search.noResults

search.searching

note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
emerging corporates (due to go-live in H1 2014), to be followed by a roll-out across all business lines domestically as well as in all international branches.


The focus in the Middle East is typically on risk management


and corporate lending, including collateral management due to the strong trade finance businesses of banks in the region. Erni pointed out that the sales cycles here can be relatively short. Often the demand is driven by specific regulatory changes, most recently in Saudi Arabia with new liquidity rules introduced by the monetary authority and in Jordan by the central bank for Basel III.


User experiences


Banca Comerciala Romana (BCR) in Romania is a universal bank and has been part of the Erste Bank group since 2007. It is the largest in the country, claiming a 25 per cent market share. The bank has an in-house built core system that was developed with Oracle, IBM and Ernst & Young, and went live in 2006. For corporate loans it uses Loxon’s Loan Approval System, going live in 2005. According to Radu Nelepcu, executive director of IT at the bank, the front-end system covers the approval part of corporate loans. It provides the workflow for origination and approval, then creates the contract, and the back office administration is done in the core. Following the Erste Bank take over, BCR went through an intensive transformation process to move towards a centralised approach. ‘All the processes within the bank have been heavily re-engineered,’ said Nelepcu. As part of this, the corporate lending process has been enhanced. ‘We have re-designed the solution, and together with Loxon, we have implemented flows which support the new process for corporate lending.’


BCR also started an integration project with the core


system. ‘We want to automate the lending process as much as possible, and the approval part should continue naturally with the administration part. We would like to do automatic import and booking of the loan.’ However, within this project Nelepcu experienced complications. ‘The problem is that most of the corporate loans are not very standard.’ This creates the challenge of finding which processes are advantageous to integrate.


The stated aim of Loxon is to deepen its existing products,


rather than broaden the suite. For risk, there are always new requirements, as reflected in the arrival of Basel III. The focus has been on Central Europe, including CIS, Middle East and Africa. Asia has recently come into the focus, with the deal to implement Loxon’s collection system across all international subsidiaries of a Czech financial services group, Home Credit. The domestic operations and those in Vietnam already in production. Home Credit has ten international subsidiaries in Eastern Europe and Asia, and the project is anticipated to help Loxon to gain a foothold in the new markets in Asia.


Moving the lending functionality into the core system is not something BCR considered during the re-build. Nelepcu explained: ‘In terms of architecture I wouldn’t do that. We are moving towards a service-oriented architecture and I would like to have the systems specialised on what they are doing. The core banking system I would keep only for the core part, and what is only workflow or document management should be separate systems integrated with the core.’ At the Takarekbank (also known as Hungarian Savers Co-


operative), an installation of the full front-end suite of Loxon for risk management and lending, carried out jointly with the bank, took six months and culminated in a cut-over in early 2008. According to Erni, two months were for integration with the multiple core systems at the co-operative. The front-end system was implemented as ‘one application supporting multiple legal entities’, said Erni. It is integrated with a full installation of Oracle’s BPEL and ESP systems. This is something that Erni believed was ‘very important’ to ‘match up information from the multiple cores’. Jordan-based Housing Bank for Trade and Finance (HBTF) went live in early April 2014 with its rating/scoring solution for retail and small business customers, to be used throughout the bank’s 119 branches (HBTF is the largest bank in the country in terms of branch network). This is one of two projects that Loxon has been working on with HBTF. The other one is the migration of the Oracle Financial Services Applications (OFSA) product of Oracle to the new version, Oracle Financial Services Analytical Applications (OFSAA) and a new data warehouse for the bank. The start of the collaboration with HBTF dates back to 2013. The aforementioned BBK uses Loxon’s Basel II regulatory


reporting and risk management suite for Basel II, economic capital


and RAROC (risk-adjusted Risk Management Systems & Suppliers Report | www.ibsintelligence.com return on capital) 79


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152  |  Page 153  |  Page 154  |  Page 155  |  Page 156  |  Page 157  |  Page 158  |  Page 159  |  Page 160  |  Page 161  |  Page 162  |  Page 163  |  Page 164  |  Page 165  |  Page 166  |  Page 167  |  Page 168  |  Page 169  |  Page 170  |  Page 171  |  Page 172  |  Page 173  |  Page 174  |  Page 175  |  Page 176  |  Page 177  |  Page 178  |  Page 179  |  Page 180  |  Page 181  |  Page 182  |  Page 183  |  Page 184  |  Page 185  |  Page 186  |  Page 187  |  Page 188  |  Page 189  |  Page 190  |  Page 191  |  Page 192