Le guide banking solutions

Transcription

1 2009 Le guide banking solutions au Luxembourg Les workshops ITbanker Les entreprises spécialisées L'annuaire des prestataires Guide réalisé par le service commercial d -

2 Juillet 2008 Télécom Septembre 2008 Fund Industry Octobre 2008 Business Intelligence Décembre 2008 ECM & Storage Janvier 2009 Banking Solutions Mars-avril 2009 Consultance et Développement GUIDE ANNUEL Mai-juin 2009 Infrastructure : sécurité, télécom et stockage Juillet-août 2009 Outsourcing et Resourcing Septembre-octobre 2009 Applications d'entreprise : CRM, ERP et ECM Novembre-décembre 2009 Finance : banque et fonds d'investissement Janvier-février 2010 Stratégie : BI et BPM Retrouvez les Guides ITnews en supplément de chaque magazine CONTACT: Géraldine BARBAUT geraldine.barbaut@itnews.lu Tél. :

3 sommaire est un service MAKANA S.A. 83 rue de Hollerich L-1741 Luxembourg Grand-Duché de Luxembourg Tél. : Fax : info@itnews.lu Internet : Contact : Géraldine Barbaut - Chef de projet : geraldine.barbaut@itnews.lu - Tél. : Photography Raoul Somers - / Layout - Piranha et Petits Poissons Rouges - itnews@piranha.lu Fiches entreprise Workshops ITbanker Agility Orbium 4 Callataÿ&Wouters and SAP 5 Security IBM & Skillteam 6 SEPA : PSD and Exceptions & Investigations Ineum Consulting 8 Skillteam 9 Business Process Outsourcing - B-Source 10 Saas - Clearstream Services 12 Customer Centricity Avaloq 13 New Access 15 Regulation & Risk FRSGlobal 16 Avaloq 18 Business Software Consulting 20 Callataÿ&Wouters 22 Clearstream Services 24 Deloitte 26 ERI Bancaire 28 FRS Global 30 IBM 32 Ineum Consulting 34 KPMG 36 New Access 38 Orbium 40 PricewaterhouseCoopers 42 Siemens IT Solutions and Services 44 Temenos 46 Annuaire des entreprises 48

4 Time-to-market and Agility What is thinkable is also possible Agility is the ability to move quickly and easily and flexibility is the ability to change / adapt to suit new conditions, situations or circumstances. Applied to the financial sector, these two concepts imply that change and the way to handle it are at the heart of the concerns of today s companies and most particularly of banks. In that respect, two different approaches can be taken towards change : reactive, trying to adapt as best one can to the external changes forced upon the financial institution by the surrounding environment. IT is frequently seen as a necessary evil and the bank s strategy will often be to adopt a purely costcentric behaviour. proactive, meaning that financial institutions take a voluntary approach towards change, enabling them to adapt swiftly to external constraints and also to be capable of deciding on new strategic action, vis-à-vis the market, to be one step ahead of competitors. How executives of financial institutions perceive IT depends on the approach adopted. Necessary evil, i.e. pure cost centre, or business strategy enabler? Since the arrival of the PC in the early eighties, the way we handle processes and transfer data has been completely revolutionized : e-banking applications, straight-through processing, electronic connections to stock exchanges or brokers, online data-feeds are all (r)evolutions, more and more complex financial instruments that need to be handled properly and in a secure way, etc. All of these are examples of the changes that have occurred in the financial industry and which banks have to adapt to or take advantage of if they wish to remain competitive. On top of that, the regulatory environment has also been enforced in recent years with regulations like Basel II, IFRS and MiFID. Given what has happened to the financial markets at the end of 2008, it is very likely that this trend is going to continue. All these often mandatory changes generate extra burden for a bank s IT department, especially those with in-house developments or older applications that are not evolving fast enough and which are in the Decline phase of their lifecycle. Finally, the major trend of mergers & acquisitions in an ever more globalised market requires agility from IT departments to adapt and consolidate their different systems. This trend has accelerated during these past months of financial crisis. All banks, whatever their size, have to adapt to these changes, whether they like it or not! It is simply a matter of survival and nothing else but a Darwinian process. Therefore, to remain on the competitive edge of the market, financial institutions have to integrate these external evolutions into their own strategy. That implies quickly creating and providing new products or services to the market, rapidly opening branches to address new clients, setting up IT or operational hubs (back-office centralisation, payment hubs), etc. Avaloq, as a software provider, puts every effort into supporting this proactive attitude towards change so as to enable financial institutions to take advantage of those market opportunities. Everything in Avaloq s strategy, from its release cycle to its software architecture, focuses on innovation and the ability to be flexible and execute fast. Some concrete examples are : (a) the fully integrated software architecture avoiding data redundancy, replication or interface maintenance ; (b) the open interface concept providing an easy and standardised way of connecting thirdparty systems to the Avaloq Banking System (e.g. headquarter tools or specific reporting engines) ; (c) fully parameterisable workflows (from front to back office including accounting) ; (d) decision rules (for workflows, cost & fees, etc.) ; (e) the open object modelling engine that allows the creation of new and complex financial instruments ; and much more. Furthermore, in order for banks to rapidly take advantage of this flexibility, Avaloq provides a preparameterised version of its software (the Model Bank) enabling a fast implementation project. Changes, adaptations and improvements are possible afterwards and can be made by the bank itself according to specific needs. Thereby, the banks can quickly decide on and implement new strategies without being dependent on the software provider. The result is a shorter time to market

5 Time-to-market and Agility Leveraging existing strengths In an ever-changing economic environment companies need to be endowed with the best tools and methodologies to allow the fastest time-to-market and software flexibility. The wealth management process is moving at a rapid pace to incorporate new products, processes, regulatory requirements and to address ever-changing customer demands. Service providers need to be able to respond quickly to business changes whilst leveraging application infrastructure to address new business requirements. While infrastructure is seen as a commodity and therefore not the core business of a wealth management firm, it is vital for banks to adapt their service delivery and technology to cater effectively to client needs in their target growth markets. This includes achieving error-free transaction processing via an agile wealth management platform to ensure a shorter time to market. However, outdated or fragmented core systems often create obstacles for the front-office to manage customers effectively and maximize revenues. To meet the challenges of a more demanding customer, stricter regulations, increased globalization, and stronger cost pres sures, banks need sound, future-proof information technology that gives the agility to address arising market conditions and business requirements. For institutions of all sizes, this technology is the strategic weapon for surviving and growing in a fast-paced industry. For leading banks, the answer lies in standard, scalable solutions built on the principles of service-oriented architecture (SOA).This use of cutting-edge technology can assist banks in maximize their competitive advantage, comply with the latest regulations, minimize costs, and increase customer satisfaction. Deployed on the SAP NetWeaver tech nology platform, Thaler Wealth Management adopts an enterprise service-oriented architecture (enterprise SOA). Integrated with the Thaler Core Banking solution, Thaler Wealth Management is a front-to-back office core banking solution from Callataÿ & Wouters which includes pre-configured modules to enable a fast, low-risk implementation. Designed with open architecture, the platform offers the ability to integrate with third party solutions, adding a broad range of features and functionalities. Completely pre-configured and easy to implement, this powerful solution can support a wide range of client prefer ences and investment choices. Due to the embedded SAP analytical capabilities in Thaler, banks and wealth managers benefit from the advantages of a robust and agile solution, backed up by the lean analytical backbone of SAP. Sophisticated analytics can be deployed, to leverage the opportunities presented by targeted clients to explore prospects for cross-selling and fee-based personalized advice. Banks who comprehensively understand their clients will be able to leverage existing strengths to transform and adapt their service delivery and technology to cater effectively to client needs in their target growth markets. Technology is, without doubt, an important enabler in delivering efficient actionable advice for Wealth Managers, but it is only a supporting tool in the client-to-advisor relationship, which plays a key role in managing the bank s customers

6 security Managing threats, reducing fraud and maintaining client trust Complex industry regulations and threats to revenue, reputation and operations have converged to make security and fraud chief concerns for financial companies. At the same time, many financial institutions are integrating with partners and enabling interactive customer services to support aggressive growth in today s competitive business climate. New business and technology initiatives carry inherent IT risk and must be balanced with the ongoing need to pre serve trust and protect reputation. Only a robust IT security program enables banks and financial markets organizations to extend services securely. To be successful, security management should be part of a broader model of manag ing operational risk and fraud without adversely impacting business processes or customer services. Laurent Busser, Head of e-business and Swift developments, SkillTeam Luxembourg As one of the earliest adopters of IT security technology, the financial sector far outpaces many other industries in network and information protection. Even so, the growing complex ity of the IT environment and the subsequent increase in security point products have made it difficult to integrate a holistic security strategy with overall business planning. All the while, security threats are evolving, vulnerabilities are increasing rapidly, and data leakage continues to present sig nificant risk in terms of liability, cost and impact on reputation. You may already be replacing obsolete security solutions and / or layering on additional security in what seems like a never-ending cycle. But even when you operate with well-defined business strategies, your security may consist primarily of endpoint solutions that lack integration. With finite security dollars, you may wonder where to invest next, how to prioritize security requirements according to best practices and how to leverage past security investments. More than ever, you may recognize the need to optimize security investments by taking a more holistic view of threat mitigation and developing effective policies using commonly available tool sets. Financial executives, chief information security officers and IT staff understand the high stakes of security, but they often lack the real-time metrics and operational reporting to support security at the same level as other IT initiatives. Despite such challenges, success ful and protected financial institutions continue to focus on secure IT efforts that help differentiate the business, accel erate threat management, and meet government, industry and business partner compliance requirements. TRUSTED SECURITY ADVISER As an industry-leading IT integrator and partner to global organizations, IBM is an established technology adviser to banks and financial institutions and is able to bring superior security tools to the financial industry. IBM takes threats seriously - and it has the research to prove it

7 Pierre Noël, WW Security & Risk Management chez IBM Corp

8 SEPA : PSD and Exceptions & Investigations Driving benefits from PSD and SEPA PSD (Payment Services Directive) or the European directive on Payment services from November 13, 2007, (2007 / 64 / CE) lays the necessary legal foundations to create a truly unique payments-market in Europe. The directive is a decisive step in the implementation of SEPA (Single Euro Payments Area). The European Member States and the European Economic Area (Liechtenstein, Norway and Iceland) will have to transpose the directive in their national legal framework before November 1, In Luxembourg, the Minister of Finance supervises the transposition of PSD into national law, under the eye of the European Commission, and brings together the actors that are concerned by the law. The directive is a legal support for SEPA and includes a regulatory objective with an incentive to improve transparency and increase the competition Jean Diederich, Senior Manager chez INEUM Consulting between actors, while also enhancing the protection of consumers. From a practical point of view, PSD reaches all the transactions between the bank and the client : the basic terms and conditions, the cycle of execution, the obligation to transmit some information, the compensations and the unauthorized payments. Also, the directive defines strict rules, such as the list of information that should be sent to the clients when a new contract of payments comes into play and the information that must be sent before, during and after the payment process. The objective of PSD is to protect the consumer through the release of information and conditions on the payment services provider (Title III) and through defining rights and duties between the client and the services provider (Title IV), which are also partly applicable to professionals. Contrary to numerous other directives that are limited to great principles, PSD provides technical and operational payment service details. The directive also prescribes the necessary service levels upon payment and the allowed time for service execution and declares who is responsible for faults.

9 SEPA : PSD and Exceptions & Investigations SEPA : PSD and Exceptions & Investigations Industry figures indicate that 2-5% of all payments give rise to an exception. While this might be seen like a very low proportion of the overall payments processed, it is in fact a growing cost and a point of pain for all the industry players the banks, the financial institutions and their private or institutional customers, It is therefore crucial for the industry as a whole to address this issue by applying technology to common exception types in order to resolve payments investigations in a fully standardised and automated way. Yves Quaedpeerds, Senior Business Analyst and Consultant in Finance, IBM / Skillteam Luxembourg Today, the pressure to automate the process of Payments Exceptions and Payments Investigation is higher than ever. Industry regulations such as SEPA and FATF7 are forcing banks to become more efficient and find new ways to mitigate revenue-attrition. At the same time, improving customer service levels has become a critical differentiator between cash management offerings. Quick and efficient resolution of problems is a key influencing factor in banks customer retention rates. Financial Institutions are therefore also looking at implementing new online services at a lower unit cost. This will lead to higher profitability. Their customers are also eager to reduce the turnaround time of their payment enquiries. It will speed up payments reconciliation and allow for better control of payables and receivables. Implementing Exceptions and Investigations standards and process will allow you to perfectly automate your payments enquiries as it provides you with a very strict business and communication protocol. A clear definition of the actors, their roles, the communication flows and exchanged messages guarantee higher STPrates while a clear rulebook endorses industry practice and best usage. Benefits of implementing E&I for banks : Reduce the enquiry costs Become AML-compliant in a smooth way Improve your customer service Grow your business while maintaining your customer service level Generate additional revenue Benefits of implementing E&I for Clients : Get transparency on payments enquiries Support central accounting / treasury management Reduce the enquiry costs

10 Business Process Outsourcing Outsourcing as Part of the Bank s Corporate Strategy Meet Dr Hendrik Van Gammeren, BPO expert at Swiss company B-Source Checklist for a successful BPO : The bank must have a sourcing strategy. The BPO provider must demonstrate knowledge of the banking industry and expertise and experience in outsourcing. There must be an established community within the BPO provider. Canvas a number of providers and have these offers evaluated by an independent external consultant specializing in outsourcing. The provider should have a proven track record. Outsourcing is very fashionable among banks at present. Why is the process slower when it comes to outsourcing their entire business processes? Outsourcing of payment transactions and securities administration is clearly very well established, but this is much less true of other processes such as client master data administration and the lending business. That could be a sign of the immaturity of sourcing in bank processes. Compared with the situation in manufacturing industry, vertical integration has traditionally been very high at banks, with excessive numbers of highly individual in-house solutions hindering benefits of scale from being exploited and costs from being cut. It is therefore no wonder that Business Process Outsourcing (BPO) is progressing slowly. Many banks are redefining their operational business models to fit their growth strategies. Outsourcing decisions will only be taken once the necessary operational models are in place. What are the essential requirements for banks with regards to BPO? The bank must define its own business model before any outsourcing of business processes can take place. It must then define its sourcing strategy, or it will not be able to invite comparable bids from rival outsourcing providers. It is also important for the bank to engage an external consultant who can provide expert support and above all who knows the rules of the sourcing game. What mistakes can banks make when opting for BPO? It is naïve to believe that the outsourcing provider will solve all IT problems. A bank that does not have its own IT and back-office under control cannot expect that the provider can accomplish miracles. What processes can banks definitely not outsource? Management, sales and client-facing processes cannot be outsourced. In short : everything that sets a bank apart from its competitors. There are also legal requirements such as banking acts and regulatory provisions in each country that can prevent or affect outsourcing. Is BPO an automatic cost cutter? No, not automatically and certainly not in every case! Even where cost reduction is possible through benefits of scale and standardization, cost reduction is not a given. For example, there are banks that opt for outsourcing even though their costs are already low because their IT infrastructure and applications are nearing the end of their lifecycle

11 Dr Hendrik Van Gammeren, BPO expert at Swiss company B-Source When considering outsourcing is the size of the bank important? No, size as such is not important. The critical factor is the number of members in the community of the outsourcer. This will provide economies of scale and skill sets. BPO providers need a certain number of sophisticated and mature banks as clients. This will determine whether the community is strong enough to develop the community s platform. Does the bank have to be in a community in order to reap cost benefits? Not necessarily, but by nature many communities are created around a banking software. B-Source s BPO offering is powered by Avaloq. As such, we have created a community of BPO clients that use the Avaloq banking platform. B-Source is an Avaloq BPO partner and also has a partnership with the Competence Center Sourcing of the University of St. Gallen. There are only a handful of BPO providers in Switzerland. Where is the banking market going? We see the market trending toward a small number of standard packages tailored to particular segments in the banking industry. It is crucial to develop diverse communities to take advantage of these packages. As standardization and transparency improve, the market grows more mature, prices fall allowing more competition in the industry

12 Saas Clearstream Services, une plate-forme bancaire complète à votre service Il y a plus d un an, en annonçant la création d une plateforme bancaire intégrée, Clearstream Services a été la première société de la place de Luxembourg à proposer une solution fonctionnelle globale sous forme d un service. Dès son avènement, cette solution visait à offrir un service avec une couverture fonctionnelle aussi large et flexible que possible et reposant sur les ressources, les compétences IT et l expérience d un acteur majeur de la place bancaire Luxembourgeoise. Cette approche permettait au banquier de se concentrer sur son core business sans devoir s inquiéter des aspects IT intégralement pris en charge par des partenaires leaders dans leurs domaines et disposant du statut de PSF requis par la CSSF. Depuis lors, au contact de différents prospects et clients, cette solution a considérablement évolué. Elle se compose de tous les éléments nécessaires aux activités d une banque avec pour la partie back-office le progiciel Thaler Wealth Management de Callataÿ & Wouters, la solution Triple A de Odyssey pour les aspects front-office de même que Financial Analytics de FRS pour la génération du reporting légal. A ceci s ajoutent la suite K+ de Thomson Reuters pour la gestion de transactions et de risques, de même que la suite cama TM d Information Mosaic pour la gestion des «corporate actions». Opérationnellement, les partenaires assurent ensemble la gestion, la maintenance et le support de tous les modules fonctionnels disponibles, la mise à disposition et la gestion de l infrastructure technique IT, les back-ups de même que le DRP. En plus de sa flexibilité, un avantage important du service offert réside dans le fait que son coût d utilisation est lié au volume d activité de la banque. Le management peut donc à l avance connaître les frais de fonctionnement de son informatique en fonction de ses prévisions business. En matière de technologie, le service est transparent pour l utilisateur. Ce qui importe c est que la solution soit disponible aux heures et suivant les paramètres définis dans le SLA. La technologie sous-jacente doit permettre à la banque d évoluer sans contrainte. Les systèmes mis à disposition utilisent les technologies les plus modernes et sont opérés 24h sur 24. L ensemble des composants systèmes et de télécommunication est redondant et distribué sur des centres de calculs distants et entièrement sécurisés. D un point de vue organisationnel, l utilisateur reste maître de ses choix. C est pourquoi il est nécessaire qu il dispose d une ou plusieurs personnes ayant aussi bien des compétences bancaires qu IT. Ce sont ces personnes qui font le lien entre la banque et ses besoins et les partenaires regroupés autour de Clearstream Services, assurant la fourniture d un service de qualité pouvant évoluer en fonction des exigences du client. Nos clients actuels partagent également leurs expériences et proposent et discutent des améliorations ou des adaptations relatives au service ou à la couverture fonctionnelle. Un Users Group devrait d ailleurs bientôt voir le jour afin de mutualiser leurs idées et les évolutions proposées. C est ainsi que l archivage électronique ou l AML sont venus ou viendront compléter l offre initiale

13 SaaS Photography Raoul Somers Michel Rodriguez, Head of IT External Business of Clearstream Services LA PERFORMANCE AU SERVICE DU CLIENT La première version de l offre d une plate-forme bancaire en mode SaaS, incluant Thaler Wealth Management et FRS a été faite en mai Cinq mois plus tard, NEPB, filiale du Crédit Mutuel Nord Europe était en production. Ce premier client a été suivi par Dresdner Bank Luxembourg qui a choisi cette même plate-forme pour sa filiale située en Belgique. Elle est en production depuis fin Petercam Luxembourg sera opérationnel dans le courant du premier trimestre 2009, et un grand acteur de la place de Luxembourg sera opérationnel en mai 2009 avec Triple A. Le groupe ING procède actuellement à la mise en place de l offre cama TM dans le cadre de l introduction d une solution unique à destination de 8 de ses filiales situées dans des pays de l est de l Europe, de même que pour la Belgique et les Pays-Bas. Cinq des filiales sont déjà opérationnelles. L entité de gestion de fonds alternatifs de Credit Europe Bank (Suisse) a été la première à utiliser le module K+. Elle a été suivie par Société Générale Securities Services à Paris. Clearstream est l un des 10 plus grands utilisateurs mondiaux du réseau SWIFT. Il est apparu très rapidement que l offre SaaS devait se doter d une interface vers le monde SWIFT. C est devenu réalité en 2007 et depuis lors plusieurs institutions financières profitent de l infrastructure SWIFT de Clearstream au travers de son offre Swift Service Bureau. Parmi celles-ci on compte Natixis, NEPB, Compagnie de Banque Privée et Petercam à Luxembourg, de même que des utilisateurs internationaux tels que Petercam à Bruxelles, la Banca Regionale Europea S.P.A. à Nice, ou la Banque de Dépôt et de Crédit de Djibouti. Cette solution intéresse également les assurances qui bientôt viendront s ajouter aux clients existants. En créant cette offre Saas et en la faisant évoluer en fonction des besoins de ses clients, Clearstream Services et ses partenaires ont prouvé qu il est possible de capitaliser sur des ressources locales pour créer un hub bancaire disponible pour les banques situées au Luxembourg comme à l extérieur de nos frontières, en parfaite harmonie avec le souhait du gouvernement luxembourgeois lorsqu'il avait créé la loi relative aux PSF

14 customer centricity Have a holistic view of your clients to support your strategy Three aspects about «customer centricity» must first be highlighted : 1- All think it is a good idea! It is considered to be an elementary part of doing business well, one of the major factors for success. 2- Everybody claims they are! Has anyone ever heard a company say we ignore the wishes of our customers or customers come second? 3- Nobody really is sure what it is! Although all claim to agree and perform accordingly, there is no common and clear definition of what it actually means. Googling the term Customer Centricity results in hits. Obviously, the topic is widely discussed and opinions are many. Wikipedia defines it as follows : Customer centricity refers to the orientation of a company to the needs and behaviours of its customers, rather than internal drivers (such as the quest for short-term profit). So far so good, but what does it actually mean? Very often the hits lead directly to CRM sites the term is used to suggest that a CRM system is the easy (or only?) way to make processes customer centric. And (almost) all lead to the same conclusion : Customer centricity achieves higher customer satisfaction and therefore leads to higher customer retention and acquisition rates, and thus to better profitability. Thus the (obvious) conclusion seems to be : the aim of customer centricity is to move the focus from short to longterm profitability. However, the problem seems to lie not in the objective (who would mind enhanced profitability), but in the identification of the needs and behaviours of customers. This requires a holistic view of the customer, and no system will ever be able to provide this view without a customer s willing ness for in-depth participation. Customers needs depend on their status, life cycle, mobility requirements, diversity and lifestyle. Customers behaviour depends on knowledge, risk willingness, personality and relationship type. And they influence each other : it has been known that marriage (and especially the birth of a child) has an impact on needs as well as on behaviour. Similarly, personality certainly impacts behaviour as well as needs (an independent person acts and expresses his / her will differently, compared to a trustful, passive person). One more important question must be asked : are the client s needs and behaviours always right, and represent the benchmark of what a bank must offer? Certainly not! The bank must decide which needs and behaviours it is willing to satisfy. Saying no to customers outside the defined scope is a must. In conclusion, customer centricity means : Defining what you can / are willing to do (the bank s business strategy) Knowing your customer and ensuring the customer s willingness to offer you a holistic view Matching the offerings with the needs. Else, downgrading to a pure product customer ( take what you want without active advisory ) Offering the right products and services at the right time over the right channels to the right customer (execute the right advisory process) Thus, it all starts with knowing one s own strengths and weaknesses and being able to say no where there is a mismatch. Avaloq supports a holistic customer view by providing a CRM system integrated into the transaction booking engine and the position keeping system. Further, positional data held at other banks may also be maintained, as well as freely definable relationships between customers (keyword family office ). This way, access is simultaneously available to static customer data, evaluation and performance of the valuables of a customer or customer group, as well as to (banking) behaviour changes

15 customer centricity Are you ready to capture and retain the HNWI s of this world? Private banks in Switzerland and Singapore are keeping the momentum by currently massively investing in client centric applications with the unique aim of capturing a larger share of the private banking growth. New Access proposes a 360 view of these latest investment trends. Jean-François Bequevort, Directeur de New Access Luxembourg Private Banking has always been a traditional key activity in Luxembourg. Even if the local private banking sector has experienced a substantial growth in recent years, market conditions are moving and impose some drastic changes in the way business is done. A failure to adapt might cause serious issues when facing a stronger and growing competition originating from multiple Private Banking Centers. Private banking customer population is shifting from old traditional regional clientele and family wealth to new entrepreneurs, executives and offshore HNWI. Many local financial institutions massively invested in the so-called back office in the last four years. These investments where driven by some rationalization at group level, major regulatory reforms such as CoREP, FiNREP and MiFID or by a strategy designed to enhance some processes running behind the scene. The unfortunate consequence is the lack of focus that was often given on the business side of the infrastructure, namely the front office and the relationship management at large. Many banks in Switzerland and Asia already understood the fundamental need to re-invest in customer centric solutions and applications. In doing so, even in difficult times, they prepare themselves to get the most out of the HNWI and UHNWI new waves popping up in offshore countries. Investments are targeting three main business objectives : Target and attract new customers by facilitating the prospect management cycle within the bank, by accelerating the account opening procedure, by managing segmented customized campaign, by using referrals, Retain and serve existing client base by providing customer relationship managers with superior tools and workbenches, by managing customer data (including central file) in a business proactive way, by creating relevant profiling and segmentation (risk aversion, portfolio strategy, ), by generating individual high quality dynamic statements, by personalizing each key relation, Increase operational efficiency in the front office. In highly competitive situations, there is a strong need to do more with less. Banks are today investing to get the most from hard to recruit CRM, facilitating their daily job and their relationships with other departments such as compliance, customer services, IT. New Access is a Swiss headquartered private banking software company serving financial institutions in more than 19 countries. The New Access approach is based on the philosophy that it is essential to understand, and to be able to satisfy, clients needs. That s why a great deal of effort is put into working within clients own frameworks and business models in order to provide them with the best customer centric products and solutions. Not only does the company constantly strive to be at the cutting edge of technology, it also remains flexible and thinks outside the box. In today s complex banking industry, New Access SA will always be one step ahead, providing adaptable solutions so that square pegs actually fit into round holes!

16 regulation & risk A paradigm shift to spark progress One consequence of the recent upheavals in the financial industry will certainly be an increase in regulatory demands in the future. Governments as guarantors of last resort will demand to know what they are responsible for. Regulation, already perceived by Chief Risk Officers as the top source of risk in its own right during the years before the sub-prime crisis,* will become even more so in the years ahead. Regulatory demands aside, internal demands for better risk and return management are bound to increase at a rapid pace. The current state of thinking, organisation and IT infrastructure in the financial industry is unable to meet the additional demands for higher quality financial analysis. The cost of financial analysis of which regulation is only a small part is a consequence of segregated thinking which leads to the expensive silo architecture commonly found in the financial industry today. This cost is likely to explode in the near future in the absence of a paradigm shift. However, this situation is not a consequence of a natural law but a self-inflicted situation due to a lack of sound first principles in financial analysis. The speaker, Dr. Willi Brammertz, cuts the Gordian knot of an expensivelyproduced chaos, showing that all financial analysis goes back to a few and well ordered base rules. Based on these rules, it is possible to derive any financial analysis - including regulatory reporting. Thus the proposed paradigm shift could trigger real progress within the financial sector. Once we think about financial analysis along these principles, organisation and IT structure should follow, leading to more meaningful and less expensive financial analysis. * Various CSFI / PWC Banana skin reports and Regulatory Risk : Trends and Strategies for the CRO. The Economist Intelligence Unit. July 2005). Dr Willi Brammertz, Senior Advisor at FRSGlobal

17 fiches entreprise Avaloq 18 Business Software Consulting 20 Callataÿ & Wouters 22 Clearstream Services 24 Deloitte 26 ERI Bancaire 28 FRS Global 30 IBM 32 Ineum Consulting 34 KPMG 36 New Access 38 Orbium 40 PricewaterhouseCoopers 42 Siemens IT Solutions and Services 44 Temenos 46

18 Avaloq : essential for banking "What is thinkable is also possible", Ludwig Wittgenstein Photography Raoul Somers Frédéric Kemp Country Manager Tel. : frederic.kemp@avaloq.com employees in Luxembourg 10 Worldwide employees 560 Number of references in Luxembourg 2 SectOr Bank & Finance Industry ActivitIEs - Banking & Finance Solutions - Fund Management Solutions - Outsourcing Solutions Company profile & commercial offers The Avaloq Group, with branch offices in Luxembourg and Singapore, is the market leader in Switzerland in the field of standard banking software. For over a decade, the Swiss company has been developing and marketing the Avaloq Banking System, trusted by leading financial service providers in private, retail and universal banking in international financial centres worldwide. Through a network of specialists consisting of first-class distribution, implementation, software and technology partners as well as the Avaloq Community, Avaloq offers its customers a comprehensive all-in-one solution a modular, innovative and integrated standard software package for the financial sector. Avaloq is held by management and employees. The Avaloq Banking System Avaloq Banking System is an innovative and integrated IT platform which embraces modern banking practices. It is an ideal solution for asset managers, plus private, retail and commercial banks, wanting to increase their business efficiency and intending to protect their competitive advantage and long-term profitability. Avaloq Banking System ensures that individual financial service providers stand out from the crowd. Its modular and open architecture provides comprehensive functionality, covering a variety of banking products, and enables the optimisation and breakdown of the value chain. Avaloq Banking System s flexible design allows financial institutions to adapt swiftly to changing market conditions, including the ability to rapidly launch new products and implement new business models. The Avaloq Community Network of Excellence The Avaloq Community is a competence-sharing forum for Avaloq customers and Avaloq implementation partners. The members of this "network of excellence" jointly develop innovative and effective solutions at various levels, think about potential new business models, and can enter into collaboration if they wish. Joining the Community does not put the customer under any obligation. In specific areas of competence - for example financing, portfolio management or trading - Community members can take an active or a passive role, depending on whether they want to be a leader or a follower. Avaloq Luxembourg S.à r.l. 20, rue Eugène Ruppert L-2453 Luxembourg Tél. : Fax : info@avaloq.com

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20 XMS is an STP Control Architecture, natively designed to deliver true generic reconciliations. Based upon new technology standards, XMS is a truly open platform. On top of existing controls, reconciliations, risks mastering and exceptions management modules, XMS offer all the necessary flexibility and evolution capabilities to cover any existing and future control / matching need. Fabrice Thiels Responsable Commercial SectOr Bank & Finance Industry ActivitIEs - Banking & Finance Solutions - Fund Management Solutions - Business Process Solutions - Finance Regulatory Solutions - Development Consultancy and Services commercial contact Eric Belvaux Sales Manager Tel. : EBelvaux@Businessoftware.biz Company profile & commercial offers Founded in 2003, Business Software Consulting (BSC) is dedicated to enhance STP level in Back-offices daily control operations. These enhancements are achieved through the use of our XMS software which acts as a flexible and scalable global STP Control Platform (XMS stands for extensible Matching System). XMS solutions are fully customizable to easily cope with customers needs, bank s requirements and their respective legal obligations. Developed products Our portfolio of solutions ranges from black-box systems up to configurations supporting hundreds of simultaneous international users. As a Generic STP Control Architecture, our XMS can be seen as a toolbox already operating controls in the following fields : Cash reconciliation (nostrii and internal accounts) Securities reconciliations (transactions & Statement of Holdings) Forex & Money Market (3-way confirmation reconciliation) Operational Risk Innovative aspects / Advantages XMS is able to integrate all standard and non-standard message formats : SWIFT, SIC & EUROSIC, SECOM, CODA, flat files (CSV,...), EXCEL, XML, EUCLID (Euroclear),... XMS uses User-defined values to handle comparison rules (matching criteria, control and others), risk attribution rules, alerting, searches and results sorting etc. Also, taking advantage of its open architecture, XMS can be configured to connect to other systems involved in the workflow (front, middle and back office tools, inter-bank messaging tools). Information conveyed through different systems can then be permanently monitored in order to guarantee smooth STP workflow. Technical architecture n-tier architecture, JAVA based platform, XML native design, SQL RDBMS, in & out multi protocols connectors Business Software Consulting (BSC) Park Atrium 11 Rue des Colonies B-1000 Brussels Belgium Tél. : Fax : sales@businessoftware.biz