Murray Hill Accenture has offices and operations Accenture has offices and operations Accenture has offices and operations
(Financial Services Solution 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.

Callata & Wouters Thaler Belgium, Brussels Singapore Dubai

Delta Informatique Delta-Bank France, Tours Algiers, Casablanca; Cameroon,

Yaound;
Senegal, Dakar; Gabon, Libreville

Fidelity Corebank UK, London Jacksonville, Florida, USA Brazil, Sao Paolo Thailand, Bangkok

Fidelity Profile UK, London USA, Jacksonville, Florida Brazil, Sao Paolo Thailand, Bangkok

Fidelity Systematics UK, London USA, Jacksonville, Florida Brazil, Sao Paolo Thailand, Bangkok

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

i-flex solutions Flexcube Netherlands, Amsterdam USA, New York USA, Miami Singapore India, Mumbai

Infosys Finacle UK, London USA, Fremont, CA Argentina, Buenos Aires India, Bangalore

Misys Equation Luxembourg USA, New York Mexico, Mexico City Singapore UAE, Dubai

Misys Midas Luxembourg USA, New York Mexico, Mexico City Singapore UAE, Dubai

Nucleus FinnOne UK, London USA, New Jersey Singapore Nigeria, Lagos

Polaris Intellect Suite UK, London USA, Iselin, NJ Chile, Santiago Singapore

SAP AG SAP TB Germany, Walldorf USA, Philadelphia Singapore

SunGard Symbols Slovakia, Bratislava Singapore

TCS TCS BaNCS UK, London USA, New York Chile, Santiago Singapore South Africa, Cape Town

Temenos T24 UK, London USA, Florida, Orlando USA, Florida, Orlando Singapore Switzerland, Geneva

Temenos TCB UK, London USA, Florida, Orlando USA, Florida, Orlando Singapore Switzerland, Geneva

TietoEnator CBS Finland, Helsinki.

Sweden, Stockholm

T-Systems MBS; GEOS Germany, Frankfurt USA, New York Brazil, Sao Paolo Singapore South Africa, Midrand
 Company Size

Company Solution Revenues whole Revenues whole Revenues of core No employees whole No employees core No employees in R&D No employees in
company as reported company in EUR banking division company banking for core banking Europe for core
(2006) (2006) banking

Accenture Alnova $ 19.695.814.000 14.921.071.212 Not public 170.000 Not public Not public Not public

Callata & Wouters Thaler 50.000.000 50.000.000 50.000.000 500 500 120 460

Delta Informatique Delta-Bank 24.000.000 24.000.000 22.000.000 295 270 120 255

Fidelity Corebank $ 4.200.000.000 3.181.818.182 Not public 20.000 Not public Not public Not public

Appendix: Detailed systems overview

Fidelity Profile $ 4.200.000.000 3.181.818.182 Not public 20.000 Not public Not public Not public

Fidelity Systematics $ 4.200.000.000 3.181.818.182 Not public 20.000 Not public Not public Not public


Fiserv ICBS $ 4.410.000.000 3.340.909.091 Not public 23.000 19.700 4.700 156

i-flex solutions Flexcube $ 467.630.000 354.265.152 Not public 10.778 Not public Not public Not public

Infosys Finacle $ 3.090.000.000 2.340.909.091 90.075.758 75.971 2.900 1.018 60

Misys Equation 562.800.000 840.000.000 408.507.463 4.493 2.682 877 865

Misys Midas 562.800.000 840.000.000 408.507.463 4.493 2.682 877 865

Nucleus FinnOne $ 50.000.000 37.878.788 26.515.152 1.600 500 200 10

Polaris Intellect Suite $ 226.090.000 171.280.303 48.985.606 10.000 2.500 75 50

SAP AG SAP TB 9.400.000.000 9.400.000.000 Not public 39.355 Not public Not public Not public

SunGard Symbols $ 4.323.000.000 3.275.000.000 15.730.303 18.000 436 72 90

TCS TCS BaNCS $ 4.300.000.000 3.257.575.758 128.787.879 100.000 3.000 1.200 350

Temenos T24 216.300.000 216.300.000 216.300.000 2.200 2.200 535 700

Temenos TCB 216.300.000 216.300.000 216.300.000 2.200 2.200 535 700

TietoEnator CBS 1.647.000.000 1.647.000.000 35.000.000 16.000 250 Not public 250
Financial Services

T-Systems MBS; GEOS 12.600.000.000 12.600.000.000 50.000.000 56.000 400 300 400

Euro $ 1,32
Euro 0,67

43
the way we see it
44
Solution General solution information Description of costing model for example

Company Solution Company Year Current version Year of users branches entities countries accounts trans- assets Other Annual
start to of first number release actions under maintenance
offer instal- of this mgt fee
banking lation version
software?

Accenture Alnova 1980 1988 Architectures 8.1 2007 X Modules 15%

Callata & Wouters Thaler 1991 1991 Version 2 2001 X X X X X X X 15%

Delta Informatique Delta-Bank 1981 1994 version 9 2005 X 15%

Fidelity Corebank 1969 1998 Release 4.4 2007 X X X X Flexible license, maintenance, Not disclosed
hosted cost models

Fidelity Profile 1969 1975 V7.2 2007 X Not disclosed

Fidelity Systematics 1969 1977 205.072 2007 X X X X Not disclosed

Fiserv ICBS 1984 1984 8.1 2006 X X 18%

i-flex solutions Flexcube 1991 1997 FLEXCUBE V.UM 2007 X X Registered subscribers Not disclosed
Release 10.0
FLEXCUBE V.CO
Release 2.4

Infosys Finacle 1992 2000 10 2007 X X X X X X X 20%

Misys Equation 1977 1978 v3.8.2 2007 X X X X Flexible on usage Not disclosed

Misys Midas 1977 1977 Midas Plus 1.2.1 2006 X X 18%

Nucleus FinnOne 2000 2001 3.4 2007 X X 25%

Polaris Intellect Suite 1993 2002 Intellect Core v9.5.1 2007 X X X X X X X 22%

SAP AG SAP TB 1995 1995 Banking Services 5.0/ X X 17%

ERP 2005 2007

SunGard Symbols 1988 1988 8.3 2006 X X X 18%

TCS TCS BaNCS 1985 1985 V9.9 2007 X X X X X ASP 18%-22%

Temenos T24 1993 1993 R.07 2007 X Modules 21%

Temenos TCB 1993 1998 7.0.2 2007 X X X X 21%

TietoEnator CBS 1990 1992 6.4 2007 X X X X X Flexible on modular building 20%
blocks, nr or end-customers,
transactions, etc.

T-Systems MBS; GEOS 1995 1990 7.0 (MBS banking suite) 2007 X X X X X 20%
 Solution Services

Company Solution SaaS References BPO References Con- Help Imple- User Other
sulting Desk mentation Training
Services Support

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

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

Callata & Wouters Thaler X Clearstream, Luxembourg X Ordina BPO, The Netherlands X X X X

Delta Informatique Delta-Bank X X X X

Appendix: Detailed systems overview

Fidelity Corebank X Sparekassernes Datacenter (SDC), X X X X
Denmark


Fidelity Profile X Client names confidential at this time. X Client names confidential at this time. X X X X

Fidelity ICBS

Fiserv Systematics X All solutions are offered on an out- X Fiserv provides BPO services for UK X X X X
sourced or in-house basis. Currently mortgage lenders and banks. Client
80 outsourced clients, European names confidential.
client names are confidential.

i-flex solutions Flexcube X Fullerton India Credit Company X One of the top 5 non-prime lenders X X X X
State Bank of Mauritius, India Ops in US (Customer under NDA)

Infosys Finacle X 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

Misys Equation X X X X

Misys Midas X X X X

Nucleus FinnOne X X X X

Polaris Intellect Suite X Leading Bank in India X X X X SOA wrappers, Integration

SAP AG SAP TB X X X X X
Financial Services

SunGard Symbols X X X X

TCS TCS BaNCS X Provider - Finaclear, Orbay X 3 Private Banking Customers, Client X X X X
In discussion with Prospects names confidential.

Temenos T24 X X X X Train the trainer approach

Temenos TCB X X X X Train the trainer approach

TietoEnator CBS X Ikanobanken, Sweden X X X X

45
the way we see it

T-Systems MBS; GEOS X X X X

46
Europe Number of different clients Numbers of largest reference Most important references

Company Solution Benelux UK 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)

Accenture Alnova 0 3 0 1 75 4 83 8.000.000 17.000.000 10.500.000 Alliance & Leicester PKO Bank Polski BAWAG (Austria)
(UK) (Poland)

Callata & Wouters Thaler 35 2 0 0 1 0 38 40.000.000 40.000.000 15.000.000 National Savings & Rabobank BNP Paribas (France)
Investment Bank (UK) (Netherlands)

Delta Informatique Delta-Bank 2 0 0 0 5 2 9 30 Socit Generale Cooperative Bank SGEB (Bulgaria),

(France) Cyprus (Cyprus) SGVB (Russia)

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

Fidelity Profile 0 4 0 4 4 15 27 ING Direct (UK)

Fidelity Systematics 0 3 1 1 3 12 20 Barclays Citibank NAGE

Fiserv ICBS 4 12 0 1 11 9 37 4.740.707 2.237.520 ING Bank Slaski BM Solutions Bank Zachodni WBK

i-flex solutions Flexcube - - - - - - 69 2.000.000 3.500.000 890.000 BAWAG UniCredit Bulbank DNB Nord

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

Misys Equation 4 27 1 7 21 22 82 1.125.000

Misys Midas 27 61 30 33 56 39 246

Nucleus FinnOne 1 1 0 1 1 0 4 25 200.000 200 General Motors

Polaris Intellect Suite 0 4 1 1 0 0 6 280 30.000 2.000

SAP AG SAP TB 3 2 6 50 2 8 71 12.000.000 30.000.000 10.000.000 Deutsche Postbank UBS (Switzerland) ABN AMRO
(Germany) (Netherlands)

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

TCS TCS BaNCS 4 7 12 15 3 11 52 1.700.000 2.800.000 1.000.000 Societe Generale Nova Ljubljanska BIN Bank (Russia)
(France) Banka (Slovania)

Temenos T24 23 41 10 52 157 21 304

Temenos TCB 0 0 0 0 2 0 2 6.855.718 14.625.267 7.000.000

TietoEnator CBS 2 2 15 0 1 0 20 9.450.000 9.000.000 12.000.000 Nordea (Nordic) Rabobank (NL) Barclays

T-Systems MBS; GEOS 0 0 0 30 0 0 30 3.500.000 6.000.000 9.000.000 Sparda-Banken BMW Bank (Germany) Sal. Oppenheim & Cie
(Germany) (Germany)
 North America Numbers of largest reference Most important references

Company Solution Number of # clients # accts # trxs per day Reference 1 Reference 2 Reference 3
different clients

Accenture Alnova 5 13.700.000 15.000.000 18.000.000 BBVA Bancomer (Mexico) Banco Azteca (Mexico) Santander Serfin (Mexico)

Callata & Wouters Thaler 0

Delta Informatique Delta-Bank 0

Fidelity Corebank 0

Fidelity Profile 29 ING Direct (USA)

Appendix: Detailed systems overview

Fidelity Systematics 62 Citibank Bank of America Citizens Financial Group

Fiserv ICBS 11 2.215.780 CIBC Amicus



i-flex solutions Flexcube 12 1.200.000 3.000.000 500.000 Citibank International Monetary Fund Federal Home Loan Bank of New York

Infosys Finacle 1 State Bank of India, US

Misys Equation 18 15.000

Misys Midas 56

Nucleus FinnOne 0

Polaris Intellect Suite 0

SAP AG SAP TB 6 50.000 100.000 Farm Credit Canada Epargne Placements Quebec ProMutual Canada

SunGard Symbols 0

TCS TCS BaNCS 2 SEI Investments (USA)

Temenos T24 21

Temenos TCB 1 2.580.000 3.260.000 260.000

TietoEnator CBS 0

T-Systems MBS; GEOS 0

Financial Services

47
the way we see it
48
South America Numbers of largest reference Most important references

Company Solution Number of # clients # accts # trxs per day Reference 1 Reference 2 Reference 3
different clients

Accenture Alnova 25 BBVA Banco Francs (Argentina) Ita (Chile) Banco Santander Brasil (Brazil)

Callata & Wouters Thaler 0

Delta Informatique Delta-Bank 0

Fidelity Corebank 0

Fidelity Profile 1

Fidelity Systematics 6 13 13.000.000 Banco de Credito del Peru Banco de Bogota INFONAVIT

Fiserv ICBS 31 4.000.000 Banco Popular Dominicano CoopDeSarrollo SCL de CV Caja Popular Mexicana

i-flex solutions Flexcube 16 2.300.000 3.000.000 600.000 Banco De Chile (Chile) Inverunion Banco Comercial C.A. First Caribbean International Bank
(Vezezuela) (Barbados)

Infosys Finacle 4 1.338.582 1.627.650 240.000 National Commercial Bank Jamaica Bank in Bermuda Bank in Panama

Misys Equation 8

Misys Midas 19

Nucleus FinnOne 0

Polaris Intellect Suite 1

SAP AG SAP TB 10 Banco Itau Unicred Brasil Montepio Luz Savinon

SunGard Symbols 0

TCS TCS BaNCS 3 10.580.000 18.840.000 430.000 Banco Pichincha (Chile) Large Retail Bank (Chile) Private Bank (Chile)

Temenos T24 76

Temenos TCB 0

TietoEnator CBS 0

T-Systems MBS; GEOS 0

 Asia Pacific Number of different clients Numbers of largest reference Most important references

Company Solution Australia; Japan China India Other APAC # clients # accts # trxs Reference 1 Reference 2 Reference 3
New Overall per day
Zealand

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

(Hong Kong) Korea)

Callata & Wouters Thaler 2 0 0 0 2 4 Commonwealth Bank Rabobank (New Sarasin (Singapore)
of Australia (Indonesia) Zealand + Australia)

Delta Informatique Delta-Bank 0 0 0 0 2 2

Appendix: Detailed systems overview

Fidelity Corebank 0 1 0 0 0 1 30.000 1.000.000 SBI

Fidelity Profile 0 0 0 1 3 4 Krung Thai Bank



Fidelity Systematics 2 1 2 0 30 35 Citibank Bumiputra Commerce Bank CITIC Ka Wah Bank

Fiserv ICBS 13 0 7 0 20 40 5.800.000 6.000.000 Bank of Ceylon Banco de Oro

i-flex solutions Flexcube 0 0 0 0 0 63 17.600.000 13.400.000 3.000.000 Ta Chong Bank Shinsei Bank(Japan) HDFC Bank (India)
(Taiwan)

Infosys Finacle 2 1 1 4 1 9 34.000.000 36.000.000 13.000.000 ICICI Bank (India) DBS Bank (Singapore) ABN AMRO Bank
(Greater China)

Misys Equation 6 6 14 4 34 64 575.000

Misys Midas 10 11 19 3 82 125

Nucleus FinnOne 0 3 1 20 0 24 3.000 12.000.000 2.000 ICICI Bank Shinsei Bank ACOM Financials

Polaris Intellect Suite 2 1 0 4 1 8 1.800 264.000 600.000 ICICI Bank Shinsei Bank City Bank

SAP AG SAP TB 0 0 1 0 0 1 11.000.000 China Mingsheng Bank ZentrInvest

Corporation

SunGard Symbols 0 0 4 2 11 17 3.000.000 3.500.000 400.000 China Development Muslim Commercial Vietnam International
Bank (China) Bank (Pakistan) Bank (Vietnam)

TCS TCS BaNCS 14 0 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)

Temenos T24 5 5 6 2 86 104

Temenos TCB 0 0 0 0 1 1 4.806.000 10.546.900 9.600.000

TietoEnator CBS 0 0 0 0 0 0

T-Systems MBS; GEOS 0 0 0 0 0 0

49
the way we see it
50
Africa Numbers of largest reference Most important references

Company Solution Number of # clients # accts # trxs per day Reference 1 Reference 2 Reference 3
different clients

Accenture Alnova

Callata & Wouters Thaler 0

Delta Informatique Delta-Bank 80 30 Attijariwafa Bank Socit Gnrale Fortis Belgolaise

Fidelity Corebank 0

Fidelity Profile

Fidelity Systematics 1

Fiserv ICBS 2 200.000 Millennium BCP Mozambique Millennium BCP Angola

i-flex solutions Flexcube 75 1.500.000 1.650.000 150.000 South African Post Office Old Mutual Investment Bank Misr
Administrators

Infosys Finacle 30 3.400.000 4.600.000 1.100.000 United Bank for Africa (Nigeria) First Bank Nigeria (Nigeria) Bank of Alexandria (Egypt)

Misys Equation 91 280.000

Misys Midas 41

Nucleus FinnOne 3 3 100.000 1.000 UBN (Nigeria)

Polaris Intellect Suite 0

SAP AG SAP TB 6 11.000.000 Standard Bank of South Africa Nedbank Corporate Landbank SA

SunGard Symbols 4 Postbank (Kenya) ABC (Tunis) ABC (Egypt)

TCS TCS BaNCS 7 1.000.000 3.000.000 330.000 First National Bank (South Africa)

Temenos T24 93

Temenos TCB 0

TietoEnator CBS 1 Co-operative Bank of Kenya

T-Systems MBS; GEOS 0

 Functional coverage Payments

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

Accenture Alnova Full Full Full Full Full Full Full Full Partial

Callata & Wouters Thaler Full Full Full Full Full Full Full Full Full

Delta Informatique Delta-Bank Full Full Full Full Full Full Full Full Full

Fidelity Corebank Full Full Full Full Full Full Full Full Partial

Appendix: Detailed systems overview

Fidelity Profile Full Full Full Full Full Full Full Full No

Fidelity Systematics Full Full Full Full Full Full Full Full No


Fiserv ICBS Full Full Full Full Full Full No Full No

i-flex solutions Flexcube Full Full Full Full Full Full Full Full No

Infosys Finacle Full Full Full Full No Full Full Partial No

Misys Equation Full Full Full Partial No Full Partial Full Full

Misys Midas Full Full Full Partial Partial Full Full 3rd Party 3rd Party

Nucleus FinnOne 3rd Party 3rd Party Full 3rd Party 3rd Party Full Full 3rd Party 3rd Party

Polaris Intellect Suite Full Full Full No No Full Full Full Full

SAP AG SAP TB Full Full Full Full Full Full Full Full No

SunGard Symbols Full Full Full Full Full Full Full Full Full

TCS TCS BaNCS Full Full Full Full Full Full Full Full Full

Temenos T24 Full Full Full Full Full Full Full Full No

Temenos TCB Full Full Full Full Full Full Full Partial Partial

TietoEnator CBS Partial Partial Partial No Partial Partial No Full Full

Financial Services

T-Systems MBS; GEOS Full Full Full Full Full Full Full Full Full

Full = full processing

Partial = partial processing
3rd Party = third party processing
No = no processing

51
the way we see it
52
Functional coverage Account & cash management

Company Solution Current Saving Term Cash FX in Cash Bank Travellers Zero Zero Notional Notional
Accounts Accounts 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

Accenture Alnova Full Full Full Full Full Full Full No No No No

Callata & Wouters Thaler Full Full Full Full Full Full Full Full Full Full Full

Delta Informatique Delta-Bank Full Full Full Full Full Full Full Full Full Full Full

Fidelity Corebank Full Full Full Full Full Full Full Partial Partial Partial Partial

Fidelity Profile Full Full Full Full Full Full Full Full No No No

Fidelity Systematics Full Full Full Full No Full Full No No No No

Fiserv ICBS Full Full Full Full Full Full Full Full Full Full Full

i-flex solutions Flexcube Full Full Full Full Full Full Full Partial No Partial No

Infosys Finacle Full Full Full Full Full Full Full Full Full Full Full

Misys Equation Full Full Full Full Full Full Full No No No No

Misys Midas Full Full Full Full Full Full Partial Full Full Full Full

Nucleus FinnOne Full Full Full Full 3rd Party 3rd Party 3rd Party Partial Partial Full Full

Polaris Intellect Suite Full Full Full Full No Full Full Full Full Full Full

SAP AG SAP TB Full Full Full Full 3rd Party Full 3rd Party Full Full Full Full

SunGard Symbols Full Full Full Full Full Full Full No No No No

TCS TCS BaNCS Full Full Full Full Full Full Full Full Full Partial Partial

Temenos T24 Full Full Full Full Full Full Full Full Full Full No

Temenos TCB Full Full Full Full Full Full Full Partial No Partial No

TietoEnator CBS Full Full Full Partial Partial Partial No Full Full Full Full

T-Systems MBS; GEOS Full Full Full Full Full Full Full Full Full Full Full

Full = full processing

Partial = partial processing
3rd Party = third party processing
No = no processing
 Functional coverage Securities

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

Accenture Alnova Full 3rd Party Full Full Full Full Full Full Full

Callata & Wouters Thaler Full Full Full Full Full Full Full Full Full

Delta Informatique Delta-Bank Full Full 3rd Party Partial Full 3rd Party Full Full Full

Fidelity Corebank No 3rd Party Partial 3rd Party Full Partial Partial Partial Partial

Appendix: Detailed systems overview

Fidelity Profile No No No Full Full No No Full Full

Fidelity Systematics No No No No Full No No No Full

Fiserv ICBS 3rd Party 3rd Party 3rd Party 3rd Party Full 3rd Party 3rd Party 3rd Party 3rd Party


i-flex solutions Flexcube Full Full Full Full Full Full Full Partial Full

Infosys Finacle No No Full No No No No No No

Misys Equation 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party

Misys Midas Full Full Full Full Full Full Full Full Full

Nucleus FinnOne 3rd Party 3rd Party 3rd Party 3rd Party Partial 3rd Party 3rd Party 3rd Party Partial

Polaris Intellect Suite Partial No Full Full Full Full Full No Partial

SAP AG SAP TB 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party

SunGard Symbols Full No No Full Full No Full Full Full

TCS TCS BaNCS Full Full Full Full Full Full Full Full Full

Temenos T24 Full Partial Full Full Full Full Full Full Full

Temenos TCB No No Partial No Partial No Partial Partial Partial

TietoEnator CBS Partial No Partial No Partial No Partial Partial Partial

T-Systems MBS; GEOS Full Full Full Full Full Full Full Full Full
Financial Services

Full = full processing

Partial = partial processing
3rd Party = third party processing
No = no processing

53
the way we see it
54
Functional coverage Loans (incl. mortgages) Others

Company Solution Guarantees Overdraft Personal Revolving Mortgage Leasing Asset Insurance Trading Treasury Pensions Financial Workflow
on Current Loans Facililty Loans Manage- Instruments Planning Manage-
Account ment ment

Accenture Alnova Full Full Full Full Full Full 3rd Party Full Full Full Full No No

Callata & Wouters Thaler Full Full Full Full Full 3rd Party Full Partial Full Full Full Full Full

Delta Informatique Delta-Bank Full Full Full Full Full Full Full Full Full Partial 3rd Party 3rd Party Full

Fidelity Corebank Full Full Full Full Full No 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party No 3rd Party

Fidelity Profile Full Full Full Full Full Full No Full Full No No No No

Fidelity Systematics Full Full Full Full Full Full No No No No Full No No

Fiserv ICBS 3rd Party Full Full Full Full 3rd Party 3rd Party Partial 3rd Party 3rd Party 3rd Party Full Full

i-flex solutions Flexcube Full Full Full Full Full Full Full Full Full Full Partial Partial Full

Infosys Finacle Full Full Full Full Full Partial No Full No Full No No Partial

Misys Equation Full Full Partial Full Full No 3rd Party No Full Full No No Partial

Misys Midas Full Full Full Full Full No No No Full Full No No No

Nucleus FinnOne Full Full Full Full Full No 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party Full

Polaris Intellect Suite Full Full Full No Full Partial Partial Full Full Full No Full Full

SAP AG SAP TB Full Full Full Full Full Full 3rd Party 3rd Party 3rd Party 3rd Party 3rd Party No Full

SunGard Symbols Full Full Full Full Full Full No No Full Full No No Full

TCS TCS BaNCS Full Full Full Full Full Full Full Full Full Full Full Full Full

Temenos T24 Full Full Full Full Full Full Full No Full Full Partial 3rd Party Full

Temenos TCB Full Full Full Full Full Partial No Partial No No Partial No Partial

TietoEnator CBS Partial Partial Partial Partial Partial No Partial No No No No No Partial

T-Systems MBS; GEOS Full Full Full Full Full Partial Full No Full Full No Full Full

Full = full processing

Partial = partial processing
3rd Party = third party processing
No = no processing
 Technical coverage Hardware platforms

Company Solution Intel/AMD IBM System i IBM System p IBM System z SUN AMD SUN SPARC HP Integrity Other

Accenture Alnova X

Callata & Wouters Thaler X X X X X X

Delta Informatique Delta-Bank X X X X X X X

Fidelity Corebank X X X X X X Any J2EE-compliant

platform

Fidelity Profile X X X X

Appendix: Detailed systems overview

Fidelity Systematics X

Fiserv ICBS X X


i-flex solutions Flexcube X X X X X X X

Infosys Finacle X X X

Misys Equation X

Misys Midas X

Nucleus FinnOne X

Polaris Intellect Suite X X X X X

SAP AG SAP TB X X X X X X

SunGard Symbols X X X X X X X

TCS TCS BaNCS X X X X X X

Temenos T24 X X X X X X

Temenos TCB X X X X X X

TietoEnator CBS X X X X X X

T-Systems MBS; GEOS X X

Financial Services

55
the way we see it
56
Technical coverage Operating systems Database servers

Company Solution HP-UX SUN Solaris MS Windows Linux AIX IBM i5/OS IBM z/OS IBM DB2 Oracle MS SQL Other
Server Universal Database Server
Database

Accenture Alnova X X X X X X X X X

Callata & Wouters Thaler X X X X X X X

Delta Informatique Delta-Bank X X X X X X X Informix

Fidelity Corebank X X X X X X

Fidelity Profile X X X X X X Profile/SQL

Fidelity Systematics X X X VSAM

Fiserv ICBS X X X

i-flex solutions Flexcube X X X X X X X X

Infosys Finacle X X X X

Misys Equation X X X

Misys Midas X X

Nucleus FinnOne X X X X X X X

Polaris Intellect Suite X X X X X X JDBC

SAP AG SAP TB X X X X X X X X

SunGard Symbols X X X X X X X

TCS TCS BaNCS X X X X X X X X X

Temenos T24 X X X X X X X X X J4 (Temenos)

Temenos TCB X X X X X X X X Sybase

TietoEnator CBS X X X X X X X

T-Systems MBS; GEOS X X X X

 Technical coverage Application servers 3rd party report generators Integration financial accounting systems

Company Solution IBM Oracle Jboss BEA Other Business Crystal Other SAP Oracle People- Other
Web- Appli- Weblogic Objects Reports E-Busi- soft
sphere cation ness
Server Suite

Accenture Alnova X X FRS-FIRE X X

Callata & Wouters Thaler X X Netweaver X

Delta Informatique Delta-Bank X X Proprietary X Proprietary system

Fidelity Corebank X X X

Appendix: Detailed systems overview

Fidelity Profile X X

Fidelity Systematics X X X


Fiserv ICBS X X X IPS-Sendero

i-flex solutions Flexcube X X X X X X X X

Infosys Finacle Finacle proprietary X JasperServer X

application server

Misys Equation X X X Other X X

Misys Midas X StorQM Plus,

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

Nucleus FinnOne X X X X X

Polaris Intellect Suite X X JASPER, Jreporter, X

Actuate

SAP AG SAP TB X Netweaver X X Cognos X X

SunGard Symbols X Oracle Discoverer/ X X

Business Intelligence

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

Financial Services

Emphasise etc.

Temenos T24 X X X X X X Cognos X X X SUN

Temenos TCB X X X X X

TietoEnator CBS X X X X Standard Interface X Standard Interface

T-Systems MBS; GEOS X X X Siron; Cognos X

Impromtu

57
the way we see it
58
The 5 most important strengths of your system? (part one)

Company Solution

Accenture Alnova 1. Customer-centric 2. Anytime (7x24x365 realtime processing), anywhere (servicing from any selling point) 3. Multi-concepts: channel, currency, language, company 4. Parameter driven
5. Business process and Serviced Architecture Oriented.

Callata & Wouters Thaler 1. Ease of integration through SOA 2. Broad modular functionality 3. Scalability, performance 4. Flexibility through parameter setting & product factory 5. Operational excellence (Customer centric &
full STP).

Delta Informatique Delta-Bank 1. Comprehensive functional 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,
GMS etc.

Fidelity Corebank 1. Corebank J2EE is 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
standards while delivering Corebanks proven business functionality. Corebank does not use any proprietary tools or technologies. 2. Corebanks structured, documented data model is based
on IBMs Information Framework (IFW) Financial Services Data Model (FSDM), and improves development efficiencies and decreases ongoing maintenance costs, while providing ease of user
access to data. 3. Corebanks service-oriented architecture approach enables consistent processing across various delivery channels and facilitates integration of Corebank business com-
ponents and third-party 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-
grated with external customer systems as necessary. All Corebank components are fully integrated without siloed applications for lending, deposits etc. 5. Corebanks Product Build component
provides a robust product 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
conditions. Corebank 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
within the product portfolio.

Fidelity Profile 1. Lower total cost of ownership 2. Improved time to market 3. Increased reliability and unlimited scalability 4. Eased integration 5. Improved customer experience.

Fidelity Systematics 1. Feature rich functionality 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
outsourced deployment options.

Fiserv ICBS 1. ICBS is a flexible, 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.
2. Real-time retail banking 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 third party cores 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
growth from de novos to clients running eight million accounts. 5. Integrated suite of products for multi-country, and multi-currency core processing, smart client tellering, customer interaction
management/BPM and business intelligence for global financial services institutions. Business process oriented with business process created and delivered across multiple banking channels
via integrated customer interaction management solution: Fiserv Aperio.

i-flex solutions Flexcube 1. Rich functional footprint 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
with Process Orchestration, webservices, open standard based technology 3. Rich functionality and compliance to regional requirements, with deployments in over 120 countries 4. Ability to
integrate and co-exist with diverse application landscapes 5. Ability to scale from needs of small green field deployments to addressing needs of tier one institutions.

Infosys Finacle 1. Differentiated Product Spread - Finacle core banking solution offers an unlimited palette of features for banks to design and deploy products for varying market segments. The product
bundling capabilities 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
customization through Finacle Studio - the scripting engine, empower banks to continuously innovate and extend their suite of products, across segments. 2. Agile Operations - The Service
Oriented Architecture (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
conditions. 3. Robust 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,
enabling the bank to view the customer from a completely informed angle. This empowers banks to effectively manage customer relationships and aggressively explore cross-sell opportunities.
4. Increased Operational Efficiencies and Productivity - Finacle core banking solution supports business events automation and process orchestration, thus eliminating manual tasks and reduc-
ing process time. The elimination of error and data redundancies also results in increased branch productivity. Straight Through Processing (STP) abilities enhance reduction in turnaround and
processing time, increasing output and enabling speedy completion of tasks. 5. Scalability - The Finacle core banking solution offers unparalleled scalablity demonstrated through lab bench-
marks as well as its support for some of the largest retail banking live sites in the world. 6. Business process management capability - The solution includes business process management
capability through the built-in PEAS framework which enables the orchestration of business processes and services.
 The 5 most important strengths of your system? (part two)

Company Solution

Misys Equation 1. Rock solid, proven 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)
5. Scalability (from single site to thousands of branches).

Misys Midas 1. Breadth and depth 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
path.

Nucleus FinnOne 1. A Specialist software 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
Lending System in the 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
- with complete loan life-cycle coverage. 4. Proven scalability (volume processing) and extensibility (product coverage) in lending. 5. Experience with cash management projects and deployments
at tier 1 banks like Citibank, 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

Appendix: Detailed systems overview

growth in customers, employees, revenues and profits. 7. Cost-effective delivery options, by optimally blending onsite and offshore solution delivery.

Polaris Intellect Suite 1. It is a client Service Platform enabling fully integrated relationship management, allows customer to design their customer experience 2. Teller to Seller transformation capability. Fully inte-
grated, customer attribute 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


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

SAP AG SAP TB SAP main value proposition 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,
but a commodity. The 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
today are not known. 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
to cover standard/commodity 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
elaborate software logistics 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
existing in one release One code base, one product base without distinction of retail vs. corporate functionality, thus enabling future convergence of product and services offerings to both
retail and corporate customers 2. SOA/technology proposition Technology stack separation: application independence and decoupling from the underlying hardware and software platforms,
be it operating system and database system. Business application interfaces independent of technology and environment, enable applications in different environments, may it be zOS/Cobol,
Java or .Net to access the same business functionality. Open standards communication having interoperability with Websphere, .Net and other platforms. Complete Service Orientation, in
the internal development 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
portfolio of solutions 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,
creating a consistent, 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-
grated solution in a long-term SAP application landscape strategy. 4. Flexibility/scalability SAP delivers a highly flexible, parameterizable solution covering different types of business (retail/cor-
porate) allowing customer 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.
The development methodology allows a strict division between the standard code and customer extensions, allowing customers to extend the system without affecting the upgradeability on long
term. 5. Solution architecture 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
a number of legal entities 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
banks in different countries 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
system. Cash management hierarchies can include accounts with different currencies. Automatic currency exchanges are performed during movements between accounts with different curren-
cies. - Multi-language. 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
languages, adapting 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.
Multi-channel. SAP offers through SAP NetWeaver and its open infrastructure and a rich variety of interfaces to enable multi-channel integration independent of channel application. During the
design of the applications, 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

ity with real time capabilities. There is no need to close the system during end-of-day processing.

SunGard Symbols SunGards System Access is a comprehensive and integrated solution covering wholesale and retail banking for both conventional and Islamic banking operations. These give banks a wide
breadth of banking products to offer and the flexibility required to innovate and become product leaders. Built on Open platform and latest technologies, SunGards System Access give banks
the ability to introduce products and services quickly into the market, much faster than mainframe-based systems. The Service-oriented Architecture design of SunGards System Access gives
banks the ability to integrate data, applications, and business processes across multiple 3rd party and legacy systems. Customer-centric architecture gives banks a complete, 360-degree view of
their customers across products and applications. This gives banks a better view of overall profitability and risk exposure through MIS consolidations. SunGards System Access has been imple-
mented in several customer 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
at par with the best banks in the world.

59
the way we see it
60
The 5 most important strengths of your system? (part three)

Company Solution

TCS TCS BaNCS 1. Ease and speed of Implementation 2. Performance and Scalability 3. Breadth and Depth of Functionality and Extensibility 4. Reliability and Availability 5. Agility and flexibility of Architecture.

Temenos T24 1. Breadth of functional coverage. 2. System agility for new product/channel/geography/process deployment. 3. Modern and wide technology support leading to scalability and resilience of
deployment. 4. A depth 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
Bank structure together with easier deployment tooling to help banks achieve their objectives in a faster and safer manner.

Temenos TCB 1. A data architecture 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
technology standards. 3. Modern development standards based on componentization and re-usability. 4. A platform independent technology built for any business scale. 5. Maximum flexibility
through a core, parameter-based Product Builder.

TietoEnator CBS 1. Product Composition, allowing business product managers to create and customise new products (loans, saving, cards) without the involvement of IT staff and a minimal launching time.
2. Service-oriented architecture, component based and event-driven accounting engine. Designed for sophisticated and complex tier 1 and tier 2 banks. 3. Multi-everything (channel, bank, cur-
rency, language, calendar, 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
and flexibility of the 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
under a common product strategy. Low processing and operation cost - regarding both low hardware and software resource consumption and simplicity of operation.

T-Systems MBS; GEOS 1. Modular and modern design. 2. Excellent Fit for Retail/Automobile Banks. 3. High Volume capacity and security. 4. High actuality because of a practical relevant development (Usergroup).
 How do you act on the trend towards service orientation and business process management? (part one)

Company Solution

Accenture Alnova The technical design 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
of SOA implementation. The fundamental components that provide these capabilities are Alnova Architectures, Alnova Multi-channel Technical Architecture (AMTA) at client and middle-tier level
and Alnova Server Technical 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,
in which, the services 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
(integrated via Web Services), and with other alternative channels.
Alnova is now in the 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
decoupling between 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.
One of the main challenges 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
be designed in order 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
paths.

Appendix: Detailed systems overview

The objective is to manage 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
flow. The highest level 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
manage it in the most standard way taking advantage of BPM capabilities of IT leader tools in the market.


Callata & Wouters Thaler Our Thaler solution is 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 banks
business processes.

Delta Informatique Delta-Bank We implement service orientation through the usage of Java and SOA. We do not support business process orchestration and business process management.

Fidelity Corebank Corebank was designed to participate in a Service Oriented Architecture. Corebank is technologically very open, and can participate in SOAs built on a variety of tools and styles. Corebanks
API structure is implemented as approximately 150 EJBs with well over 1000 methods in total. Access classes also exist that encapsulate the logic to locate and call the EJBs and these classes
can be used as the faade for the system if desired. Both methods can coexist.
Corebank does not have 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
business process orchestration tools. Corebank API functions have been designed to be big enough that they dont unnecessarily complicate creating larger-grained services, but small enough
that they dont cause problems for workflow tools and decrease re-usability. Corebanks API structure has evolved specifically to make it easier to flexibly aggregate API functions into larger-
grained services. Micro-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
level for Business Process 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
necessary WSDL.

Fidelity Profile Profile can be accessed 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
process management tool via the Xpress integration layer.

Fidelity Systematics Systematics is a services-enabled host system. It offers process orchestration via integration with FIS Xpress SOA integration layer and has native case management capabilities.

Fiserv ICBS ICBS is built around a service oriented architecture. ICBS functionality is manifested in the form of XML/IFX based messages, which are combined into services and exposed through Fiservs
CBS Communicator 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
to integrate disparate systems and channels in an enterprise.
CBS Communicator is currently in use in over 50 financial services institutions and is an integral part of Fiserv Aperio, Fiserv CBS Worldwides multi-channel customer interaction and business
process management solution. Business processes are created and deployed via the Fiserv Aperio Business Process Management solution. Aperio comes with 300+ pre-packaged financial
services business processes which cover key areas such as new account open, financial transactions, customer updates and complaint management. Business processes and workflows can
Financial Services

also be built via drag and drop modeling to create customized processes. Thus a single process can be built and deployed across multiple channels.
the way we see it

61
62
How do you act on the trend towards service orientation and business process management? (part two)

Company Solution

i-flex solutions Flexcube i-flex sees SOA as the next evolution of technology, which enables financial institutions to take a process oriented view to their application landscape, and ease the ever increasing complexities
of integration within the enterprise. As financial institutions look for achieving customer intimacy and competitive differentiation while maintaining compliance to regulation and keeping costs
down, customers are 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
against. For this i-flex 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
business processes 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-
tion of its application offerings which take advantage of the business processes documented in iPFB, and provides executable BPEL processes and underlying web services. i-flex has recently
launched the SOA enabled 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
interfaces which are 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
with a new Task Oriented 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
Oracle Business Process Architect (BPA) suite, and are measurable via Oracle Activity Measurement (BAM) toolset. Additionally business processes documented in Oracle BPA suite can serve
as critical input into the Oracle Governance, Risk and Compliance framework for enterprise wide Governance, Risk Management and Compliance initiatives.

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

Misys Equation Misys has adopted a 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
increased flexibility and simplified management. A large number of APIs provide excellent integration capabilities. Furthermore, new modules of Midas Plus and Equantion will be created through
Misys new component-based core banking technology, Misys BankFusion. Misys BankFusion provides the tools for Misys to develop the next generation of Midas applications within a Service
Oriented Architecture. This strategy will make the functionality available as service based components, offering a higher degree of customisation, platform independence and a mechanism for
preserving any tailoring when the software is upgraded. Adherence to SOA principles was and is a key design point of the BankFusion platform.
BankFusion is a process 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
a graphical editor. The resulting business process can incorporate both interactive and non-interactive tasks. The business process may be long running - spanning multiple user sessions and
cross channel. However 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
possible to replace BankFusions own orchestration with a 3rd party. All BankFusion processes can be published as WSDL interfaces. Invocation can be through SOAP and RMI. The services
are stateless and transactional and can readily be orchestrated by any tool/engine supporting the WSDL interface.
The BankFusion platform 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
this may be all that is 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
J2E design patterns and exposing all services through standard WSDL interfaces the task of integrating with 3rd party BPM is simplified.

Misys Midas The same.

Nucleus FinnOne We are in a movement to open platform architecture with progressive service orchestration. Our FinnOne solution is already workflow enabled; with consistent improvements in BPM capabilities.

Polaris Intellect Suite Polaris is one of the 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
with its own security, integration layers. Intellect Workflow is used internally to orchestrate Workflow.
Most Modules have 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.
Also we have an expertise center for SOA.
We have done substantial 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.
We have expertise on IBM process server, Oracle BPEL, Active BPEL.
Intellect Workflow acts as a Business process management layer, orchestrating the workflow between various functions of core banking like origination, Lending and collection.
 How do you act on the trend towards service orientation and business process management? (part three)

Company Solution

SAP AG SAP TB SAPs Enterprise Service-Oriented Architecture (SOA) addresses the business issue that most companies are facing - extending existing IT assets to support business change and innovation,
while lowering total cost of ownership. Enabled by the SAP NetWeaver platform, Enterprise SOA provides an open outline for adaptive business solutions. Building on the benefits of Web
services, it delivers on the promise of services-oriented architectures, enabling both flexibility and business efficiency without increasing costs. With Enterprise SOA, companies have a cost-
effective blueprint for composing innovative new applications by extending existing systems, while maintaining a level of flexibility that makes future process changes cost-effective. SAP offers
comprehensive, standards-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
of the SAP NetWeaver platform with industry-specific business and banking solutions. Although Enterprise SOA provides a strong promise for banks and an attractive means for future develop-
ment of SAP partners 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
to provide complete banking solutions but also to put banks on the fast track to an enterprise services architecture. SAPs existing solution architecture is the starting point for the Enterprise
SOA transition. During this transition process, SAP will open the solution architecture by harmonizing business processes, decoupling user interfaces, and making business objects and services
accessible through open, standards-based access mechanisms. The transition process will ultimately lead to an architecture that offers maximum flexibility and powerful functions for building

Appendix: Detailed systems overview

business processes and services on a scalable, high-performance IT infrastructure. Simultaneous, additional functional coverage, e.g. for corporate banking and cash management, will be
implemented to meet customer requirements.
SAP NetWeaver Business Process Management consists of three focuses to cater for the complete range of environments where this is needed. The three focuses are:
- Ad-hoc Workflow, which 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


doing in relation to their team members. This is what delivers the people empowerment.
- Business Workflow, 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
the business process. This is what delivers the workflow empowerment within the SAP components.
- Cross-Component BPM to automate the cross applications processes taking place in a heterogeneous system landscape. This delivers the total Business Process Empowerment in a system
landscape.
BPM covers the full process lifecycle: design, automation, execution, monitoring, analysis and optimization.

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

TCS TCS BaNCS TCS BaNCS is SOA enabled across the entire Product Set which includes Commercial Banking, Capital Markets and Insurance. Over 2000 services are available through Biztalk, Websphere and
Weblogic adaptors.
TCS BaNCS incorporates 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
services are exposed via adapters and BPEL is used to orchestrate coarse grain services across one or more applications.
Additionally TCS BaNCS 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
orchestration layer.

Temenos T24 T24 has an inbuilt capacity 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
industry initiatives and 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
accompanied by an ongoing engagement with clients, prospects, partners, analysts and other industry bodies.
T24 can be address 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
offers a Business Consulting service centred around BPM activities which is aimed at supporting the implementation and subsequent use of T24. The use of process orchestration technology
and approaches is inherent in this offering. Temenos uses 3rd party tools for BPM activities.
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How do you act on the trend towards service orientation and business process management? (part four)

Company Solution

Temenos TCB TEMENOS CoreBanking currently supports most of the SOA standards and significant funding is being allocated in the development programs to expand the coverage of SOA standards
and capabilities. The 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
usability of services in the orchestration of a process through BPEL or other standards. BPM tools are not included in CoreBanking.

TietoEnator CBS The Core Banking Suite is built using open standards and a modern Service-Oriented Architecture (SOA) combined with a processing engine built using an effective Event-Driven Architecture
(EDA). TietoEnators strategy towards SOA, is firstly to divide SOA in two domains, Integration and Business Process Management (BPM).
Our SOA Integration 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
teams, which are guided 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
systems it is usually around clearing, payment and settlement. We also support orchestration outside our system on the basis of the services that we provide.
The BPM domain is 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
more than 1300 business 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
harvesting patterns and 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
Process Server as well as our own internal processing engines for the optimized processes close to Core Banking (i.e. the accounting engine).

T-Systems MBS; GEOS According to customer expectations/client working groups. Software is designed in a modular way to satisfy SOA requirements. We already provide Web Services. We support the process
orchestration with our web configurator. This tool enables the operation of services according to the business process.
 What are the major developments that you are planning for your system during 2008? (part one)

Company Solution

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

Callata & Wouters Thaler Integration with SAP - Netweaver Java development - new user friendly WUI.

Delta Informatique Delta-Bank Fully Java based solution - Flexible accounting scheme.

Fidelity Corebank The next release of Corebank, Release 4.5 is targeted for 1st quarter 2008. Below are listed some of the targeted enhancments: - Enhancements for combined statements - Enhancements to
value-based authorisations - Enhancements to fee funds sufficiency check and retry - Enhancements to interest funds sufficiency check and retry - Enhancements to delinquency loan payment

Appendix: Detailed systems overview

priorities - Additional options for days until first loan repayment - Additional options for loan/credit repayment date - Additional options for credit expiry date - Additional options for minimum
wittdrawal amount and withdrawal units - New APIs for bank-specific follow-up events.

Fidelity Profile Credit card funtionality - Building compilers for Java - Reverse mortgage functionality - Commercial cash management.


Fidelity Systematics Regulatory updates - Lending enhancements.

Fiserv ICBS Within core: additional functionality for enhanced control and research, product packaging, credit and payment management and auditing to enable banks to deliver better customer service,
profitability, efficiency and risk management. Also fully integrated trade, treasury and capital markets functionality within ICBS (ongoing development post launch in October 2007). New releases
of Fiserv Aperio with 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
ICBS and Fiserv Aperio products. In Europe, Fiserv will continue to offer BPO in financial services using ICBS core systems.

i-flex solutions Flexcube Oracle and i-flex are 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-
tions to meet the ever changing banking environment 2. Technology enhancements in adoption of additional components of Fusion Middleware 3. Pre-integration of our application assets with
Oracle Application Integration Architecture (AIA) 4. Enhancement of our process framework to provide an industry reference model for banking.

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

Misys Equation The Equation roadmap 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.
This will deliver Equation components on a J2EE-based core banking platform which will provide a common framework for all future banking development. Based around an SOA architecture,
it is a highly flexible, interoperable and scalable platform.

Misys Midas Enhancements to Global Processing such as local time and date stamp for transactions, automated back up and restore; new regulatory reporting; Global cash management engine enabling
banks to deliver cash 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,
and Euro adoption.
Financial Services

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the way we see it
66
What are the major developments that you are planning for your system during 2008? (part two)

Company Solution

Nucleus FinnOne Nucleus corporate vision 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
improved versions of Nucleus products - FinnOne Lending, FinnOne Collections and FinnOne Customer Acquisition System - are continuously being released.
New system tools - 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
recently come into our solutions portfolio - FinnOne Forecaster (for enhanced Business Analytics) and FinnOne Operational Risk (addressing Basel II requirements for Operational Risk manage-
ment).

Product Roadmap (2008):

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

Polaris Intellect Suite Development phase 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
regulations etc.

SAP AG SAP TB Further enhancements in terms of the business process platform for banking concerning functionality (based on customer requirements).

SunGard Symbols SYMBOLS core banking next 12 months initiatives: - Islamic Banking version of SYMBOLS core banking; - XML API of common banking business logic for delivery channels, branch front-
end solution and co-existence with other legacy applciations - Multi purpose lines products enabling banks to configure unique credit lines and products for each client, SME and Corporates
- Common Fee module across all banking core banking products and service offerings - SEPA support CSM Related Enhancements: SOA based Complaince Framework: The compliance
framework is envisaged 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
managed by the using various controls like Criteria definitions, Limits management, Collateral management, Rules governing Basel accords, SOX and AML controls which will be orchestrated
via Business rules and process flows. This framework is evisaged to provide Real-time Monitoring and control of Risk exposures with respect to products, services, transactions and customer
demographics Comparison, analysis, decision-making and prevention or initiation of corrective business/operational transactions/ actions. Enhancements to Deposits Management system
based on SOA supporting in the areas: Overdraft management Cheque processing - inward and outward clearing For each of these deposit products Banks can provide flexible Interest, fee,
tax and service charge computations plans Liquidation and unutilised deposit processing Enhancements to Payments System supporting: Complete support for Domestic payments including
flexible payment formats Mass payments Direct debit mandates Support for RTGS, ACH, Interbank clearing Queuing & Repair features SWIFT Support. All of the above features will
leverage on the Sungard System Accesss SOA Framework for Banking and the related fundamental (existing) building blocks like Unified Customer Insight, Customer Relationship Management
(CRM), Origination Framework, Pricing engine. Card Management Related Enhancements: SOA Based Card Center (Front-office): Leveraging on Sungard System Accesss SOA Framework for
Banking and its fundamental 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
unified Customer insight across banking services and Card services will provide dash board features to ehnace the Customer service across contact centers, Relationship Managers, elf-service
channels and Product Managers. Card Origination processes: Card Orgination processes across customer on-boarding, Application processing and Account management will be made available
using the CSM (Customer Service Manager) Origination framework.

TCS TCS BaNCS Cash Management cross border notional pooling and financial supply chain management - Product Bundling and Preferential Pricing - Mobile Banking - Mobile Payments.

Temenos T24 Some of these initiatives are not currently publicly disclosed and we cannot therefore discuss them here. Public ones include Structured Products Manufactured Further CRM enhancements.

Temenos TCB Global Processing - SOA - Enterprise Customer Information Management.

TietoEnator CBS Cash Management: - Financial messaging support enhancements such as XML-Swift messages based on the ISO20022 standard initiative to establish a Universal Financial Industry message
scheme (UNIFI); - New solutions on platform: Cash forecasting and financial supply chain; - Product composer for business users on our Multi-Channel Platform (web-based); - More flexible and
configurable event engine; - Possibly deployment support for Oracle.
Release 6.4.1 will be released in January 2008. New and enhanced functionality are: - Non-Approval platform (for failed transactions and manual acceptance of certain transactions); - Additional
Swift messages (XML format); - Bulk changes; - Retrospective changes; - Retrospective processing; - Prices up to 18 digits; - 2 or 3 decimals depending on currency; - Cash Management
improvements.
Releases after January 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-
ization; - Multiple base rates per product; - Maintenance of general services; - Calculation of costs based on boundaries.

T-Systems MBS; GEOS SEPA Direct Debit - flat rate withholding tax (Abgeltungssteuer) - pre-financing for retailers (Hndlereinkaufsfinanzierung) - disclosure in relationshop to the Solvabilittsverordnung - controlling
of interests (duration, 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 Julin 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

Appendix: Capgemini contacts 67

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