IBM Financial Services Sector. IBM Payment Platform to face SEPA A flexible approach for a Smarter Bank

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1 IBM Payment Platform to face SEPA A flexible approach for a Smarter Bank

2 Market Forces Driving the Payments Industry to Transform Economic Pressures Increasing pressures on fees Margins being squeezed High rate of mergers and acquisitions Deploy More Efficient and Flexible Payments Operations Technology Technology enables market harmonization across payment systems, exchanges, and settlement systems Environmental Rising energy costs Climate change Risk Management Regulatory and compliance pressures worldwide Need to ensure security and business continuity Commoditization Increasing commoditization of payments services 2 IBM a SPIN Giugno 2009

3 Financial Institutions Must Innovate and Be Responsive Top drivers of rationalizing payment processes Reduce unit processing costs Enhance customer services with better data access and process efficiency Gain synergies across business unit Ensure Risk Management Achieve compliance requirements Source: Datamonitor 3 IBM a SPIN Giugno 2009

4 Solution Implementation is Difficult Due to Complex, Redundant and Inflexible Operations Account Validation & Nostro Anti-Money Laundering Ledger Update Liquidity Validation Customers Regulators Partners 3rd Party Service Providers 4 IBM a SPIN Giugno 2009

5 These Complexities Also Drive Cost And Lengthen Delivery Time and Project Risk Hard-coded links between applications Inability to track payments through the process Duplicate systems and redundant processes Data and information difficult to access real-time High degree of manual intervention in processes The payments business constitutes up to 35% of revenues and 40% of costs for banks Boston Consulting Group 5 IBM a SPIN Giugno 2009

6 Firms Are Looking for Smart Solutions To Meet These Strategic Objectives Single Euro Payments Area Compliance SWIFTNet Modernization Payments Integration Efficiency Retail Payments Digital Check Conversion Corporate Financial Supply Chain Management Mobile Payments 6 IBM a SPIN Giugno 2009

7 Aligning Business and IT Objectives Is Critical To Success How do I speed the deployment of smart payments solutions to meet business objectives? Business Architecture get the flexibility to re-use existing resources and IT systems while enabling new process capabilities? Business Processes ensure I have a choice of payments technologies and projects that best support our strategy and deliver a quick ROI? Technology Architecture & Infrastructure 7 IBM a SPIN Giugno 2009

8 There is not only SEPA Financial Value Chain, PSD, AML, Mobile, demand is diverse, complex and the same Customers seek solutions In- or outsourced In multiple geo s For multiple currencies For multiple payment products (Low value batch, Single realtime high value, Card, Cheque..) For the entire value chain or parts thereof (Validation, Routing, AML, etc) that from a processing point of view underneath rely on the same services Need for a view on what those are (to asses re-use, buy & build) Need for orchestration scenarios Based on a single information model Adhering to industry open standards 8 IBM a SPIN Giugno 2009

9 Payment processes touch many business components A rationalization and correct sourcing is critical Entity Correspondence Entity Notification Intervention and Investigations Instruction Intervention Investigations and Complaints Handling Entity Reporting Reporting Instruction Diary Instruction Diary and Cash Management Cash Management Execution Flow Orchestration (Orchestration) Payment function Determination Fees and Charges Billing Determination Revenue Management Reconciliation Reconciliation Management Instruction Capture Advisory FX rate Determination Agreement Check Party Relationship Determination Definitive FX rate Determination Instruction Commit Originator Check Policy Check Payment Routing Clearing Mechanism Determination Payment Release Client Liquidity Check Status Instruction Warehouse Instruction Retrieve Management Instruction Management Syntax Check Context Check Duplicate Check Payment Instruction Validation KYC Check Referentials Check Mandate Check Value and Execution Timing Determination Regulatory Analysis Regulatory Reporting Consolidation Orchestration Compliance Fraud and Risk Account Posting Payment Execution Customer Funds Check Referential Transaction Management (Retrieval) Document Management Entity Management Mandate Management Policy & Agreement Management Fraud and Risk Prevention Analysis Account Management Support Domains Static Data STOPS Check FX Cash Center Operations Clearing Channel Session Management Client Liquidity Management 9 IBM a SPIN Giugno 2009

10 Enterprise Payments Platform A common and flexible platform is needed Monitoring Service Interface Definitions Gateway Services Finite State Machine Enterprise Payments Platform WMQ, WebSphere Message Broker, DB2 Internal Standard Format Payment Processes Data Model Based on Industry Models and Standards Transformation 10 IBM a SPIN Giugno 2009

11 Integrate Payment Services with SOA EPP Accelerators Accelerators are Based on Industry Standards Internal Standard Format (ISF) Based on ISO Comprehensive set of business objects for payments (XML schema) Data Model (consistent with IFW structure) Full set of entity relationship diagrams Data dictionary document DDL for Database (with scripts for UNIX, Mainframe and Windows) Events and Flows choreography accelerators: Sample or specific payment processes derived and based on IFW Process Models Predefined service interfaces for reception, mapping, acknowledgement, business activity monitoring, liquidity, least cost routing, interdiction, recall processing and SWIFT interaction based on the ISO Monitoring and configuration tool (Browser based User Interface ) Transformation maps (e.g., SWIFT to ISF) Best practices / Development methodology / programming guide 11 IBM a SPIN Giugno 2009

12 Enterprise Payment Platform Several key facts about EPP EPP delivers a set of SEPA Rulebook compliant processes and a set of corresponding payment components. The content of EPP facilitates the implementation of a SEPA compliant process in in the Bank IT context. The solution is based on a SOA process orchestration and an ISO UNIFI compliant datamodel. EPP complies with the EPC requirements related to ISO20022 for SEPA (C2B and interbank). EPP is used by multiple European banks, they are either running SCT, implementing SDD or addressing SWIFT These banks have confidence in in EPP and in in its ability to meet the regulatory schedules The EPP core architecture provides a scalable and non intrusive solution reusing Bank s existing assets. Existing applications do not need to be upgraded. EPP is is able to interface with existing assets. EPP is a framework and customizable by IT specialists (IBM or Bank s). EPP enables IT teams to address business needs and implement them into the IT strategy. Many Banks already use most of the solution components Only few of EPP components need to be added Total cost of EPP (license + yearly maintenance) is is low related new software to be acquired. EPP is delivered by the world s #1 software vendor, and based on major IBM assets. Payment platform will be maintained for years including regulatory and core product evolutions 12 IBM a SPIN Giugno 2009

13 EPP deliverables for SDD Reception and validation of all SEPA data types Transformation to and from all corporate and CSM SDD messages Mappings from selected industry standard DD messages Customisable end to end process for direct debits to provide end to end solution Creditor Bank & Debtor Bank Processes Collection, Reconciliation, R-Messages Short Circuiting Format integration with EBA STEP2 CSM (file generation/interpretation) SEPA DD Mandate management. Going forward, reference implementations and defined interfaces for intermediate services Reception, Funds, Currency Conversion, Charges Calculation, Liquidity, Billing, Corporate & Debtor Rules, Mandate management (if external), AML, Interdiction, Booking Extensions to ISF business components Extensions to the User Interface Support for Data access and separation, for DD in-sourcing 13 IBM a SPIN Giugno 2009

14 EPP Enables Management of the Entire Payment Lifecycle Provides Monitoring of the Business State Across Components A transition occurs when control passes from one component to another Events are recorded as transitions occur in the system Timers can report if events occur / don t occur as planned Monitoring & reporting derived from payment events 14 IBM a SPIN Giugno 2009

15 EPP Benefits Accelerate the implementation of a Message Hub / SOA environment Lower implementation risks, by using pre-built and tested components Process orchestration and channel management for all your Payment schemes Best practice data model providing a hierarchy of your Payment and Securities Objects, and their relationships User Interface to track and trace these Objects and their relationships. Methodology for best practice use and integration of IBM Middleware to provide an overall Business Solution 15 IBM a SPIN Giugno 2009

16 EPP IBM project references Wells Fargo (Wachovia) general payments hub, live in production SEB (Sweden) - SWIFT Hub in several countries, live in production IBP (France) SEPA Credit Transfer, live in production Royal Bank of Canada a Cash Management SWIFT Hub in UAT stage DnB Nor (Norway) payments hub for SWIFT and domestic paymenst, live in production Polland Bank SWIFT Hub, in development stage Danish Bank payments hub, in development stage Primary Dutch Bank SEPA Payments Hub, live in production Spanish Regional Bank SEPA hub project, live in production Primary Greek Bank European Payment Hub kick off phase 16 IBM a SPIN Giugno 2009

17 Contacts Davide Girompini, IBM Financial Markets and Payments Solution Leader Tel IBM a SPIN Giugno 2009

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