backing up the digital front

8/11/2019 Backing Up the Digital Front

1/12

Backing up the Digital Front:Digitizing the Banking Back Office


2/12

2

Most Banks Have BeenFocusing on CustomerExperienceDigital technologies and the bankingindustry are no strangers. Our researchwith the MIT Center for Digital Businessshowed that over 94% of executivessee digital transformation as anopportunity 1. And indeed, most banksare investing in digital transformation ina big way. For instance, in 2011, banksglobally set aside nearly $13bn forinvestments in digital channels with a thirdof their total digital budget dedicated tomobile banking 2. However, most bankshave been focusing on transformingthe customer experience using digitaltechnologies. In doing so, they aremissing a potentially bigger opportunitythat they have, right in their backyard the digitization of their operations.

While banks have been focused onretail channels, their core systems have

continued to run on legacy architecturethat is typically expensive to maintain.Globally, many banks continue to relyon core legacy IT systems originallyimplemented in the 1970s and 1980s.

Banks Cannot Hold Back AnyFurther on Digitizing the Back Ofce

Globally, banks continueto rely on core legacy

IT systems originallyimplemented in the 1970sand 1980s.

Estimates indicate that 90% of thetechnology budgets of North Americanand European nancial institutions arespent on managing and maintaininglegacy systems. Such legacy systemsalso impede the ability to have a uniedview of data across silos and isolatedsoftware stacks 3.

However, the Back-endLegacy Systems that Banks

Operate are Fraught withChallengesBanks have neglected the digitization oftheir operations for a variety of reasons.Firstly, banks legacy systems are complexand replacing them without impactingrunning operations is a challenging task.Secondly, they are expensive to upgrade.

A typical solution many banks haveadopted to avoid replacing legacysystems is to build additional applications

that provide customer interface,straight-through processing and point-of-sale functionality around the legacycore. Such upgrades have resulted indisconnected silos of information and

I m p a c t

High CostsLabor Costs InfrastructureMaintenance CostsError and Rework Costs

Poor AgilityInability to LaunchNew Products Rapidly

Delayed Response TimeLack of a Seamless Experience

Low Customer SatisfactionSiloed Data Sources

Complex, Legacy IT Systems

Manual, Disconnected,Paper Based Processes

C u r r e n t

S t a t e

Figure 1: Current State of Back Offices

Source: Capgemini Consulting Analysis

duplicative processes. For instance, retailbanks today have, on average, between300 and 800 back-ofce processes tomanage and monitor 4. These processesleave the front and back-ofce staff todeal with redundant tasks, excessivemanual processing, and slow responsetimes (see Figure 1).


3/12

3

10-20% of contact centervolumes are a result of executionissues in the back ofce

60% of customerdissatisfaction sourcesoriginate in the back ofce

2 middle/back-ofce staff1 front-line staff

=

Back-end Systems Continueto be Legacy Based


4/12

4

The Current Back Ofce isOverly Reliant on Paper andManual ProcessesCurrent back-ofce operations aremanually intensive. An average mortgageapplication goes through 35 manualhandoffs before completion 5. Manualprocesses coupled with constantchanges in the regulatory environmenthave also led to a surge in paper-basedtransactions at banks. For instance,in 2010 JP Morgan saw its paperconsumption increase by nearly 55% 6.

According to TD Bank, an American bank,the current benchmark of ofce paper perperson is 10,000 pages per year 7. Manybanks lack the automated processes thatcan help mitigate the risks of human errorand reduce paper consumption costs.

Manual Effort Results inOperational Inefcienciesand Signicant Costs

The heavy reliance on manual effortmakes bank processes vulnerable toerrors and re-works costs. For instance

Australia-based Bank of Queensland hadto refund $34.5 million to its customersafter interest rate and fee errors datingback almost a decade were discovered.

The bank also expects to incur anadditional $11.5 million in costs to cleanup the problems that impacted 4% of itscustomers. The errors were caused byoverly complex products that required toomany manual processes 8.

Research indicates that more than 50%of submitted paper work associated withaccount opening is rejected, leading toincreased costs associated with time andresources 9. Our own research with theMIT Center for Digital Business indicatedthat only 30% of banking executivesagreed that processes and initiatives werecoordinated between silos indicating thatopportunities exist for process integrationand efciency 10.

All this complexity comes with a cost- the cost of manual effort needed tocompile and interpret data along with thecost of people to maintain these multiplesystems. For instance, the top 10 globalinvestment banks employ two middle andback-ofce staff for every front-line staffmember 11.

These Inefciencies in turnHave a Signicant Impacton Customer ExperienceSuch inefciencies in the back ofcein turn impact customer satisfactionand the overall customer experience.For instance, a survey found that60% of customer dissatisfaction sourcesoriginated in the back ofce 12. It is alsoestimated that 10-20% of all transactionvolumes in a contact center are the resultof execution issues in the back ofce 13.

Most banks also believe their currentoperational processes are not adaptable

to new demands. Our research with theMIT Center for Digital Business revealed

that only 30% of banks executives feltthat their operational processes couldadapt quickly to external changes 14.Banks are facing increasing pressureto bring new products and services tomarket quickly; however, the existing ITsystems hinder product development andtime-to-market.

The need to address these operationalinefciencies is compelling banks todigitize their back-ofce operations. In thewake of increasing compliance, shrinkingmargins and the evolving customerdemands, banks can expect digitizationof processes to be a major lever toimprove productivity and reduce costs.


5/12

5

What Technologies Can BanksUse to Automate the Back Ofce?

Digital technologies can help bankseffectively streamline their processes andachieve substantial cost savings. Thesetechnologies can broadly be categorizedas strategic, transformational andtactical solutions based on the quantumof annual savings they deliver and thelevel of investment required to implementthem (see Figure 2).

Tactical Solutions:Document ManagementSystems (DMS) and DigitalSignature Enable Banks toStreamline Paper-IntensiveBusiness Processes

Tactical solutions require low levels ofinvestment and can be implementedwithout a massive overhaul of existinginfrastructure and IT systems. Tacticalsolutions streamline basic activities suchas account opening, mortgage and loanprocessing, and document printing, anddeliver rapid returns, typically in less thana year.

Among tactical solutions, DMS andDigital Signature generate the highestsavings by enabling banks to signicantlyreduce paper-related costs.

Document Management SystemsLower the Costs and Risks of Paper-Based Processing

It is estimated that information workersspend up to 20% of their time ling andsearching through paper documents 15.Our estimates indicate that a DMS can

reduce time spent locating, retrieving andling documents by nearly 75%. Further,it is estimated that organizations spendas much as $120 on nding a misleddocument and $220 to reproduce a lostdocument 16. A shift from a paper-basedto a digitized system reduces costsassociated with lost and misplaceddocuments as well as printing anddistribution costs. It also lowers errorand rework rates. Our analysis indicatesthat a DMS typically delivers close to 6%in cost savings annually.

Digital Signature Cuts the Costsand Delays Associated with ManualSignatures

The nancial services sector continues tobe heavily reliant on manual signatures.Recent research indicates that 80%of businesses print documents to besigned, with the gure rising to 94%for the nancial services sector. Theuse of a Digital Signature solution candramatically reduce paper costs. Forinstance, France-based BPCE Group

launched a pilot electronic signaturescheme that enables customers to readand sign their contracts on tablet devicesin their own branches 17. The initiative isexpected to save the bank nearly onebillion sheets of paper every year 18.Digital signature solutions can also drivehigher conversion rates. For instance,the combination of digital signature andstraight-through processing helped aleading UK based bank achieve costsavings of over 6.5 million per yearand signicant increase in overall salesvolumes 19.

A Document ManagementSolution can reduce timespent locating, retrievingand filing documents bynearly 75%.

DMS - Document

Management System

BPM - BusinessProcess Management

BPM & SOA - Business ProcessManagement and ServiceOriented Architecture

DMS

DigitalSignature

L o w

Low

M e d i u m

% a

g e

S a v

i n g s

Level of Investment

H i g h

Medium High

WorkflowTechnology

BPM

BPM & SOACore Banking Platforms

Risk/ComplianceManagement

TacticalSolutions

StrategicSolutions

TransformationalSolutions

Figure 2: Automation Technologies for the Back Office



6/12

6

The use of manual signatures alsoresults in delays in processingtransactions. Research shows that 72%of organizations experience delays dueto the need to collect signatures 20. Digitalsignature solutions reduce these delays,while being less prone to fraud comparedto manual signatures. The returns from aDigital Signature implementation can berealized rapidly. A survey indicated that81% of respondents reported seeing a100% payback within 12 months, and25% reported seeing an ROI in just threemonths 21.

Strategic Solutions suchas BPM Help Banks RaiseProductivity and CustomerSatisfactionStrategic solutions such as BusinessProcess Management (BPM) signicantlyextend the process efciencies deliveredby tactical solutions. A BPM solution is

an integrated platform that combinesreal-time process monitoring, modelingand optimization capabilities. Manybanks have, over the years, implementedmultiple cost reduction programs.Nevertheless, more often than not,the costs start creeping back into thesystem. A BPM solution addressesthis issue by delivering cost reductionsthat are sustainable over the long term.Unlike tactical solutions which are usuallystatic implementations, a BPM solutionworks on the principle of continuousimprovement. As a result, processes aremonitored and optimized continuouslywhich results in higher and moresustainable savings. BPM tools alsoprovide real-time insights on businessoperations which allow banks to detectprocess bottlenecks and take rapidcorrective action. As such, they increaseproductivity and help banks betteraddress the needs of their customers.BPM can also signicantly reduce theamount of human intervention needed

in banking processes. The resulting

Using Digitization to Navigate Regulatory Challenges

The banking industry faces signicant regulatory challenges. The industry needsto respond to increased regulatory scrutiny and provide accurate reporting onrisk exposure. The current systems in use at banks are complex and inexiblemaking it difcult to respond to regulatory demands. For instance, in the UKalone, non-compliance nes amounted to 66 million in 2011. The cost ofcompliance failure is escalating with nes increasing by at least 300% during

the second half of 2012. Compliance failure not only impacts the bottom linebut also results in loss of trust from customers and regulators. Digitization helpsbanks to effectively manage, monitor and report on regulatory compliance.Back-ofce digitization simplies document storage, search and retrieval,and enables banks to furnish compliance related information more easily toregulators. By doing so, banks can also gain the condence of the regulators ontheir commitment to transparency and control.

Source: JWG, FS infrastructure: ready for G20 reform?, March 2012; Banking Technology, Financialcrime: compliance and failure, November 2013

unused employee time can be re-allocated to more productive purposes.For instance, a Dutch bank that providesservices to institutional investors used aBPM tool to reduce its settlement desksmanual operations. By automating theprocessing of its settlement requests,the bank minimized manual effort and inthe process was able to achieve a 75%reduction in labor costs 22.

UKs Lloyds Banking Group deployeda BPM solution as part of a 4-yeartechnology program aimed atstreamlining processes. BPM was usedto help eliminate duplicate, redundantand scattered core systems andprocesses 23. The bank saw a substantialincrease in process efciency as a resultof the program (see insert).

Our estimates indicate that a BPMsolution delivers savings of nearly 15%annually. Banks can typically realize areturn on investments from their BPM

solution in 2 years.

BPM united with ServiceOriented Architecture hascompounded benefits.


7/12

7

Lloyds Banking Group Automation Drives IncreasedEfciencies

Lloyds Banking Group invested in a 4-year technology program (including BPMsoftware) starting in 2011 that involved automating and simplifying complex

manual banking processes. These initiatives helped achieve annual savings of352 million, and a 7% reduction in total costs. The bank is further aiming tosave 1.7 billion in 2014. The program reduced the number of unique businessprocesses from 700 to just 23, thus helping to halve the number of manual errors.

Lloyds cut the time it took its staff to close old accounts from 30 minutes to 3minutes.

The time required for customers to transfer money to Individual Savings Accounts (ISAs) reduced from a couple of days to within 24 hours.

Source: Computer World, Lloyds on track to reach savings target after back ofce consolidation,May 2012; ComputerWeekly.com, Lloyds customer complaints plummet after automating manualprocesses, June 2013

Lloyds Banking Groups 4-year technology program including BPMsoftware helped achieveannual savings of 352million.

BPM based on Service Orie nted Arc hi tec tur e (SO A) Pri nci ple sDelivers Enhanced BenefitsCompared to Pure-Play BPMImplementations

When combined with Service Oriented Architecture 24 (SOA) principles, thebenets of BPM are compounded 25.SOA provides a exible architecture foradding new services. For instance, BPMplatforms can easily build new servicesinto a business process if a bank has

already implemented SOA. Additionally,SOA enables the elimination of many ofthe high costs that are often associatedwith integrating solutions thus leading toa greater ROI for applications.

Germanys Degussa Bank introduced aBPM system to increase transparencyand gain better knowledge of itsprocesses. The bank used a combinationof SOA and process management toindustrialize and optimize its customerservice process. The model allowedthe bank to tailor its offering to thecustomers needs and achieve efciencysavings of 30% per annum as a resultof the optimised customer-centredprocess. The agility offered by a SOAand BPM combination also allowedthe bank to incorporate new regulatoryrequirements, products or pieces ofcustomer information into a processwithout any business disruption 26.

Transformational SolutionsOffer Benets that ExtendBeyond Cost Savings andPosition a Bank for a DigitalFuture

The impact of transformational solutionsis felt across the organization at alllevels. These solutions enable thedevelopment of customer applicationsand products, either online or mobile,which create new opportunities toenhance customer experience andincrease revenue potential. For instance

the Commonwealth Bank of Australiaundertook a six year core modernizationprogram. The effort has allowed thebank to deliver innovations such as amobile app on real-time settlement andbanking. The bank has also launched aSmartSign service that allows customersto execute loan documents electronicallyusing a secure online portal 27.

Transformational solutions demandhigh investments and the paybackperiods are longer compared to strategicsolutions. Our estimates indicate thatthe payback period for a core bankingimplementation is around 4.5 yearswhile annual cost savings are around9%. However, these solutions needto be viewed as investments thattarget benets beyond just costs. Corebanking systems integrate back-ofcesystems across operations such asretail, corporate and private banking,consolidate data from disparatesystems, and enable a unied view of

transactions. Consequently, they allowbanks to respond rapidly to changingmarket requirements and provide aseamless customer experience.

US-based bank BBVA Compassundertook a $360 million replacementof its legacy core that yielded benetsfar beyond cost savings alone. Theinitiative helped the bank achieve 13%savings due to greater straight-throughprocessing, reduced back-ofceoperations requirements and improvedproductivity benets. Importantly, theproject has reduced time to market fornew products by up to 75% 28. The moveto a new core platform also helped thebank provide a differentiated customerexperience by delivering greater accounttransparency and a seamless, multi-channel experience 29.


8/12

8

Automating Back Ofces Can Help Banks Realize 30% Cost SavingsWe analyzed the potential cost savings that banks can realize by adopting automation solutions. For our analysis, weselected one representative solution from each technology category and assessed its impact on cost savings.

We assessed the impact of the automation solutions on labor, error remediation, training, and distribution costs, amongothers. Our analysis revealed that by choosing a portfolio of solutions that covers each of the three technology categories,banks can realize signicant savings.

Illustrative Technology Solution Mix and Potential Cost Savings

Technology Category Solution% Annual

Cost Savings Total Annual Cost Savings

Strategic BPM 15%

30% Transformational Core Banking Platform 9%

Tactical Document Management Systems 6%

Assessing the Benet Impact of Chosen Portfolio of Technology Solutions

Business Process Management

Impact of BPM on Specic Expense Categories



Document Management Systems

Impact of DMS on Specic Expense Categories

Our analysis indicates that core banking transformations can contribute a signicant 9% annually to overall costsavings. The savings accrue from reduced IT infrastructure maintenance costs and an overall reduction in operatingcosts due to increased process efciencies.

We have not considered the usage of cloud technologies in this mix. Using cloud technologies can only increasethe overall realizable cost savings, based on the extent of their deployment.

Note: This analysis is an illustration of potential benets from automating back ofces in banks.

15% 20% 20%

Process Costs

ErrorRemediation

Costs

TrainingExpenses

15% 20% 20%

Labor Costs

ErrorRemediation

Costs

DistributionCosts

Our calculations show that BPM solutions can contribute to 15% of overall cost savings annually.

Our analysis shows that Document Management Systems can generate 6% cost savings annually.


9/12

9

How Should Banks ApproachBack-Ofce Digitization?

Digital technologies afford many optionsfor banks. However, they will need toprioritize their focus areas of investmentsin back-ofce automation in light ofseveral constraints. Key among thesewould include investment horizonas well as technology, process andorganizational readiness (see Figure 3).Each of these areas has the ability toskew priorities for or against a particulartechnology rollout option.

Budget availability,expected payback periodand overall returnsdrive choice for strategicand transformationalsolutions.

Banks need a technologyreadiness assessment todetermine the percentageof legacy systems

and current level ofinvestment in automationsolutions.

Disconnected silosof information andduplicative processeshave limited the fullimpact of automation.

Assess the Interoperabilityof New Solutions WhilePlanning an Increase inAutomation LevelsOver the past few years, many bankshave deployed a variety of automationsolutions, but often in an ad-hocfashion. Such ad-hoc implementationshave resulted in disconnected silos ofinformation and duplicative processes,limiting the full impact of automation.

Banks need to conduct a technologyreadiness assessment to determinewhere they stand, the percentage oflegacy systems that still exist in theirback ofce and their current level ofinvestment in automation solutions,

before rolling out new solutions. This iscritical to ensure that new solutions areinteroperable with existing systems, sothat workows are optimized rather thanduplicated, and data sources are unied.

Deploy Tactical Solutions toRapidly Address Low Levelsof Process ReadinessBanks should assess their current state ofprocess readiness before implementing

new automation solutions. Processreadiness should be evaluated basedon the proportion of manual versusautomated processes and the degree ofprocess duplication in the organization.Banks with a higher percentage ofmanual and duplicate processes shouldlook to adopt tactical solutions as aquick-x towards addressing basicprocess inefciencies. For instance, therollout of tactical digital solutions such asa Document Management System can

deliver immediate benets by reducingthe costs and inefciencies that areinherent in paper-based operations.

Evaluate Suitabilityof Strategic orTransformational SolutionsBased on InvestmentHorizonStrategic and transformational digitalsolutions are typically time-intensive, bothduring deployment, as well as in seeingreturns. Additionally, transformationalsolutions require signicant investmentupfront. As such, banks should closelybase their choice of solution in light ofavailability of budgets, expected paybackperiod, and the overall estimated returns.

A combination of these parameters willhelp banks determine the rst choicebetween strategic and transformationalsolutions.


10/12

10

digital steering committee with topmanagement representation in order tohelp drive acceptance of transformationalprograms across the organization. Banksshould also set up digital units or centersof excellence to promote the re-use ofbusiness processes and best practicesacross the organization.

Process digitization is as much apeople journey as it is a technologicalone. Its impact will be felt across the

organization through better, faster andmore efcient ways of doing things fromlaunching and marketing new products,to delivering compliance, and trackingbenets delivered on large programmes.

The possibilities offered by processdigitization, therefore, are not limited onlyto achieving efciency in the processitself, but expand into the signicantopportunities of managing the business

on a close to real-time basis. It could, forthose who seize this opportunity, lead toa new culture and ultimately a new bank.

Obtain ManagementBuy-In and EstablishSupport Systemsbefore ImplementingTransformational SolutionsBanks need to consider the amount ofcultural change that will accompanytransformational initiatives forprocess digitization to be successful.

Transformational solutions need thebacking of management at all levels

because they bring about radicalchanges in a banks operations.

The key is to introduce the practiceof end-to-end process ownership,adopt new ways of working and betterintegrate the different organizationalentities - such as the business, IT andchange management units. Banksshould appoint a digital czar or a

E v a l u a t e T e c h n o l o g y R e a d i n e s

s A s s e s s

O r g

a n i z

a t i o n

a l R e a

d i n e s s E v a l u a t e I n v e s t m e n t H o r i z o

n

E v a l u a t e I n v e s t m e n t

H o r i z o n A s s e s

s P r o

c e s s

R e a d i n

e s s

Investment

Prioritization

Degree oftop-managementfocus on back-officeautomation

Degree of maturity of supportsystems required to drive

automation (Ex: dedicateddigital units or Centersof Excellence)

Budget availability

Expectedpayback period

Expectedcost savings

% of legacy vs.new systems

Current level ofinvestment in

automationsolutions

% of manualvs. automatedprocesses

Degree ofprocessduplication

Figure 3: Assessment Parameters for Investment Prioritization


Management Buy- In is critical prior toembarking on a digitaltransformation program .


11/12

1 Capgemini and MIT Center of Digital Business, The Digital Advantage: How Digital Leaders Outperform Their Peers in Every Industr y, November 2012

2 Capgemini, Trends in Retail Banking Channels: Meeting Changing Client Preferences, 2012

3 JWG, FS infrastructure: ready for G20 Reform?, March 2012

4 Tibco, Automating the Back Office, 2011

5 Trivaeo, Automating Back Office, March 2013

6 American Banker, Banks Use More Paper Despite E-Statements Popularity, August 20127 Idatix, Financial Services: Helping the Environment & Going Paperless, Properly, July 2012

8 The Sydney Morning Herald, BoQ to refund customers after errors, August 2013

9 Quadron Data Solutions, Operational InefficienciesHorror in the Front, Middle and Back Office, December 2012

10 Capgemini and MIT Center of Digital Business, The Digital Advantage: How Digital Leaders Outperform Their Peers in EveryIndustry, November 2012

11 Financial News, Back office pushed to the front of the cost-cutting queue, December 2012

12 Verint, The Back Office: The Next Competitive Battlefield, 2008

13 Verint, The Back Office: The Next Competitive Battlefield ,2008

14 Capgemini and MIT Center of Digital Business, The Digital Advantage: How Digital Leaders Outperform Their Peers in Every Industr y, December 2012

15 IDC through Laserfiche, 5 Easy Ways to Show ROI for Document Management Software, 2012

16 Association for Information and Image Management; Edge Systems, Document Management Return On Investment

17 BPCE, Groupe BPCE: results for the first quarter of 2013, May 2013

18 Youtube, La signature lectronique en agence, April 2013

19 Capgemini Consulting client

20 Global Banking and Finance Review, Signatures the weak link in the chain, November 2013

21 Global Banking and Finance Review, Signatures the weak link in the chain, November 2013

22 Forrester, Using BPM To Improve Operational Efficiency, July 2008

23 Bank Systems and Technology, Lloyds Banking Group Keeps It Simple With BPM, June 2013

24 Service Oriented Architecture (SOA) is an architectural style that results in modular, interoperablesystems that are easier to use and maintain

25 Gartner, Overview: SOA and BPM Are Better Together, March 2007

26 Future Banking, Optimum banking

27 ZDNet, Commbank promises more tech innovation, August 2013

28 Banking Technology, Core renewal gets BBVA picked as Model Bank, March 2013

29 Ovum, Will BBVA Compass kick-start core banking transformation in the US?, December 2012

References

11


12/12

Rightshore is a trademark belonging to Capgemini

Capgemini Consulting is the global strategy and transformationconsulting organization of the Capgemini Group, specializingin advising and supporting enterprises in significanttransformation, from innovative strategy to execution and withan unstinting focus on results. With the new digital economycreating significant disruptions and opportunities, our globalteam of over 3,600 talented individuals work with leadingcompanies and governments to master Digital Transformation,drawing on our understanding of the digital economy andour leadership in business transformation and organizationalchange.

Find out more at:

http://www.capgemini-consulting.com/

With around 120,000 people in 40 countries, Capgemini is oneof the worlds foremost providers of consulting, technologyand outsourcing services. The Group reported 2011 globalrevenues of EUR 9.7 billion. Together with its clients, Capgeminicreates and delivers business and technology solutions thatfit their needs and drive the results they want. A deeplymulticultural organization, Capgemini has developed its ownway of working, the Collaborative Business Experience TM, anddraws on Rightshore , its worldwide delivery model.

Learn more about usat www.capgemini.com.

About Capgemini

Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary. 2013 Capgemini. All rights reserved.

Authors

Jerome Buvat

Head of Digital TransformationResearch Institute,United Kingdom

[email protected]

Jean CoumarosHead of Financial Services GlobalMarket Unit, France

[email protected]

Subrahmanyam KVJ

Manager, Digital TransformationResearch Institute, [email protected]

Digital Transformation

Research [email protected]

For more information contact

The authors would also like to acknowledge the contribu ons of Peter Klinnert and Joerg Becker from Capgemini Consul ngGermany, Marie-Caroline Baerd from Capgemini Consul ng France and Roopa Nambiar and Aparna Gajanan from theDigital Transforma on Research Ins tute.

GlobalJean COUMAROS

[email protected]

IndiaNatarajan [email protected]

USAJeffrey T HUNTER

[email protected]

BelgiumRobert VAN DER [email protected]

NetherlandsMarien VAN RIESSEN [email protected]

United KingdomAlan [email protected]

Rob [email protected]

NorwayJon WAALEN

[email protected]

Germany, Switzerland, AustriaTitus KEHRMANN [email protected]

Klaus-Georg [email protected]

Sweden/FinlandJohan BERGSTROM

[email protected]

SpainAntonio PUIG-LA CALLE [email protected]

MENAFrederic ABECASSIS

[email protected]

FranceStanislas de Roys [email protected]

ItalyRoberto MANINI [email protected]

Phil FalatoVice-President, Banking Market Unit,United Kingdom

[email protected]

backing up the digital front

Documents