Case studies

A global insurer required an enhanced global reporting environment across the enterprise-wide organization, delivering high quality, flexible, as well as IFRS and Solvency II compliant reporting for Finance, Risk, Capital, and Investments, as efficient as possible.

What did we do?

• Defined a TO-BE functional model and TO-BE IT architecture for integrated global IFRS, Risk, Solvency, and Investment reporting.
• Designed and implemented:
  • System and data governance framework for global reporting.
  • Data model in reporting solution, including interfacing with country units.
• Advised on vendor selection for system solution of financial accounting, global reporting, and risk calculation.
• Delivered Quality Assurance for the implementation of the Solution Architecture.

Results achieved

• Improved data quality and reporting through consistent data definitions, data management and data governance.
• Increased flexibility to timely meet increasing, more detailed and ad hoc (regulatory) reporting requirements and to make better business decisions.
• Improved global infrastructure for reporting, including common language, processes, and system solutions.

A Global Bank, subjected to first deadlines on BCBS239 compliance, had requested us to co-lead the program for BCBS 239 compliance for all risk types and advise on the approach for analysis as well as documentation of evidence.

What did we do?

• Defined the embedded vision and approach for auditable architecture documentation, for business processes as well as systems architecture.
• Designed and implemented the approach for:
  • The BCBS239 evidence package.
  • Embedding BCBS239 compliance at Group and Country Unit level.
  • Documentation of data lineage, in line with architecture documentation.

Results achieved

• BCBS 239 evidence pack for submission to the regulators.
• Documented guidance for the roll out of BCBS 239 compliance monitoring.
• Data lineage documentation for Market, Liquidity, and Credit Risk.
• Architectural overview, combining risk and finance systems and the data flows between them.
• Integrated framework and operating model optimizing the use of existing frameworks like the Operational Risk Management framework as well as existing key controls.

A domestic bank aimed to improve its process for financial and regulatory reporting, proving to the Supervisor to be fully in control within 8 months. We had been asked to design and implement a program fit for a sound implementation and embedding of the required improvements.

What did we do?

• Assessed the current state of the end-to-end external reporting chain.
• Designed and implemented:
  • Administrative organisation, and internal controls for all domains involved in reporting, from sourcing businesses to end reports.
  • Data governance, including a data glossary with clear definitions, data lineage, data quality controls and data delivery agreements.
  • Training program to embed a controlled data environment for IFRS and Regulatory reporting.
  • Non-financial risk charter and framework, including policies.

Results achieved

• An effective and up to standard administrative organisation and internal control framework, ensuring management to be in control for financial and regulatory reporting.
• A certification of the administrative organisation and internal control by an independent auditor.
• Improved awareness of internal control within all the domains in scope.

A domestic bancassurer required a new mortgages data warehouse to optimize internal and external information supply for mortgages. We had been asked to challenge this initial need and propose alternative solutions when applicable.

What did we do?

• Gathered and analysed current and future information needs for the mortgages business for all stakeholders.
• Designed a functional model and ‘infrastructure’ of processes, procedures, controls, and tooling for mortgages and IFRS reporting, regulatory reporting, and capital calculation for Basel II/III as well as Solvency II.
• Defined three scenarios for an effective, efficient, and flexible data integration chain and enabled the selection of the final scenario based on robust criteria.
• Defined business case and implementation strategy.

Results achieved

• High level Business Model Mortgages (2018 -2022).
• Founded choice in-house vs. outsourced Data Warehouse.
• Data Integration Architecture design understood by Bank and Mortgages Board.
• Business case and implementation strategy: gateway to implementation phase.

In line with its overall strategy, an international insurer aimed to establish a global shared services center for investment accounting and reporting.

What did we do?

• Defined the business case for shared services.
• Designed and implemented the target operating model for shared services.
• Designed a transformation roadmap and data integration architecture for shared services.
• Gathered and defined functional and data requirements of the business and country units adopting the shared services.
• Managed mobilization of the business and country units to the shared services center.

Results achieved

• Global Shared Services Center, equipped to take over decentralized investments accounting and reporting functions.
• Business and Country Units engaged to centralize investment accounting and reporting activities.
• First group of country units operating in new environment.

A domestic bancassurer required a Target Operating Model (‘TOM’) for Enterprise Risk Management to align and integrate the diversified risk management functions of the organization.

What did we do?

Using our innovative architecture design (RAF/SAF) approach, we defined the new TOM for the ERM organization:

• Set the scene by defining the business drivers and design principles.
• Assessed the current state and the future state requirements for the ERM organization.
• Defined the scenarios for the TOM, assessed the scenarios and proposed a preferred TOM scenario.
• Defined the governance organization, the implementation roadmap, and the roadmap governance approach.

Results achieved

• Balanced operating model between Group and the respective business lines, replacing a previous diversified and hybrid finance and risk ecosystem.
• Well-aligned responsibilities between the finance and the risk function.