Eastern Europe were cited as targets, again most likely through the overseas operations of French banks. In 1997, Co-op Bank of Cyprus, a grouping of 26 banks covering around 400 branches, opted for the system. Around the same time, through its Spanish partner, Sema- Schlumberger, Banco Etchevarria and Dexia Bank also took the solution.
Newer implementations
In 2003, a new series of implementations began under the SocGen banner, firstly in Tunisia with the intention to extend to Egypt, Bulgaria and Tahiti in 2004, Serbia, Russia, Cyprus in 2005, and New Caledonia, Guinea Conakry and Romania in 2006. The ambitious timeline slipped somewhat, with the project in Bulgaria over- running. There were deliberations for SocGen’s sizeable Romanian subsidiary, BRD. This had 200+ branches and ambitions to see this grow to 500, so would have been the largest user of Delta-Bank by some way. According to a source at the bank, the benchmarks were ‘very demanding and realistic’ and, with work done by the supplier to improve scalability (particularly of the Oracle version), the tests showed the system able to support up to 10,000 simultaneous users. However, for a number of reasons, including the need for relatively heavy customisation and a belief that the supplier was not yet geared up for large-scale projects, BRD decided to stay with its existing system, at least for the time being. Elsewhere, Fortis, under the Banque Belgolaise banner, signed to implement Delta-Bank in Ghana and Nigeria during 2004, followed by Uganda and Tanzania in 2005, and with a proposed list of sites in other locations, which was expected to include Ivory Coast, London, Paris and Brussels. Thus, on the back of Fortis and SocGen, even without progress in the latter’s Romanian operation, Delta-Bank was being propelled into some notable new countries. Fortis, however, ultimately became a high profile casualty in 2008 of the financial crisis and the roll-outs here were put on hold. 2005 saw further wins for Delta in its traditional market of French- speaking Africa, plus a signing for Delta-Bank from Fransabank for its operations in Lebanon and Algeria, although the system was subsequently replaced in Lebanon. 2006 saw another clutch of wins in the vendor’s traditional strongholds such as Housing Bank (Algeria), BCB (Burkina Faso), BCI (Congo), Bange (Equitorial Guinea), MIB (Egypt), Trésor Publique Gabonais (Gabon), BDU (Guinea Bissau) and Banque Internationale du Mali (Mali). In early 2007 the vendor’s ambitions for expansion outside its traditional reach gained a milestone when BSGV Bank (Bank Vostok,
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as was), the Russian universal banking subsidiary of SocGen, went live with Delta-Bank. This was the system’s first major cut-over outside of its traditional geography. The project in Russia took 14 months and the system was intended to support aggressive expansion plans, with BSGV anticipating a 200 branch network across the entire country within 18 months. BSGV has since been merged into Rosbank by SocGen as part of its asset consolidation strategy in Russia. Rosbank uses a host of in-house and third party solutions. Work within SocGen continued to spread in 2009, with projects in much of the Balkan region. Serbia was an early target, with Albania and Croatia following. Banka Popullore, SocGen’s Albanian subsidiary, went live at the end of 2009. This was around the same time as SocGen in Ghana, the vendor’s first live site in this country. Both Serbia and Croatia were live by 2011. The end of 2007 was fairly fruitful, with Delta’s first win in Ethiopia at Lion Bank and also a signing at large Moroccan group, Attijariwafa Bank. Work at Attijariwafa was to include operations in France and Belgium (to replace Misys’ Midas and Temenos’ T24 respectively), as well as Mauritania, Senegal, and Tunisia. The bank is expanding into new countries both in Europe and in Africa, and the deal may end up covering over 1000 branches, especially as Attijariwafa bought the assets of Crédit Agricole in November 2008, in Congo, Cameroon, Gabon, Senegal and other African countries. Delta was hopeful of picking up extra work on the back of this. The implementation continued to be extended in Europe also, with the Netherlands, Spain, Germany and Italy also in line (the latter two going live in 2011).
Islamic compliance begins
By 2008, work had commenced on an Islamic variant of Delta-Bank. Delta was collaborating with Daleelteq, a Saudi IT company, in Sudan, and by the first quarter of 2010, it was claiming the functionality would be ready ‘soon’. In the early stages of the development, Faisal Islamic Bank in Khartoum was known to be negotiating a contract to be the first taker, with a go-live pencilled in for 2009, but this did not proceed. Moreover, during 2012, when the parent bank in Egypt sought a new core banking solution, Delta was not even considered. Daleelteq finished translating Delta-Bank into Arabic by the end of 2008. Daleelteq’s relationship with Delta started a couple of years earlier, as a distributor in the Middle East, East Africa, and parts of North Africa. One recent joint project had been the aforementioned Lion Bank.
Islamic Report
www.ibsintelligence.com
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