Cornèr Banca SA, Cornèrcard, Via Canova 16, 6901 Lugano, cornercard.ch

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1 Cornèr Banca SA, Cornèrcard, Via Canova 16, 6901 Lugano, cornercard.ch

2 Cornèr Bank Founded in: 1952 Swiss Bank: Employees: Universal Bank Portfolio Management VISA/MasterCard/Diners Club organization 1030 (approx. 330 in the Cornèrcard Center) Head Office in Lugano: 5 agencies in Ticino Branch in Geneva, Locarno, Chiasso and Zurich Affiliated bank in Luxemburg & Nassau Assets 2014: 6.5 billions CHF

3 Cornèrcard Visa Founding member (1974) MasterCard issuance since 1998 Diners Club issuance since 2014 Cornèrcard: Lugano Employees: approx. 330 Customer service: Processing: - 24 hours, 7 days/week - National languages and English - Internal IT development and card processing - Own CMS (Card Management System)

4 Classic & Gold, Business Cards (credit and prepaid)

5 Mobile Payment (NFC) Contactless payment with enabled smartphones - credit and prepaid card

6 Our Journey Call Center Integration Display immediately and consistently in a seamless front-end screen the key Client information to our Call Center agents Collection Integration Integrate our Business Intelligence algorithms into our Collection processes to automate, reuse and enforce workflows Convenience Card Integration Begin to interface our internal processes to drive external applications B2B Portal Reuse our internal processes to drive external applications and viceversa

7 Our Journey Call Center Integration CTI AVAYA Business Intelligence Document Archive

8 Our Journey Collection Integration Credit Risk Personal 3 Is Plausibility Decision Flag = Y? Screen45E: Alert: contact customer for: No - Income Statement (client is employed) - Tax Certificate Enter hold date = current date + 15, status = Waiting for Document Yes Expiry pass UNBLOCK Alert: Recontact customer for incorrect or missing documentation No(once) Income Statement or Tax Certificate received Online block/ unblock from internal process Yes Is certificate ok? Agent to validate documentation: - Income Statement not older than 3 months - Tax Return not older than 2 years Screen45F:Do Yes cumentation received? No No(More than Once) Status resolved, reason Deblock not feasible due to missing income proof Is Calculated Allowed Limit lower than Current Effective Definitive Limit? Yes Limit Decrease No Business Intelligence customer s written request was Yes communication, Letter made by phone RL IN099 No written Status resolved, reason communication, Letter Deblock feasible RL IN094 CTI

9 Web Service Our Journey Convenience Card Integration Card Registration Card Activation, Card block, Account Password PIN Delivery service Web Service IVR Interactive Voice Response Account Username Cornèrcard Website

10 Banks, Companies, Institutions, etc. Our Journey B2B Portal Internal Network Internet Area Doc. Archive Client CTI IVR B2B/B2B2C Internal Portal B2B Portal SMS Enterprise Service Bus Message Queue - MQ Business Intelligence CMS Authorization Core

11 Application Maintenance Projects Our Projects & Application Maintenance Journey CTI Integration & Customer Overview (10 processes) FATCA light" (2 processes) Convenience Card R2 (5 processes) Collection (60 processes) Convenience Card R1 (10 processes) B2B Portal (25 processes) Q1 Q2 Q3 Q Externalization (Previous Partner Lead) Red Phase (Pega Lead) Internalization (Cornèr Banca Lead) FTE - Internal (PM, QA, CSA/CSSA, LSA) FTE - Pega (EL, CSSA, LSA) FTE - Partner Onsite/Nearshore (CSA, CSSA) Total

12 «Competence Center» / «Center of Excellence» Application Maintenance (Pega Scrum) Internal = 4 FTE External = 3 FTE Projects (Smart BPM) Internal = 3 FTE External = 6 FTE 50% 50% 50% 50% Handover

13 From the Bottom-up approach APPROACH BACKGROUND RESULTS Automation of existing procedures Focus on: Procedures Instructions Focus on: CICS Screens Tables/Fields Effectiveness Business IT People/Culture Efficiency Existing procedures Habits Office/Team Centric Scalability

14 to the Top-down approach APPROACH CHANGE GOALS Business Process Re-engineering New processes adopt process automation & data model from Pega best practice in order to reduce customization and avoid reinventing the wheel Business IT follow the People/Culture Pareto principle (80%-20%) define processes as agnostic as possible from the legacy system/s reduce Effectiveness maintenance costs and concentrate investments 1 and 6 resources in addedvalues activities Efficiency anticipate return of investment and feedbacks from the users improve scalability and Scalability enable Mergers & Acquisitions

15 From the «Cornèrcard Big Picture» (target architecture) (mid of 2015) Enterprise Service Bus / Message Queue Common Systems Card Management Systems Business Intelligence Authorization Visa/MasterCard (CH) Visa/MasterCard (UK) Diners (CH) Diners (IT)

16 to Pega Financial Service Application MARKETING Pega Marketing for Financial Services Pega 7 SALES & ONBOARDING Pega Onboarding/KYC with FATCA Pega Client Lifecycle Management CUSTOMER SERVICE Pega Customer Service for Financial Services OPERATIONS Pega Disputes / Collections Pega Compliance

17 «Pega Financial Service» meets «Cornèrcard Big Picture» Sales, Onboarding, KYC with FATCA Marketing for Financial Services, Customer Services Card, Operations (Collections)