IBM Institute for Business Value

1. IBM Institute for Business Value Global Banking Industry Point of View

2. Introduction The 2010 IBM CFO Study is the fourth edition since 2003 and builds upon our primary research from 2005 and 2008 CFO Studies 2003 2005 2008 2010 CFO Study Banking Point of View

3. Introduction CFO Study 2010 key messages Leading Finance organizations are evolving to become Value Integrators and thereby more effective executing on their core Finance activities, monitoring business performance, driving the integration of information across the organization and managing enterprise risk. There are two capabilities that Value Integrators have focused on to improve their Finance effectiveness and contribute to enterprise outperformance. Finance execution excellence matters more than ever. CFOs that have more efficient Finance organizations are more successful at driving operational excellence. Finance organizations must also deliver value through analytics and business insight. Those that have strong business insight are helping drive greater value across their enterprises. By doing both well – executing core Finance activities efficiently and providing the insight their businesses need – Value Integrators are helping their enterprises make smarter decisions. Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

4. Introduction The Global CFO Study 2010 is the largest known CFO-level study of its kind with over 1,900 participants, 164 in Banking Banking CFO Study 2010 Firmographics Geography Enterprise Size (US$) >$20B, 21% Asia Pacific, 29% Americas, 29% <=$500MM, 17% >$10B to $20B, 6% $501MM to $1B, 7% 20% of participants were in the Financial Services industry, 164 in Banking. >$5B to $10B, 9% >$1B to $5B, 29% EMEA, 42% Scope of Role Title Others, 11% BU / Program Area, 10% SVP / Controller / Treasurer, 15% CFO / Deputy CFO / Director, 74% Enterprise / Global, 49% Country, 34% Region, 7% N = 164 Source: IBM Institute for Business Value, The Global CFO Study 2010 Geography = Country of Company Headquarters CFO Study Banking Point of View

5. Introduction Our study was conducted at the height of the economic crises and comes to market as signs of a new economic environment emerge Economic Environment, Recent Past and Looking Forward Global Financial Crises New Economic Environment Signs of Stability Change in Industrial Production • Liquidity driven crises • Real estate bubble burst • Failure of collateralized debt obligations • Drop in global commerce • Cost reduction pressures • Rising unemployment • Drop in commodity values • Dramatic drop in consumer demand • Increased risk, volatility and uncertainty • Subdued growth • Continued cost pressures • Continued high un-employment • Reduced global commerce and demand • End-to-end stimulus and government hand in business • Sovereign debt concerns • Industry restructuring and consolidation • Continued uncertainty, elevated volatility and risk Consumer Confidence Mfg. Purchasing Manager’s Index Source: IBM Institute for Business Value; Based on IMF Global Economic Outlook Sep. 2009, CPB Netherlands Bureau for Economic Policy Analysis 24 Dec. 2009, JP Morgan Global Manufacturing PMI (Jul 2006 – Dec. 2009) CFO Study Banking Point of View

6. Introduction Independent reports confirm global economic challenges have been severe and a new operating environment is unfolding Impact of Global Economic Challenges “Several factors point to continued weakness. Unemployment continues to rise throughout the world, housing prices in many countries are still falling (adding to negative wealth effects), bank balance sheets are fragile, and much more consolidation and recapitalization required.” - World Bank, September, 2009 “A year after the collapse of investment bank Lehman Brothers, frozen credit markets are piecing themselves together again but the face of borrowing is dramatically different.” - Reuters September, 2009 “88% of CFOs believe when the economic recovery takes hold, companies will ‘operate in a new environment.’” - CFO Magazine September, 2009 “60% of CPAs believe the complexity of risks have changed “extensively” or a “great deal” in the last five years. 36% were caught off guard. 44% have no enterprise-wide risk management process, 43% do not require it and 75% indicate key risks are communicated on an ad hoc basis.” - AICPA;AICPA Business Brief 05v1|2009 Source: The World Bank Global Development Finance 2009; Outlook summary; CFO Magazine, September 2009. Survey of 400 CFO’s: Finance Confronts the New Normal; Reuters Fri Sep 11, 2009 Fri Sep 11, 2009 - Walden Siew; Survey of 700 CPA’s: ERM Initiative at North Carolina State University in collaboration with AICPA CFO Study Banking Point of View

7. Introduction This study examines how the CFO can make the enterprise smarter in an era of increased uncertainty CFO Study 2010 Provocative Topics The impact of the New Economic Environment on the CFO’s role ! What Finance model achieves the optimal mix of capabilities needed to outperform? ? What can CFOs do to enable timely and informed decision-making? ? How can the CFO help the enterprise anticipate and shape its environment? ? Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

8. As a result of these factors, 66% of Banking Finance organizations believe that they have to make major changes to respond. Introduction Regulatory demands in the industry have put the “demand for external transparency” as the top challenge for Banking, ahead of “pressure to reduce cost base” Industry / Sector Changes Over the Next Three Years Banking Global 85% 76% 70% 59% 58% 48% 69% 78% 74% 56% 61% 40% Banking N = 162 to 164; Global N = 1,844 to 1,905 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

9. Over 65% of Banking CFOs believe they have an advisory or decision making role on the enterprise agenda, especially around performance indicators. Introduction CFOs are taking a more prominent role as key enterprise-wide decision makers and enabling partners Elevated Role of Finance Role of Finance in Driving Decisions Across the Enterprise Banking 91% “The CFO function is becoming more and more critical in the current environment. Financial risk is increasing, transparency is becoming an issue, cost is a driving force. The role of the CFO is becoming more than a financial custodian…The CFO is an advisor to business; it’s a mix of control and advisory function.” CFO, European Bank 82% 81% 80% 75% 74% 70% 68% N = 161 to 164 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

10. 57% 72% 66% 84% 67% 77% 75% 47% 51% 51% 55% 72% 53% 85% 83% 80% 60% 53% Introduction Similar to the Global results, in Banking, Finance also needs to improve its effectiveness in order to deliver on the enterprise agenda CFO Agenda: Importance vs. Effectiveness Gap Banking Developing your people in the Finance organization 28% Core Finance Executing continuous Finance process improvements 20% Strengthening compliance programs and internal controls 19% Driving Finance function cost reduction 4% Importance Driving integration of information across the enterprise 28% Effectiveness Supporting / managing / mitigating enterprise risk 26% Enterprise Focused Driving enterprise cost reduction 19% Providing inputs into enterprise strategy 17% Measuring / monitoring business performance 17% 0% 20% 40% 60% 80% 100% N = 164 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

11. Introduction Supporting a broader enterprise focused role requires Banks to have core Finance efficiency and strong business insight Addressing the Broader Enterprise Focused Role of Finance Demands on Finance Finance Capabilities Needed Help drive enterprise cost reduction Finance Efficiency Improve access to and reduce cost of capital Support risk management Provide performance insight and anticipate Business Insight Partner in strategy and value creation Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

12. Introduction Analysis of CFO responses and objective enterprise financial measures identified enablers to deliver efficiency and insight Finance Efficiency and Business Insight Enablers Low High Enabler Corporate philosophy on information standards Do not see any value in enterprise-wide standards Enterprise-wide standards mandated for all business units and enforced Common Finance data definitions and data governance Not adopted Enterprise-wide > 75% Finance Efficiency Standard Financial chart of accounts Not adopted Enterprise-wide > 75% Standard / common Finance processes Not adopted Enterprise-wide > 75% Analytical capability (operational planning and forecasting)1 Not deployed Satisfactory analytical capability People / talent (effectiveness of developing people in Finance) Ineffective Effective people / talent Business Insight Technology (deployment of a common planning platform) Not deployed Deployed to a large extent 1 Also analyzed Scenario Planning, Predictive Analytics Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

13. 32% 23% 33% 12% Introduction Four Finance profiles emerge when considering capabilities on both dimensions. In Banking, on average, there are more Disciplined Operators and Value Integrators, compared to Global results Finance Profiles 38% banks 26% banks 10% banks 26% banks Banking N = 118; Global N = 1,478 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

14. Value Integrators in Banking also have a more than 5% better operating efficiency ratio thanall other banks. Introduction Value Integrators in the Banking industry outperform, on average, other Finance profiles Efficiency + Business Insight Contributes to Outperformance Value Integrators 25% better 67% better All other banks 50% better 5-year CAGR, 2004-2008 5-year CAGR, 2004-2008 5-year average, 2004-2008 Revenue Growth: N =72; EBITDA: N = 58; ROIC: N = 73 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

15. Themes Three key themes emerged from examining the four profiles • Delivering efficiency through standards matters more than ever • Providing business insight drives performance improvement beyond Finance • The greatest rewards come from doing both well “We will constantly focus on the priorities of an enterprise-wide standard mandated for all business units.” CFO, German Bank “Driving consistent standards is a very high priority for Finance since it drives process simplicity and it aligns everyone operationally in a procedurally-focused environment.” CFO, United States Bank Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

16. Efficiency through standards Finance organizations in Banking struggle with structural complexity issues related to automation and standards Efficiency Challenges “…the quality of the existing management information should be enhanced and improved. Too many spreadsheets and handwork.” CFO, Netherlands Bank Global Banking Banking N=162; N=118; N=160; N=160; Global N=1,895; N=1,478; N=1,892; N=1,888 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

17. High Efficiency Low Low High Business Insight Efficiency through standards IBM’s CFO Study 2008 revealed that enterprises with Integrated Finance Organizations outperformed due to enterprise-wide standards Integrated Finance Organizations and the Finance Profiles • Corporate philosophy on Information standards - mandated and enforced • Strict adherence to common Finance data definitions and data governance • – enterprise-wide • Implemented a standard Financial chart of accounts – enterprise-wide • Use of standard / common Finance processes - enterprise-wide Integrated Finance Organizations Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

18. Efficiency through standards Banks with highFinance efficiency are rewarded financially Finance Efficiency Contributes to Financial Outperformance Banking Revenue Growth 5 Year CAGR (2004-2008) EBITDA 5 Year CAGR (2004-2008) Return on Invested Capital 5 Year Average (2004-2008) Enterprises with high Finance efficiency All other enterprises Revenue Growth: N = 102; EBITDA: N = 89; ROIC: N =104 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

19. Efficiency through standards Banks that have adopted standards and increased Finance efficiency are performing better Effectiveness Benefits of Finance Efficiency Finance Efficiency Helps the Enterprise React to External Forces Banking Global % Better % Better 19% 8% Global N = 1,886 Banking N=163 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

20. Efficiency through standards Banks that establish process ownership are far more likely to achieve the standards that enable Finance efficiency Accelerator #1: Process Ownership Adoption of Process Ownership Banking Global % More % More 133% 145% “Centralization of management information is important to gain oversight. Finance is owning the Master Data Management definitions” CFO, Netherlands Bank “Half of the breakdowns occur in Finance because of a lack of ownership. Successful Finance functions need to constantly ensure staff are clear on accountability and roles and responsibilities” CFO, United States Bank Banking N = 159 Source: IBM Institute for Business Value, The Global CFO Study 2010 Global N = 1,870 CFO Study Banking Point of View

21. While a significant number of Finance organizations have implemented a common platform, there remains a number of challenges still to be tackled including improving data quality and enterprise data integration. Efficiency through standards A common ledger platform drives a greater adoption of standards, and in banking this holds true even more Accelerator #2: Common Ledger and Accounting Transaction Applications Implementation of a Common Ledger and Accounting Transaction Applications Banking Global % More % More 71% 47% Banking N = 160 Source: IBM Institute for Business Value, The Global CFO Study 2010 Global N = 1,875 CFO Study Banking Point of View

22. Efficiency through standards Alternative delivery models enforce the adoption of standards Accelerator #3: Alternative Delivery Models for Transactional Activities Enterprise-wide Shared Services /Centers of Excellence or Outsourcing Adoption Banking Global % More % More 49% 69% “We have put shared service centers and centers of excellence at the point of greatest efficiency” CFO, United States Bank “…reorganize to a central shared services model with client facing Finance supporting the business units…” CFO, Canadian Bank Banking N = 164 Source: IBM Institute for Business Value, The Global CFO Study 2010 Global N = 1,892 CFO Study Banking Point of View

23. Themes Three key themes emerged from examining the four profiles • Delivering efficiency through standards matters more than ever • Providing business insight drives performance improvement beyond Finance • The greatest rewards come from doing both well “Measuring and monitoring the business is seen as the most important area of responsibility since controls and risk are considered inherent to the Finance department.” CFO, Swiss Bank “Business analytics will become more important to us in the next three years.” CFO, Australian Bank Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

24. Business insight The following are examples of business insight from rear view to forward-looking view Business Insight Key Business Questions • What happened? • How many, how often? • Where exactly is the problem? • Why is this happening? • What actions are needed? • What will happen next? • What if these trends continue? • What are the risks or opportunities? Rear View Current View Forward-Looking View Examples of Business Insight • Balance sheet, profit and loss, and cash flow statements • Revenue and cost variance analysis • Customer, product and market profitability • Spend optimization • Working capital analysis • Market, customer and channel pricing • Sales and supply chain effectiveness • Cash forecasting • Scenario-based planning and forecasting • Strategic investment decision support • Volatility and risk-based predictive and behavioral modeling Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

25. Business insight In Banking, there are challenges to effectively delivering business insights due, again, to structural complexity Business Insight Challenges Global Banking Banking N=160; N=118; N=160; N=163; Global N=1,889; N=1,466; N=1,864; N=1,903 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

26. Business insight Most objective financial data validates that decision making supported by business insight contributes to enterprise outperformance Business Insight Contributes to Financial Outperformance Banking Revenue Growth 5 Year CAGR (2004-2008) EBITDA 5 Year CAGR (2004-2008) Return on Invested Capital 5 Year Average (2004-2008) Finance organizations with strong business insight All other enterprises Revenue Growth: N =72; EBITDA: N = 58; ROIC: N = 73 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

27. Business insight Finance organizations with strong business insight are performing better Effectiveness Benefits of Business Insight Business Insight Helps the Enterprise Anticipate External Forces Banking Global % Better % Better 25% 39% Banking N = 117 Source: IBM Institute for Business Value, The Global CFO Study 2010 Global N = 1,471 CFO Study Banking Point of View

28. Business insight Finance organizations with business insight have automated production of financial metrics, which facilitates faster and more efficient insight Accelerator #1: Timely Metrics Impact on Analytics Satisfaction High Automation Banking % Better % More Financial Metrics 54% 78% Global % More % Better Financial Metrics 28% 29% Global N = 1,454 Banking N = 116; Global N = 1,463 Source: IBM Institute for Business Value, The Global CFO Study 2010 Banking: N = 116; Global N = 1,454 CFO Study Banking Point of View

29. Business insight Finance organizations with business insight have automated production of operational metrics, which facilitates faster and more efficient insight Accelerator #1: Timely Metrics High Automation Impact on Analytics Satisfaction Banking % Better % More Operational Metrics 23% 67% Global % More % Better Operational Metrics 42% 39% Banking N = 114; Global N = 1,435 Source: IBM Institute for Business Value, The Global CFO Study 2010 Banking N = 114; Global N = 1,428 CFO Study Banking Point of View

30. Business insight Finance organizations with business insight establish operational data standards, providing insight based on a common “truth.” In Banking, on average, there are more challenges in defining non-financial data standards, compared to Global results Accelerator #2: Establishment of Non-Financial Data Standards High Adoption of Non-Financial Data Standards Banking Global % More % More 14% 51% “We are very strict on financial information and it is from a single source. We use a warehouse concept to control data definition and request for information enterprise-wide” CFO, Australian Bank “Enterprise data warehouse build will enforce single source of the truth.” CFO, Australian Bank Global N = 1,449 Banking N = 114 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

31. Themes Three key themes emerged from examining the four profiles • Delivering efficiency through standards matters more than ever • Providing business insight drives performance improvement beyond Finance • The greatest rewards come from doing both well “The CFO can influence the organization and is increasingly important and involved in strategic direction…need to have integrated financial information for decision making.” CFO, South Africa Bank “Near real-time planning / forecasting functionality is becoming essential.” CFO, UK Bank Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

32. Value Integrators also have a more than 5% better operating efficiency ratio than all other companies examined. Efficiency + Business insight Value Integrators in Banking outperform, on average, other banks in Revenue Growth and EBITDA Efficiency + Business Insight Contributes to Outperformance Revenue Growth 5-year CAGR, 2004-2008 EBITDA 5-year CAGR, 2004-2008 Return on Invested Capital 5-year average, 2004-2008 18.2% 14.7% 8.4% 15.6% 10.8% 5.3% Finance Efficiency 11.8% 18.0% 6.8% 4.5% 4.4% 9.8% Business Insight Business Insight Revenue Growth: N = 72; EBITDA: N = 58; ROIC: N = 73 Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

33. Value Integrators Constrained Advisors Disciplined Operators Scorekeepers Efficiency + Business insight Value Integrators are more effective across the entire CFO Agenda Effectiveness Across the Full CFO Agenda Global Scorekeepers (Baseline) 0% Disciplined Operators 19% Better Constrained Advisors 33% Better Value Integrators 59% Better Driving integration of information across the enterprise Measuring / monitoring business performance Developing your people in the Finance organization Providing inputs into enterprise strategy Executing continuous Finance process improvements Supporting / managing / mitigating enterprise risk Driving Finance function cost reduction Driving enterprise cost reduction Strengthening compliance programs and internal controls 0% 20% 40% 60% 80% 100% 120% 140% Percent more effective than baseline N = 1,454 to 1,469 Source: IBM Institute for Business Value, The Global CFO Study 2008, 2010 CFO Study Banking Point of View

34. Efficiency + Business insight Value Integrators drive broader improvements in data and analytics, process, technology and people What Do Value Integrators Do Differently? Data and Analytics • Improve information delivery • Drive data integrity • Use different approaches to help the enterprise make decisions Process • Focus on next tier process improvements Technology • Rationalize and standardize analytical technologies People • Drive risk management through CFO direct reports of Controls and Risk Management Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

35. Value Integrators Constrained Advisors Disciplined Operators 20% 40% 60% 80% 100% Efficiency + Business insight Value Integrators drive broader improvements in data and analytics, process, technology and people What Do Value Integrators in Banking Do Differently? % More 74% Streamlined information delivery Electronic data capture at the source 16% Systematic data cleansing and auditing 75% Business risks in performance reporting 11% Utilized automated workflow tools 54% 43% Measurement & monitoring of processes 50% Common reporting platform 8% Common planning platform 0% Percent adopted N = 112 to 115 Source: IBM Institute for Business Value, The Global CFO Study 2008, 2010 CFO Study Banking Point of View

36. Efficiency + Business insight People are the essential enabler in all Finance teams. Significant attention is devoted to enhancing analytical and insight skills People: Imperatives for Building the Finance Team #1 Attract and retain the right talent #2 Provide business analytics and insights training #3 Develop leadership skills “Performance management will be more effective if the competencies of Finance staff will be strengthened by more communication and advisory skills… growth in decision support by developing the competencies of staff.” CFO, Netherlands Bank “In our transformation of Finance, we find talent management the most critical item.” CFO, Canadian Bank “Talent management is a big factor for us. Ensuring that talent can grow with the business. Learning capabilities are needed to be sure to advance the organization.” CFO, Jamaica Bank Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

37. The Path Forward Being a Value Creator: The Path Forward CFO Study Banking Point of View

38. The Path Forward CFOs aspiring to evolve their Finance Model to higher capability should address performance gaps with specific action plans Paths to Higher Value Value Integrators can maintain their advantage through a program of continuous improvement to sustain capabilities and value High efficiency enabled by process and Finance data standards suggests Disciplined Operators focus on maturing business insight and partnering capabilities High Finance Efficiency Constrained Advisors have good business insight, constrained by structural complexity, therefore address process and data standards to improve efficiency, accuracy and speed Scorekeepers can attempt a direct path to become Value Integrators. This will involve establishing Finance efficiency while simultaneously building business insight capabilities. Alternatively, a staged approach can also be done Low Low High Business Insight Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

39. The Path Forward The Scorekeeper is characterized by low efficiency and business insight capabilities, suggesting three possible paths With the proper mandate, sufficient resources and executive support, Scorekeepers should consider simultaneously addressing efficiency and business insight capabilities. Alternatively, a staged approach would suggest 1) addressing a Process and Data Standards foundation (efficiency first), then leveraging that to deploy improved business insight capabilities next or 2) addressing business insight capabilities first and then follow with standards Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

40. The Path Forward The Constrained Advisor has low efficiency and high business insight, so the focus should be on standards and efficiency Current inefficiency may be making analytic support difficult & complex for Constrained Advisors. Addressing structural complexity inherent in Finance can help improve efficiency, timeliness and integrity of analysis. Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

41. The Path Forward The Disciplined Operator is characterized by high efficiency but low business insight, so the focus should be on business insight Building upon a solid foundation of Finance efficiency, Disciplined Operators can concentrate on developing the high-value skills and tools required to provide forward-looking analytical support to the business. With their fiduciary and reporting responsibilities demanding less executive attention, they can invest more effort in becoming Value Integrators. Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

42. The Path Forward The Value Integrator is characterized by both high efficiency and business insight capabilities, so the focus should be on “sustaining” Value Integrators have achieved the requisite balance of efficiency and business insight to effectively partner on Enterprise-Focused activities. Source: IBM Institute for Business Value, The Global CFO Study 2010 CFO Study Banking Point of View

43. Conclusions The CFO Study reveals that Value Integrators provide compelling insights into how the CFO can make the enterprise smarter in an era of increased uncertainty They have implemented common process and data standards across their organizations to increase speed and curtail reconciliation and duplication. With reliable, integrated information as their springboard, they have also developed the talent, technology and analytical capabilities to proactively uncover and communicate business insight. By executing their core financial activities efficiently and providing the insight their businesses so desperately need, Value Integrators are helping their enterprises make smarter decisions. Value Integrators What Finance model achieves the optimal mix of capabilities needed to outperform? How can the CFO help the enterprise anticipate and shape its environment? What can CFOs do to enable timely and informed decision-making? Finance Efficiency Business Insight How can you increase the effectiveness of Finance to satisfy rising expectations? How do you drive the integration of information across the enterprise? How do you control costs and improve productivity? How do you ensure data integrity to produce valid insights? Do you have the business insight to drive performance improvement beyond Finance? Does your Finance organization have the talent to provide forward-looking insight? CFO Study Banking Point of View