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Karafarin Bank, MCB, Faysal Bank and Arab Banking Corporation were takers of Islamic products, but with a couple lost after the arrival of the US parent. MCB was a success, it seemed. At the end of May 2009, it completed the major roll-out across its network of 1056 branches. This was the culmination of a project that had been under way for more than six years. The first MCB branch had gone live in May 2005. The project was originally due for completion in 2007 but, said the bank’s senior vice president, central project management office, Faysal Ejaz Khan, the delays were largely due to project management and governmental issues, plus problems in some regions of the country. Nevertheless, a great deal had been achieved, he said, with the bank previously having a decentralised, in-house developed system in around half its branches and manual processes in the rest. MCB had gained a central customer database, plus real-time and online banking for its customers throughout the country. It had also gained considerably enhanced functionality (the bank sought to keep customisation to a minimum so that it could benefit from the ‘excellent global practices’ within Symbols) and this included broad internet banking. The new system had also brought much faster time


to market, without the need to install new branch software. In terms of Islamic banking, in Pakistan it has traditionally been the case that banks have needed to have dedicated branches. By May 2009, MCB had one each of these in eleven cities. A separate version of Symbols went live for the first of these the previous month. MCB was aided by the fact that First Dawood Islamic Bank was already live in the country with the system for Shari’ah banking. MCB offers deposit accounts, liability products, mortgages and financing. Shari’ah banking had been growing at 15 to 20 per cent over the previous few years in Pakistan, said Khan. He anticipated that MCB would start to open Islamic desks and booths in conventional branches in 2010. As well as core system users for Islamic banking, some other Sungard applications (of which it has many) are in use by such banks. Risk and compliance users include Abu Dhabi Islamic Bank, Bahrain Islamic Bank, Dubai Islamic Bank and Kuwait Finance House, in both Dubai and Bahrain. National Commercial Bank in Saudi Arabia uses Sungard’s reconciliations software, as does United Bank Limited in Pakistan, the latter alongside Ambit Core Banking.


Later Progress


In terms of new name signings and financial results, as mentioned, Sungard had a bad few years. In 2009, most suppliers took a dip on new name sales but Sungard’s was particularly clear. For Ambit Core Banking, there was just one new customer win in 2009 (an off-the-record deal in Vietnam). There were also a growing number of apparently unsatisfied customers: BTA Bank in Kazakhstan, Bank of Taiwan, Government Savings Bank in Thailand, and Akbank in Turkey all deciding against a Symbols implementation, followed by Punjab & Sind Bank in India, which did not proceed beyond the UAT


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phase. There were no new name signings at all in 2010, although Arab Banking Corporation, which had first signed for Symbols in 2005, was still planning to roll out the system first in Jordan and then in Algeria in 2011. Avantgard Treasury remained static at eight wins in 2010, although it provided the year’s only Islamic banking win for Sungard. This came at the Islamic treasury operations of a large bank in Egypt. There was some good news in Sudan in the second half of 2011 as it emerged that Bank of South Sudan (BoSS), the central bank of the recently established state, was implementing Ambit Core Banking. This win was no doubt aided by the fact that Symbols was historically


Islamic Report www.ibsintelligence.com


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