FINANCIAL SERVICES COMPANY

EY Response to Request for Proposal

Business Architecture Target Operating

Model

Technical Proposal

XXX-XXX-XXX

Sanitized By Global Markets - EY Knowledge

Disclaimer

This document is proprietary to Ernst & Young Advisory Services Limited (EY) and the information contained herein is confidential.

Without the prior written permission of EY this document, either in whole or in part, must not be reproduced in any form or by any
means or disclosed to others or used for purposes other than its evaluation by the FINANCIAL SERVICES COMPANY A. It may not be
disclosed to any third party even for the purposes of evaluation, except as expressly authorised by EY in each case.

Where we have mentioned our clients by name we stipulate that no contact be made with any such client without our prior written
approval in each case.

Any comments on, or opinions stated in this document regarding the functional and technical capabilities of any products proposed or
referred to in this document, whether or not expressed as being those of EY, are based on the information provided by the product
vendors to EY and while EY does not have reason to believe that this information is in any way inaccurate or incomplete, responsibility
for its accuracy and completeness does not rest with EY.

While care and attention has been exercised in the preparation of this document, it remains subject to contract and all warranties whether
express or implied by statute, law or otherwise are hereby disclaimed and excluded.
Should EY be successfully appointed as your partner on this initiative, to the extent that the provision of the Services is impacted by a
pandemic (including COVID-19) and any reasonable concerns or measures taken to protect the health and safety interests of EY and
FINANCIAL SERVICES COMPANY A personnel (the parties), the parties will work together to amend the Agreement to provide for the
Services to be delivered in an appropriate manner, including any resulting modifications with respect to the timelines, location, or
manner of the delivery of Services.

In addition, EY will use reasonable efforts to provide the Services on-site at Client offices, provided that, in light of a pandemic the
parties agree to cooperate to allow for remote working and/or an extended timeframe to the extent (i) any government or similar entity
implements restrictions that may interfere with provision of onsite Services, or (ii) either party implements voluntary limitations on
travel or meetings that could interfere with provision of onsite Services, or (iii) an EY resource determines that he or she is unable or
unwilling to travel in light of a pandemic-related risk.

Page 2
 Contents
Section No. Section Name Page No.

1. Cover letter 4

2. Technical evaluation criteria 6

3. Executive summary 10

4. Our understanding of your requirements 20

5. Our methodology and approach 22

6. Our estimated delivery timelines 80

7. Our team 83

8. Our credentials – experience and client references 145

8.1 Central banking and global experience 146

8.2 Local and international experience 150

9. Our experience with the FINANCIAL SERVICES COMPANY A 175

10. Why EY? 179

11. Thought leadership and reference material 184

12. Dependencies and assumptions 198

13. Submission summary 200

Part A: Administrative requirements 201

Part B: Mandatory requirements 202

Part C: Technical proposal requirements 203

14. General terms and conditions 206

3
Cover letter

1
Page 4
 EY Ernst & Young Advisory Services (Pty) Ltd
102 Rivonia Road Co. Reg. No. 2006/018260/07
Sandton Tel: +27 (0) 11 772 3000
Private Bag X14 Fax: +27 (0) 11 772 4000
Sandton Docex 123 Randburg
2146 ey.com

FINANCIAL SERVICES COMPANY A 12 November 2020

ADDRESS REMOVED

RE: Business Architecture Target Operating Model – RFP Code: XXX-XXX-XXX

To whom it may concern

Ernst & Young Advisory Services (Pty) Ltd – (“EY”) is pleased to submit this proposal to partner with the FINANCIAL SERVICES COMPANY A in defining the Business
Architecture, designing the Target Operating Model, modelling your Business Processes and defining the Conceptual and Logical Architectures. We are excited to be part of
this important initiative to assist the FINANCIAL SERVICES COMPANY A in this process as we understand the impact it has on your real time gross settlements
transformation journey and embarking on digital transformation.

Our response is built around providing you with the most appropriate resources, approach, frameworks, methodology and experience in delivering similar engagements. We
work with our clients in a seamless fashion and our aim is to develop work products that are practical, pragmatic and of a high-quality.

To the extent that the provision of the services is impacted by a pandemic (including COVID-19) and any reasonable concerns or measures taken to protect the health and
safety interests of EY and FINANCIAL SERVICES COMPANY A personnel, the parties will work together to amend the agreement to provide for the services to be delivered
in an appropriate manner, including any resulting modifications with respect to the timelines, location, or manner of the delivery of services.

EY will use reasonable efforts to provide the services on-site at client offices for onshore resources, provided that, in light of a pandemic the parties agree to cooperate to allow
for remote working and/or an extended timeframe to the extent (i) any government or similar entity implements restrictions that may interfere with provision of onsite Services,
or (ii) either party implements voluntary limitations on travel or meetings that could interfere with provision of onsite Services, or (iii) an EY resource determines that he or she
is unable or unwilling to travel in light of a pandemic-related risk. Off-shore resources will however continue to work remotely.

We provide a detailed view of EY’s capability and experience in delivering engagements of such magnitude and complexity. We are confident that we can bring independence,
objectivity and our global experience to successfully support you in this process. Any enquiries pertaining to this tender may be directed to me on 082 579 0805 or via email at
[email protected].

This response is valid for 120 days.

Ashwin Goolab
Partner
Ernst & Young Advisory Services Pty (Ltd)
Technical Evaluation Criteria

2
6
Technical Evaluation Criteria – Requirements A: Business Architecture

The table below has been provided for the FINANCIAL SERVICES COMPANY A’s ease of reference to the technical evaluation criteria articulated in Annexure 9
Technical Evaluations of the Tender Document. The table includes the technical evaluation criteria provided, as well as the reference to the relevant section in our proposal.

FINANCIAL
No. Criteria SERVICES Section No.
COMPANY A Template

Skills & Expertise

1 Please refer to the following section in this document for a list of our key personnel with their relevant SRT No. 6 Section No. 7
skills and expertise.

SRT No. 7
Experience
2 and Section No. 8
Please refer to the following section in this document for a list of our previous project experience.
SRT No. 8

Approach and Methodology

3 Please refer to the following section in this document for information about our approach and Section No. 5
methodology.

Reference Material and Thought Leadership

4 Please refer to the following section in this document for though leadership and reference material Section No. 11
information.

7
Technical Evaluation Criteria – Requirements B: Target Operating Model and Business Process Re-engineering

The table below has been provided for the FINANCIAL SERVICES COMPANY A’s ease of reference to the technical evaluation criteria articulated in Annexure 9
Technical Evaluations of the Tender Document. The table includes the technical evaluation criteria provided, as well as the reference to the relevant section in our proposal.

FINANCIAL
No. Criteria SERVICES Section No.
COMPANY A Template

Skills & Expertise

1 Please refer to the following section in this document for a list of our key personnel with their relevant SRT No. 6 Section No. 7
skills and expertise.

SRT No. 7
Experience
2 and Section No. 8
Please refer to the following section in this document for a list of our previous project experience.
SRT No. 8

Approach and Methodology

3 Please refer to the following section in this document for information about our approach and Section No. 5
methodology.

Reference Material and Thought Leadership

4 Please refer to the following section in this document for though leadership and reference material Section No. 11
information.

8
Technical Evaluation Criteria – Requirements C: Conceptual and Logical Architecture

The table below has been provided for the FINANCIAL SERVICES COMPANY A’s ease of reference to the technical evaluation criteria articulated in Annexure 9
Technical Evaluations of the Tender Document. The table includes the technical evaluation criteria provided, as well as the reference to the relevant section in our proposal.

FINANCIAL
No. Criteria SERVICES Section No.
COMPANY A Template

Skills & Expertise

1 Please refer to the following section in this document for a list of our key personnel with their relevant SRT No. 6 Section No. 7
skills and expertise.

SRT No. 7
Experience
2 and Section No. 8
Please refer to the following section in this document for a list of our previous project experience.
SRT No. 8

Approach and Methodology

3 Please refer to the following section in this document for information about our approach and Section No. 5
methodology.

Reference Material and Thought Leadership

4 Please refer to the following section in this document for though leadership and reference material Section No. 11
information.

9
Executive summary

3
Page 10
The payments landscape is changing – and the DRSS has the foresight to know it must respond

Emerging technologies, changing customer In response to the changing market and in order to execute on its strategic
demands and new players in the financial services objectives, the DRSS has embarked on a transformation journey. It is now seeking
market are exerting pressure on payments a service provider to deliver on three core requirements.
systems and platforms to transform. The Domestic
and Regional Settlement Services (DRSS) – part
of the National Payment System Department
(NPSD) of the FINANCIAL SERVICES COMPANY Requirement A: Business Architecture
A – recognises the urgency of this evolving
A refined DRSS business model aligned with the strategic objectives
landscape and has outlined four primary of DRSS, the National Payment System Vision 2025 and Strategic
objectives in its five-year strategic plan that will Focus Areas of the CCBG and BIS Committee on Payment and
enable it to meet the demands of the new normal. Market Infrastructure (CPMI)
These include:
1. Modernise the settlement infrastructure
Requirement B: Target Operating Model & Business
2. Enhance external stakeholder engagement Process Re-engineering
3. Integrate management information and A future state operating model proposing changes to the
systems organisational structure, processes, technology, data and locations in
order to execute on strategic objectives
4. Align with the SADC Committee of Central
Bank Governors (CCBG) and AACD
strategic goals and objectives
Requirement C: Conceptual & Logical Architecture
Proposed future systems landscape for the DRSS aligned to the
existing enterprise architecture of the FINANCIAL SERVICES
COMPANY A and including an interoperable and affordable integration
layer

11
Our approach is designed to deliver high quality, actionable outputs at speed

The EY approach drives a strong focus on defining the future possibilities for the DRSS organisation, given the core competencies in which the DRSS can excel now
and in the future. Given the possibilities of this ambition, our approach focuses on designing the business architecture, operating model and conceptual and logical
architecture that will define how the DRSS will embrace the potential of organisational and technological transformation.
It does so through five sequential phases that will be be followed for each workstream: (1) Plan engagement and visioning; (2) Current state definition; (3) Target state
design; (4) Gap analysis and roadmap; and (5) Training and implementation support. The workstreams will kick-off together with a collaborative visioning workshop
that brings together key stakeholders from across the organisation. Workstreams will then proceed in a staggered manner with inputs from initial workstreams feeding
into downstream workstreams.
Our cross-disciplinary team and significant past experience enable us to execute in a rapid, agile manner to ensure that strategic ideas are practical and can be
implemented to achieve real value.

12
We understand how payments systems are changing

Payments systems have always been complex but critical parts of well-functioning financial systems. Over the last decade, the payments environment has become much
more dynamic, creating even greater challenges for financial institutions and the entities that enable their functioning. Complex regulatory requirements, outdated and
poorly integrated legacy systems, and an increasingly competitive marketplace all put pressure on traditional financial institutions and payments systems to evaluate
opportunities for payments transformation. In addition, increasing demands to create a consistent customer experience across multiple access channels (i.e.,
omnichannel) are pushing financial sector players to consider major technology investments as well as significant process and cost improvement activities.

In this environment, three forces are driving change: customer experience, technology disruption, and regulation.

13
 We have advised several central banks and payment bodies on their payments strategy and architecture

► LOGOS NATIONAL PAYMENTS CORPORATION OF

SAUDI ARABIAN MONETARY AUTHORITY
DELETED INDIA (NPCI).
(SAMA)
EY supported the NPCI in setting up the domestic payments retail scheme, EY supported SAMA in implementing its RTGS system for Saudi Interbank
including the design of the strategy and target state architecture. payment settlements.

We understand what it takes to build out the retail payments architecture at a We understand the complexity of a payments transformation and can drawn
national level and will leverage relevant insights. on key lessons learnt from the project.

MINISTRY OF FINANCE - GCC CENTRAL BANKS OF CIS COUNTRIES

EY supported the Ministry of Finance of a GCC country in studying the EY carried out the design and end-to-end implementation with the Central
launch of an electronic version of its currency to be used for electronic Banks of 11 CIS member states for their regional clearing systems.
government payments.
We know the importance of ensuring seamless and interoperable cross-border
We have worked with regional government bodies and can support you with payments at the center of design considerations.
understanding the risks and benefits of innovative solutions.

CENTRAL BANK OF SWAZILAND QATAR NATIONAL BANK (QNB)

Proposed CBS’s implementation approach for the intention to streamline and EY Strategy Framework for QNB was to expand QNB’s payments capability and
integrate its core processes to provide their business users with a solution that is volume capacity, integrate better to Merchants & Corporates, and quickly adopt
fit-for purpose and improves business process execution, reporting capability new payment types. EY recommended strategic changes, with a key focus was on
and efficiency. The Client appointed EY to undertake the Project and to perform Technology, Operational, Innovation & Organisation.
the SAP Implementation Services.
We know how to partner with our clients to deliver their most strategic
We understand the role of technology in enabling more efficient business transformational initiatives.
processes and an improved user experience.

14
We know the FINANCIAL SERVICES COMPANY A and have supported you with similar innovative and transformational initiatives

EY has been a trusted partner to the FINANCIAL SERVICES COMPANY A on several large, transformational engagements over the course of many years. Below is a
sample of a few of the latest flagship projects we have supported you with.

Robotics process automation Innovation Hub Organisational design

The FINANCIAL SERVICES COMPANY A The FINANCIAL SERVICES COMPANY A The FINANCIAL SERVICES COMPANY A
was looking to automation to enable and was looking to effectively respond to a rapidly was looking for assistance and from EY to
activate a number of tactical and strategic evolving market landscape. They expressed a review its National Payment system
objectives. As a result of the research, a proof- desire to establish a cross-regulator innovation department organisational structure. EY
of-concept shootout was initiated with the capability that seamlessly engages with the worked closely with the leadership team to
intent to choose a preferred robotics platform. market to foster responsible innovation in the understand the unique context, operations and
financial sector and facilitate agile, proactive challenges of NPSD.
EY was fortunate to be included in the exercise
and successfully automated three scoped regulatory change. Having gained insight into the unique context
processes using Blue Prism as the RPA Through extensive stakeholder engagement of NPSD, EY then work closely with the
platform, and ABBYY as the Object Character and collaboration, the Innovation Hub was leadership team to co-create the proposed
Recognition (OCR) platform. The results of designed, developed and launched within nine functional, micro and macro structure to enable
the exercise highlighted a number of months and consists of a Regulatory Guidance NPSD to successfully deliver on its mandate.
advantages including: Unit, Regulatory Sandbox and Innovation The key deliverables on this engagement were
► Decreased processing time Accelerator. as follows:
► Reduced error rates The Hub was recently recognised as the ► Conducted a Current State Assessment
FinTech Policy of the Year in the Central ► Proposed functional structure for NPSD
► Elimination of repetitive tasks
Banking FinTech & RegTech Global Awards ► Proposed a macro and micro structure
► Reduction in resignation rates within team
2020.

15
Our track record in delivering for our clients has been recognised globally

“
Our globally connected business is leveraged to address client’s needs,
EY embraces the need to marry
wherever they are, with the aim of fulfilling our purpose. EY operates as an near-term and long-term planning
integrated firm and is able to mobilise multidisciplinary teams quickly and anchored in a well-articulated
allocate them to projects in the right place, at the right time. Our knowledge of purpose and distinctive point of view
operating in Africa and the rest of the world is deep. on how to judge the drivers of long-
We pride ourselves on being term value.
better-connected consultants,
The ALM Vanguard: Business Strategy & Planning
seamlessly teaming across our
Consulting, 2019
organisation and our extensive
ecosystem of partners to help our
EY blends business, design, and
clients address strategic,
advanced technology skills into
operational and financial
challenges and pursue new
business opportunities.
collaborative teams.
The Forrester Wave™
“
Our business consulting services Innovation Consulting Services Providers, 2018
span strategy, operations, data
and technology, audit and
verification, cost and revenue
Recognition from ALM Intelligence
optimisation and tax services.
Leader in Business Strategy & Planning Consulting (2019)
This combination of services has
been recognised for helping Leader for Production Operations Consulting (2019)
clients increase productivity and Leader for Product Development Operations Consulting (2019)
improve our clients’ operational Leader in Corporate Services Consulting (2019)
and financial performance.
Leader in Talent & Leadership Consulting (2019)
Leader in Worldwide Change Consulting Services (2019)
Leader in Compensation Consulting (2019)

16
We bring together a team of cross-functional specialists to meet the diverse demands of transformation programmes

Ashwin Goolab
Benita van der

SUBJECT MATTER SPECIALISTS

CORE TEAM

Melissa Govender Vyver

Hayley Haupt
Engagement Partner
Quality Assurance
Pam Moodley Project Manager Partner

Toinette
Piek Rehema Rashid Operating Model & Organisational
Structure Specialist & Stream 2: Target
David Power Operating Model & Business Process Re-
engineering Lead
Engagement Manager &
Stream 1:
Business Architecture Lead
Operating Model & Business Process
Re-engineering Lead Consultant; Stream 3:
Change Management Lead Conceptual and Logical
Sara Holloway Architecture Lead Grant
Banking Specialist; Payment
Geraldine Mervitz Architecture Specialist; & Brewer
Treasury, SWIFT and Payments
Specialist

Strategy and Operating Model Strategy and Digital Specialist

Consultant Operating Model and Change
Management Senior
Consultant 17
And leverage our key alliances with leading industry and technology organisations

EY and Open Group EY and BIAN

► EY’s Mick Adams holds the designation of The Open Group CA Distinguished IT Architect EY is a sponsoring member of the Banking Industry Architecture Network
(Profession Leader), and is currently The Open Group Architecture Forum Co-Chair. He (BIAN). BIAN was created for financial institutions, software vendors, and
received an ‘Outstanding Contribution’ award from The Open Group in recognition for service providers to collaborate with other industry leaders in defining, building
contribution to TOGAF 9 specification. and implementing next-generation banking platforms.
► In the above capacity and working with other EY architects that will be available to this
project to provide SMR guidance, EY has achieved the following:
EY is fully engaged and active in the following BIAN working groups:
► Co-chair of the TOGAF Next Generation Workgroup, responsible for leading 450
member organizations through the development of the next version of TOGAF.
► Retail Banking

► Founding member, current chair and vice-chair of the Value Realization Workgroup, ► Wealth Management
responsible for the series of “World-Class Enterprise Architecture” whitepapers. ► Strategy Advisory Group
► Vice-chair, Business Architecture Forum, responsible for the creation of the Open CA
► Payments
Business Architect certification program.
► Authors of the World-Class EA Business Reference Model white paper published June
2014, introducing the Business Reference Model used by our professionals and a key
contribution to extending the business architecture aspects of TOGAF.
► Project chair - SOA for Business Technology project of the SOA Working Group.
► Contributing author - SOA for Business Technology white paper published July 2014.

LOGO DELETED

18
 “
One key element that differentiates EY’s innovation
We work differently – collaboration is key to our shared success consulting offering is how it blends business, design,
and advanced technology skills into collaborative
Nobody knows your organisation and your
industry better than you. Our job is to recognise
and leverage your expertise, apply our cross-
functional experience and co-create a compelling
teams. EY wants to create or anticipate disruption that
comes from breaking down thought silos…What
stands out in terms of EY’s innovation consulting
capabilities is this blend of diverse mindsets that is at
the core of how breakthroughs are generated and
“
accelerated through to scale.
blueprint for a future-proof DRSS. — The Forrester Wave™: Innovation Consulting Services
Providers, Q4 2018 ‘The Eight Providers That Matter Most And
Disruption is happening fast globally. There’s no question that there’s need to How They Stack Up’
navigate increasing complexity and change in the payments and financial
sector.
In this increasingly complex world, we can assist DRSS in designing a
business architecture, operating model and conceptual and logical architecture
that is built for the future. We believe that this will require an innovation and
a transformational mindset, rather than a reliance on traditional strategic
approaches or incremental growth projects.
We work as an agile delivery team that executes through an iterative, lean
journey, delivering regular value through collaborative workshops and robust
stakeholder engagement. We explore the future with your teams and wider
stakeholder groups, using creativity to design actionable, fit-for-purpose
solutions.
For this approach that draws on the breadth of EY services, we’ve been
recognised by Forrester Research as the global leader in innovation
consulting. Our approach is grounded in design thinking and agile
methodologies enabling rapid solutioning without sacrificing quality.
Our key differentiator is the unique experience that we bring to our clients. We
adopt an experience-based approach to problem solving that is built around
strong collaboration and may be delivered through virtual working
experiences as well as through our unique physical innovation spaces.

19
Our understanding of your requirements

4
Page 20
EY’s understanding of FINANCIAL SERVICES COMPANY A requirements, context,
objectives and scope

Strategic Context Objectives and Scope

The Domestic and Regional Settlement Services (DRSS) embarked on a In Scope

renewal programme to ensure that a holistic approach is applied to It is in this context that the FINANCIAL SERVICES COMPANY A is
address all the transitional and transformational changes affecting the seeking a suitable partner to collaborate with to apply a holistic approach
DRSS division within the National Payment Systems Department to meet the said objectives and develop the following:
(NPSD). These changes have been typically been informed by the five
year strategic plan of the DRSS whose primary objectives have been: • A Business Architecture in support of the strategic objectives of the
DRSS, NPSD and CCBG; review the current business model and
• To modernise the settlement infrastructures driven by the need to identify gaps and improvement recommendations which will provide
improve cyber and operational resilience, adhere to the new direction and input to the target operating model and conceptual and
international message standard ISO 20022, ensure financial inclusion logical architectures.
by providing wider access through technology, responding to • An optimal Target Operating Model for the DRSS, taking into
customer needs and enhance the technology landscape. account people, processes, technology and data; confirm or adjust the
• Enhancing external stakeholder management by having a 360 O view newly implemented organisational structure accordingly; and re-
of the customer thus enabling effective engagement. engineer the DRSS business processes in support of the operating
model.
• Integrating Management Information and systems to improve
information management and analytics. • Conceptual and Logical Architectures that define the future systems
landscape that will enable the above business architecture, and help
• Align to the strategic goals and objectives around payments of the create specifications for the renewal or replacement of existing
SADC Committee of the Central Bank of Governors (CCBG) and the systems.
Association of African Central Banks (AACB).
• An Implementation Support Plan outlining the optimal team
The above have necessitated the development of a New Target Operating structure to support the conceptual and logical architectures; and a
Model as they affect technology, people, processes, data and locations. change management plan that will guide the adoption of the proposed
target architectures.
Out of scope
Implementation of the target business architecture, target operating model
and target conceptual and logical target architectures.

21
Our methodology and approach

5
22
Project Management Methodology

23
Project Management Methodology

► Our project management methodology provides an integrated

framework of the project management processes and the
project knowledge areas required to achieve project success.
The methodology is part of our project management office Value

methodology but provides specific focus on project

management capabilities to meet your project management
requirements. Scope Schedule

► The three key dimensions of the methodology are:

Resources
1. Project governance focuses on the structure, controls,
alignment to the organisational policies and systems
2. Project management process focus brings in the project
management life cycle perspective consisting of initiation, Change
communication
Contract

planning, execution, monitoring and closing

3. Project knowledge area focus provides the key techniques,
Quality Risk
tools and methods to manage each of the nine project
knowledge areas
Plan
► Our project management professionals are trained on each of
the dimensions and the methods to apply them to the unique
project environments. Our own project management
successes are based on the methodology and our
methodology reflects our learning and experiences across the Organisational learning
global delivery model.

24
 Our project management methodology - continued
Project Management Methodology continued

Our methodology closely integrates the three dimensions mentioned in the following diagram. The concept of ‘triangulation’ integrates
the each of the dimensions. For instance, changes to one dimension, will by default introduce the right level of changes to the other two
dimensions thus maintaining the balance between the three dimensions.

PMI framework Our methodology

Project Management Our methodology complies with
Processes the five project management
• Initiation processes required as per PMI. Alignment to PMI framework
• Project planning We have built the and PMBOK
documentation based on our
• Project execution experience.
• Project control
• Project closure
Project Knowledge Areas Our methodology incorporates
• Integration following important knowledge
• Cost areas:
• Scope • Value management
• Time • Scope
• Schedule Triangulated
• Communication Project Management
• Quality • Quality Framework
• Risk • Risks
• Human Resource • Resources
Project Management
• Procurement • Change communication
• Plan
• Contract

25
Scope Management Procedures

Any proposed additions or variations to the scope defined in this

Sample Change Request Template:
proposal document and the project charter to be developed will be Scope change requested by: Date submitted:

considered jointly by EY and FINANCIAL SERVICES COMPANY A. The proposed change will be / /

dealt with formally in accordance with the process below, and Telephone no: Change request number:

documented in the Scope Change Request form. Urgency: High / Medium / Low Severity: High / Medium / Low

Description of proposed change:

For each scope change requested, the following steps shall be
completed before the proposed change is implemented:
Rationale for change (benefits):
► FINANCIAL SERVICES COMPANY A Project Manager and EY Project Manager to complete
Scope Change Request Form.
Impact of change on:

► Impact of the proposed change on the project shall be assessed Scope:

by FINANCIAL SERVICES COMPANY A and EY, including work products, timing, staffing and Time:

man-days budget cap and cost. Man-days required:

Can other activities be amended to absorb the change? Yes / No

► A decision shall be made jointly by FINANCIAL SERVICES COMPANY A Project Sponsor, If yes, please describe impact on other activities
FINANCIAL SERVICES COMPANY A Project Lead, EY Engagement Manager and EY Project
Manager whether or not to implement the change.
If no, what will be the additional cost of the change? (Considering man-days and level of resources required)
► If the change is agreed, FINANCIAL SERVICES COMPANY A Project Sponsor and EY Project
Manager will review and determine whether other activities can
be adjusted to ensure total man-days does not exceed what was
Comments and/or Recommendations:
originally budgeted. Where the scope change results in an
increase in the number of man-days, there may be a price
impact.
Attachments / References

Change Approved? Yes / No Date / /

In order to complete the project in the targeted duration, the
preference in all cases will be to avoid adding new scope Signatures
EY Project Manager
requirements, where possible.
EY Engagement Partner
FINANCIAL SERVICES COMPANY A Project Sponsor

26
 Progress tracking
Progress Tracking

Progress Tracking Managing Quality and Risk

Project progress will be tracked against the agreed Project The EY Quality Assurance Partner and EY Engagement Manager will be
Charter and Project Plan. The implementation of the project responsible for managing quality and risk on this project. In addition, the EY
tracking process will be the responsibility of EY Project Engagement Partner will monitor and measure performance during the full
engagement life-cycle. Quality outcomes for this project will be achieved
Manager and the FINANCIAL SERVICES COMPANY A Project Manager.
through the following mechanisms:
A bi-weekly status update report shall be circulated to FINANCIAL
SERVICES COMPANY A
project management team; the report shall include: • Review of the Project Charter by the EY Engagement Partner, EY
Engagement Manager and FINANCIAL SERVICES COMPANY A Project
• Progress against plan Sponsor and Steering Committee.
• Review rolling next period
• All contractual work products will be reviewed by the
• Review work products status
EY Engagement Partner and Subject Matter Specialists, who
• Review risks and issues will provide internal, documented feedback. Work products
• Items for escalation shall be revised accordingly and internally signed off by the
EY Project Manager before being submitted by the EY
• Pending requirements Engagement Manager.
• Project Risk & Issue Log will be shared with EY Engagement
Manager on a regular basis to get feedback on
addressing/managing the identified risks/issues.

27
Project Quality Assurance

EY’s Service Quality (SQ) Programme

Our Service Quality Programme is a proactive, integrated and recurring series of activities to understand the needs and expectations of
stakeholders; monitor progress toward meeting the goals; objectives and delivery milestones of the engagement; and define the
necessary actions to make adjustments needed throughout the engagement life-cycle to drive targeted outcomes. Central to these
activities is frequent formal and informal feedback from our engagement stakeholders — you, our engagement team led by the Executive-
in-Charge, and our SQAE for the project.
For many organisations, service quality programmes occur after the fact. Our SQ
Programme is different — it is a recurring, real-time and collaborative process. We
implement our SQ Programme as we pursue the engagement and prior to its start: we are
focused on quality before you retain us.
Connect
During the proposal process, we are focused on understanding your business objectives,
engagement goals and culture to identify possible barriers to success. We use this
information to design an engagement approach that is tailored to your unique needs.
As we start the engagement, we use our SQ Programme as a guide to confirm that we Respond Plan
have the quality aspects designed properly as we complete the Quality Plan and develop
our understanding of what exceptional client service means to you, our client, in the
context of the engagement. We continually refine and adjust the engagement activities
throughout the engagement — on the basis of your feedback and evolving risks and issues
— to maintain the team’s focus on the engagement objectives.
Assess
Our SQ Programme is enabled by our engagement management methodology and our
proprietary Service Quality (SQ) Tool. The SQ Tool provides a straightforward approach to
planning for service quality and for identifying the potential issues and risks to delivering
exceptional client service. As the engagement progresses, we conduct service quality
assessments to review progress to date. We will talk with team members and key officials
of the FINANCIAL SERVICES COMPANY A as well as members of our team. We want to gain a complete perspective of
the engagement and review how the team has assessed progress to date through the use
of our SQ Tool.

28
 Stakeholder engagement and communications
Stakeholder Engagement and Communications

We recognise that the success of this project is built upon delivering clear and trusted communications. The project will rely on regular
engagements with FINANCIAL SERVICES COMPANY A officials and 3rd parties that are informed by a transparent and honest approach.

It is critically important that the FINANCIAL SERVICES COMPANY A and EY teams have strong communications and stakeholder engagement
capabilities. Indeed communications and ongoing (throughout the project) stakeholder engagement are an integral and seamless component of our solution.

The project teams must be able to respond reactively to requests raised (based on the project activities), however the team will work
diligently from project inception to introduce proactive communications that keep stakeholders informed of emerging milestones,
feedback on previous milestones and speaks specifically to issues particular to a ward (e.g. data modelling progress, etc.).
► Effective Stakeholder Engagement will help improve the reputation of the project, build increased understanding and advocacy of
the project objectives, build long-term relationships and better understanding of stakeholder concerns and expectations
► It is important to identify and understand who your internal and external stakeholders are and determine the interest they have in
the changes that are being made, who can impact on its success and how to manage individuals who are resistant to change. Your
Stakeholder Analysis enables you to create a strategy and plan for managing your stakeholders and their expectations
► Engaging your stakeholders helps to build two way dialogue between the project and stakeholders enabling them to voice concerns
and issues and enabling you to address them in a timely manner
► Identifying the correct communication channels early on enables you to target your audience in the most appropriate manner,
which should mean that they are more likely to listen to your message
► Communication material needs to be developed with the audience in mind. By developing tailored messages you will get the right
information through the correct mechanism to people
► Communication has to be two way i.e. by developing feedback mechanisms you create the opportunity to hear about what is
working well, what isn’t and what needs to be improved going forward. It provides you with the opportunity to address people’s
concerns

29
Information Security

EY’s ability to provide seamless, consistent, high-quality client service worldwide is supported by a well-articulated data privacy and
information security strategy. We protect information assets, personal data and client information whenever and wherever they are
created, processed, transmitted or stored. We maintain an effective governance function and ongoing compliance with applicable
domestic and international regulatory standards.

The implementation of EY’s data privacy and information security programme and practices is managed by two distinct yet aligned
groups: the Global Data Privacy Network and the Information Security organisation. Their mission is to protect the information assets of
EY and its clients from unauthorised collection, retention, use, disclosure, modification or destruction. This is accomplished through
appropriate policies, procedures, guidelines and technical security architecture.

30
Stream 1: Business Architecture

31
Stream 1 - Business Architecture Requirements Overview

Stream 1 will be responsible for designing the business architecture that will support the target operating model, enable the re-engineering of the business
processes, and be leveraged as input into the conceptual and logical architectures. Illustrated below is an overview of this section and the relevant outputs.

Business Model Canvas

Business Capabilities

Requirement A

• Develop the business architecture in support of the strategic

DOCUMENT DELETED objectives of DRSS, National Payment System Vision 2025,
and Strategic Focus Areas of the SADC Committee of
Central Bank Governors (CCBG) as well as align to high-
priority goals of modernising payment infrastructures as per Business Processes
the BIS Committee on Payment and Market Infrastructures
(CPMI) Strategic goals, which will provide context and
direction for the DRSS operating model and the conceptual
or logical architectures for IT systems.
• The business architecture will focus on the business model
of DRSS and identify the areas for improvement or gaps Business Requirements
that need to be addressed in either the operating model or Process Hierarchy Requirements Hierarchy

supporting IT systems.

Business Service Templates

…through business service design and
The business architecture consists of …provides traceability through
governance, the architecture
models, frameworks, and principles modelling and links the design to standardizes and connects our services.
which guide design… programme outcomes…

32
Requirement A: Business Architecture for DRSS

We understand your requirements…

Gain a detailed understanding of the strategy and Understand and analyse the current business Conduct a gap analysis between the target
DRSS plans models and ecosystem and baseline architectures
 Understand and interpret the NPSD mandate and  Understand and model the business value and related  Identify gaps/problems in the current Settlement
strategy; external settlement value steams for both domestic and services business capabilities in relation to the
 Unpack the NPS Vision 2025 and related Action Plan; regional settlements with the supporting internal value NPSD mandate, strategy, Vision 2025, and
streams of NPSD; propose the changes required; and
 Understand and interpret the SADC CCBG mandate and
strategy; and
 Confirm and define the products and services of DRSS as  Develop a target state business architecture and
provided to the stakeholders and payments ecosystem to related business model changes to guide and
 Understand and interpret the Bank for International create value; direct operating model improvements or
Settlements Committee on Payment and Infrastructures expansions by cross-mapping the various business
(CPMI) strategic goals.
 Unpack the ecosystem and stakeholders of the programme
scope to ensure adequate visibility of all impacted areas, architecture elements as required.
as well as informing the engagement and communication
plans; and
 Understand policy and regulatory constraints that have to
be considered across the business and operating models or
which may impact the system architecture, including the
identification of potential gaps that need to be addressed
due to new/changed services required to meet the NPS
Vision 2025.

We shall…

Understand the strategic … unpack in detail the business … analyse markets, trends, and
… co-develop target business
direction of the FINANCIAL architecture challenges and external drivers, and work with
architecture models that will inform
SERVICES COMPANY A as it misalignment to strategy, having business leaders to develop
the target operating model and
will inform the transformation understood products, supporting strategies that will align to
target architectures.
agenda for the DRSS.. structures, and governance … structures and operations…

33
 Business Architecture Overview

FINANCIAL SERVICES COMPANY A requires a business architecture in support of the strategic objectives of DRSS, National Payment System Vision 2025, and
Strategic Focus Areas of the SADC Committee of Central Bank Governors (CCBG) as well as align to high-priority goals of modernising payment infrastructures as per the
BIS Committee on Payment and Market Infrastructures (CPMI) Strategic goals, which will provide context and direction for the DRSS operating model and the conceptual
or logical architectures for IT systems.
The business architecture will focus on the business model of DRSS and identify the areas for improvement or gaps that need to be addressed in either the operating model
or supporting IT systems.

Business Architecture is an enterprise discipline that Business Architecture enables:

describes what the business does and how it should  Strategic decision-making allowing for value driven
operate in order to achieve the business vision and investments
strategy
 Clear linkage and traceability from strategy to execution
IN  Holistic view connecting the dots across the business functions
VA TEG
ST LUE RAT
RE ED
AM
S

OPERATING INTEGRATED
BUSINESS
BUSINESS MODEL VALUE
STRATEGY
OPE STRATEGY STREAMS
R
MOD ATING
EL
CAPABILITIES

BUSINESS
ARCHITECTURE

PEOPLE
LE
E OP ESS ON PROCESS
E P OC ATI INFORMATION
NC Y
A PR ORM LOG
RN F
IN HN O CAPABILITIES TECHNOLOGY GOVERNANCE
VE C
GO TE

34
Why do We Need Business Architecture?

Important Uses of Business Architecture

1 Operational Effectiveness
Business architecture provides ultimate transparency and
traceability to senior executives. It enables root cause analysis
of problems such as customer attrition, profitability, cost
effectiveness, regulatory issues, etc. The traceability that
business architecture enables allows executives and
practitioners to use the same vernacular in root cause
investigation and resolution.

2 Strategic Alignment
Many companies operate on a silo’ed budget paradigm.
Organisation's or units are dispatched funds to align to their
initiatives or strategies. Many times this creates overlap,
duplication, and tactical initiatives. Business Architecture
allows investment decisions to be directly linked to the overall
strategy. Also, the traceability Business Architecture gives
allows companies to track the effective use of their spend.

Transformational Change
Companies often struggle with large transformational change,
3 many times writing off large amounts of money because they
got something large wrong along the way. Frequently these
initiatives are IT led with business having little to no insight
into how the change is progressing. Business Architecture
provides a mechanism for identifying a roadmap in a common
vernacular that an executive and a practitioner can understand.
It provides linkages and traceability throughout the entire
program.

35
Industry Perspective on Business Architecture Views

Business Architecture describes the business from multiple views at different levels of detail based on the stakeholder concerns to be addressed.

Business Architecture Guild (OMG)* TOGAF ()**

**Source: Figure from A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide) **Source: TOGAF Metamodel

36
Business Architecture Framework Definition

The following approach is used to identify the views to be developed for the business architecture, cross architecture domain views, corresponding metamodel and
governance.

1 2 3 4
Identify Goals of Identify Metamodel Define High-level Identify Governance
Business Architecture Concepts and Guidelines for BA and and Tooling
Views Relationships Cross Domain Views Requirements/ Gaps

• Who are the • What are the concepts to • What are the model that • Modelling tool of
stakeholders? What are be captured to develop will have longevity and choice?
their interests? each of the identified will be governed in the • What are the ownerships
•
Discussion Items

Which architecture views architecture views? environment? for the models and how
need to be developed to • How are the different • What are the formats are they governed?
cater to their interests? architecture views and syntax for each of
• How do we align related? (ex: how is the BA views?
different architecture strategy model and • Which cross domain
domains? capability model related views are required?
• Which of the views are to process models?)
already developed?

• Industry perspective on • TOGAF Metamodel () • TOGAF Guidance and • EY Inputs

•
Guidance

BA views BIZBOK* Metamodel Samples

• EY BA views (OMG) • BIZBOK* Guidance
• EY Inputs • EY Inputs

* BIZBOK is BA Body of Knowledge from Business Architecture Guild

37
EY Business Architecture Perspective

EY Business Architecture perspective is influenced by industry standards and EY experience with customers from different industries.

BA View View Description

Key BA Views used by EY
Business Model A Business Model view describes the rationale
of how an Organisation creates, delivers, and
captures value
Motivation Strategy model provides structure for
Motivation
Business Model (Strategy) Model capturing and documenting strategy at
(Strategy) Model
different levels in organization
Business Capability Business Capability Models depict the
Model decomposition of organisation functional
Business Capability Value Streams competencies
Model
Value Streams Value Streams depict collect of end-to-end
activities that create a result for an internal or
external customer
Process Model Organisation Model
Process Model Process models depict the sequence of steps
performed to complete a business activity
Organisation Model Organisation Map depict the organizational
units from functional or reporting structure
Business Service Architecture Cross
point of view
Model Reference Views
Business Service Business service model identifies the business
Model services offered to internal/external customers
Architecture Cross Cross domain architecture views to capture
Reference Views alignment between architecture domains

EY leverages the TOGAF framework to design a tailored approach for BA development based on client needs. BIZBOK is
leveraged for its models and guidance.

38
 Business Architecture Sample Views
EY Business
EY’s Business Architecture
Architecture Views Views

Why What How

39
Business Architecture Sample Views

Business Model

A Business Model describes the rationale of how an organisation creates, delivers, and captures value.

Key ideas Examples

► Business model provides the macro Business Model Canvas Benchmarking

view of business strategy
► Business model canvas is a popular
method for documenting business
model
► Components of business models are
 Key Partners
 Key Activities
 Key Resources
 Value Proposition
 Customer Relationships
 Customer Segments
 Channels
 Cost Model
 Revenue Streams

Key benefits

► With major transformation projects, business model can be used to identify the macro level changes to business strategy.
These changes use then used to identify key focus areas for strategic roadmap.
► An organisation business model can be benchmarked against industry peers to identify key focus areas.

40
Business Architecture Sample Views continued

Business Capability

An ability or capacity that a business may possess to achieve a specific purpose or outcome

Key ideas Examples

► Capability represents a basic building Organisation ability to communicate with

block of business functionality defined customers. For example a retail bank posses
in business terms Customer Communication communication ability through web portals,
► Capability defines ‘what’ an organisation mail, e-mail, customer call center etc.
does NOT ‘how’ it does it
Organisation ability to manage vendors of the
► Multiple business capabilities are put
products/services it consumes. For example
together to achieve business objectives
Vendor Management an automotive company procures parts from
► Capabilities can be arranged in a different vendors. It has the ability to solicit
hierarchy with each level decomposing bids, manage vendor relations, receive
the level of detail of business material etc.
functionality
Organisation ability to manage life cycle of a
► Capabilities can be associated with product including of inception, development,
maturity level i.e. how good the Product Management rollout and support. For example a wealth
organisation is at that capability management institution develops investment
products for its clients.

Key benefits

► Capabilities provide business centric view of organisation

► Capability provides a way to define a piece of business functionality without ambiguity or redundancy so as to analyse the
capability for implementation options, deployment options and transformation activities

41
Business Architecture Sample Views continued

Value Streams

An end-to-end collection of activities that create result for a stakeholder, who may be external or internal customer.

Key ideas Examples

► Value streams are focused on the value

delivered to a stakeholder
► Value streams are always targeted
towards one or more stakeholder
► Value streams decompose an end value
in to contributing elements

Key benefits

► Value streams help envision how to deliver high visibility to stakeholder value
► Value streams bring innovation to stakeholder engagement
► Value streams enable prioritisation and deployment of business capabilities

42
Business Architecture Sample Views continued

OMG - Business Motivation Model

OMG’s Business Motivation Model is basis for EY Strategy model. The DRSS Business Architecture may choose to use additional
concepts from this model.

Priority charts and heat maps help the viewer make quick determination on the impact and importance of the entities in context. Most commonly, bubble sizes could indicate
complexity. The following charts are recommended:

 Strategies vs priority (timeline)  Initiatives cost vs complexity  Business capabilities value vs

 Initiatives vs priority (timeline  Initiatives cost vs value complexity

Business Motivation Model Structure

43
Stream 1 - Business Architecture High-level Approach
PHASE

Identify Diagnose Design Deliver

Planning and visioning Current state assessment Design and model Gap analysis Implementation

Detailed stream activities

► Agree project scope, plan, ► Elicit requirements for the ► Develop and document models ► Define the potential gaps for ► Provide training & support to the
deliverables and stakeholders Business Architecture using the agreed toolset the policy and regulatory identified FINANCIAL
► Agree and finalise stakeholder ► Conduct joint workshops to ► Conduct information gathering constraints due to new/changed SERVICES COMPANY A team
engagement plan understand the current state of workshops services required to meet the on BA and models
► Establish a workshop the BA ► Validate models NPS Vision 2025 ► Transfer models, supporting
Business Architecture workstream

schedule ► Gather information and/or ► Define the potential gaps and documentation to FINANCIAL
► Develop a target state business
► Request required data needed recommendations to the current SERVICES COMPANY A team
architecture and related business
documentation ► Assess the alignment to model changes to guide and Settlement services in relation ► Issue and signoff joint close out
► Deploy team strategic drivers direct operating model to the NPSD mandate, strategy, report
► Unpack the ecosystem and improvements or expansions by Vision 2025
► Understand and interpret the
stakeholders of the NPSD mandate and strategy cross-mapping the various
programme scope to ensure ► Unpack the NPS Vision 2025 business architecture elements as .
adequate visibility of all and related Action Plan required
impacted areas, as well as ► Define the Recommendation
► Understand and interpret the
informing the engagement and Report for the NPSD Settlements
SADC CCBG mandate and
communication plans mandate and strategy
strategy

Inputs
► Stakeholder input ► As Is business architecture ► Current state assessment report ► BA Target state
► All deliverables
► Operating Model insights ► Current state gathering ► Details of planned and ongoing ► Strategy documentation
initiatives

Deliverables per phase

► Project Charter ► Current state assessment report ► All model designs ► Gap analysis and
► Project Plan ► Target state business recommendation reports ► Close out report
► Stakeholder engagement plan architecture

Quality and Risk Management / Project Management / Stakeholder and Communication Management
44
Stream 1 - Business Architecture Deliverables

FINANCIAL SERVICES COMPANY A requirement FINANCIAL SERVICES EY proposed deliverable

COMPANY A specified
deliverable

Development of the Business Motivation Model, covering the Business Motivation Model The motivation Model will addresses what is needed to accomplish
business drivers, operational drivers, vision, mission, goals, what DRSS wishes to achieve.
strategies, objectives and tactics. Drivers and metrics to be used in It will explain why each element of the business plan exists
the business case(s), prioritisation and benefits realisation. Components of Motivation Model are:
• Ends Concepts (vision, desired result, goal and objective)
• Means Concepts (mission, course of action, strategy, tactic
and directive)
• Influencers (internal and external)
• Assessment (strengths, weaknesses, opportunities and
threats)

Development of the Business Model Canvas for NPSD Settlements, Business Model Canvas Business Model Canvas provides a very good, holistic view on the
strictly according to the Osterwalder approach. current (or future) business model for an organisation.

Development of Product and Service mapping to model how DRSS Supplier to propose deliverables Business service and product model identifies the business services
create value. and products offered to internal/external customers this ties
business services and products to business objectives, which
provide means to measure each service’s business value

Development of an Ecosystem Model strictly according to the Ecosystem Model strictly according to the Gartner approach. Role
Gartner approach. Role players external to NPSD, with whom Ecosystem Model players external to NPSD, with whom NPSD interacts, to be
NPSD interacts, must also be included. included.

Development and description of the NPSD stakeholders as Stakeholder Map Stakeholder Map identified in the Business Model Canvas and
identified in the Business Model Canvas and Ecosystem Model. Ecosystem Model.

Development and description of relevant Business Capabilities Business Capability Map with Business Capability Map with various heat map overlays as
(Strategic, Core and Support) according to the NPSD/DRSS scope, various heat map overlays as required according to the BizBOK methodology, up to level 3. The
strictly according to the BizBOK methodology, up to level 3. The required Business Capabilities will, be based on business objects.
Business Capabilities must therefore, be based on business objects. FINANCIAL SERVICES COMPANY A EA guidelines will be
FINANCIAL SERVICES COMPANY A EA guidelines must be followed.
followed.

45
Stream 1 - Business Architecture Deliverables continued

FINANCIAL SERVICES COMPANY A requirement FINANCIAL SERVICES EY proposed deliverable

COMPANY A specified
deliverable

Development and description of Value Streams (external and Value Streams with detail as per Value Streams with detail as per BizBOK templates
internal to NPSD in relation to the DRSS scope) with value stream BizBOK templates
stages strictly according to the BizBOK methodology, as well as
FINANCIAL SERVICES COMPANY A EA guidelines. It should be
noted that TOGAF 9.2 adopted the BizBOK approach to defining
Value Streams. Touchpoints with other business areas and
stakeholders must also be highlighted in the Value Streams. External
Value Streams will extend beyond the FINANCIAL SERVICES
COMPANY A boundaries, with FINANCIAL SERVICES
COMPANY A facilitating access to the necessary information and
additional input as required.

For each Value Stream, the Business Capabilities must be mapped to Value Stream/ Business Capability Value Stream/ Business Capability cross-mapping
the relevant value stream stages. cross-mapping

Organisational units (e.g. NPSD divisions, and other related Organisational unit and business Organisational unit and business objectives mapping to the Value
business areas in FINANCIAL SERVICES COMPANY A) and objectives mapping to the Value Stream/Business Capability Maps.
Business Objectives must be mapped to the Value Stream/Business Stream/Business Capability Maps.
Capability Maps.

Development of the legislative and regulatory landscape affecting Regulatory/Policy Maps Regulatory/Policy Maps
the business and systems of DRSS, according to BizBok and related
to affected value stream stages and business capabilities

Understand and interpret the NPSD Settlements mandate and Supplier to propose deliverables Define the Recommendation Report for the NPSD Settlements
strategy. mandate and strategy

Identify gaps / problems in the current business (DRSS) capabilities Capability heat maps Capability heat maps
in relation to the NPSD Settlements mandate and strategy, and
propose the changes required.

Cross mapping business architecture elements to enable the Supplier to propose deliverables Define the Cross-mapping business architecture elements map
achievement of the programme objectives

46
Stream 2: Target Operating Model and Business Process
Re-engineering

47
 Stream 2 - Target Operating Model and Business Process Re-engineering Requirements Overview

DRSS requires assistance in defining an optimal Target Operating Model (TOM) for DRSS, which takes into account the prospective changes in technology,
people, processes, data and locations in order to achieve its strategic objectives as an operator of critical Financial Market Infrastructures. Following design of
the TOM, impacts on the organisational structure that was implemented in July 2019 will be understood. Further to this, business process re-engineering and
organisational changes are required to address the value stream and capability needs or gaps identified in the business architecture.

Target Operating Model

Target Operating Model and Organisational Structure

• Optimise the design the DRSS Target Operating Model

ensuring alignment to the business model and related business
architecture value streams, business capabilities, etc. Organisational Structure
• Review, design and motivate an optimal organisational
structure to service the required future state
IMAGE DELETED

Business Process Re-engineering

• Evaluate current settlement services, identify problem areas Re-engineered Business Processes
and propose changes required to improve
• Evaluate and identify root causes of inefficiencies or
opportunities in the Settlements Value Chain
• Evaluate and identify issues and inefficiencies relevant to the
Settlement services current state business processes
• Re-engineer DRSS business processes for optimal execution
• Define the impact of the re-engineered business and IT
processes on NPSD Settlements division, Business Solutions
and Technology Department (BSTD) and other stakeholders

48
Requirement B: Target Operating Model and Process Re-engineering

We understand your requirements…

Conduct a baseline assessment of Design the future state Conduct a gap analysis between the Identify opportunities to close out
the current state for the DRSS TOM  Design the DRSS target operating target and baseline TOM, structures gaps and define roadmap / plan to
and Processes model; and processes achieve target
 Host workshops to refine understanding  Define the DRSS macro and micro  Conduct gap analysis between current  Identify and define initiatives to
of the current state; structures; and target operating model, structure implement target operating model,
 Agree design principles; and processes. structure and processes.
 Draft business processes to a level 4;
 Establish the scope of processes,  Conduct Job Impact Assessment as per
understand current processes, align to the new organisational design; and
the business architecture value streams
and capabilities, interview key
 Conduct Job Profiles (Max of 25) as per
stakeholders to understand the current new organisational design.
processes, analyse the processes to
identify areas of improvement and
provide input into the current state
report;
 Complete operating model, organisation
structure, capability, performance
management culture and governance
framework diagnostic and provide input
into the current state report; and
 Finalise current state.

We shall…

… conduct a detailed
… start from the
… engage stakeholders analysis to identify gaps
understanding of business … roadmap to deliver on
through workshops, and create visibility
architecture and use target operating model,
review documents and around TOM,
leading practice to design structure and processes
information to map the organizational structures
the TOM, organizational initiatives …
baseline ... and process issues in
structures and processes
DRSS…

49
Target Operating Model

50
Operating Model Overview

Operating model Operating environment

Our understanding of the future world of work, future employees, future
workplaces and the organisation as a holistic system will facilitate the Strategy Purpose and values
design of a target operating model, an updated structure and re- Directional orientation of go-to- Organisational alignment around a
engineered processes. market activities and resources that common, inspirational purpose to create a
support creating, delivering, and culture and change framework
capturing value.
Structure Talent Plan and Alignment
A business structure aligned to Processes to understand and influence the
strategy and capabilities and composition, capacity, capability and cost
organisational influences. of traditional and contingent employees,
and alignment to a total talent value
proposition.
Governance Leadership and Teaming
Legal and regulatory requirements, Constant identification and development of
defined governance policies and well leaders capable of leading a new, digital
documented controls. workforce made up of high performing
digital teams.

Process Ways of working

Empower process owners across key Faster decision making, enhanced
business issues to ensure strategic collaboration, operational agility with
alignment of organisational goals. enhanced employee experience and
resilience

Business Capabilities People capabilities

Aligned to business activities with the Development and alignment of skills,
requisite organisational abilities and experiences. New ways to
structure/resources in order to achieve assess and measure performance, develop
strategic and purpose-driven outcomes employees and transition careers.

Physical environment Technology

A physical environment that amplifies Technology and tools to activate
workforce effectiveness. experiences, customized to influence
engagement, adoption and productivity.

51
EY’s Organisation Design Framework

We will apply our EY Organisation Design Framework to align the strategy, operating model and structures. We follow a structured and systematic approach to
Organisation Design and will take into account the processes, governance structures, systems, location, individual performance, culture and talent components of DRSS.
This process includes:
• Structure optimisation – Review and design of to-be organisational structure options, including layering and spans of control
• Resource requirements – Headcount requirements in the structure design options (including the identification of redundant and future roles)
• Capability requirements – High-level competency packages that will be required in the to-be structures
This model is illustrated below:

Capability Strategy Governance

The abilities of an organisation and its resources to Review and creation of governing
execute on their assigned roles and responsibilities to teams that allow the organisation to enable effective
meet customer needs. Where capability development mechanisms for critical decision-making.
is required, a learning and development programme
may be required. This comprises capability Infrastructure
assessment, capability sourcing and distribution, The underlying framework or foundation for the
capability enablement through use of innovative organisation, such as systems or location.
technologies, etc.

Performance
Resources
Measures to drive behaviours that are aligned to the
Headcount, workload drivers, and associated FTE
business strategy and vision.
requirements. An effective organisation design will
optimise the use of every employee in the most
effective and efficient manner. Culture
Ensuring the characteristics of an
Roles organisation are consistent and
The roles and responsibilities within an organisation. aligned to the core values.
There should always be clear roles, responsibilities
and accountabilities. Talent
Anticipation of the required human
Organisational structures capital the organisation needs and setting
Organisational charts with the appropriate spans of a plan to meet those needs.
control and management layers.
Processes
Business Structure Definition of the operational processes, linkages and
Critical elements that ascribe authority and drive communication between functions.
accountability, e.g. P&L structure.

52
EY’s Approach to Organisation Design

EY’s approach to Organisation Design drives benefits through high levels of engagement, insight and technology enablement.

We are one of the world’s leading providers of OD services, with global scale and in-depth experience. We bring industry
Insight-driven and function-specific insights that help executives understand trends and leading practices, and empower them to make
informed choices. Our global breadth and scale helps us advise on the latest OD trends and insights.

We speed up, reduce risk and reduce cost of very large-scale organisation design by enabling the OD process with a
Technology / data-
range of bespoke technology tools. This enables EY to tackle the largest and most complex organisational
enabled
transformations with confidence of achieving timescales and benefits.

Our approach to OD is fully integrated across the strategy and people agenda. We support clients end-to-end to develop
Integrated: Strategy to implementation and implement their organisation strategies, understand how these fit within the broader operating model design, develop
their OD and feed the requirements into strategic workforce planning.

We work with, and alongside the client’s leadership and team, enabling them to develop a high level of ownership of the
Collaborative and
design, and therefore are enabled to lead successful implementation. We use innovative governance, communication and
sustainable
engagement tools to maintain a high level of pace and engagement.

We don’t produce organisation design that can’t be implemented. Our approach to design is done with achievement of
Implementation and
benefits and sustainability in mind. We therefore take a delivery approach that is pragmatic, collaborative, fits with the
benefits-focused client’s culture, builds capability, and is relentlessly outcomes-focused.

EY is recognised in the industry as a market leader for Organisation Design services:

EY positioned as a Leader in Organization Strategy Consulting 2018

Source: ALM Intelligence, May 2018

IDC Marketscape named EY a leader in Organizational Consulting Services:

Source: IDC MarketScape: Worldwide Organizational Consulting Services 2015 Vendor Assessment, August 2015, doc XXX-XXX-XXX

53
 Target Operating Model Sample Views

Business Architecture inputs will inform the design of a target operating model for DRSS. Key aspects that will be covered in the target operating model design process
will be the development of prioritised target operating model design principles, the design of the end-to-end value chain, the value chain activities and activity clusters
as well as target operating model options which will be assessed against the target operating model design principles.

Prioritised TOM design principles End-to-end value chain Value chain activities

Capability Model needed by DRSS Target operating model and Activity clusters
to achieve the NPSD options*
Settlements services mandate and
strategy

* 2-3 target operating model options will be designed and assessed against design principles

54
 Organisational Structure Sample Views

Once the target operating model has been designed, the macro and micro DRSS structures can be defined and finalised . Following this, gaps in roles and responsibilities will be assessed
especially in terms of new or substantially changed jobs as a result of changes in processes and other requirements brought about in terms of the revised settlements mandate. Job profiles for
roles that are new or are substantially changed will be developed.

Organisation design principles Functional Structure Macro Structure

Job Status

Senior Manager: Policy and Regulation New

Analyst: Policy and Regulation Unchanged

Senior Manager: Oversight and

Materially changed
Supervision

Senior Manager: Policy and Regulation New

Analyst: Policy and Regulation Unchanged

Senior Manager: Oversight and

Materially changed
Supervision

Job Profiles as per new organisation Job Impact Assessment as per new Micro Structure
design organisation design

55
Business Process Re-engineering

56
Business Process Management Overview

Our business process management enabler incorporates disciplines that focus on delivering sustainable improvements in operational performance, and comprises of 3
optimisation methods. Each provides a different set of tools and techniques which can be used in combination to deliver significant enhancements. The programme
governance framework and design authority are key to a coordinated, and controlled programme.

BPM AND PROCESS TRANSFORMATION • Process Architecture is a method used to document operating business activities. It is closely aligned
with Business Architecture (part of our Enterprise Operating Model proposition) which describes
additional dimensions, e.g. geography, resourcing and material requirements.
• Enables an accurate, end to end understanding of the process landscape by identifying all processes
from the enterprise level down.
• Provides the baseline for subsequent activities, and establishing a comparable model with common
Process Architecture language, it is a prerequisite to transformation programmes.

• Business Process Management is a method used to enhance process performance

• By providing enhanced insight of process performance, often through use of specialised software, it
Design drives a cycle of modelling, change execution, monitoring and re-design.
Authority &
Programme • Robust programme governance with a Design Authority at its hub is critical to ensuring coherent and
Governance
Process Re- Business efficient solutions across a transformation programme.
engineering Process • The Design Authority will define and own design principles that help ensure changes directly
(incl. Lean 6 Management contribute to the programme’s objectives.
Sigma) (BPM)
• Process Re-engineering involves the streamlining, standardisation and harmonising of processes to
make them simpler and more efficient. The ultimate aim is to establish processes that support growth,
quality and customer experience.
• It is proven to accelerate operational productivity and quality, enabling significant improvements in
unit cost, colleague engagement and customer satisfaction.
• Our approach combines techniques, such as Lean and Six Sigma, that help our clients address strategic
priorities and transform their operations by removing waste, driving high-quality business processes
and gearing them to respond more effectively to changing customer requirements.

57
Business Process Management Framework

EY’s business process management framework will help with the challenges and pain points.

EY design principles for Key Levers

process management… “Core area of Sets steps and defines
current focus” limits for process

Adopting ‘customer centric view’ Centralise

Design principles / Operating model
while defining processes

Strategy & Business/ Product & Policy

Keeping track of ‘competitive Process Execution Systematise
differentiators’ and practices
Minimal Reduced TAT
Enhanced Improved

Technology
duplication of for service
Identifying internal/ external ‘inter- convenience productivity Digitise
efforts delivery
linkages’ & dependencies

Identifying ‘improvement Lean operating Better tracking Better measurement, Optimise

opportunities’ in support areas structure and monitoring control of business risk

Sets the Lower cost base

Continuously evaluating impact on
direction for
business & operating model People Administration and Support
process

Redesigning structure as per Automate

redesigned business processes
Drives skill augmentation Provides Infrastructure Enables efficiency
for execution facilities for execution and supports through
Mitigating risks and fraud control core systems
by addressing gaps

58
Business Process Management Approach

Our business process management (BPM) approach focuses on putting organisational objectives at the core and working towards aligning people, processes and ICT
systems to achieve operational excellence.

The key 3 outcomes of our business process management

methodology

People
Excellence
1. Improving speed, effectiveness and quality of decision-
making
 Clarifying the rules of play
 Gearing processes to ‘do the right things’ and ‘do
things right’
 Leveraging technology for efficiency

Focusing on key organisational objectives, rather than

Business 2. inward looking process tasks and improving the

comfort and confidence in process output.
Objective
 Routine tasks are standardised
System  The risk and control within processes are
Process balanced for opmitimsation and efficiency,
Excellence Excellence
Oversight without compromising compliance requirements.
 The level of ownership and responsibility is
assessed and improved

3. Processes are ready to address levels of scrutiny from

all stakeholders

59
Business Process Optimisation Methodology

Our structured methodology is based on our experience of working with global clients, incorporating important milestones for
quality assurance and governance. Some key features include:
• It is flexible, allowing processes to progress at different speeds, based on their maturity.
• Processes are designed in line with business strategy and requirements.
• The process workstreams are integrated to drive consistency and manage interdependencies.
• It is underpinned by the Lean tools and techniques and the principles of Plan, Do, Check, Act.
• We confirm, challenge and build on FINANCIAL SERVICES COMPANY A’s KPI’s.
Go / No-Go Go / No-Go Go / No-Go
Sign off milestone Sign off milestone Sign off milestone
gateway gateway gateway
Rapid Assessment and High-level Optimal Detailed Optimal
Baseline Process Design Process Design

Detailed design workshop phase

Rapid Assessment to ground Review your Baseline to create a
to build in your opportunities
and validate your key processes high level list of improvement
and build out your issues and
and Baseline performance opportunities
challenges
Validated Baseline of Prioritised and validated list of
Validated and signed off To-Be
Performance to be taken into potential improvements for
Processes
future state design future state design
P P
L P L
A L A

Lean 6 Sigma Tools: Lean 6 Sigma Tools:

N A

Lean 6 Sigma Tools:

N
N

ACT DO ACT DO

PDCA
► Value stream mapping
ACT DO

► FMEA
PDCA
► SIPOC C
PDCA C
H C H
E H E
C E C
K C K
K

► Voice of customer ► Four-fields mapping ► Value stream mapping

► Critical to quality trees ► Service blueprinting ► Four-fields mapping
► Kano Analysis ► Root cause problem solving ► Service blueprinting
► Hypothesis-led approach ► Value and failure demand ► Demand management
► Interviews ► Demand mapping ► RACI
► Process and Enterprise Maturity ► RACI ► Takt time
model ► Baseline analysis ► Workload levelling
► OEE ► 5S
► Visual management
► Poke Yoke

60
Holistic Lean Management Framework

The typical challenges experienced in an organisation’s processes can be addressed by applying our Lean Management framework to
deliver benefits to the organisation. This framework is geared to optimise and align the five core components, all of which must be in
place to deliver sustainable value and benefit. Lean tools and techniques are used as enablers to operationalise this framework.

Typical Typical
Challenges Benefits

Manual
Simplify , Eliminate Customer -
processes and
combine, ‘waste’ centric ‘value -
rework add’ processes
automate
1
Aligning
Enhance strategy, Real time
Lack of real Process
service goals & performance
time performance Optimisation
quality objectives management
management Lean
Management
value creation
Limited 5 2 Strategy
Visual aligned to
strategic Client Lean Strategic
Alignment performance operations
alignment Define Centricity
value management
customer
creation
Below par ‘value’ Enhanced
customer customer
experience experience
Behavioural People
Embed Change Enablement Upskilling & Standardisation
Inconsistent Continuous
empowering Across
service delivery improvement 4 3
people value chain
mind -set

Promote ‘role Teaming

Ongoing model’ environment Empowered
business behaviour employees
transformation

Lean Framework Enablers

61
 Addressing Improvement Requirements through our
Lean Management Framework
Addressing Improvement Requirements through our Lean Management Framework

The Lean Management approach needs to be embedded as the core way of doing things to effectively realise its value

Framework
Levers What good looks like
Component
1 Simplify, combine & ► Process hand-offs are minimised
Process automate ► Logical steps are combined; highly repetitive tasks are automated
Optimisation
Eliminate waste ► Eliminate the process waste and focus on the value creation activities

2 Aligning strategy, goals

► Functions understand how they contribute to the overall strategy
Strategic & objectives
Alignment
Visual performance ► Accurate and transparent measurement of performance to drive alignment and control to make it
management sustainable

3 Up-skilling &
People ► Empower process users to identify and solve issues
empowering people
Enablement
► Embed a teaming culture through knowledge transfer and participation techniques
Teaming environment
► Align team goals of optimisation and client centricity

4 Promote ‘role model’ ► Leadership has to be visible and lead by example, supporting and promoting Lean and showing how they
Behavioural behaviours have applied the principles in their world
Change
Embed continuous ► Generate a hunger and desire to make improvements ‘bottom up’
improvement ► Culture creation to seek perfection

5 ► Clear understanding of how the customer defines ‘value’, i.e. what they are willing to “pay” for
Client Define customer ‘value’
► Verification with internal customers via Net Promoter Score
Centricity
► Focus on continually improving the process from the customers’ perspective
Enhance service quality
► Look ‘outside-in’, as opposed to ‘inside-out’

62
Process Hierarchy

The following hierarchy represents the structured levels of detail with which we decompose processes for our clients. Our hierarchy extends into a 5th level, where
system logic can be modelled in order to enable business process logic. Our hierarchy and architecture conforms to Framework principles and methods. We
understand that you require processes at a level 4.

Process Hierarchy Level Value of Process Engineering

The process stream will conduct
Level 1: Enterprise ► Process Importance driven by value, satisfaction, and profit the following aspects:
Process Landscape ► Direct focus on key customers and related operational performance metrics
► Build understanding of senior management ownership for core processes, and the • Evaluate current settlement
contributing functions services, identify problem areas
and propose changes required to
► Deepens the understanding of the each Enterprise process to scope the engagement, and
Level 2: focus on the most appropriate area of opportunity improve
End-to-End • Evaluate and identify root
► Interactions between functional areas (internal customer/supplier) and performance
Processes measures causes of inefficiencies or
opportunities in the Settlements
► For the process area(s) of opportunity: identify each step and cross-functional Value Chain
relationship • Evaluate and identify issues and
Level 3:
► Discover where in the process potential root causes or waste may occur inefficiencies relevant to the
Sub-Processes
► Identify where data collection will be of most value Settlement services current state
business processes
► Identify interdependencies between specific roles • Re-engineer DRSS business
Level 4: Activities ► Develop and/or simulate new processes and procedures processes for optimal execution
(Swimlane Processes) ► Document new processes for training • Define the impact of the re-
► Monitor and continuously improve process operations engineered business and IT
processes on NPSD Settlements
division, Business Solutions
► Per role, how the role interacts with the system and Technology Department
Level 5: Procedures and ► Shows what the system does to enable the process Link through to
(BSTD) and other stakeholders
Robotics Process
System Processes ► System calculations & system logic Automation occurs
at these levels

Out of scope

63
Stream 2 - Target Operating Model and Business Process Re-engineering High-level Approach

Identify Diagnose Design Deliver

PHASE

Planning and visioning Current state assessment Design Future State Gap Analysis & Roadmap Implementation

► Identify stakeholders to be ► Host workshops to refine ► Design the DRSS target ► Conduct gap analysis between ► Change management support
engaged and finalise understanding of the current operating model current and target operating
stakeholder engagement plan. state ► Define the DRSS macro and model, structure and processes
► Identify and request required ► Agree design principles micro structures ► Identify and define initiatives
documentation. ► Establish the scope of ► Draft business processes to a to implement target operating
► Gather insights from the processes, understand current level 4 model, structure and processes
Target Operating Model and Business Process Re-engineering high level workstream

business architecture domains processes, align to the ► Conduct Job Impact

to understand the DRSS business architecture value Assessment as per the new
business architecture that streams and capabilities, organisational design
provide input into the target interview key stakeholders to ► Conduct Job Profiles (Max
operating model work understand the current of 25) as per new
► Determine the scope of the processes, analyse the organisational design
processes to be re-engineered processes to identify areas of
► Schedule design workshops improvement and provide
input into the current state
report
► Complete operating model,
organisation structure,
capability, performance
management culture and
governance framework
diagnostic and provide input
into the current state report
► Finalise current state
assessment report

Inputs
► Business architecture insights ► Business architecture insights ► Business architecture ► TargetOperating Model Out of scope
► Current state workshop insights insights ► Macro and Micro structures
► Current state report ► To-be processes

Deliverables per phase

► Project Charter ► Current state assessment report ► Target Operating Model ► Gap analysis between current and Out of scope
► Project Plan ► Macro and Micro structures target operating model, structure
► Stakeholder engagement plan ► Job assessment review and processes
► Improvement Initiatives &
► Job Profiles –max 25
Implementation roadmap
► To-be processes report

64
Quality and Risk Management / Project Management / Stakeholder and Communication Management
Stream 2 - Target Operating Model and Business Process Re-engineering Deliverables

FINANCIAL SERVICES COMPANY A requirement FINANCIAL SERVICES COMPANY A specified EY proposed deliverable
deliverable
Evaluate current business (DRSS) structure, functions and Supplier to propose deliverables Current state assessment report which will entail detailed
operating model in order to identify problem areas and propose findings on gaps across the structure, functions and operating model
changes required to improve.

Evaluate and identify root causes of inefficiencies in both the Supplier to propose deliverables Current state assessment report which will entail detailed
domestic and regional settlements services value streams. findings on gaps across the structure, functions and operating model

Evaluate and identify issues and inefficiencies relevant to the Supplier to propose deliverables Current state assessment report which will entail detailed
documented current state business (DRSS and BSTD support) findings on gaps across the structure, functions and operating model
processes.

Re-engineer or define new processes. Supplier to propose deliverables Process (level 1- 4)

BPMN for modelling actual flows and simulation

Evaluate the current NPSD Settlements division roles and Supplier to propose deliverables Target state operating model and business process re-engineering
responsibilities and identify the gaps in roles and • Operating Model Canvas report which will contain the target operating model, macro and
responsibilities relevant to the business processes, DRSS • Target Operating Model micro structures, job assessment review, job profiles (max of 25), to-
mandate and strategy, as well as any system support (BSTD • Macro and Micro structures be processes (up to a level 4), a gap analysis as well as improvement
or service provider) areas. initiatives required as well as a proposed implementation roadmap.
• Job assessment review
Define the target Operating Model in terms of the following • Job Profiles –max 25
minimum dimensions: Processes; Organisation; Locations; • To-be processes report
Information and systems; Stakeholders; and Monitoring (i.e., • Gap analysis between current and target operating model,
Governance). structure and processes
• Improvement Initiatives and Implementation roadmap

65
Stream 3: Conceptual and Logical Architecture

66
 Stream 3 – Conceptual and Logical Architecture Requirements Overview

Stream 3 will be responsible for the design of the conceptual and logical target architectures that will enable the redesigned business architecture and business
processes. Illustrated below is an overview of this section and the relevant outputs.

Conceptual Target Architectures

Requirement C

• Conceptual and logical architecture which will be used to

create specifications for the enhancement or renewal of
existing systems, as well as acquisition or development of Conceptual Logical Architectures
additional systems as required.
• The conceptual and logical architectures should define the
most appropriate future system landscape including an
effective integration layer.
IMAGE DELETED • The integration layer is expected to enable interoperability
and affordability to accommodate a wide range of
participants.
• The designed architectures should remain aligned to the
enterprise architecture of the FINANCIAL SERVICES
COMPANY A.
• The DRSS expects to partner with the supplier throughout Business, Functional and Non-
the planning, design and implementation of the DRSS Functional Requirements
Renewal programme or a period of 60 months whichever is
earlier.

67
Requirement C: Conceptual and Logical Architecture for DRSS IT systems

We understand your requirements…

Conduct a baseline assessment of the Design the conceptual and logical Conduct a gap analysis between the Identify opportunities to close out Define target implementation
current state for the DRSS IT Target State Architecture for the target and baseline architectures gaps and define roadmap / plan to support plan
Systems DRSS IT systems  Identify gaps in the Settlement services achieve target  Define IT service management
 Conduct an analysis of the current state  Design a technology-agnostic future information and analytics and data  Review of existing short-term requirements (Support, SLAs, Skills);
of DRSS, and document the baseline state based on the findings, inter alia, as areas; remediation plans and in-flight  Create a change management plan in
architectures at a sufficient level to per current state analysis, the  Evaluate data quality problems and root initiatives and identification of support of the adoption of the proposed
support evaluation and gap analysis for programme objectives, NPS Vision causes identified and propose opportunities for consolidation, target architecture; and
transition planning; 2025, NPSD mandate and strategy, and remediation required in terms of people, alignment or incorporation into the
in support of the business architecture processes, policy and systems; DRSS Modernisation programme;  Propose a programme structure for the
 Develop baseline architecture(s) in the (capabilities) as agreed to; implementation of the target
context of the target architectures,  Identify functional system issues,
 Develop transition architectures based architecture and programme
sufficient to inform gap analysis and  Develop conceptual target state including root causes, encountered by on a risk-appropriate strategy for management.
transition planning; architecture and options with NPSD in relation to standards support, implementation of the logical solution
recommendations to be presented to rules processing, stability, architecture (including options for the
 Evaluate the Settlement services FINANCIAL SERVICES COMPANY A transition roadmap);
information and analytics needs and manageability, supportability,
in determining the preferred sustainability;
identify any gaps thereof; approach/option before unpacking the
 Create the required phased transition
chosen option(s) in logical architecture  Define possible approaches or plans (implementation plans), which
 Evaluate the Settlement services data includes a phased implementation
needs and identify current gaps in data definitions; combinations that could be pursued to
solve the system requirements (e.g. approach for the transition architectures,
needs, especially in support of the  Develop logical target state timelines and high-level cost estimates,
information needs/gaps; and COTS, Custom dev, combinations, etc.).
architectures for DRSS modernisation This must include the identification of etc.; and
 Identify technology risks and mitigation which includes at least the following: positive and negative aspects associated  Identify risks and mitigation plans
plans for the current NPSD  Target information, data, with each approach and a motivated related to implementation, transition
environment. application, technology, recommendation of the approach to and migration to the target architecture.
security and integration follow; and
architectures; and  Conduct an analysis of two (2)
 Define the DRSS system(s) business, prospective code acquisition and build
functional and non-functional options to determine suitability and
requirements. alignment to the defined architecture,
perform architecture assessment on the
candidates and a gap analysis of
functionality.

We shall…

… engage
… start from the … conduct a detailed … determine the skills
stakeholders through
understanding of analysis to identify required to support the
workshops, review … center opportunities
business architecture gaps and create target architecture,
documents and around the value
and use leading visibility around which then informs the
systems information proposition …
practice to design the architectural issues in Target Operating
to map the
target architectures … DRSS… Model (TOM).
baseline ...

68
Sample Inputs into the Conceptual and Logical Architectures

Business Architecture Enterprise Architecture Technology and Industry Trends

Strategic focus areas Architecture principles Open banking

Business capability maps Architecture governance framework APIs

Business processes Business processes Others

Value stream maps Value stream maps

Applications

BluPrint

Market Infrastructure Resiliency Service

(MIRS) Standards
Target Conceptual and ISO 20022
Oracle Business Intelligence - OBIEE NPSD
Analysis App Logical Architectures
Inputs ISO 27000
SADC Integrated Regional Electronic
Settlement System (SADC-RTGS) NIST (National Institute of Standards and
Technology applicable Standards
SADC Payment System Statistics System
poi-oss (Point Security Standard/ Open
SADC RTGS Web Security Standard)
Legislation and Regulations
SAMEXWeb FINANCIAL SERVICES COMPANY A Act, FATF (Financial Action Task Force (on
1989 (Act No.90 of 1989) Money Laundering) Standard)
SAMEXWeb PCH application Currency and Exchanges Act, 1933 (Act No. All other applicable standards as deemed
9 of 1933) required
SAMMANWeb
Exchange Control Regulations, 1961 as
South African Multiple Option Settlement amended
(SAMOS)
The Financial Intelligence Centre Act, 2001
(Act No.38 of 2001)
Other systems
All other applicable legislation
69
Architecture Development Method

EY favors a business-driven architecture approach to drive consensus amongst key stakeholders, and ensure target architectures and implementation plans
are aligned.

The TOGAF Architecture Delivery Method* Key objectives

Architecture
► To drive alignment amongst key stakeholders as to what the
Pre lim:
Fr a me work
context target application landscape needs to contain in order to best
a nd iteration
pr inciple s support the business now, and in the future.
► To design the ideal target state that balances the various
Architecture
definition objectives of the streams.
Architecture
governance A.
iteration ► To identify implementation planning and governance
iteration Ar chite ctur e
H. vision
B.
considerations to support the case for change.
Ar chite ctur e
Busine ss
cha nge
a r chite cture
m a na ge me nt
Approach

G.
Re quire me nt s
C.
Infor m a tion
► We use TOGAF 9 as the base method for architecture work.
Im ple m e nta tion
gove r na nce managame nt syste m s
a r chite cture
TOGAF 9 places all architecture activities in an iterative
development lifecycle to ensure activities that are underway in
D.
the different domains (business / information / technology etc)
F.
Migra tion Te chnology are connected, and complementary.
Trans ition pla nning E.
a r chite cture
planning Oppor tunitie s
iteration a nd
solutions

Key outputs

► Target state application architecture

► Investment opportunities, trade-offs, major architectural risks
► Transition architectures and migration plans
► Implementation plan & governance considerations

70
Conceptual Target Architecture Framework and Approach

EY’s approach to defining the Target state application architecture takes into consideration a number of inputs which we will work with the FINANCIAL
SERVICES COMPANY A to understand and consider.

Key influences 2 Approach:

1
Strategic focus •1 Understand the key influences including
Key business Technology Target state
Industry trends areas &
drivers trends design principles strategic drivers and principles that will
improvements
impact the design of the target state.
inputs •2 Develop a set of principles to guide the high-
level design of the target state architecture.
Develop the target application architecture to
Target State be achieved within a specific horizon.
2
Application Architecture
• Assess current state business and IT
3
applications and current hosting platforms to
understand key risks, issues and capability
gaps.
inputs inputs output
3 4 • Understand impact of current project
Current state architecture Architecture roadmap 4 portfolio on the target state. Identify gaps in
the current portfolio and recommend
Business
IT applications additional initiatives needed to achieve
applications Additional
Current IT portfolio
recommended
target state. Update the architecture roadmap.
of projects
initiatives / projects
Hosting platforms

71
Requirements Gathering Approach

Our approach is underpinned through the use of a Requirements Traceability Matrix (RTM) and appropriate Governance. In gathering requirements for
the target architecture, there is need for traceability that provides clear line of sight from high level architecture down to the build phase. The business,
functional and non functional requirements will be conducted by EY which will inform the systems specifications to be defined by the selected systems
integrator.

72
Conceptual & Logical Target Architecture Sample Views

Current State Architecture

Target State Principles Target State Design Options
e.g. Apps vs Business Capability,
Apps vs Functionality, Current State Observations e.g. Suite-based vs Platforms vs Specialized
(Component)

Target State Landscape Key Initiatives Strategic Initiatives Roadmap

Conceptual & Logical Architecture, Key Features, Strategic focus, objectives, projects
Dependencies

73
Conceptual & Logical Target Architecture Sample Views

Requirements
Program Management Framework Business, functional and non-functional requirements
Scenario Analysis
Examining and evaluating possible events, Estimating the
expected value, Considering alternative possible outcomes Monitor Fulfillment
OM07 3.11.7
FN01

for is expandable, scalable and future DRSS platforms 3.13.1

3.13.9
Perform Late
Check Customer
Credit
Invoice Sent

Search Stock Order Assignment 3.12.7

3.12.8 Credit OK LT01 Product
Perform Product

Process
Deliver Product No Sanctions Shipped
3.11.8 Billing
OM05 Product Produced
Fulfill Orders Product MN01 8.11.1
No
available? Screen
3.13.2 Sanctioned
Yes Product Procured Party List
Reserve Product

Process Context Manage Inquiries

OM06

Reservation Authorization
Sales Order Customer Dealer Inventory Sales Order Embargo List Credit Status Product Shipment
Request Document
Sales Order
Customer Priority PDC Inventory Mfr Facility WIP Customer Priority End Customer
Change Credit Limit Customer Priority Export Controls
Sales Order Mfr Facility Orders on Hand
Cancellation Facility Inventory Sales Order
Order Limit Status
Alliance Partner
Data

Forecast
Material Orders on Hand Inventory ASN
Authorization BU Policy Freight Charges
Mfr Facility WIP Document Financial
Movement Stock Accommodation
Production Order
Data Entities Charges

Inputs
Order Status
Financial
OM03 3.12.9 OM07

Sanction
Quote 3.11.7
3.12.9 3.11.7 Enable Validation of FN01 MN01

Order Change
Check Customer Invoice Sent No
Enable Validation of Check Customer Configuration for Quote
Valid? Credit
Credit (SHOULD CHANGE NAME

Stock Reservation
OM 01 [MISSING] Configuration for
(Marketing, [MISSING] [MISSING] OM04

Credit Approval Billed Material

3.11.10.1 3.11.10.2 3.11.10.3 3.11.5.6 Quote Change OM03 Configure Product for Quote (SHOULD to Validate Configuration ) 3.12.6
Engineering, 3.12.3 3.12.4 3.12.7 3.13.1 Product

Stock Location Stock Reservation Order Status Shipped Material Invoice

OM02 Receive Customer Route Customer Respond to Change Process Backorders Price Configuration Provide Quote 3.11.8 3.12.2 Determine 3.12.8 Credit OK LT01 OM07 3.12.9
Quote CHANGE NAME to 3.11.5.2 3.11.5.5

Process
Production) 3.11.5.1 3.11.5.3 3.11.5.3 OM06 Manage Product Process Product Shipped Perform Product Search Stock available?
Request Request Customer Request and Updates Order Change Validate Collect and Maintain Enter Orders into Fulfill Orders Procure Product Dealer Product Deliver Product No Sanctions Perform Late Order

Movement Stock
CM04 Accept and Validate Determine Stock Determine Logistics Orders Incentives Billing
Sales Assignment

Clearance
3.11.3 Configuration) Customer Account System and Cross /
3.11.1 Sales Orders Availability and Transportation

Acceptance
Control and Manage Information Up Sell 8.11.1
Determine Contract 3.11.2 OM04
Contract and Order 8.11.1 Screen 3.13.2
and Program Execute Program Sanctioned Yes
Program 3.13.1 Screen Reserve Product
Requirements No Party List
Performance Search Stock Sanctioned OM05
OM06 Party List OM05
Inquiry 3.11.5.7
Handle Order inquiries Incl. Post-Order Fulfillment Transactions

Functional Area 1

Applications
Reference Data Order Manager Order Manager Reference Data
Order Manager Order Manager Order Manager Order Manager Order Manager Order Manager
Repos (Order Policy) Repos (Export)

Outputs
Facility ERP 1-3 Facility ERP 1-3 Facility ERP 1-3 Facility ERP 1-3 Facility ERP 1-3 Reference Data Facility ERP 1-3
Customer Master Credit Master L&T System
Applications

(Mach 1, CBS, CGM) (Mach 1, CBS, CGM) (Mach 1, CBS, CGM) (Mach 1, CBS, CGM) (Mach 1, CBS, CGM) Repos (Embargo) (Mach 1, CBS, CGM)

Inputs
Legal and Regulatory Dealer Inventory Dealer Inventory Reference Data Dealer Accounting
Alliance Partner ERP Alliance Partner ERP Customer Master Quote
OM03
3.12.9 3.11.7
3.12.9
Enable Validation of
OM07 3.11.7
FN01 MN01

Repos (BU Policy)

Check Customer Invoice Sent No

Repository System System System

Enable Validation of Check Customer Configuration for Quote
Valid? Credit
OM 01 [MISSING] Configuration for Credit (SHOULD CHANGE NAME
3.11.10.1 3.11.10.2 3.11.10.3 3.11.5.6 (Marketing, [MISSING] [MISSING] OM04 3.12.6
Quote Change OM03 Configure Product for Quote (SHOULD to Validate Configuration ) 3.12.3 3.12.4 3.12.7 3.13.1 Product
OM02 Change Engineering, Price Configuration Provide Quote 3.11.8 3.12.2 Determine 3.12.8 Credit OK LT01 OM07 3.12.9
Receive Customer Route Customer Respond to Process Backorders Quote CHANGE NAME to 3.11.5.2 3.11.5.5

Process
Production) 3.11.5.1 3.11.5.3 3.11.5.3 OM06 Manage Product Process Product Shipped Perform Product Search Stock available?
Request Request Customer Request and Updates Order Change Validate Collect and Maintain Enter Orders into Fulfill Orders Procure Product Dealer Product Deliver Product No Sanctions Perform Late Order
CM04 Accept and Validate Determine Stock Determine Logistics Orders Incentives Billing
3.11.3 Configuration) Customer Account System and Cross / Sales Assignment
3.11.1 Sales Orders Availability and Transportation
Control and Manage Information Up Sell 8.11.1
Determine Contract 3.11.2 OM04
Contract and Order 8.11.1 Screen
3.13.2
and Program Execute Program Sanctioned Yes
Program 3.13.1 Screen Reserve Product

Alliance Partner Alliance Partner CAT Accounting

Requirements No Party List
Performance Search Stock Sanctioned OM05
OM06 Party List OM05
Inquiry 3.11.5.7

Material Master L&T System

Handle Order inquiries Incl. Post-Order Fulfillment Transactions

Application Components Inventory System Inventory System System

Applications
Functional Area 2 L&T System

Outputs
· Changed from SIPOC, not all outputs were · Possibly duplicate of · Possibly duplicate of · WHAT IS AUTHORIZATION · IS ASN A SPECIFIC ENTITY · REDUCED IN/OUT · Where is Order Limit · What do we do with Export Controls here?

Inputs
listed here (reserved for later) 3.11.5.3 3.11.5.3 DOCUMENT? OR AN IMPLEMENTATION FROM SIPOC TO checked / updated? · Which of the many invoices is the one issued
OM03 3.12.9 OM07
Quote 3.11.7
3.12.9 3.11.7 Enable Validation of FN01 MN01
Check Customer Invoice Sent No
Enable Validation of Check Customer Configuration for Quote
Valid? Credit
OM 01 [MISSING] Configuration for Credit (SHOULD CHANGE NAME
3.11.10.1 3.11.10.2 3.11.10.3 3.11.5.6 (Marketing, [MISSING] [MISSING] OM04 3.12.6
Quote Change OM03 Configure Product for Quote (SHOULD to Validate Configuration ) 3.12.3 3.12.4 3.12.7
Engineering, Price Configuration Provide Quote Credit OK 3.13.1 Product 3.12.9
OM02 Change 3.11.8 3.12.2 Determine 3.12.8 LT01 OM07

· Invoicing, Reporting data · As one step would be · As one step would be · IS RESERVATION REQUEST FOR A FOCUS JUST ON THIS · How does the hold
Receive Customer Route Customer Respond to Process Backorders Quote CHANGE NAME to 3.11.5.2 3.11.5.5

OF A DATA (commercial, accurate, sales, customer A/R

Process
Production) 3.11.5.1 3.11.5.3 3.11.5.3 OM06 Manage Product Process Product Shipped Perform Product Search Stock available?
Request Request Customer Request and Updates Order Change Validate Collect and Maintain Enter Orders into Fulfill Orders Procure Product Dealer Product Deliver Product No Sanctions Perform Late Order
CM04 Accept and Validate Determine Stock Determine Logistics Orders Incentives Billing
3.11.3 Configuration) Customer Account System and Cross / Sales Assignment
3.11.1 Sales Orders Availability and Transportation 8.11.1
Control and Manage Information Up Sell
Determine Contract 3.11.2 OM04 Screen
Contract and Order 8.11.1 3.13.2
and Program Execute Program Sanctioned Yes
Program 3.13.1 Screen Reserve Product
Requirements No Party List
Performance Search Stock Sanctioned

· Used here as launch of multiple parallel INTEGRATION? TASK. SIPOC

OM05

easier to treat Fulfill easier to treat Fulfill BUILD SLOT OR FOR FG? placed on the account were all used in discussion)?
Inquiry OM06 Party List OM05
3.11.5.7
Handle Order inquiries Incl. Post-Order Fulfillment Transactions

processes. Order as a launch of Order as a launch of · DOES NOT ADDRESS

Functional Area 3 INCLUDED ORDER in the order submit · Return information from SIPOC not

Applications
Notes

· Serves as point where Production Order or multiple parallel multiple parallel RETURNS AS LISTED IN INFO AND OTHER process affect the addressed

Gap Assessment Product Procurement would originate. processes. processes. SIPOC CONTEXTUAL DATA credit check here? · Credit notes, financial movement of stock not

Outputs
· Production Order is shared with · Name different from · Name different from addressed
Manufacturing (CREATED THERE OR HERE?) EBPF EBPF · Tax, Export, NAFTA, Intrastat not addressed

Inputs
Items with open questions Items within Order Management Information inputs
OM03 3.12.9 OM07

Order Management
3.11.7

Caterpillar Business Systems Strategy

Quote

Version 0.4
3.12.9 3.11.7 Enable Validation of FN01 MN01
Check Customer Invoice Sent No
Enable Validation of Check Customer Configuration for Quote
Valid? Credit
OM 01 [MISSING] Configuration for Credit (SHOULD CHANGE NAME
3.11.10.1 3.11.10.2 3.11.10.3 3.11.5.6 (Marketing, [MISSING] [MISSING] OM04 to Validate Configuration ) 3.12.6
Quote Change OM03 Configure Product for Quote (SHOULD 3.12.3 3.12.4 3.12.7 Product
Engineering, 3.13.1

Which systems to transition and which NOT to?

OM02 Receive Customer Route Customer Respond to Change Process Backorders Price Configuration Provide Quote 3.11.8 3.12.2 Determine 3.12.8 Credit OK LT01 OM07 3.12.9
Quote CHANGE NAME to 3.11.5.2 3.11.5.5

Process
Production) 3.11.5.1 3.11.5.3 3.11.5.3 OM06 Manage Product Process Product Shipped Perform Product Search Stock available?
Request Request Customer Request and Updates Order Change Validate Collect and Maintain Enter Orders into Fulfill Orders Procure Product Dealer Product Deliver Product No Sanctions Perform Late Order
Orders Incentives Billing

•
CM04 Accept and Validate Determine Stock Determine Logistics Sales Assignment
3.11.3 Configuration) Customer Account System and Cross /
3.11.1 Sales Orders Availability and Transportation

Items outside of Order Management Information outputs

Control and Manage Information Up Sell 8.11.1

Process Decomposition Analysis OM05 Fulfill Order August 2, 2014

Determine Contract 3.11.2 OM04
Contract and Order 8.11.1 Screen 3.13.2
and Program Execute Program Sanctioned Yes
Program 3.13.1 Screen Reserve Product
Requirements No
Performance Search Stock Sanctioned Party List
OM05
OM06 OM05

LEGEND
Inquiry Party List
3.11.5.7
Handle Order inquiries Incl. Post-Order Fulfillment Transactions

Functional Area 4

Applications
Outputs
• What new capabilities will be required
• What are the various options and key
considerations? Cross functional integration links
• What is the potential? Traversing links between processes identifies cross-
functional integration points

74
Change Management Strategy and Plan

• A change management strategy and plan is required in support of the adoption of the target architecture.

• The change management strategy is a critical tool in driving adoption of the target architecture. It enables execution of change management activities by
offering a macro-level view of the main objectives of the Change Management effort as well as highlighting the key reasons for the change and key change
activities required for implementation. It documents the design principles, approach and governance structures for a change management approach that will
drive sustainable change and transformation in the organisation.

• The change management strategy sets the stage for all the change work that follows and it begins to develop an understanding of the course of action based
on an understanding of the following:

Context of the Change Content of the Change Complexity of the Change

The circumstances from The change itself The magnitude and nature of
which the change is initiated the change
• What is changing? When?
• Why do we need to Who is impacted? • How big and how
change? • Strategy, people, process, challenging will it be to
• Builds a sense of organisation design, change?
urgency and vision communication, training, • Cultural, emotional, and
leadership, and cultural political environment in
perspectives which the change will
occur

• The change management plan sets out the activities, start and end date and responsible individuals for the following aspects:
• Establishing the vision and case for change
• Sponsorship and Leadership alignment
• Change readiness assessments
• Stakeholder identification, engagement and monitoring
• Communications
• Training
• Business readiness
• Implementation support 75
Stream 3 - Conceptual and Logical Architecture for DRSS IT Systems High-level Approach
PHASE

Identify Diagnose Design Deliver

Define and assess the baseline Define implementation support

Planning and visioning Design target state Gap analysis and roadmap
architecture plan
Detailed stream activities
► Identify stakeholders to be ► Conduct joint workshops to ► Engage with stakeholders to ► Conduct gap analysis between ► Identify risks and mitigation plan
engaged as part of the entire understand architecture jointly design the target state the baseline and target to the implementation of the
project and finalise dimensions. architecture. architectures. proposed target architecture.
stakeholder engagement plan. Define the IT skills required to
► Gain an understanding of the ► Gather business, functional and ► Evaluate and analyse DRSS ►
Conceptual and logical architecture workstreams

► Identify and request required business capabilities, services non-functional requirements for data, information, application, support the implementation of
documentation. and business processes for the the target systems. security and integration issues the proposed target architecture.
► Develop EA vision that will DRSS. ► Design the conceptual target and needs. ► Define a change management
form the statement of work ► Define baseline architectures information, data, applications, ► Perform options analysis and plan that will support the
for this stream. for information, data, technology, security and identify and define adoption of the proposed target
► Gather insights from the applications, technology, integration architectures. opportunities to remediate the architecture.
business architecture and security and integration ► Design the logical target gaps identified. ► Define the programme structure
operating model domains to domains. information, data, applications, ► Align identified opportunities that will manage the
understand the DRSS business ► Link the above baseline technology, security and to existing or planned implementation of the proposed
architecture and detailed architectures to the business integration architectures. initiatives. target architecture.
business processes that would architecture that will be Ensure alignment of the above to
► Align the conceptual and target ► Define transition architectures ►
provide input into the mapped as part of the existing governance
architectures to the Enterprise that will inform target
conceptual and logical requirement A. framework.
Architecture standards and roadmap.
architectures.
principles. ► Prioritise initiatives and define ► Issue and signoff close out
target architecture roadmap. report.

Inputs
► Overall project charter and plan ► Business architecture views ► Target business capability maps ► Details of planned and ongoing ► CurrentIT organisation structure
including current business and business processes initiatives and PMO structure
capability maps ► EA standards and principles ► EA governance framework
► Current business processes

Deliverables per phase

► Architecture vision ► Current state conceptual and ► Target state conceptual and ► Gap analysis report ► Implementation support plan
logical architecture report. logical architecture report. ► Improvement initiatives and ► Close out report
► Business, functional and non- implementation roadmap
functional requirements report

Quality and Risk Management / Project Management / Stakeholder and Communication Management
76
Stream 3 - Conceptual and Logical Architecture for DRSS IT Systems Deliverables

FINANCIAL SERVICES COMPANY A requirement FINANCIAL SERVICES COMPANY A EY Proposed deliverable

specified deliverable
Evaluate the NPSD Settlements information needs and identify current gaps Supplier to propose deliverables Gap analysis report which will entail detailed findings on
in information needs. gaps across architecture domains between target and
baseline, issues and needs.

Evaluate the DRSS data needs and identify current gaps in data needs. Supplier to propose deliverables Gap analysis report which will entail detailed findings on
gaps across architecture domains between target and
baseline, issues and needs.

Evaluate data quality problems and root causes identified and propose Supplier to propose deliverables Gap analysis report which will entail detailed findings on
remediation required in terms of processes, policy and systems. gaps across architecture domains between target and
baseline, issues and needs.

Assess evolving data standards (e.g. ISO 20022) and implications on the Supplier to propose deliverables Gap analysis report which will entail detailed findings on
DRSS. gaps across architecture domains between target and
baseline, issues and needs.

Identify functional system issues, including root causes, encountered by Supplier to propose deliverables Gap analysis report which will entail detailed findings on
NPSD; inter-alia standards support (e.g. ISO 20022), rules processing, gaps across architecture domains between target and
stability, manageability, supportability, sustainability. baseline, issues and needs.

Identify functional gaps of current systems compared to target business Supplier to propose deliverables Gap analysis report which will entail detailed findings on
architecture and current state system assessment. gaps across architecture domains between target and
baseline, issues and needs.

Identify technology risks and mitigations plans for the current DRSS Supplier to propose deliverables Implementation support plan which will contain skills
environment. required to support proposed target architecture, change
management plan, risks and mitigation plan, programme
implementation structure.

Review of current short-term remediation plans and identification of Supplier to propose deliverables Improvement initiatives and implementation roadmap
opportunities for consolidation, alignment or incorporation into the DRSS which will contain an analysis of scenarios and options
Modernisation programme. considered, transition architectures, initiatives identified
and implementation roadmap.

Develop a conceptual target architecture for the DRSS which includes at • Target conceptual Architecture Target state conceptual and logical architecture report
least the following: • Business Architecture which will contain the relevant architectures across
•  Target business capabilities and conceptual system services • Information Architecture business, information, data, application, technology,
•  Principles for operating model design • Data Architecture security and integration domains.
•  Operating model changes and conceptual models • Application Architecture
•  Confirmation and refinement of architecture principles to be applied • Technology Architecture
to architecture definition • Security Architecture
•  Conceptual systems architecture addressing relevant aspects of the • Integration Architecture
various architecture domains

77
Stream 3 - Conceptual and Logical Architecture for DRSS IT Systems Deliverables continued

FINANCIAL SERVICES COMPANY A requirement FINANCIAL SERVICES COMPANY A EY proposed deliverable

specified deliverable
Develop and propose options/scenarios with motivated recommendations for •  Scenarios Improvement initiatives and implementation roadmap
the target architecture and any components for FINANCIAL SERVICES •  Options Analysis and feasibility report which will contain an analysis of scenarios and options
COMPANY A selection, prior to elaborating into the logical architecture. considered, transition architectures, initiatives identified
Define possible approaches or combinations that could be pursued to solve the and implementation roadmap.
system requirements (e.g. COTS, Custom dev, code re-use, code acquisition,
combinations, etc.). This must include the identification of positive and
negative aspects associated with each approach and a motivated
recommendation.

Develop a logical target architecture for the DRSS which includes at least the • Target Architecture at logical level Target state conceptual and logical architecture report
following: • Business Architecture (including re-engineered which will contain the relevant architectures across
•  Business capabilities and functions to be introduced, improved or business processes) business, information, data, application, technology,
discontinued; • Information Architecture security and integration domains.
•  Re-engineered NPSD Settlements business processes for DRSS; • Data Architecture
•  Roles and responsibilities as well as skills shortfall for the proposed • Application Architecture
processes and services; • Technology Architecture
•  Target information architecture: Reporting (MIS) etc. to meet NPSD • Integration Architecture
Settlements and Regional decision-making needs and expectations; • Security Architecture
•  Target data architecture: Transaction processing, data Flows for different
settlement options, collection, storage and utilisation of data to support the
information architecture that will meet DRSS data needs and expectations;
•  Target application architecture: Transactional, Analytical, Monitoring
and Support, other functionality;
•  Target technology architecture: Platforms (dependant on solutions,
FINANCIAL SERVICES COMPANY A standards);
•  Target integration architecture: Integration and transformation
infrastructure, interfaces and standards support; and
•  Target security architecture: FINANCIAL SERVICES COMPANY A,
regulatory and industry specified controls and mechanisms to mitigate
risks and cyber threats.

Develop baseline architecture(s) in context of the logical target architectures, Baseline Architecture across all relevant domains Current state conceptual and logical architecture report.
sufficient to inform gap analysis and transition planning.

Define potential transition architectures based on a risk appropriate strategy Scenarios and transition architecture overlays Improvement initiatives and implementation roadmap
for implementation of the target architecture. which will contain an analysis of scenarios and options
considered, transition architectures, initiatives identified
and implementation roadmap.

78
Stream 3 - Conceptual and Logical Architecture for DRSS IT Systems Deliverables continued

FINANCIAL SERVICES COMPANY A requirement FINANCIAL SERVICES COMPANY A EY proposed deliverable

specified deliverable
Create the required phased transition plans (implementation plans), which Phased Transition Plan Improvement initiatives and implementation roadmap
includes a phased implementation approach for the transition architectures, which will contain an analysis of scenarios and options
timelines and cost estimates, etc. considered, transition architectures, initiatives identified
and implementation roadmap.

Define the impact of the re-engineered business and IT processes on the Supplier to propose deliverables Target state conceptual and logical architecture report
organisation. which will contain the relevant architectures across
business, information, data, application, technology,
security and integration domains.

Define the DRSS business requirements based on target Architecture. Business Requirements Specification(s) Business, functional and non-functional requirements
report.

Define the DRSS functional requirements based on target Architecture. Functional Requirements Specification(s) Business, functional and non-functional requirements
report.

Define the DRSS non-functional requirements based on target Architecture. Non-functional Requirements Specification(s) Business, functional and non-functional requirements
report.

Analysis of two prospective code acquisition and build options to determine Supplier to propose deliverables Improvement initiatives and implementation roadmap
suitability for the defined architecture, perform architecture assessment on the which will contain an analysis of scenarios and options
candidates and a gap analysis of functional fit vs requirements and target considered, transition architectures, initiatives identified
architecture. and implementation roadmap.

Gap analysis report which will entail detailed findings on

gaps across architecture domains between target and
baseline, issues and needs.

Identify risks and mitigation plans related to implementation, transformation Risk and Mitigation Plan Implementation support plan which will contain skills
and migration to the proposed target architecture. required to support proposed target architecture, change
management plan, risks and mitigation plan, programme
implementation structure.

Create a change management plan in support of the adoption of the proposed Change Management Plan Implementation support plan which will contain skills
target architecture. required to support proposed target architecture, change
management plan, risks and mitigation plan, programme
implementation structure.

Propose a programme structure for the implementation of the proposed target Supplier to propose deliverables Implementation support plan which will contain skills
architecture and programme management. required to support proposed target architecture, change
management plan, risks and mitigation plan, programme
implementation structure.

79
Our estimated delivery timelines

6
80
Our Integrated Delivery Plan

This high level integrated plan highlights common stream activities that will be synergised as well as the deliverables across each phase:
PHASE

Identify Diagnose Design Deliver Sustain

High level project activities

► Agree and finalise scope ► Review strategy and relevant ► Work jointly with ► Conduct gap analysis between ► Implement target state
► Identify stakeholders documentation across streams FINANCIAL SERVICES current and target states across architecture
► Project charter ► Conduct joint workshops to COMPANY A stakeholders all three streams ► Implement change management
► Obtain documentation understand current state to design the future state ► Deliver gap analysis reports plan
Schedule workshops across the three streams ► Hold design thinking and roadmap
Common activities across all streams

►
► Understand current state workshops to design the ► Deliver implementation
business operations , target business architecture, support plan
operating model, and target operating model and
technology conceptual and logical
Deliver current state report architectures
►
Out of scope
► Benchmark against leading
practice
► Deliver future state report

Deliverables per phase

► Project Charter ► Current state assessment report ► Target state business ►Gap analysis report ► RFP support
► Project Plan ► Business Architecture architecture ► Business Architecture ► Implemented solution
► Stakeholder Engagement Plan ► Target Operating Model ► Target Operating Model ► Target Operating ► Training support
► Architecture vision ► Conceptual & Logical ► Macro and Micro structures Model
Architecture ► Job assessment review ► Conceptual & Logical
► Job Profiles –max 25 Architecture
► To-be processes report ► Improvement Initiatives and

► Target state conceptual and Implementation roadmap

logical architecture report. ► TOM recommendations
► Business, functional and ►Architecture implementation
non-functional requirements support plan
report ►Close out report

Quality and Risk Management / Project Management / Stakeholder and Communication Management
81
 Our Estimated Delivery Timelines

Our proposed overall duration of the project is 5 months. The timeline and detailed project plan will be refined in the Plan Engagement and Visioning phase. The
deliverables will be agreed at the start of the project and will be mapped to the timeline accordingly.

Month
1 2 3 4 5
Plan engagement & visioning Milestone
DIAGNOSE IDENTIFY

► Planning and scope refinement

► Establish engagement governance
► Develop vision

Define current state Milestone

► Conduct stakeholder workshops
Review
► Define As-Is
► Model As–Is

Design target state Milestone

DESIGN

► Design To-Be Review

► Model To–Be
► Conduct validation sessions & refine

Gap analysis & roadmap Milestone

► Conduct gap analysis Review
► Process gap analysis
DELIVER

► Consolidated roadmap

Training & implementation support Project governance Milestone

► Change Management support Review
► Target State support
► Architecture support

Continuous project management

82
Our team

7
83
 Our Team

We have assembled a highly experienced team of professionals you who will bring with them the best of breed frameworks, methodologies and skills, underpinned by
extensive experience.
Subject Matter Experts
Quality Assurance Partner Engagement Partner (SME)
Benita van Der Vyver Ashwin Goolab
EY South Africa EY South Africa
Operating Model &
Organisational Structure SME

Hayley Haupt

Steering Committee
Engagement Manager

Pam Moodley Banking SME; Payment

EY South Africa Architecture SME; &
Treasury, SWIFT and Payments
SME

David Power
Project Manager

Melissa Govender Strategy and Digital SME

EY South Africa
Grant Brewer

Stream 1: Business Architecture Lead Stream 2: TOM and Business Process Re-engineering Lead Stream 3: Conceptual and Logical Architecture Lead

Pam Moodley Hayley Haupt Rehema Rashid

EY South Africa EY South Africa EY South Africa

Delivery Team
Strategy and Operating Architecture Business Process Senior Change Management
TOM and BPR Lead IT Architect
Model Consultant Consultant Consultant Lead

Sara Holloway Thejal Hansrajh Toinette Piek Saravana Ganesan Hitender Saxena Toinette Piek
EY South Africa EY South Africa EY South Africa EY India EY India EY South Africa

TOM Senior Business Process Architecture Change Management

TOM Consultant
Consultant Consultant Consultant Senior Consultant

Geraldine Mervitz Sascha Sher Zahraa Noorbhai Bayanda Kutshwa Geraldine Mervitz
EY South Africa EY South Africa EY South Africa EY South Africa EY South Africa

n.b. The above structure can also serve as the complaints procedure escalation hierarchy with regards to problem management. 84
 Our Skills Matrix
Our team has the skills and knowledge required for this project. The below illustrates our extensive expertise and breadth as well as depth of
capabilities for this initiative

Team Role on Project

Member

Business Process Management/Business Process Re-

Financial Sector: Banking & Capital Markets

Enterprise Architecture (including TOGAF)
Total Years Working Experience

Digital Transformation

Change Management
Onshore or Offshore

Project Management

Operating Model

Public Sector
engineering

ArchiMate
Zachman
Strategy

PMBoK
BizBoK

BPMN
Ashwin Goolab Engagement Partner 30+ Onshore ü ü ü ü ü ü ü ü ü ü ü ü ü ü

Benita Van Der

Quality Assurance Partner 18+ Onshore ü ü ü ü ü ü ü ü ü ü ü
Vyver

Banking SME; Payment Architecture SME;

David Power 18+ Onshore ü ü ü ü ü ü ü ü ü ü ü
& Treasury, SWIFT and Payments SME

Grant Brewer Strategy and Digital SME 20+ Onshore ü ü ü ü ü ü ü ü ü ü ü ü ü ü

Melissa Govender Project Manager 10+ Onshore ü ü ü ü ü ü ü ü ü ü ü ü ü ü

85
 Our Skills Matrix
Our team has the skills and knowledge required for this project. The below illustrates our extensive expertise and breadth as well as depth of
capabilities for this initiative

Team Member Role on Project

Business Process Management/Business Process Re-

Financial Sector: Banking & Capital Markets

Enterprise Architecture (including TOGAF)
Total Years Working Experience

Digital Transformation

Change Management
Onshore or Offshore

Project Management

Operating Model

Public Sector
engineering

ArchiMate
Zachman
Strategy

PMBoK
BizBoK

BPMN
Stream 1 - Business Architecture

Pam Moodley Stream 1: Lead and Engagement Manager 23+ Onshore ü ü ü ü ü ü ü ü ü ü ü ü ü ü

Sara Holloway Strategy and Operating Model Consultant 10+ Onshore ü ü ü ü ü ü ü ü ü ü ü ü ü ü

Thejal Hansrajh Architecture Consultant 1+ Onshore ü ü ü

Stream 2 - Target Operating Model and Business Process Re-engineering

Stream 2: Lead and Operating Model &
Hayley Haupt 14+ Onshore ü ü ü ü ü ü ü ü ü ü
Organisational Structure SME

Toinette Piek TOM, BPR and Change Management Lead 16+ Onshore ü ü ü ü ü ü ü ü ü ü

TOM and Change Management Senior

Geraldine Mervitz 15+ Onshore ü ü ü ü ü ü ü ü ü ü
Consultant

Sascha Sher TOM Consultant 6+ Onshore ü ü ü ü ü ü ü ü

Saravana Ganesan S Business Process Senior Consultant 21+ Offshore ü ü ü ü ü ü ü ü ü ü ü ü

86
Zahraa Noorbhai Business Process Consultant 1+ Onshore ü ü ü
 Ashwin Goolab
Partner

Engagement Partner
Tel: +27 11 772 3532
Mobile: +27 82 579 0805
Email: [email protected]

Professional Skills
Background
 Service experience: Digital Innovation, IT transformation, IT strategy, IT business alignment, IT effectiveness,
 Ashwin is a Partner in Consulting and was responsible for establishing the EY
SAP ERP implementations, program directorship.
Africa Technology Consulting business. He has worked in various roles across
 Industry Experience: Financial Services, Public Sector, Mining, TMT, Energy & Resources.
industry, some of which include the following:
 Directing and program management of global large scale complex SAP business transformation implementations
 Chief Information Officer (CIO) for the Business Enabling Services Division of a
 Recipient of multiple SAP Partner excellence awards.
large FINANCIAL SERVICES COMPANY A. He was responsible for strategic
 Regular speaker at various conferences on the impact of technology.
alignment of IT to relevant group business functions being supported and Provided
 Published thought leadership articles on disruptive technologies.
the full systems development life cycle of services to the relevant business units.
 A member of the Institute of IT Professionals of South Africa (IITPSA).
 Board member of the African SAP user group.

 Partner at global professional services firm. He headed up the SAP service line.

 ICT Executive for a leading African Wealth Management organization. He headed

up the IT Strategy, Architecture and Innovation team for the Group.
Professional Experience
 His current focus at EY is leading the Technology practice as well as focusing on
disruptive digital technologies such as Blockchain and Robotics across multiple EY  Eskom, Sasol, De Beers, Lonmin, BHP Billiton, Toyota, Anglo American, Strate, Discovery, MMI, Standard Bank,
service areas including Assurance and Tax across Africa. Nedbank, Liberty, BCX, Depository Trust and Clearing Corporation USA, Toronto Stock Exchange, National

 Ashwin has successfully managed a multi country complex Blockchain project Settlement Depository of Russia.

spanning 3 continents as well as several Robotics projects.

87
SRT6 - KEY PERSONNEL
Ashwin Goolab

KEY PERSONNEL

Name of Consultant: Ashwin Goolab

1. Type of Citizenship RSA Foreign Dual
X

2. Academic Qualification Postgraduate Degree Diploma Other

X

Details:

 Datametrics UNISA 1995

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 IT Consulting since 1989 in various organisations. The last 15 years in an Executive position.

4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X

Clearance Number
Issuing Institution
Clearance Level
Validity Date

88
Academic Qualification
Ashwin Goolab

IMAGE DELETED

89
 Benita van der Vyver
Partner

Quality Assurance Partner

Office: +27 11 772 3087
Mobile: +27 82 603 5770
Email: [email protected]

Background Professional Experience

 Benita’s current focus is on assisting organisations across industries to define data management strategies, operating models and
Benita van der Vyver is a Director in EY Technology Consulting and supporting frameworks, policies and procedures. This is implemented through the use of emerging technology data platforms
leads the Data and Analytics team in Africa. She is a Certified and supporting data catalogues. Access to accurate data is critical to enable improved business insights and user self-service
based reporting.
Information Systems Auditor (CISA), and has worked in the Financial
Services, Parastatal, Utilities and Mining industries.
 Benita has 18 years experience in data quality, migration and reporting services and has led this activity on complex projects for
large corporations, both locally and internationally. She was instrumental in the formulation of the Global Data Quality
Methodology for EY.

 Data improvement activities that Benita has led includes the enhancement of master data by linking entities through transversal
Professional Skills data sets, the identification and application of electronic data augmentation rules, and the execution of data transformation
requirements in support of large-scale system implementations. Manual data improvement initiatives has included call-centre
 Development and implementation of organisational data campaigns and desktop data standardisation exercises.
management strategies
 Definition of data governance frameworks and operating models  Benita has extensive experience in providing end-to-end data solutions for clients. This includes the assessment of current levels
 Provision of data audits and analytics in support of external audit of data quality, the establishment of data standards, identification and execution of the improvement activities required to attain
engagements, with a specific focus on IFRS9 the set standards and the implementation of ongoing monitoring solutions to ensure the sustainability of data quality initiatives.
 Business process and systems improvement in support of data
management initiatives  Benita’s experience includes the alignment of data initiatives to organisational data governance frameworks, as well as
 Deployment of data quality assessment, improvement and regulatory compliance requirements, including IFRS9, Solvency II (SAM), Basel 239 RDARR (principles for effective risk data
monitoring solutions aggregation and risk reporting), Know Your Customer (KYC), Treating Customers Fairly (TCF) and Foreign Account Tax
Compliance Act (FATCA).
 Development and improvement of management information
frameworks and business intelligence reporting
 Provision of data migration services during large scale  Benita regularly attends data management seminars and industry events and is often invited to act as subject matter
implementations representative during panel discussions.
 Data mapping, conversion and migration between systems

90
SRT6 - KEY PERSONNEL
Benita van der Vyver

KEY PERSONNEL

Name of Consultant: Benita van Der Vyver

1. Type of Citizenship RSA Foreign Dual
X

2. Academic Qualification Postgraduate Degree Diploma Other

X

Details:

 Certified Information Systems Auditor (CISA)

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 Data strategy and architecture

4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X

Clearance Number
Issuing Institution
Clearance Level
Validity Date

91
Academic Qualification
Benita van der Vyver

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 Melissa Govender
Senior Manager

Project Manager
Office: +27 11 502 0623
Mobile: +27 83 789 5483
Email: [email protected]

Background Professional Experience Professional Experience continued

Melissa is a Senior Manager within Consulting.
 Mining and metals – Enterprise Architecture. Project managed the  National Housing Building Registration Council – Project management
She joined EY in 2011.
definition and implementation of an Enterprise Architecture for a gold and Quality Assurance on the ERP implementation. This included

mine across all architectural domains for current and target states in programme governance reviews, value realisation, delivery review,

terms of Business including Process, Application, Data, Technology integration approach review, enterprise structure review, application
Qualifications and Security Architectures; conducted a gap analysis and defined the security/SOD review, outcome and benefits realisation review, data
Melissa holds a Business Analysis Diploma from Faculty Implementation/Transition Roadmap. management assurance and blueprint analysis.
Training Institute. She is Prince 2 certified. She has  South African Nursing Council - IT Enabled Business Transformation  Department of Higher Education – Performed Business Analysis across

completed training in SAP GRC PC at SAP Africa. Melissa across all modules. This included current state assessments, the PSET sector to develop requirements for an RFP. This included
also possesses SuccessFactors Pre-Sales and Sales development of the to-be future state, project portfolio and roadmap, specifications for an HCM and payroll system, documenting technical
Executive training. implementation considerations and IT Governance. integration specifications across multiple systems design of the CAS
 Eskom - Process improvement for ERP SAP implementation. This solution, and analysis of systems integration for universities, colleges,

included the design of functional specifications and business SETAs, the Department of Basic Education, the South African

requirements documents, design of finance dashboards for CFO, Qualification Authority, the National Learners Records Database,

Professional Skills Interface Requirements Analysis on business objects, KPI development Cambridge International Examinations, the Independent Examinations

processes and provided training to trainers on SAP reports. Board, and the Council for Quality Assurance in General and Further
 Business process improvement and redesign.
 Sasol Nitro - maintained adequate financial controls and governance, Education and Training.
 Major programme transformation.
and prepared and posted disposals in compliance with ASAM.  Department of Public Works - Provided Project Management duties,
 Project Management.
 British American Tobacco - Provided Quality Assurance and PMO Steerco updates and Manco updates.
 Enterprise Architecture.
functions on the full lifecycle of the SAP implementation. Managed  Standard Bank (Vehicle Asset Finance) - Provided technical analysis and
 IT Risk and Audit.
project deliverables on each phase of the implementation and user prepared specifications for file transfers and integration points, developed
 Operational review and effectiveness.
acceptance testing. UAT for the (WFS) Wholesale Finance System, and analysed GL mapping
 SAP user training.
and testing on WFS.
 Quality assurance on SAP Implementations.
 Business analysis.
 Design Thinking.

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Melissa Govender

KEY PERSONNEL

Name of Consultant: Melissa Govender

1. Type of Citizenship RSA Foreign Dual

2. Academic Qualification Postgraduate Degree Diploma Other

X X

Details:

 Business Analysis Diploma from Faculty Training Institute.

 Prince 2 certified.
 SAP GRC PC at SAP Africa.
 SuccessFactors Pre-Sales and Sales Executive training.

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

X
Details:
 Project managed the definition and implementation of an Enterprise Architecture for a gold mine across all architectural domains for current and target
states in terms of Business including Process, Application, Data, Technology and Security Architectures; conducted a gap analysis and defined the
Implementation/Transition Roadmap.
4. Period with Company <1 year 1-3 years 4-7 years >7 years

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

Clearance Number
Issuing Institution
Clearance Level
Validity Date

94
Academic Qualification
Melissa Govender

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Academic Qualification
Melissa Govender

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96
 Grant Brewer
Partner

Strategy and Digital Subject Manager Expert

Office: +27 11 502 0547
Mobile: +27 83 299 6000
Email: [email protected]
[email protected]

Background Professional Experience

 Grant is an experienced Partner in EY's Advisory Services practice in Africa. He Strategy, Innovation & business model experience
has experience delivering strategy, innovation, operating model design, and large  Grant has led significant strategy engagements such as the development of strategy, strategy implementation, business mode design or operating model
business transformation projects in several industries, including Financial design in various industries over the last twenty years.
Services, Consumer Products, Public Sector and State Owned Companies.
 Within the insurance industry he has develop innovation models and management processes to supporters development of new products increasing
 He has worked with clients in the United Kingdom, Netherlands, United States, organization's ability to innovate & manage innovation.
United Arab Emirates, Sri Lanka, Kenya, Zimbabwe, Botswana and South Africa.
 Grant has led workshops with many of EY's leading clients to develop their understanding of Africa, identify appropriate growth markets and develop
 He is a Partner in Ernst & Young’s Advisory Services responsible for the Strategy market entry strategies.
& Digital practices in Sub-Saharan Africa.
 He has worked with many organizations to refine their strategies and develop strategic execution options, including the implementation of strategic
 Grant is an experienced strategic thinker and has assisted companies transform measurement systems such as the balanced scorecard.
their strategies, accelerate and focus their strategic execution, increase their
innovation, embrace business & operating models or make greater use of  Grant has delivered Scenario planning to several organizations to develop their strategies or guide their responses to the market.
technology. He is an experienced technology strategist, having worked on  He has developed business models or operating models for several large organizations, including defining the flow of value through the organization's value
technology visioning, architecture and strategic choices with a variety of chain and defining capabilities or core competencies that develop competitive advantage.
organisations. He has extensive knowledge of leading strategy perspectives and
models, and has applied them in several industries.  Grant has experience within the Retail & Consumer Products sector leading projects at Woolworths, Truworths, Edcon and Mr Price over the last decade.
 He has also been responsible for EY’s own growth strategy in Africa, which has  He has been accountable for developing EY's own growth strategy in Africa and for developing the approach to market in EY's Advisory services.
included the transformation of our own workplace and practices in the leading
work place of the future in the global EY. Operating Model Design

 Grant is a Chartered Accountant.  Grant led the design of the refreshed operating model for the largest diamond mining group based in Botswana, assisting in enabling the group to deliver its
strategy more effectively.
 He led the operating model design & implementation for the international expansion of Transnet
 He has developed operating models, and strategy execution models for organizations across various industries including recent work in digital banking,
Professional Skills industrial turnarounds and Africa growth strategies.
 Business Strategy & Business Model Innovation & Design Purpose Led Transformation
 Purpose led transformation  Grant led the development of a turnaround strategy for a large power utility, defining the critical issues affecting performance and defining specific
implementation plans to address the lack of performance.
 Innovation & Innovation Management
 He led the R2b program to transform the use of technology within education in Gauteng, leading the strategy, business cases and program management that
 Strategic planning & execution
implemented technology laboratories at schools.
 Business and Operating model design
 He led the development of the Department of Social Development's thought leadership for the transformation of South Africa's retirement insurance and
 Facilitation & Design Thinking industry.

 Digital & Technology Strategy  Grant led the design of the enterprise and process architecture that would transform the grant administration and fraud management processes with The
South Africa Social Security Agency, including programs related to reducing fraud, improving process performance, and designing the framework for a
 Program & Portfolio Management future preventative analytics system. He chaired a consortium that included other global consulting organisations.
 Enterprise Intelligence  He was accountable for driving change within EY's own Vision 2020 strategy transforming the organisation's Africa growth.
 Enterprise Architecture
 Process design

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SRT6 - KEY PERSONNEL
Grant Brewer

KEY PERSONNEL

Name of Consultant:
1. Type of Citizenship RSA Foreign Dual
X

2. Academic Qualification Postgraduate Degree Diploma Other

X

Details:

 Bachelor of Accountancy
3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:
 Relevant years — 25+ years of consulting experience
 Strategy, Innovation & business model experience
 Grant has led significant strategy engagements such as the development of strategy, strategy implementation, business mode design or operating model
design in various industries over the last twenty years.
 Within the insurance industry he has develop innovation models and management processes to supporters development of new products increasing
organization's ability to innovate & manage innovation.
 He has developed business models or operating models for several large organizations, including defining the flow of value through the organization's
value chain and defining capabilities or core competencies that develop competitive advantage.
4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

98
Academic Qualification
Grant Brewer

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99
 David Power
Senior Manager

Banking Subject Matter Expert

Payment Architecture Subject Matter Expert
Treasury, SWIFT and Payments Subject Matter Expert
Mobile: +27 82 528 9000
Email: [email protected]

Background
Mobile +27 82 528 9000 Professional Experience Professional Experience continued
Email [email protected]
 In 2012 David moved to Johannesburg to take a role as Treasury IT Manager at a
 David has 18 years Business & IT experience working in  From 2000-2008 David worked in Dublin & London within
major Investment Bank, focused on FX & Money Market (Front, Middle & Back-
Corporate Treasury and Transactional Banking Corporate Treasury. Initially in Payments & Liquidity Management
office), as well as Exchange Control / BOPs reporting / Trade Confirmations &
Operations, then Front-Office Financial Risk Management &
 David has led large IT & Operations teams, Strategic Settlement, and the Corporate Online Banking offering. Responsibilities included:
hedging / deal execution, and then as a Treasury Manager.
Transformation Programs and numerous IT Projects  System owner for core Treasury & BOPs systems (Calypso / Wallstreet /
 In 2008 David joined a large global commodities trading company Documentum / tXstream / Striata)
 David joined EY in 2017, based in the Cape Town office
in London, managing a Team of 8 Treasury Business Analysts. Over
a period of 4 years, David lead the following projects:  System vendor management & commercial engagements: Relationship /
 David obtained Bachelor Social Sciences & Bachelor of
licensing / maintenance / professional services / SLA’s
Commerce degrees from the University of Natal, South  Implementing SWIFT as the Global C2B Channel for all
Africa between 1994 to 1998, and a Graduate Certificate  Projects inception and building the business case / prioritization / planning /
Bank Communications (replacing 250+ proprietary bank
of Corporate Treasury from the Dublin City University budgets planning & tracking / process enhancements
interfaces)
Ireland in 2004  Managed the delivery team for system enhancements, and the operational /
 Design the Global Blueprint for all Payments interfaces user support of the Production systems
for a SAP rollout to 120 countries
 In 2015 David assumed the role Head of Payments, responsible for:
 SWIFT Service Bureau implementation
 Payments Architecture, Strategy and Commercial aspects for the SA Banking
 ISO20022 xml rollout to 7 countries Group, all Operational & Project budgets.
Professional Skills  In 2011 David joined a specialist Treasury consultancy company  Managing the Treasury & Payments system landscape and the Projects &
based in their London office. The main project involvement over a 2 Operational teams.
 Business Analysis & IT Architecture (Enterprise / Solution /
Integration) year period was the Global SAP Treasury & SWIFT Implementation  Relationship management and Bank Representation with Payments
for British American Tobacco, direct responsibilities being: Associations, System vendors, Clearing Systems Operators / Market
 Project & Program Management using various Delivery
Infrastructures (Bankserv / SA Reserve Bank), SWIFT National Member
methodologies: Waterfall, Agile, Scrum, Kanban  SWIFT Service Bureau RFP & vendor selection
Group Board member.
 Managing people, budgets & IT service delivery (Dev/Ops)  Design and build of the Bank Communication Architecture  Responsible for the Banks direct Clearing System participation in Domestic &
 Working knowledge of: using the SWIFT interface Regional RTGS, Electronic Funds Transfer (Domestic ACH), Faster Payments
 Treasury / Core Banking systems  Managing the development team in building the SAP (RTC), Card Issuing (Visa), Account Verification Services, and SWIFT
Payments functions (SAP/PO/BCM) Correspondent Banks
 Payment Engines / Liquidity Management systems
 In 2017 David moved to Cape Town and joined EY
 Card Issuing / Acquiring systems  Overall responsibility for the project roll-out of SAP
Treasury to the Pilot country Malaysia, which went live  Central Bank of Swaziland – SAP Core Banking implementation: Led the
 SWIFT (FIN/FileAct/InterAct), SWIFT infrastructure, successfully in Sep ‘12. Architecture & Integration aspects
Service Bureaus
 TymeDigital – Operational Risk QA responsible for Payments
 Middleware & Integration systems
(MQ/WebMethods/Tibco/SAP PO)
 Financial messaging: MT, MX (ISO20022)
 Financial Sanctions screening, Regulatory Reporting
for Balance of Payments, AML & FATF
 Reconciliation systems (Accurate/Smartstream)
 Certified as a ‘SWIFT for Corporates’ Consultant

100
SRT6 - KEY PERSONNEL
David Power

KEY PERSONNEL

Name of Consultant: David Power

1. Type of Citizenship RSA Foreign Dual

2. Academic Qualification Postgraduate Degree Diploma Other

X X

Details:

 Sept 03 to Aug 04 Dublin City University, Dublin, Ireland, (Irish Association of Corporate Treasurers) - Graduate Certificate Corporate Treasury:
 Corporate Financial Management
 Accounting and Tax
 International Financial Markets
 Cash and Working Capital Management
 Funding
 Risk Management

 Jan 97 to Dec 98 University of Natal, Durban, South Africa, Bachelor of Commerce

Economics
Business Administration
 Jan 94 to Dec 96 University of Natal, Durban, South Africa, Bachelor of Social Science
 Marketing
 Economic History

101
SRT6 - KEY PERSONNEL continued
David Power

KEY PERSONNEL

Name of Consultant: David Power

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

Details:
 2000-2011: worked in Dublin & London for Bank of America and then Cargill in Treasury. Initially in Payments & Liquidity Management
Operations, then Front-Office Financial Risk Management, and then as a Treasury Manager. Lead numerous large-scale business and IT projects at
Cargill, including Implementing SWIFT for all C2B Bank Communications (replacing 250+ proprietary bank interfaces), designed the Global
Blueprint for all Payments interfaces for a SAP rollout to 120 countries, including a new SWIFT Service Bureau implementation.
 2011-2013: consulted on the Global SAP Treasury & SWIFT Implementation for British American Tobacco, responsible for the selection, design,
build & rollout of the new SWIFT & Payment infrastructure.
 2013-2017 Head of Payments at an Investment Bank (Investec South Africa), responsible for Payment operations, systems, architecture, strategy
and commercial aspects for the SA Banking Group. Managed the banks industry representation with SA Payments Associations, System vendors,
Clearing Systems Operators / Market Infrastructures, SWIFT National Member Group Board member. Responsible for the Banks direct Clearing
System participation in Domestic & Regional RTGS, Domestic ACH, Faster Payments (RTC), Card Issuing (Visa), Account Verification Services,
and SWIFT Correspondent Banks, as well as Balance of Payments reporting for BOPCUS / BOPCARD
 In 2017 joined EY – client projects to date: Central Bank of Swaziland – SAP Core Banking implementation: Led the Architecture & Integration
aspects. TymeDigital Bank – Quality Assurance sign-off of the Payments Infrastructure prior to bank launch. Qatar National Bank’s Global
Payments Gateway Strategy. Central Bank of Egypt Enterprise Architecture design, Core Banking and ERP selection project. Bill & Malinda
Gates Foundation – technical assessment of the Opensource ‘Mojaloop’ real-time payments system aimed at increasing financial inclusion, and a
gap analysis around user requirements and suitability for cross-border remittances, based on a case study of 4 African countries (Nigeria, Ghana,
Cote d’ Ivoire, Malawi)
4. Period with Company <1 year 1-3 years 4-7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

Clearance Number
Issuing Institution
Clearance Level
Validity Date

102
Academic Qualification
David Power

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103
 Pam Moodley
Associate Director

Engagement Manager & Stream 1: Business Architecture Lead

Office: +27 11 772 5151
Mobile: +27 66 303 9993
Email: [email protected]

Background Professional Skills Professional Experience continued

 Pam Moodley is an Associate Director based in Johannesburg,  Digital Transformation – Robotic Process Automation, Custom  Transformed a government student financial aid initiative from a BPR - people, process
South Africa. Analytics, Artificial Intelligence, Machine Learning, Optical Character and system implementation perspective through the implementation of a core banking
Recognition/Intelligent Character Recognition, Blockchain, Drone system (Phoenix – Harland Financial Services) for student loans as well as a mobile
 She has over 23 years of experience in Information
Technology, Augmented/Virtual/Mixed Reality, Mobile Apps and
Technology across various sectors in terms of financial payment solution for disbursement and utilisation control of the loans.
Process Mining
services sector (banking, insurance, and wealth & capital  Innovation and Design Thinking
markets), government & public sector and technology sector.  Project managed, designed and implemented the Enterprise Architecture for i) a core
 Data Management, Data Analysis and Data Visualisation banking system (Flexcube - Retail) for the lending and liability products, and ii) a
 Pam has successfully led multi-disciplinary teams across  Programme and Project Management collections management workflow system (Credit Ease ) in a bank. This initiative
numerous projects and through complex, major transformation  Enterprise Architecture - Business Architecture, Application included defining the Business Process Architecture, Services Architecture, Application
programmes. Architecture, Data Architecture, Technology Architecture Architecture, Product Architecture, Organisation Design, Target Operating Model, and
 Her recent digital transformation initiative involved leading  Business Process Management, Business Process Analysis & Business Integration Architecture.
Africa Assurance Digital Innovation as the Innovation Leader, Process Reengineering
Digital Architect and Programme Manager which included  Business Analysis  Designed and implemented the new Enterprise Architecture, Solution Architecture and
defining, designing, building, implementing and providing  Software Development Integration Architecture for a collections management system (Debt Manager - FICO)
training on digital capabilities and solutions in terms of  Software Testing in a bank. Saved the bank +/-R10 million per annum in consolidating from 8 different
Robotic Process Automation (RPA), Custom Analytics, Smart  Solution Architecture and Design systems across the business down to 1 system.
Technologies - OCR/ICR, Artificial Intelligence, Machine
 Integration Architecture  Analysed and defined the business model and business processes for a banks’ capital
Learning, Blockchain, Drone Technology,
Augmented/Virtual/Mixed Reality, Mobile Apps and Process units investor services area which comprised the derivatives clearing and settlement,
Mining. Professional Experience bond and equity clearing and settlement, unit trust and custodial operations
 Pam currently leads the Technology Consulting – Technology  Created and provided training on How to Build a World Class departments. This work also included identifying the risk, legal and legislation
Transformation domain which oversees IT Strategy; IT Enterprise Architecture Capability to the largest bank in Turkey. requirements, as well as identifying the systems in place for each of the processes.
Operating Model Design and IT Functions Transformation; as  Defined the Enterprise Architecture and implemented an EA Tool  Defined and implemented the IT Engineering Processes in compliance with CMMi and
well as Enterprise Architecture. for the largest health insurance provider in Abu Dhabi, United Arab ISO and aligned to PMBoK, BABoK, Zachman Framework, COBIT and ITIL in a large
Emirates. insurance company and achieved CMMi Level 2 and CMMi Level 3 accreditation.
 Defined the Enterprise Architecture and implemented an EA Tool
for the largest bank in Dubai, United Arab Emirates.  Managed the business unit responsible for designing, developing, maintaining and
 Project managed and designed the Business Architecture and IT supporting the Money Market, Bond, Equity (financial) derivatives and Commodity
Architecture - As-Is process definition and To-Be solution design, as (agricultural) derivatives Trading Systems, Treasury Management, and Clearing and
Qualifications well as the ERP Vendor Selection for an African Countries National Settlement systems used by Traders, Banks, Clearing Houses and Exchanges.
Airline.
 B.Com (Informatics) degree with majors in Information  Defined, developed, implemented, maintained and supported Treasury Management,
 Project managed and designed the Enterprise Architecture for a Clearing and Settlement, SWIFT STP, SAMOS, NPS, Repos and Margins, Pledges,
Systems and Business Management through UNISA.
Government Medical Scheme which included the Architecture Immobilisation of Money Market Instruments – FIR, and Money Market Internet
 Diploma in Datametrics through UNISA. Governance and the current and target state Business Process System (MMIS) solutions for the FINANCIAL SERVICES COMPANY A.
 TOGAF9 certified through The Open Group for Enterprise Architecture, Data Architecture, Application Architecture,
Architecture, Information Flow and Interfaces, and a set of requirements for 3
prioritised, key Strategic Initiatives that will inform the
 Prince2 certified through APMG for Project Management, organization's procurement process and serve as input into the
 Certified Tester Foundation Level and Agile Tester Certified Terms of Reference for an ERP Vendor Selection.
through ISTQB for Software Testing.

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Pam Moodley

KEY PERSONNEL

Name of Consultant: Pamindri (Pam) Moodley

1. Type of Citizenship RSA Foreign Dual
X

2. Academic Qualification Postgraduate Degree Diploma Other

X X X

Details:
 TOGAF9
 B.Com Informatics
 Diploma in Datametrics

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:
 Led the Collections Management Enterprise Architecture and systems implementation for an SA Big 4 bank and saved the bank R10M per
annum.
 Led the Enterprise Architecture, BPR and Core Banking system upgrade for an SA bank with target clients focused in the Mining sector.
 Defined the Enterprise Architecture for the largest bank in Dubai, UAE.
 Created and provided training on How to Build a World Class Enterprise Architecture Capability to the largest bank in Turkey.

4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

105
Academic Qualification
Pam Moodley

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106
 Sara Holloway
Senior Manager

Strategy and Operating Model Consultant

Office: +27 11 772 3764
Mobile: +27 76 163 3404
Email: [email protected]

Background Professional Experience Professional Experience continued

Financial sector regulator
 Sara is an experienced strategy and innovation consultant
 Led the development and implementation of a cross-regulator EY wavespaceTM Johannesburg
serving clients across the Financial Services, Government and
Healthcare sectors. Sara has led engagements in strategy Innovation Hub designed to foster responsible innovation in the  Supported the launch of an EY innovation space blending new technologies and new
South African financial sector ways of working (e.g., agile, design thinking)
definition and development, innovation activation, operating
model design and implementation, and customer experience
transformation. Sara supported the launch of the EY  Conducted extensive stakeholder engagement and facilitated 20+  Led the design and facilitation of 40+ internal EY and client workshops
wavespaceTM Johannesburg, an innovation space designed to collaborative in-person and virtual workshops to ensure
inspire our clients to think differently, deconstruct challenges commitment to a shared vision
and develop solutions with speed. South African provincial government
 Co-created the business and operating model of the Innovation Hub
 Managed a 20+ person team to conduct a feasibility study of a state-owned bank for a
 She has 10+ years professional experience. Prior to joining EY provincial government agency
South Africa, Sara worked in the United States, Latin America,  Designed and managed the digital launch of the Innovation Hub,
Europe, and the Middle East . including the development of a public-facing website, establishment
of a social media presence, and production of livestreamed events  Led the market analysis and business and operating model design modules and managed
delivery of risk, financial and economic impact assessments
 Oversaw the Innovation Hub for several months to embed
operations
Wealth and asset management company
Qualifications  For a prominent South African wealth and asset management firm, completed a strategic
Qatari retail and corporate bank review of the competitive landscape emphasising future-looking product and service
 Sara holds a B.A. in Sociology from Princeton University differentiators, partnerships and joint ventures, and global industry trends
 Contributed to the development of a turnaround strategy and
 Master of Public Administration jointly awarded by Columbia implementation roadmap for a Qatari bank
University’s School for International and Public Affairs and The
London School of Economics. Global tobacco grower
 Led delivery of the local market and global trends assessment and  Defined a new purpose and identified new business models for a global contract tobacco
operational gap analysis, designed and facilitated a two-day strategic grower
Professional Skills alignment session to validate findings and co-create high-level
strategic plan and implementation roadmap
 Sara integrates analytical rigour with expertise in:  Conducted detailed market analyses of new business ventures including crop
diversification, next-gen smoking products, and agricultural services
 workshop design and
 facilitation,
 design thinking and
 agile methodologies.

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SRT6 - KEY PERSONNEL
Sara Holloway

KEY PERSONNEL

Name of Consultant: Sara Holloway

1. Type of Citizenship RSA Foreign Dual

USA
2. Academic Qualification Postgraduate Degree Diploma Other

Details:

Masters in Business Administration

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

Details:

7 years strategy consulting with EY; 5 years in Public/Social Service (Education, SMME development, Community Banking)
4. Period with Company <1 year 1-3 years 4-7 years >7 years

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number N/A
Issuing Institution FINANCIAL SERVICES COMPANY A
Clearance Level N/A
Validity Date N/A

108
Academic Qualification
Sara Holloway

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109
Academic Qualification
Sara Holloway

IMAGE DELETED

110
 Thejal Hansrajh
Associate

Architecture Consultant
Tel: +27 11 772 3000
Mobile: +27 60 5099 280
Email: [email protected]

Professional Skills
Background
 Databases (MS Access and MS SQL server and relational database)
 Currently an Associate within Ernst & Young in the IT Transformation practice,
 Ability to create and edit databases on SQL server. (queries, reports and linking to Visual Studio)
focusing on Technology consulting.
 Program coding for following systems: Visual Basic, HTML and C#
 Joined Ernst & Young in October 2020 and is based in the Johannesburg office.
 General Computer Literacy: Level 4 - Advanced Computing and Applications
 Languages: English & Afrikaans
 Microsoft Office (Word, Excel, Access, PowerPoint and Visio)

Qualifications
 Thejal holds a B.Com Information Systems Honours degree- obtained at
University of KwaZulu-Natal (2020) Professional Experience
 She also holds a B.Com degree in Information Systems and Marketing (2017 –  Gathering business requirements
2019)
 She graduated Grade 12 (Merit Certificate) from Northland’s Girls’ High School  Defining of business requirements
(2012 – 2016)  Stakeholder Management for interaction with clients and stakeholders
 Assisted in the input into data models
 Assisted in the input into process diagrams
 Sales & Marketing (Retail Sales, Brand Activations)
 Social Media Marketing for SME’s (Facebook, Instagram, Twitter and LinkedIn

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SRT6 - KEY PERSONNEL
Thejal Hansrajh

KEY PERSONNEL

Name of Consultant: Thejal Hansrajh

1. Type of Citizenship RSA Foreign Dual
X
2. Academic Qualification Postgraduate Degree Diploma Other
X
Details:

 B.Com Information Systems Honours degree (2020)

 B.Com (Information Systems and Marketing)- (2017 – 2019)
3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:
 Gathering business requirements
 Defining of business requirements
 Stakeholder Management for interaction with clients and stakeholders
 Assisted in the input into data models
 Assisted in the input into process diagrams
4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

112
Academic Qualification
Thejal Hansrajh

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113
 Hayley Haupt
Partner

Operating Model & Organisational Structure Specialist & Stream 2: Target Operating Model & Business Process Re-engineering Lead
Office: +27 11 502 0428
Mobile: +27 76 453 1441
Email: [email protected]

Background Professional Experience Professional Experience continued

 Hayley is a Partner in EY’s People Advisory Services practice Strategy, Innovation and Business Model
Digital & Innovation
in Africa. She has experience delivering strategy, innovation,  Hayley has led strategy engagements including the development of strategy, strategy  Hayley has worked with the Gauteng Department of Economic
business and operating model design and large transformation implementation, business model design or operating model design across various industries
Development in developing a digital banking strategy designed to
projects, including change and organisational design over the last ten plus years
increase access to banking services for the unbanked
interventions across several industries including Financial  She has worked within the financial services sector to develop a cross regulatory innovation  She has engaged with clients across industries developing and
Services, Public Sector & State Owned entities and Mining & capability designed to facilitate the seamless integration of new entrants, products and services
refining their digital strategies
Metals. in the market. This requires engagement across both the prudential and financial sector conduct  She is currently leading the development of an innovation
authorities as well as the other departments within the purview of the South African Central
capability for the FINANCIAL SERVICES COMPANY A. In this
 She is a Director in Ernst & Young’s Advisory Services Bank (FINANCIAL SERVICES COMPANY A). She is currently engaging in building a cross
role, she has designed the innovation capability operating and
responsible for the Workforce Advisory practices in Sub- regulatory digital front end for accessing this innovation capability as well as building out the
model and blueprint and leads the subsequent testing and
Saharan Africa. back end capabilities required to create a seamless client experience. .
implementation
 Hayley is working with the South African Central Bank to design and implement an internal  She currently leads the development of a front end digital
 Hayley has worked with Clients in Southern and Sub Saharan innovation capability with the objective of understanding the complexities of new products and
capability for a cross regulatory Innovation capability as well as
Africa, the United States, Europe, the Unites Arab Emirates, services and the resultant implications on policy and regulatory frameworks
building out the back end capabilities required to create a seamless
Turkey, India and Indonesia. Hayley is a Partner in Ernst &  Within the insurance industry, Hayley has designed and developed customer journeys and
client experience.
Young’s Advisory Services responsible for Digital Strategy and service blueprints for Customer Tax Operations to ensure the robustness of the newly designed
Transformation across Sub-Saharan Africa. She has worked and implemented operating model and service catalogue in line with customer requirements
Transformation
with companies along their strategic and operational  She has worked within the Insurance industry assisting organizations in developing and
transformation journeys assisting them in transforming their refining their strategies, defining execution options and developing business and operating
 Hayley led the Strategic Transformation Management Office for the
strategies, designing and enhancing operating models, models for targeting different sectors of the market international expansion of a large logistics company. This large
accelerating strategic execution through change experience  She has developed business or operating models for several large organizations, including scale operating model implementation and expansion across Africa
and embracing innovation. defining the flow of value through the organization's value chain and defining capabilities or included management of a team of resources, integrating with the
core competencies that develop competitive advantage business and driving agile implementation across 7 key work-
 Hayley has a PhD in Synthetic Organic Chemistry.  Across industries, Hayley has developed innovation models and management processes to streams. Critical to the success of this implementation was
support development of new products increasing organizations ability to innovate & manage identification and management of key risks, the ability to identify
innovation potential hindrances to implementation and to work directly with
the CEO to resolve issues in real time.
Professional Skills  She has worked as part of global integrated team on strategic
 Business Strategy and Business Model Innovation & assessment and turnaround strategy of Africa’s largest power utility.
Design She led the work-stream and team for the design blueprint of
 Innovation & Innovation Management Operating Model Design Turnaround Management Office to manage identified critical issues
 Digital Strategy  Hayley has developed operating and strategy execution models for several organizations across affecting performance. She worked across work-streams to ensure
 Strategic planning and execution various industries key integration points were seamless and to ensure holistic change
 Business and Operating Model design  She has provided strategic advice on operating model blueprint design, capability assessment protocols were developed for implementation.
 Business strategy enablement and implementation for several large international financial and insurance institutions
 Hayley is currently part of a multidisciplinary team driving the
 Facilitation & Design Thinking  She led the team responsible for the strategy articulation, operating and business model feasibility, strategy and positioning of a gas solution for the South
 Process design, analysis & optimization development for two divisions within a large insurance company. This included a view on African economy
 Large scale transformation change and stakeholder protocols to create visibility on each division’s unique value
 Program & portfolio management proposition
 Hayley has worked with a large Telco on a detailed restructure and organizational design
across multiple business units. This included the definition of the change
strategy ,communication plan and implementation roadmap to assist the organization in
managing the change and embed the new operating mode/design in the organization

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Hayley Haupt

KEY PERSONNEL

Name of Consultant: Hayley Claire Haupt

1. Type of Citizenship RSA Foreign Dual

X
2. Academic Qualification Postgraduate Degree Diploma Other

Details:

 M.Sc (Chemistry), PhD (Chemistry)

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

Details:

 Hayley has developed operating and strategy execution models for several organizations across various industries

 She has provided strategic advice on operating model blueprint design, capability assessment and implementation for several large international financial
and insurance institutions

 She led the team responsible for the strategy articulation, operating and business model development for two divisions within a large insurance company.
This included a view on change and stakeholder protocols to create visibility on each division’s unique value proposition
4. Period with Company <1 year 1-3 years 4-7 years >7 years

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number P99915136
Issuing Institution FINANCIAL SERVICES COMPANY A
Clearance Level To be confirmed
Validity Date To be confirmed

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Academic Qualification
Hayley Haupt

IMAGE DELETED

116
 Toinette Piek
Executive Director,

Operating Model, Business Process Re-engineering and Change Management Lead

Office: +27 11 772 3290
Mobile: +27 64 751 0707
Email: [email protected]

Background Professional Experience

 Toinette is a skilled Human Capital Practitioner within our People  Public sector, financial services: Engagement lead for the design of an IT strategy, supporting architecture, operating model, organisational design and
Advisory Services team specialising in human capital disciplines skills gap assessment.
with particular focus on organisational design, skills development,  Telecoms: Engagement lead for the design of operating model and supporting organisational structure. Deliverables included change management and
change management, communication, talent management, learning transition planning.
and development, risk and project management.  Public sector, financial services: Led the organisational design workstream for the development of TOM’s. This included the development of TOM’s,
 Toinette has more than sixteen years experience in a broad range of functional and organisational structures, role profiles and supporting with implementation.
human capital capabilities across the Human Resources value chain.  Public sector, financial services: Led the organisational design workstream for a number of departments linked to a broader organisational renewal
 Toinette has worked extensively in both the government and private project for a Central Bank. This included the development of TOM’s, functional and organisational structures, processes, role profiles, career ladders,
sectors. supporting implementation frameworks and managing the transition.
 Toinette is a certificated Insights Discovery Practitioner  Private sector, financial services: Led the team that revised the operating model and organisational structure to support the launch of a customer
centric, digital strategy and a transactional banking product. EY was to recommend short term, medium term and long term changes to the operating
model and structure.
 National Government- Central Bank: Developed a full suite of detailed technical competency frameworks for a Central Bank covering all job families
Professional Skills in the organisation.
 Organisational design  Public sector, financial services: Developed a full suite of detailed technical competency frameworks for a Central Bank covering all job families in
 Change and business transformation management the organisation.
 Project management  Public sector, financial services: Development of career ladders for various specialist roles within a Central Bank.
 Skills development  Public sector, utilities: Stream lead for employee transitioning and implementation of new organisation structure which entailed the enablement of a
 Skills transfer shared services centre.


 Private sector, financial services: Change lead for the implementation of a new target operating model and the establishment of a shared services
Talent management and development
centre.
 Communication
 Private sector, financial services: Change lead for the implementation of a group wide SAP Budgeting, Planning and Consolidation solution.
 Human capital risk design and assessments
 Private sector, oil and gas: Provided strategic and tactical change management support for the implementation of robotics in the organisation.
 Performance improvement reviews
 Private sector, financial services: Provided strategic and tactical change management support for the implementation of robotics in the organisation.
 Private sector, oil and gas: Provided strategic and tactical change management support for the implementation of robotics in the organisation.
 Private sector, mining and metals: Provided strategic and tactical change management support for the implementation of robotics in the organisation.
 Private sector, consumer products: Change management lead for the mobilise and prepare phase of the implementation of SAP S4HANA across 6
workstreams (order to cash, procure to pay, record to report, warehouse to logistics, plant maintenance and plan to produce) in all entities of the
Nigerian Brewery operations.

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Toinette Piek

KEY PERSONNEL

Name of Consultant: Toinette Piek

1. Type of Citizenship RSA Foreign Dual
X
2. Academic Qualification Postgraduate Degree Diploma Other
X

Details:

 Bachelor of Arts- Applied Psychology in a Professional Context- UNISA 2016

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 Public sector, financial services: Engagement lead for the design of an IT strategy, supporting architecture, operating model, organisational
design and skills gap assessment.

 Private sector, financial services: Led the team that revised the operating model and organisational structure to support the launch of a customer
centric, digital strategy and a transactional banking product. EY was to recommend short term, medium term and long term changes to the
operating model and structure.
4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

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Academic Qualification
Toinette Piek

IMAGE DELETED

119
 Geraldine Mervitz
Senior Manager

Operating Model and Change Management Senior Consultant

Office: +27 11 772 3558
Mobile: +27 60 658 2948
Email: [email protected]

Background Professional Experience Professional Experience continued

 Geraldine is a Senior Manager in EY’s People Advisory Services
 Managed organisational design and change management (including
practice in Johannesburg, South Africa.
 Conducted a recruitment and selection audit at private and public
communications) and process activities for various public and private
sector clients
 She has consulted widely on issues relating to strategy design, sector clients
operating models, organisation design, organisation capability  Conducted training audits at a private sector client
 Worked with Executives on organisation design project (including
and effectiveness, change management, HR process
improvement, remuneration and benefits and HR risk, audit, due value chain mapping), and designing career paths for core job
 Conducted an HR policy adequacy review at a private sector client
diligence and post merger integration assignments.  Conducted independent remuneration reviews for private sector
families
 Geraldine’s industry experience includes, financial services,  Worked with Executives to analyse core competencies and built a clients
consumer business, technology, manufacturing, public sector,
mining, energy, telecommunications and media. capability model to assess business operations  Performed remuneration strategy and remuneration policy reviews
 Conducted job analysis and compiled job profiles for various public  Assisted with Non–Executive Director board pay and policy
sector and private sector clients  Conducted customised total reward benchmarking surveys in South
 Assisted with job evaluation for private and public sector clients Africa and Africa for private and public sector clients
Qualifications  Performed pay scale design for a private sector client
 Provided Change Management Services to the VAF Wholesale
 LLB degree from the University of the Witwatersrand
Finance Programme  Designed short term and long term incentive schemes for private
 BA degree from the University of the Witwatersrand sector clients
 Assisted public sector entities with stakeholder engagement and
 Post graduate certification in Organisational Development management  Conducted a review of the remuneration framework applied to
(UNISA)
 Worked with senior management to improve human capital processes public office bearers in local government by identifying any
 Post graduate diploma in Management (Wits).
(recruiting, learning management, performance appraisal, rewards and challenges on remuneration, benefits and allowances that includes
 She is also a certified Prosci Change Management Practitioner. amongst others pension and medical aid.
recognition, career development, communications and change
management)  Provision of strategic HR advice and support in relation to sale of
.  Worked in conjunction with developers to automate select HR business, executive compensation, mergers and acquisitions
processes transactions
Professional Skills  Project managed the rollout of training and coaching activities for the  Extensive experience in HR buy side and sell side due diligences
 Operating Model and Organisational Design Future Retail Programme for an automotive client and independent business reviews across various sectors in the
 Job Analysis and Design and Job Evaluation  Performed HR maturity and risks assessments for banks and private sector
 Remuneration and benefits insurance companies
 HR Risk and Audit  Conducted performance management audits for public sector client
 HR Due Diligence and Post Merger Integration
 Change Management and Stakeholder
Management/ Facilitation
 HR Business Process Improvement
 Project Management
 Research

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Geraldine Mervitz

KEY PERSONNEL

Name of Consultant: Geraldine Mervitz

1. Type of Citizenship RSA Foreign Dual
X

2. Academic Qualification Postgraduate Degree Diploma Other

X X

Details:
 Bachelor of Arts- University of the Witwatersrand, 1998
 Bachelor of Laws – University of the Witwatersrand, 2000
 Postgraduate Diploma in Management – Wits Business School, 2001
 Advanced Diploma in Organisational Development – UNISA, 2008
3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 People Advisory Services (Target Operating Model, Organisation Design, Job Profiling, Change Management)

4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X

Clearance Number
Issuing Institution
Clearance Level
Validity Date

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Academic Qualification
Geraldine Mervitz

IMAGES DELETED

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Academic Qualification
Geraldine Mervitz

IMAGES DELETED

123
 Sascha Sher
Assistant Manager

Operating Model Consultant

Office: +27 11 502 0960
Mobile: +27 73 702 3196
Email: [email protected]

Background Professional Experience

► Sascha is an Assistant Manager at Ernst & Young Advisory (People  Telecommunications provider: Provided a broad rage of organisational transformation support including: assisting with the design of the service delivery
Advisory Services). model, macro and micro structures, job analysis and the development of job profiles. Assisted with project, stakeholder management and change
► He has more than 6 years experience in consulting. management interventions
► He joined EY in 2016 and is based in the Johannesburg office.  The Land and Agricultural Development Bank of South Africa: assisted with the development and design of the IT Department service delivery model,
organisational macro and micro structures. Assisted with project and stakeholder management and change management interventions.
 Department of Rural Development and Land Reform: Provided a broad rage of organisational transformation support including: job profiling, job
Qualifications evaluation, assisted with the design and development of micro structures
 Various public sector clients: Assisted with the compilation and review of competency frameworks
 He holds a B.Sc degree in Economics from Oglethorpe  Namibian Civil Aviation Authority: Provided a broad rage of organisational transformation support including: job profiling, job evaluation, updating of
University in the United States.
 He a certified Prosci Change Management Practitioner the organisational structure, conducted remuneration benchmarking and salary structuring
 National Skills Fund: Provided a broad rage of organisational transformation support including: job profiling, job evaluation, designed and developed
macro and micro structures, assisted with placing the senior and general staff into the new organisational structure
 Office of the Valuer General: Provided a broad rage of organisational transformation support including: job profiling, job evaluation, assisted with design
Professional Skills and development of the organisational structure as well as remuneration benchmarking and salary structuring
 Organisational Design
 The Bombela Concession Company: Conducted job evaluation, remuneration benchmarking, salary structuring and updated remuneration policy.
 Job Analysis and Design
 WSP Group Africa (Pty) Ltd: Graded all positions in the organisation using the EY RVI job evaluation tool
 Job Evaluation
 Sandvik: Conducted a customised remuneration and benefits survey
 Competency frameworks
 SADC: Job evaluation audit
 Reward
 Responsible for providing benchmarking for general staff, executives, and non-executives directors in the public and private sector across South Africa,
Botswana, Namibia,
 Project & stakeholder management
 Assisted with the design of Non–Executive Director board pay and policy for various public sector and private sector clients
 HR Due Diligence and post merger integration
 funding Minimum Shareholding Requirements for a JSE client
 Change management
 Conducted strategy research for a JSE listed client
 Performance Management
 Provided remuneration training services to public and private sector clients
 Data analysis
 Research

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Sascha Sher

KEY PERSONNEL

Name of Consultant: Sascha Sher

1. Type of Citizenship RSA Foreign Dual
X

2. Academic Qualification Postgraduate Degree Diploma Other

X

Details:

 Bachelors of Science: Economics - Oglethorpe University, 2013

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 People Advisory Services (Target Operating Model, Organisation Design, Job Profiling)

4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

125
Academic Qualification
Sascha Sher

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126
 Saravana Ganesan S
Manager

Business Process Senior Consultant

Office: +91 8939887636
Mobile: +91 8939887636
Email: [email protected]

Background Professional Experience Professional Experience continued

 Saravana Ganesan is a Bangalore based leader at EY, and is
 Saravana is currently working as Delivery Manager at EY Global  He has come up with Migration, Implementation and cut over strategies for several
part of Banking and Capital Markets (Global Delivery Delivery Services and part of Banking and Capital markets team implementations
Services Division)
 He has anchored the solution design and architecture for a Digital  Saravana has also lead several programs in the role of a Program Manager. He has
 Saravana has 21 years of experience in leading large scale
Bank which involves automatic onboarding, automatic servicing, the required expertise in handling the transformation programs with end to end
technology transformation initiatives with a focus on leading
KYC process. Solution design for branchless banking responsibility of implementing Finacle suite of products. He has handled a major
the Delivery right from inception till end (SOW, Planning,
Execution, Cutover & Stabilization) transformation program for one of the Global Banks (39 country roll out)
 Saravana has handled many implementation projects in the Role of
 His broad experience spans across large-scale Finacle Delivery Lead - Executed the projects in Agile & Waterfall model.  He has managed a unit of about 75+ members strong (in an onshore / offshore
implementation in Core and Digital Banking and responsible Have guided the Bank from planning phase till cutover and model), delivering various programs across Corporate and Retail Banking space
for Program Management, Delivery Management, solution / stabilization phase including Regulatory Reporting requirements of CRM, Core, Internet Banking,
architecture design for leading Banks in Middle East, Africa Mobile Banking, Alerts and Treasury
and SEA regions  He has rich experience in Solution Design, customization and
 Have handled multiple projects in Agile & Waterfall model interfaces. He has anchored the interface / Solutioning in the role of  He has played a role of Vendor Manager as well. He has handled 75+ team members
a Senior consultant for the major bank transformation in Egypt in vendors during one of the transformation program in Kuwait
 Digital Bank Design – Automation of KYC, Onboarding,
Branchless Banking & related regulatory functionalities  Saravana has provided the solution design and architecture for one  Expertise in Implementation, migration strategy from legacy and customization
of the major payments Bank in India which has a very complex according to bank needs. He is having expertise in both Agile and Waterfall
landscape. He has guided the Bank’s team by suggesting best methodologies
suitable approach for the Bank
Qualifications
 He was the Program Manager for the largest Bank in Philippines for  Have worked across the globe with the clients in Middle East, Egypt, India, Africa &
their expansion in Singapore region. He has provided his technical SEA
 B.Sc Computer Science expertise by spearheading the Cloud team for implementation. This
 Master of Computer Applications is the First Cloud Implementation project in Finacle with Managed
 Certificate Course in Java Programming Services (end to end responsibility) offering  Saravana has managed the post go-live support needs, maintenance & managed
 Higher Diploma in Software Engineering services for clients across various geographies and has ensured to provide support as
 AZ-900 Azure Fundamentals  Have handled several customization & interface projects with end per the contractual SLAs
 Oracle 9i Database Administrator Certification to end responsibility which includes architecture design, review and
interaction with various stakeholders
Professional Skills
 Extensive experience in Leading the Delivery, Solution /
Architecture design while incorporating the best fit model for
the Bank
 Have anchored and delivered major Banking transformation
on Cloud (AWS), in a complex landscape with end to end
responsibility from design to delivery
 He is a Major Program Transformation specialist of Core and
Digital (Finacle E2E Transformation)

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Saravana Ganesan S

KEY PERSONNEL

Name of Consultant: Saravana Ganesan S

1. Type of Citizenship RSA Foreign Dual

X

India
2. Academic Qualification Postgraduate Degree Diploma Other
X

Details:

 B.Sc Computer Science

 Master of Computer Applications
3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 Extensive experience in Leading the Delivery, Solution / Architecture design while incorporating the best fit model for the Bank
 Major Program Transformation specialist of Core and Digital (Finacle E2E Transformation)
4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

128
Academic Qualification
Saravana Ganesan S

IMAGE DELETED

129
Academic Qualification
Saravana Ganesan S

IMAGES DELETED

130
Academic Qualification
Saravana Ganesan S

IMAGE DELETED

131
Academic Qualification
Saravana Ganesan S

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132
 Zahraa Noorbhai
Associate

Business Process Consultant

Office: +27 11 772 3000
Mobile: +27 83 3320 1035
Email: [email protected]

Background Professional Experience Professional Experience continued

 Zahraa Noorbhai is an Associate with EY’s Consulting, Data  Analysed Meta Management and Requirements aligned to Industry  Analysed the consumer goods company’s process flow and was able to highlight the
and Analytics, practice based in Johannesburg, South Africa. Standards. route cause of the inefficiency in production

 She is dedicated to continued learning and growth. She has  Analysed and developed Business Metadata  Performed on site analysis and communication with various stakeholders in
varying interests and abilities with work experience in both understanding their role in the problem
industry and business. Zahraa has an advanced ability to think  Data Governance, Data Quality and Dimensions.
critically and develop creative and viable solutions to  Re-designed and optimised the process flow to increase production rate and assist in
problems using sound logic and data.  Business Maturity according to Maturity Models and business the companies continuous improvement and development
compliance.
 Proposed an improved system for monitoring production and assisted in
 Performed the following at a transnational Consumer goods implementation
Qualifications company:
 Understood business requirements and optimised workflow
 Analysed their utility management and understanding their
 She graduated with a B.Sc Honours degree in Industrial current and optimal consumption rates  Used data analysis to problem solve and highlighted key dependencies in business
Engineering from the University of Witwatersrand in 2019.
 Set up their online utility management system for maximum
visibility and thus optimal energy usage

Professional Skills  Implemented and monitored the system through alerts and
notifications
 Data Analysis
 Advanced - Microsoft Office Suite  Performed problem solving and trouble shooting in
 Lean developing the optimal consumption system
 6 sigma
 Leadership  Assisted in reducing excess expenses by massively reducing
 Public Speaking the energy consumption – enabled by the online utility
 Problem Solving management system
 Communication and Technical Writing
 System Simulation – Simio  The visibility created by the new system helped drop the
water consumption by 15%
 SQL Server
 Power BI

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Zahraa Noorbhai

KEY PERSONNEL

Name of Consultant: Zahraa Noorbhai

1. Type of Citizenship RSA Foreign Dual

X
2. Academic Qualification Postgraduate Degree Diploma Other

Details:

 B.Sc Industrial Engineering – University of Witwatersrand

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

Details: Graduated in December 2019. Employed in EY from August 2020 – present.

 Analysed the consumer goods company’s process flow and was able to highlight the route cause of the inefficiency in production

 Re-designed and optimised the process flow to increase production rate and assist in the companies continuous improvement and development
4. Period with Company <1 year 1-3 years 4-7 years >7 years

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

134
Academic Qualification
Zahraa Noorbhai

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135
 Rehema Rashid
Senior Manager

Stream 3: Conceptual and Logical Architecture Lead

Office:+27 11 502 0454
Mobile: +27 72 586 0387
Email: [email protected]

Background Professional Experience Professional Experience continued

 Rehema was a Pega Customer Service implementation Lead for a  Chief Architect on an engagement to assist one of the regulatory bodies in
Rehema is a Senior Manager in Consulting with experience of over
10 years. She joined EY South Africa in November 2011 having Financial Services organisation: Led the team to deliver Agent establishing an Enterprise Architecture capability. Held stakeholder
previously worked in Ernst & Young Kenya for two years and is Onboarding and Customer Enrolment. workshops and interviews, and reviewed documentation to deliver a
based in the Johannesburg office. She is proficient in written and  Pega CLM and CS implementation for Financial Services current state report of the organisation and determine the need for an
spoken English and Kiswahili and understands basic French.
organisation. Enterprise Architecture capability. Developed the design of the EA
 Part of the project team that implemented Pega CLM and CS to capability which included the business drivers, the EA charter, principles,
Qualifications automate the client onboarding journey. EA processes, governance and an implementation roadmap.
 Senior Business Analyst responsible for defining user stories and  Was part of a team that developed a 5 year IT strategy for a Government
 Rehema holds an MBA in Strategic Management from the
coordinating the developers on the requirements for each sprint. Department, and was responsible for advising on IT governance in
United States International University (2010) .
 Supported the testing team in executing SIT and worked with the alignment with the Corporate Governance of ICT Policy Framework
 Bachelor of Science Degree in Information Technology from
client ensure UAT is successful. (CGICT PF) and COBIT 5.
Jomo Kenyatta University of Agriculture and Technology
 Responsible for Product Lifecycle Management (PDFS) and User  Programme Assurance and IT Audit Experience:
(2005).
Management roles of the solution. Defined product templates and  Provided project assurance for a large government institution
 She is also a Certified Information Systems Auditor (CISA)
products to be used across the Customer Lifecycle. implementing SAP to adequately report on fixed assets. Attended all
(Non – Practising) and is a member of the ISACA Organization,
 Lead architect to develop the conceptual logistics architecture. project meetings, reviewed project documentation and monitored project
South Africa Chapter.
 Led a team to develop an IT strategy and detailed roadmap to enable progress against a critical controls framework.
 TOGAF 9 Certified.
enterprise modernisation for a Financial Services organisation. This  Performed pre go-live assessment and post go-live analysis for two banks
Professional Skills included engaging with C-Suite and other business leaders to in Kenya. Reviewed the AS-IS and TO-BE business processes, security
 Enterprise Architecture. understand the business strategy, IT capabilities and develop a 3 years controls and data migration processes.
 Business Process Management. strategy and roadmap.  Conducted a health check for a Project Management Office (PMO) for a
 Design Thinking.  Lead consultant in the IT strategy and operating model stream for a government institution by reviewing people, processes and technology
 Solution Delivery. Development Finance Institution that was undertaking a review of the within the PMO. Provided recommendations and facilitated workshops to
 IT Strategy. IT Strategy and IT Operating model. assist the client in preparing a PMO charter, PMO mandate and refine
 IT General Controls.  Lead architect in a global / mult-icompany logistics organisation to project origination processes.
 IT Risk Assessment. design conceptual architectures and interfaces across the various
 Application and IT Dependent Manual Controls. domains, in order to enable implementation of an enterprise back
office solution on SAP S4HANA.
 Information Systems Audit and ERP reviews.
 IT Governance.
 Lead strategist on an engagement to deliver an IT Strategy for a Industry Experience
Customs Union organisation.
 IT Internal Audit.  Industry specific experience includes financial services,
 Lead Architect on an engagement to assist a National Oil Company to
 Project Management. logistics, government, retail, oil & gas, power & utilities.
establish an Enterprise Architecture capability and develop
 Project Assurance.
architecture content. Defined the EA framework and developed
business, technology, application and data architectures.

136
SRT6 - KEY PERSONNEL
Rehema Rashid

KEY PERSONNEL

Name of Consultant: Rehema Rashid

1. Type of Citizenship RSA Foreign Dual
X

Kenya
2. Academic Qualification Postgraduate Degree Diploma Other
X X X

Details:

 Bachelor of Science Degree in Information Technology from Jomo Kenyatta University of Agriculture and Technology (2005).
 Certified Information Systems Auditor (CISA) (Non – Practising)
 TOGAF 9 Certification

3. Relevant Experience <2 years 2-5 years 6-10 years >10 year
X

Details:

 Enterprise Architect, IT Strategy, and IT Operating Models & IT Functions Transformation Specialist.

4. Period with Company <1 year 1-3 years 4-7 years >7 years
X

5. Position in Company Owner / Director / Partner Manager Professional Other

X

6. Security Clearance Status Security Clearance YES NO

X

Clearance Number
Issuing Institution
Clearance Level
Validity Date

137
Academic Qualification
Rehema Rashid

IMAGES DELETED

138
 Hitender Saxena
Manager

IT Architect
Office:+91-9871112371
Mobile: +91-9871112371
Email: [email protected]

Background Professional Experience Professional Experience continued

Infrastructure security
 Hitender is a Manager within EY Consulting, and has over 15 years of Cloud
 Actively involved in Audits for the clients and supporting from
experience in IT Infrastructure management, Security, and Cloud  Managed IaaS environment on Cloud, supported multiple platforms including
Server Infra end
Computing. AWS, Azure and Bizcloud
 He has completed his Masters in Business Administration (IT) and  Cloud Migration –Worked on the migration of complete infrastructure from  He has worked on Vulnerability Assessment and remediation of IT
Bachelor of Science (Hons) on premises environment to Azure Cloud. infrastructure of multiple clients
 He joined EY in 2019 and is based in the Gurgaon office  Cloud Deployment– Deployed new solutions for Application team as per the  Hardening of servers’ operating systems
best practices on the AWS cloud.
 Had vast experience on AD policies for User and access management
 Transition on private Cloud – Worked on transitioning & migrating a client
Qualifications infrastructure on to a private cloud based on an hyper converged solution for  File server management with permissions and encryption
one of the clients
 He has completed the following certifications:  Securing Virtual environments using recommendations from VMware
 Good understanding on Docker and Kubernetes and industry leading benchmarks
 CSA-CCSK  Cloud Security
 Azure Certified Security Engineer  Extensive experience in Patch management for OS
 Working on migration of around 1000 applications on to Azure. Involved in
 Azure Solutions Architect Expert Discovery, planning and migration phase.
 AWS Certified Solution Architect and PTA  Leading an Audit for AWS & Azure security configurations for an oil
 MS Azure – Certified Azure Administrator company in North America
 Foundation & Orchestrator Level Diploma in RPA  Worked on Assessment, technical validation of security posture and control Infrastructure management
 CCA for XenApp 6.5, 5.0 & CCA Xendesktop 5.0 on Azure.  Datacentre upgradations
 VMWare Certified professional (VCP) for VSphere 5.5  Designed Azure backup solution for Client cloud infrastructure
 Data Migration projects with TBs of data
 MCSA with Exchange 2003  He has been responsible for identifying issues and risks in the infrastructure
 ITIL V3 Foundation that could lead to any production loss  Migration of Datacentre on VMWare environment.
 Deploying and streamlining IAM Services  Designing and implementing Highly available Virtualized
 Identifying the need of encryption at different level and to configure the same environments.
Skills using Cloud native solutions
 Migrated Citrix Presentation Server 4.0 farm to Citrix XenApp 6.0
 Cloud & Automation: AWS, Azure, VMware on AWS BizCloud, RPA  Datacentre upgradation projects and migrations to cloud
farm
– Uipath. GitHub, Dockers, Kubernetes, Ansible, GCP  Risk assessments for different cloud models.
 Virtualization: vSphere, XenApp, XenDesktop, VDI, Hyperconverged  Creation of technical security standards as per CIS and leading industry
 Design and implement a high-availability XenApp 6.5 server farm
solution. practices.  Implemented a XenApp 6.5 server farm under an urgent project
 Servers Hardware: DELL, IBM, HP, Cisco UCS, HP Chasis  Formulated Assessment framework in line with the controls and standards. request from client
 Operating system: Windows 2000 to 2012 server,  Hitender has led team which performed third party risk management (mainly  Experience with migration of IT Datacentre & Infrastructure.
 IT services transition & transformation SaaS providers) for a leading sports equipment.
 Formulated a CaaS security Standard for one of the Client.
 Experience in delivering the large IT Infrastructure services business
 Client relationship management & vendor management
transformation, complex project and to lead large team of platform
 Compliance to various Certification & Process requirements  Implementation of CASB’s
skilled resources.
 Experience across various sectors to manage, such as Financial banks,  Designing and implementation of Security services from vendors to meet the
Insurance, Chemical and Transportation clients security requirements  Extensive experience in System administration, primarily windows
domain.
 Experienced in ITIL methodologies, incident, Change, Problem
management and Operations management.

139
SRT6 - KEY PERSONNEL
Hitender Saxena

KEY PERSONNEL

Name of Consultant: Hitender Saxena

1. Type of Citizenship RSA Foreign Dual

2. Academic Qualification Postgraduate Degree Diploma Other

Details:

 MBA -IT
3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

Details:

 Designed Azure backup solution for Client cloud infrastructure. Have been involved in architecting and designing solutions for clients on
Virtualization environments like Vsphere, Citrix & Cloud. Have intensive experience of implementing Infrastructure solutions in traditional
datacentre environment, Datacentre upgradations, Data Migrations
4. Period with Company <1 year 1-3 years 4-7 years >7 years

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

140
Academic Qualification
Hitender Saxena

IMAGES DELETED

141
 Bayanda Kutshwa
Associate Consultant

Architecture Consultant
Office: +27 11 772 3000
Mobile: +27 84 473 9842
Email: [email protected]

Background Professional Experience Professional Experience continued

 Bayanda Kutshwa is a graduate hire at EY, he is an  Bayanda engaged with a client to perform a Supply Chain Review.  He leveraged his programming knowledge to build in additional functionality on
associate consultant in the Africa Supply Chain team. QuickBase, for users Geo-Location to be saved in their respective database tables.
 He joined EY as graduate after completing his Bachelor of  He was involved with the Supply Chain Strategy review as well as
Engineering (BEng) in Industrial Engineering – at the the Contract Management Review.  Researched appropriate theoretical content to assist with the completion of the project,
University of Pretoria, in 2019. starting with different project methodologies to apply, problem analysis techniques,
 Bayanda has special interests in optimization and  He conducted research to support the projects activities and final requirements elicitation and constraints, solution alternatives comparison techniques
simulation modelling, he has programmed in Delphi, report generation. as well as evaluation methodologies.
Python, LINGO, RStudio and most recently Java for
simulation modelling.  He sourced key benchmarking data which he client used to  Conducted end user survey to determine the overall satisfaction with the solution,
compare their performance against. from the participants of the survey, 47.44% of the users were very satisfied with the
solution with 39.41% being satisfied and 13.15% being neutral.

Qualifications  He performed a spend analysis of a mining companies procurement

spend.  Assisted the Business Improvement manager with the design, development, and partial
implementation of the team’s new performance management system.
 B.Eng Industrial Engineering
 Bayanda gained experience by assisting Dark Fibre Africa (open-
access fibre infrastructure and connectivity provider in South
 2019 Quick Base App Builder Certification
Africa) .

Professional Skills  He created a Preventative Maintenance Operations (PMO) solution

 Data Analysis which included the creation of a new software application system
 Data Visualisation and a user manual for the implementation of the system.
 Problem Solving
 RStudio
 He completed process maps using BPMN 2.0 notation as well as a
PIECES analysis during the problem analysis phase for the
 Python (Programming Language)
functional requirements of the solution an Entity Relationship
 Information System Design
diagram (ERD) and use Case diagram and constructed CRUD
 Operations Research
matrix to validate the ERD.

142
SRT6 - KEY PERSONNEL
Bayanda Kutshwa

KEY PERSONNEL

Name of Consultant: Bayanda Kutshwa

1. Type of Citizenship RSA Foreign Dual

2. Academic Qualification Postgraduate Degree Diploma Other

Details:
 Bachelor of Engineering (Industrial Engineering)
3. Relevant Experience <2 years 2-5 years 6-10 years >10 year

Details:
 He created a Preventative Maintenance Operations (PMO) solution which included the creation of a new software application system and a user
manual for the implementation of the system.
 He completed process maps using BPMN 2.0 notation as well as a PIECES analysis during the problem analysis phase for the functional
requirements of the solution an Entity Relationship diagram (ERD) and use Case diagram and constructed CRUD matrix to validate the ERD.
 Researched appropriate theoretical content to assist with the completion of the project, starting with different project methodologies to apply,
problem analysis techniques, requirements elicitation and constraints, solution alternatives comparison techniques as well as evaluation
methodologies.
 Assisted the Business Improvement manager with the design, development, and partial implementation of the team’s new performance
management system.
4. Period with Company <1 year 1-3 years 4-7 years >7 years

5. Position in Company Owner / Director / Partner Manager Professional Other

6. Security Clearance Status Security Clearance YES NO

X
Clearance Number
Issuing Institution
Clearance Level
Validity Date

143
Academic Qualification
Bayanda Kutshwa

IMAGE DELETED

144
Our Credentials – Experience and Client References

8
145
Central Banking and Global Experience

146
Bringing EY’s global expertise in Central Banking to the
FINANCIAL SERVICES COMPANY A
We understand that the FINANCIAL SERVICES COMPANY A is a complex organisation with a number of different but interdependent operations.
You therefore have several operating models, which interact through process interfaces and information flows. The business architecture definitions
will be foundational to the development of their respective business and operating models. These models will begin the process of developing an
integrated view of the overall FINANCIAL SERVICES COMPANY A organization and will support the definition of a revised FINANCIAL
SERVICES COMPANY A operating model to support the current mandate and enable the vision for the future of the FINANCIAL SERVICES
COMPANY A.
EY would like to partner with you on this journey. We have a leading global financial services advisory practice and have a wealth of
experience in working with central banks in multiple jurisdictions. We have therefore included information on the following:
► Our Banking and Capitals Markets group is a recognised financial services leader, serving many of the worlds largest organisations
► Unparalleled global FinTech experience with policymakers
► Included extracts from some of our relevant thought leadership and reference materials in Section No. 11

We will be able to draw on our global expertise in central banking and related technical specialisms to support you on the journey to
develop your future state business architecture and operating model.

147
Our Banking and Capitals Markets group is a recognised financial
services leader, serving many of the worlds largest organisations

Americas EMEIA
► 12,774 Professionals EMEIA ► 20, 0130 Professionals
 Assurance – 3,483  Assurance – 7,244
 Consulting – 6,909  Consulting – 8,313
 TAS – 302  TAS – 1,311
 Tax – 1,979 ► Banco Bilbao Vizcaya  Tax – 3,050
Argentaria
 CBS – 101  CBS – 212
► Banco Santander
Japan
► Bank VTB OAO
Americas
► Barclays PLC ► Mitsubishi UFJ Financial
► Barclays PLC Group
► BNP Paribas Asia-Pac ► Mizuho Financial Group,
► American Express ► Central Banks of CIS States Inc.
► Bank of America ► Central Bank of Swaziland ► Normura Holdings, Inc
► Bank of Montreal ► Central Bank of Egypt ► Sumitomo Mitsui
► Bank of New York Mellon ► Commerzbank Financial Group
► Bank of Nova Scotia ► Credit Agricole SA
► Banco Bradesco ► Credit Suisse Group ► Australia & New Asia-Pacific incl. Japan
► BTG Investments ► Deutsche Bank AG Zealand Banking
► Canadian Imperial Bank of ► Erste Groupe Bank AG Group ► 9,059 Professionals
Commerce ► HSBC Holdings PLC ► Bank of China  Assurance – 4,580
► Citigroup ING Groep NV Industrial &
► ►  Consulting – 3,071
► Itaúsa - Investimentos Itaú ► Intesa Sanpaolo SPA Commercial Bank of
S/A. *JP Morgan Chase & Co  TAS – 359
► Investcorp Bank China
► Morgan Stanley  Tax – 967
► Investec PLC ► Macquarie Group
► Royal Bank of Canada Lloyd’s Bank  CBS – 67
► ► National Bank of
► State Street Corporation ► Qatar National Bank Australia
► Toronto Dominion Bank ► Rabobank Nederland
► Wells Fargo ► Sberbank Rossii OAO
► Standard Bank Group
► Standard Chartered Bank
► UBS AG
► UniCredit SpA
2017 #1 Globally in 2016 EY Leader in 2016 Top Quadrant Top cybersecurity 2017 2017 2017
2016 Buy-side 2015 Top Quadrant consulting firm to
Consulting Revenue and Award for Best Vanguard Rating Vanguard Rating EY Leader in EY leader in EY leader in
Financial Services Market (for customer watch in 2017 Fintech Digital Digital Fintech Cybersecurity
consulting firm (for sales (Cybersecurity
Sectors Share Leader (RiskNet) experience) management) Consulting Consulting (March Consulting
(for banking, securities (for banking, Ventures_) 2017)
and insurance) securities and
insurance)

148
 Unparalleled global FinTech experience with policymakers

Client EY’s role and experience EY value-add

LOGOS Monetary
DELETED  Hosting & Managing the execution of Singapore FinTech Deal Day (Overall responsibility for  Proven ability to generate investment guidelines
Authority of execution)  Proven access to FinTechs & VCs
Singapore

 Proven market landscaping methodologies and

Reserve Bank of  EY suggested key policy reforms that led to the acceleration in the adoption of digital payments frameworks
India across the public and private sector in India
 Ability to design policy guidelines

 Deep-dive assessment of prominent FinTech subsectors in

 EY produced a “Guidebook” to foster greater collaboration, investment, and cross-border each market
HM Government FinTech activity between UK and China  Identification of potential opportunities for trade and
investment
 Proven market landscaping methodologies and
 Landmark benchmarking report comparing the UK FinTech ecosystem against six other leading benchmarking frameworks for various regions
HM Treasury hubs: California, New York, Australia, Germany, Hong Kong, Singapore  Access to numerous FinTechs in the UK, US, EU and
APAC regions

 EY produced the FinTech Strategy for a GCC country, covering the following elements: FinTech  Proven market landscaping methodologies and
Central bank of a frameworks
Vision, FinTech Focus areas, Ecosystem Model and Flag Bearer, Roadmap, 100 days initiatives,
GCC country 200 days initiatives and KPIs  Proven access to FinTechs & VCs

Trinidad & Tobago   Market assessment and strategy

Exploring the practicality and financial capability of implementing a Financial Technology
Financial Center (FinTech) ecosystem in T&T as a step closer to achieving an automated, process oriented  Operating model design
(ongoing project) economy  Execution launch

149
Local and International Experience

150
Our Experience
A summary of our previous experience has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. Working with us, FINANCIAL SERVICES COMPANY A will reap the advantages of our substantial
ongoing investments in methodologies and our use of a broad range of tools and technologies that allows us to respond to your needs appropriately. The following tables highlights some of our
previous work, the detailed credentials follow this summary and SRT 7 will follow this summary.

Target Operating Model and Business Process Re-

Conceptual and Logical Architecture

Year Project was Initiated
Sector (Public / Private)

Business Architecture
Local/ International

engineering
Client Engagement

Enterprise Architecture, Operating Model,

Landbank Lending process definition and Public Local 2018   
implementation, IT Strategy
Large Insurer (client wishes to remain anonymous Project Purple - Building a new Banking
Private Local 2015   
and non-contactable) Capability and SAP Systems Integrator

FINANCIAL SERVICES COMPANY A Business Process Modelling Private Local 2016   

Qatar National Bank Global Payments Gateway Strategy Public International 2019   
151
We have experience in the services you require
Project credentials: Assessment of Operating Model and Enterprise Architecture

Client name: Landbank

Project name: Assessment of Operating Model and Enterprise Architecture

Project summary and objectives Ernst & Young role

The Land and Agricultural bank of South Africa (Landbank) provides EY was engaged to carry out a current state assessment in their operating model
financial services to the agricultural segment of the South African Market. and enterprise architecture.
The financial services include loans for the purchase of agricultural land,  EY undertook the engagement to clearly define Landbanks vision and
purchase of capital equipment and operational finance loans. mission for their operating environment.
The Landbanks operations required a review and improvement strategy.  EY defined Landbanks current state in both their enterprise architecture as
well as their operating model.
 EY defined Landbanks future state architecture based on their business
requirements and vision.
 EY defined Landbanks road map to achieve these objectives over a 5 year
period
 EY identified various areas of improvement and gaps within the Landbanks
operating environment.
 EY undertook a complete review of Landbanks Operating model including:
 processes and capabilities,
 organisational structure and culture,
 governance and policy framework.
 This assessment also included a full skills audit to identify key gaps in
Landbanks organisational structure
Value delivered to client
► Landbank executive had a clear view on the current state of Landbanks
operating environment.
► Landbank executives received a clear roadmap to transformation and
improvement

152
SRT 7 - Project Experience: Land Bank
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

PROJECT EXPERIENCE
Project Name Land Bank Review and Improvement Project
Type of Project Assessment of Operating Model and Enterprise Architecture
Role on Project EY was responsible for the following work at Landbank: Enterprise Architecture, Operating Model, Lending
process definition and implementation, IT Strategy

Duration of Project 10 months

Period of Involvement 10 months
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client Land Bank
Contact Person Available on request
Available on request
Contact Tel. No.
Name of Principal Agent EY (Ernst and Young)
Contact Person Toinette Piek

Contact Tel. No. +27 11 772 3290

Total Number of Projects completed by supplier to R million R million R million R million R million
date in each category <R1 R1-5 R6-10 R11-50 >R50
1

153
We have experience in the services you require
Project credentials: To expand the client’s portfolio into the banking sector

Client name: Large Insurer (client wishes to remain anonymous and non-contactable)
Project name: Project Purple - Building a new Banking capability and SAP Systems Integrator

Project summary and objectives Ernst & Young role

To expand their portfolio into the banking sector, the client needed to implement a  EY assisted and advised in defining the criteria to be evaluated, as well as licencing and
technology infrastructure to run their bank in a Greenfields environment. They had to pricing models.
define their technology principles i.e. buy vs build. The client then needed to evaluate  EY assisted in providing in-depth selection criteria, based on our experience with the
potential Commercial Off-the-Shelf Technology (Vendors – SAP vs Oracle). The client different vendors.
was a green field and had no banking background nor business experience. The client had  Due to the complexity of the EY relationship with both vendors and the complexity of
12 months to deliver a working bank that meets banking licence requirements. The client the overall solution, our assessment was based on individual component capabilities as
had selected a single vendor and needed to assess practically, whether the solution would opposed to the vendor.
meet the clients’ innovative digital banking requirements.  The client was able to choose a vendor based on the component capabilities and selection
criteria built by EY.
Value delivered to client  EY defined the scenarios that needed to be presented to the evaluation group (Client and
EY).
 Banking license received in record time- First release 9 months into the programme -  EY highlighted risks and benefits within the solution, to show that one-size does not fit
Go-live to friends of the programme achieved within 18 months- VISA accreditation and all.
certification in record time.  EY’s role at this stage was to challenge the functionality and capability that was
 The client is competitively positioned with a highly configurable core banking platform presented by SAP.
and credit card system.  EY was further appointed by the bank as the primary systems integrator, responsible for
 Met Milestone 1: BA returns and obtained signoff from Reserve Bank and PWC audit implementing the SAP technology solutions which were required to enable the business
firm. architecture of the digital bank. This included:
 Set up the infrastructure build for customer and account opening engine.  SAP Banking Services.
 Built and developed a credit card solution from the initial stages.  SAP Payment Engine.
 Enabled Milestone 2 testing and certification.  SAP S4 Hana for Finance and Procurement.
 Enhanced the solution build and added more complex functionality which became  SAP GRC , SAP PI for integration , SAP CRM and SAP Hybris.
available to customer - this enhanced system functionality.  SAP Loyalty & Rewards.
 Built integration layer and interfaced with other partner systems.  SAP WPB for Learning.
 Met Milestone 2: Visa accreditation and obtained official certification from Visa in  SAP IBO for Account Origination.
Singapore.  SAP FSCM for credit, collections and disputes.
 Added a complex product on the base infrastructure that has never been done before.  In addition, EY were selected to:
 Client Bank met accreditation requirements within record time with Singapore-based  Develop all the operational and regulatory reports
Visa company.  Develop the system interfaces between internal bank systems and external 3rd
party solutions.
 Provide critical banking SME’s to assist with the definition of products and
processes.
 Establish a PMO that would oversee the implementation of all the components
constituting the EY scope of work.

154
SRT 7 - Project Experience: Client Bank
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

PROJECT EXPERIENCE

Project Name Project Purple

Type of Project Building the bank and SAP Implementation Project
Role on Project Building the bank and SAP Systems Integrator
Duration of Project 18 Months
Period of Involvement 24 Months
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client Large Insurer (client wishes to remain anonymous and non-contactable)
Contact Person N/A
N/A
Contact Tel. No.
Name of Principal Agent EY (Ernst and Young)
Contact Person Julius Krahtz
+27 60 964 1125
Contact Tel. No.
Total Number of Projects completed by supplier to date in R million R million R million R million R million
each category <R1 R1-5 R6-10 R11-50 >R50
1 1

155
We have experience in the services you require
Project credentials: Business Process Modelling

Client name: African Bank

Project name: Transactional Banking

Project summary and objectives Ernst & Young Role

EY assisted African Bank to Operationalize their vision to develop a transactional bank in the
following focused areas or work streams:  The EY team used an Agile and Hybrid methodology to deliver this project that made use of
 Strategy: The rapid refinement of the strategy of the future transactional bank and continuing to and traditional project management rigor with a strong and supportive Agile methodology to
shape the strategy throughout the development of the bank. drive focus and delivery of both the system and business implementation goals.
 Regulatory and compliance: Reviewing the regulatory, risk and control frameworks  EY also manage the vendor relationship with the third party that provided part of the solution.
underpinning the transactional bank.
 Coordination and management: Orchestrating the delivery of the various workstreams alongside
a design authority witch holds the development of the bank against the original strategy and
design principles.

Value delivered to client Engagement Summary

Transactional Banking Strategy & Transactional Banking Strategy Value Proposition  EY assisted African Bank to achieve their dream to create a community service model where
 Financial Model Review customers are acutely aware that African Bank is present within their family and community
 Strategy Execution Roadmap circles, a model that give customers access to coaching and advise, give them confidence that
 Market Analysis and Opportunity and sizing Analysis the bank cares, make banking understandable, gives the customers control and help the
 Competitor Analysis customers to make informed decisions. The bank sees the community as a channel provides a
 Strategy and Design Authority to Guide strategic Decisions
platform to educate itself, dynamically build and maintain a Banking platform, leverage
 Implementation Roadmap
Banking advocates within the community and deploy pop-up branches to move closer to the
community.
 High level architecture
 Validation and Commentary on core banking technology
 Core Operational process design and High Level flow
 Customer segmentation model and Customer Persona's based on initial market research
 Value propositions and associated customer service or experience model
 Design principles that guide the detailed development of any process in the future bank
 Customer data analysis strategy and high level data model
 Business Process architecture that aligns with the strategy operating model identified in the
strategy work stream
 Business Process flows, maps and procedures that align with the process architecture
 Cyber Security Principles that will guide the integration of security into the process design to
enable secure and truth worthy banking process

156
SRT 7 - Project Experience: African Bank
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

PROJECT EXPERIENCE
Project Name African Bank Transactional Banking
Type of Project Business Transformational
Role on Project Introduction to Transactional Banking
Duration of Project 12 Months
Period of Involvement 12 Months
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client African Bank
George Roussos
Contact Person
+27 82 497 5160
Contact Tel. No.
Name of Principal Agent EY (Ernst and Young)
Dave Woolnough
Contact Person
+27 83 286 9749
Contact Tel. No.
Total Number of Projects completed by supplier to R million R million R million R million R million
date in each category <R1 R1-5 R6-10 R11-50 >R50
6 3 1

157
 We have experience in the services you require
Project credentials: Strategy and Payments Architecture; Target Operating Model

Client name: Qatar National Bank

Project name: Global Payments Gateway Strategy

Project summary and objectives Ernst & Young Role

Qatar National Bank’s vision is to become a leading Payments provider in the MESEA region with
a Payments strategy which is focused on interoperability, scalability, innovation whilst keeping it EY performed the following:
economical. The global payments industry is undergoing a major change & transformation, this is  Analysed Global Trends impacting the financial services landscape and how the global banking
foremost driven by customer demands. industry is reacting to market changes or a disruption in the market
Our Strategy Framework for QNB was to expand QNB’s payments capability and volume  Assessed the Current State and Gaps illustrating current challenges facing QNB across
capacity, integrate better to Merchants & Corporates, and quickly adopt new payment types dimensions along with potential solutions with examples from benchmarks
 Developed Payments Strategy with an overview of customized Payments Gateway Strategy for
QNB and discuss key themes around it
Value delivered to client  Technology and TOM High Level Technology requirements and target operating model
required to support the devised strategy
Stakeholder Aspirations
 Identified critical stakeholders.
 Conducted interviews with +25 stakeholders Engagement Summary:
EY recommended strategic changes, some of which include:
 Synthesized and analysed interviews and
Technology:
 developed a stakeholders aspirations report.
 Define a Target Payments Architecture (Payments Engines / Middleware / External Gateways /
International Benchmarks
Screening)
 Developed and finalized benchmark selection criteria
 Define the broader Enterprise Architecture to support Payments (Transactional Services,
 Submitted 7 benchmarks and identified emerging themes API’s / Wallets / Tokenization / Fees & Billing / Liquidity Management / Channels etc.
IT Assessment Operational:
 Conducted an IT Assessment  Identify requisite skills and current location of skilled resources across the Group to build and
 Assessed the Architecture across the different subsidiaries to manage the Payments Hub
 Studied payment systems and their integrations  Establish a Group Payments Team (Build & Run teams working closely together)
Market Evaluation Innovation
 Studied 11 markets where QNB operates including Head Office, subsidiaries and branches  Implement a sandbox environment/ infrastructure to test new features and integrations
 The intent was to study the technology, government regulations and future scope of various accessible across the QNB group
markets  Provide latest payment initiation channels and methods like digital wallets, QR code payments,
E-commerce Strategy NFC etc
 Developed an e-Commerce Payment Gateway strategy Organisation
 The strategy covered key challenges and solutions for group strategy, the strategy also covered  Setup a Group wide Payments Centre of Excellence (CoE) which will server as a platform for
payment systems level of innovation, fraud management, etc subsidiaries to start collaboration
Technology Articulation and Target Operating Model  Identify a lead Technical Architect
 EY Developed a technology model which will support the devised strategy  Initiate a Group Payments Transformation Program
 EY also developed a target state operating model

158
SRT 7 - Project Experience: Qatar National Bank
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:
PROJECT EXPERIENCE
Project Name Qatar National Bank
Type of Project Global Payments Gateway Strategy
Role on Project • Analysed Global Trends impacting the financial services landscape and how the global banking industry is
reacting to market changes or a disruption in the market
• Assessed the Current State and Gaps illustrating current challenges facing QNB across dimensions along
with potential solutions with examples from benchmarks
• Developed Payments Strategy with an overview of customized Payments Gateway Strategy for QNB and
discuss key themes around it
• Technology and TOM High Level Technology requirements and target operating model required to support
the devised strategy
Duration of Project 4 months
Period of Involvement March 2019 - June 2019
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client Qatar National Bank
Available on Request
Contact Person
Available on Request
Contact Tel. No.
Name of Principal Agent EY (Ernst and Young)
1. David Power
Contact Person 2. Hasan Askari
Contact Tel. No. 1. +27 82 528 9000
2. +97 44 457 4170
Total Number of Projects completed by supplier to R million R million R million R million R million
date in each category <R1 R1-5 R6-10 R11-50 >R50
2
159
We have experience in the services you require
Project credentials: SAP Banking, HCM, FI & GRC

Client name: Central Bank Of Swaziland

Project name: ERP & Banking System Implementation Project

Project summary and objectives Ernst & Young role

CBS’s intention was to streamline and integrate its core processes to provide their  The Client appointed EY to undertake the Project and to perform the SAP
business users with a solution that is fit-for purpose and improves business process Implementation Services
execution, reporting capability and efficiency.

The value of EY’s proposition flowed from the standard integration into the various
SAP components highlighted in CBS’s requirements document. This standard
integration provides the framework for the integration from other non-SAP systems.

The implementation approach we proposed leveraged the ability to quickly establish a

baseline solution by activating all standard integration components and then using this
baseline as part of the Blueprint confirmation criteria. This allowed the business users
context for the discussion and accelerated exposure to the relevant components of the
system.

Value delivered to client Engagement Summary

 Finance and Procurement  Implement a paperless environment
 Banking Operations  Enabling business processes and systems integration, automation, self-service,
 Loans Management (Schemes) mobility, improved decision making and better collaboration resulting in shorter
 Bank Customer Accounts business process turnaround times
 Vaults Management  Single source of truth and easier access to business reports and information
 Tellers  Elimination of manual and insecure interfaces between business systems
 Human Capital Management including Payroll  Availability of a business continuity environment
 ESS & MSS  Elimination of outdated technologies, improved service availability, desperate
 Treasury and Risk Management business system and replaced with ERP System and standardized environment
 Governance, Risk and Compliance  Reduced licenses cost, reduced cost of other ICT dependent or related costs (i.e.
overtime, stationery, etc.) or increased business value.

160
SRT 7 - Project Experience: Central Bank of Swaziland
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

PROJECT EXPERIENCE
Project Name Central Bank of Swaziland SAP Implementation
Type of Project SAP Banking, HCM, FI & GRC
Role on Project System Implementation
Duration of Project 18 Months
Period of Involvement 3.5 Years
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client Central Bank of eSwatini
Available on request
Contact Person
Available on request
Contact Tel. No.
EY (Ernst and Young EY (Ernst and Young)
Barry Ward
+27 82 805 2932

Total Number of Projects completed by supplier to R million R million R million R million R million
date in each category <R1 R1-5 R6-10 R11-50 >R50
2 1

161
We have experience in the services you require
Project credentials: VAF - Wholesale Finance Solution Implementation

Client name: Standard Bank Vehicle and Asset Finance (VAF)

Project name: Solution Delivery -Integrated Vehicle and Asset Finance (VAF)

Project summary and objectives Ernst & Young role

The market demanded an integrated Vehicle and Asset Finance (VAF) solution to  The EY IT Advisory team used an Agile and Hybrid methodology to deliver a
support the value chain, across all asset classes and market segments from the OEM to Programme that made use of and traditional project management rigor with a
‘the man in the street’. VAF found it imperative to strategically position itself to strong and supportive Agile methodology to drive focus and delivery of both the
service its clients using cutting edge solutions that will support its business and IT system and business implementation goals.
strategic goals. Thus, engaging strategic technology and implementation partners for  This was supported by deep business and project management experience and
the Wholesale Finance Solution (WFS) client embarked on the WFS Programme. skills.
 The team was an IT Advisory team, specifically Programme Management, Project
Management, Scrum Master services, Solutions Architecture, Business Analysis
and Process Design, Systems Analysis and Technical Design, Change Management
and Test Services

Value delivered to client Engagement Summary

 EY created high performing teams to deliver a market leading solution in Africa.  The purpose of the Programme was to establish the Wholesale Finance business
 EY also created market wins as we have embarked on a long term Programme. within the client and implement the supporting line of business systems to allow the
 EY was the catalyst in bringing and holding together the Programme rigor and bank to re-establish its dominant potion in the VAF market in South Africa .
single-minded focus to a multi-disciplinary and multi-vendor teams to ensure the  With this implementation, EY assisted the client in becoming the leading supplier
on time and within budget delivery of the Programme. of Wholesale Finance business services across the African continent.
 The bank strategy was to firmly and aggressively re-enter the market.
 The client recruited a Wholesale Finance business team and purposefully went to
market to find the best of breed line of business system to support the business.
 The business and supporting system was implemented within the set time and
budget in support of the strategy.

162
SRT 7 - Project Experience: Standard Bank
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

PROJECT EXPERIENCE
Project Name Standard Bank - Iintegrated Vehicle and Asset Finance (VAF) solution
Type of Project Solution Delivery
Role on Project The role was an IT Advisory role, specifically Programme Management, Project Management, Scrum
Master services, Solutions Architecture, Business Analysis and Process Design, Systems Analysis and
Technical Design, Change Management and Test Services
Duration of Project 2 years
Period of Involvement 15 year relationship with client
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client Standard Bank
Deon Morsner
Contact Person
+27 83 422 2262
Contact Tel. No.
Name of Principal Agent EY (Ernst and Young)
Diren Rampath
Contact Person
+27 72 414 2454
Contact Tel. No.
Total Number of Projects completed by supplier to R million R million R million R million R million
date in each category <R1 R1-5 R6-10 R11-50 >R50
5+ 5+ 1

163
We have experience in the services you require
Project credentials: DBSA – Loans and Finance solution Implementation

Client name: Development Bank of Southern Africa (DBSA)

Project name: Solution Delivery - Integrated Loans Management System

Project summary and objectives Ernst & Young role

EY was responsible for the design and implementation of a wall to wall We assisted the client with:
SAP Origination, Lending and Financial Management solution. Providing initial planning, visioning, scoping and requirements for the integrated
DBSA has subsequently also outsourced their third-line support of the solution
Loans Management solution to EY. Providing project standards
Expanding the high level design to complete detailed blueprint and design
Detailed business process and solution design
WRICEF overview, including Identifying gaps and required enhancements
Functional specs &Configuration design
Training, Go-live and Post go live support

Value delivered to client Engagement Summary

The purpose of the Implementation was to assist the bank to re-establish its dominant
position in the Development Finance market in South Africa .
EY created high performing teams to implement and deliver the following modules: The bank strategy was to firmly and aggressively turn around the time from
Application up to Disbursement.
 Finance and Procurement Single source of truth, with reliable and consistent information
 Business Partner (Customer File)  Easier access to business reports and information
 Loans Origination The business and supporting system was implemented within the set time and budget
 Loans Management (3-Tier structures) in support of the strategy.
 Integration into G/L
 Collateral Management
 BI Reporting
 IFRS9 Compliance

164
SRT 7 - Project Experience: Development Bank of South Africa
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

PROJECT EXPERIENCE
Project Name DBSA Implementation of SAP Loans and Core FI
Type of Project Technology Transformation
Role on Project Primary Implementation Partner
Duration of Project 18 – 20 months
Period of Involvement 2 years
Total Project Value R million R million R million R million R million
<R5 R5-20 R21-50 R51-100 >R100
X
Value of Work responsible for R million R million R million R million R million
<R1 R1-5 R6-10 R11-50 >R50
X
Name of Client Development Bank of Southern Africa (DBSA )
Tsakani Mbhambhu (IT Manager)
Contact Person
Contact Tel. No. +27 11 313 3553
Name of Principal Agent EY (Ernst & Young)
Jaco Louw
Contact Person
Contact Tel. No. +27 83 327 4714
Total Number of Projects completed by supplier to R million R million R million R million R million
date in each category <R1 R1-5 R6-10 R11-50 >R50
3

165
We have experience in the services you require
Project credentials: Cross-regulator Innovation Hub

INFORMATION DELETED

166
SRT 7 - Project Experience: FINANCIAL SERVICES COMPANY A
A summary of our previous programme experience and successful delivery has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. The following tables highlight some of our past experience and successful delivery
in providing similar services, to customers in the Public as well as Financial Services sector:

► INFORMATION DELETED

167
 Our Client References
A summary of our previous experience and client reference information has been tabulated below

EY has extensive experience in delivering on engagements with similar requirements. Working with us, FINANCIAL SERVICES COMPANY A will reap the advantages of our substantial
ongoing investments in methodologies and our use of a broad range of tools and technologies that allows us to respond to your needs appropriately. The following tables highlights some of our
previous work, the detailed credentials reference letters, contact details and an SRT 8 will follow this summary.

Target Operating Model and Process Re-

Conceptual and Logical Architecture

Year Project was Initiated

Reference Letter Included

Supplier Rating Included

Contact Details Included
Sector (Public / Private)

Business Architecture
Local/ International

engineering
Client Engagement

n.b. Kindly note that where contact details have been provided, as a first point of departure - please reach out to the EY Contact to schedule a meeting with the Client Contact on your behalf.

Solution Delivery - Integrated Vehicle and

Standard Bank Vehicle and Asset Finance (VAF) Private Local 2017     
Asset Finance (VAF)

Development Bank of LOCATION SAP CML Landscape Public Local 2009      

FINANCIAL SERVICES COMPANY A Innovation Programme Private Local 2019    

168
We have experience in the services you require
Project credentials: VAF - Wholesale Finance Solution Implementation

SBSA Contact EY Contact

Dean Morsner Diren Rampath
[email protected] [email protected]
Client name: Standard Bank Vehicle and Asset Finance (VAF) +27 83 422 2262 +27 72 414 2454

Project name: Solution Delivery -Integrated Vehicle and Asset Finance (VAF)

Project summary and objectives Ernst & Young role

The market demanded an integrated Vehicle and Asset Finance (VAF) solution to  The EY IT Advisory team used an Agile and Hybrid methodology to deliver a
support the value chain, across all asset classes and market segments from the OEM to Programme that made use of and traditional project management rigor with a
‘the man in the street’. VAF found it imperative to strategically position itself to strong and supportive Agile methodology to drive focus and delivery of both the
service its clients using cutting edge solutions that will support its business and IT system and business implementation goals.
strategic goals. Thus, engaging strategic technology and implementation partners for  This was supported by deep business and project management experience and
the Wholesale Finance Solution (WFS) client embarked on the WFS Programme. skills.
 The team was an IT Advisory team, specifically Programme Management, Project
Management, Scrum Master services, Solutions Architecture, Business Analysis
and Process Design, Systems Analysis and Technical Design, Change Management
and Test Services

Value delivered to client Engagement Summary

 EY created high performing teams to deliver a market leading solution in Africa.  The purpose of the Programme was to establish the Wholesale Finance business
 EY also created market wins as we have embarked on a long term Programme. within the client and implement the supporting line of business systems to allow the
 EY was the catalyst in bringing and holding together the Programme rigor and bank to re-establish its dominant potion in the VAF market in South Africa .
single-minded focus to a multi-disciplinary and multi-vendor teams to ensure the  With this implementation, EY assisted the client in becoming the leading supplier
on time and within budget delivery of the Programme. of Wholesale Finance business services across the African continent.
 The bank strategy was to firmly and aggressively re-enter the market.
 The client recruited a Wholesale Finance business team and purposefully went to
market to find the best of breed line of business system to support the business.
 The business and supporting system was implemented within the set time and
budget in support of the strategy.

169
We have experience in the services you require
Email reference letter: Standard Bank VAF - Wholesale Finance

IMAGE DELETED

170
We have experience in the services you require
Project credentials: DBSA – Loans and Finance solution Implementation

DBSA Contact EY Contact

Tsakani Mbhambhu Jaco Louw
Client name: Development Bank of Southern Africa (DBSA) [email protected] [email protected]
+27 82 779 9538 +27 83 327 4714
Project name: Solution Delivery - Integrated Loans Management System

Project summary and objectives Ernst & Young role

EY was responsible for the design and implementation of a wall to wall We assisted the client with:
SAP Origination, Lending and Financial Management solution. Providing initial planning, visioning, scoping and requirements for the integrated
DBSA has subsequently also outsourced their third-line support of the solution
Loans Management solution to EY. Providing project standards
Expanding the high level design to complete detailed blueprint and design
Detailed business process and solution design
WRICEF overview, including Identifying gaps and required enhancements
Functional specs &Configuration design
Training, Go-live and Post go live support

Value delivered to client Engagement Summary

The purpose of the Implementation was to assist the bank to re-establish its dominant
position in the Development Finance market in South Africa .
EY created high performing teams to implement and deliver the following modules: The bank strategy was to firmly and aggressively turn around the time from
Application up to Disbursement.
 Finance and Procurement Single source of truth, with reliable and consistent information
 Business Partner (Customer File)  Easier access to business reports and information
 Loans Origination The business and supporting system was implemented within the set time and budget
 Loans Management (3-Tier structures) in support of the strategy.
 Integration into G/L
 Collateral Management
 BI Reporting
 IFRS9 Compliance

171
We have experience in the services you require
Email reference letter & SRT 8: Development Bank of South Africa – SAP CML Landscape

IMAGE DELETED

172
We have experience in the services you require
Project credentials: Cross-regulator Innovation Hub

INFORMATION DELETED

173
Client References - Contact Details
Contact details have been tabulated below

These clients have provided us with the authority to submit these details as a featured credential. In addition, they have consented to serve as a referee, and are available to discuss the role and
value delivered by EY to their respective organisation – should you wish to contact them, we ask that you advise us, so that we may facilitate a conversation at a point in time which is
convenient for them and yourselves.

Client Contact Details EY Contact

PERSON Diren Rampath

Standard Bank Vehicle and Asset Finance (VAF) EMAIL ID DELETED [email protected]
+27 83 422 2262 +27 72 414 2454
Development Bank of LOCATION PERSON Jaco Louw
EMAIL ID DELETED [email protected]
+27 82 779 9538 +27 83 327 4714
FINANCIAL SERVICES COMPANY A PERSON Sara Holloway
EMAIL ID DELETED [email protected]
+27 72 594 7150 +27 76 163 3404

174
Our experience with the FINANCIAL SERVICES

9
COMPANY A

175
Our Experience with the FINANCIAL SERVICES COMPANY A

EY and the FINANCIAL SERVICES COMPANY A have proven to be effective

partners in solving key business problems and unlocking strategic opportunities.
The most recent projects completed in 2020 at the FINANCIAL SERVICES
COMPANY A was achieved in the first quarter. These two key initiatives were:

1) The development of the Innovation Function within FINANCIAL

SERVICES COMPANY A which was completed in 9 months

The challenge was for the FINANCIAL SERVICES COMPANY A to respond

effectively to a rapidly evolving market landscape. They expressed a desire to
establish a cross-regulator innovation capability that seamlessly engages with the
market to foster responsible innovation in the financial sector and facilitates
agile, proactive regulatory change.

The solution entailed;

• Deep stakeholder engagement within the FINANCIAL SERVICES
COMPANY A, across financial sector regulators and in the market to drive
alignment and buy-in
• Articulation of an innovation strategy and development of the overarching
innovation journey
• Definition of the key functions within the innovation capability and
exploration of operating model options
• Detailed design of the preferred operating model and drafting of processes,
roles, governance structures and additional operational requirements IMAGES DELETED
• Implementation of the innovation capability and operating model
• Continuous refinement of the operating model

This resulted in;

• Alignment, buy-in and enthusiastic participation from financial sector
regulators
• Delivery of a detailed operating model design and Playbooks outlining the
purpose, processes, roles and required tools and templates for each function
within the innovation capability
• Visual deliverables in the form of videos and a constructed wall that assisted
in visually articulating the innovation journey
• New ways of working that emphasise collaboration and agility
176
Our Experience with the FINANCIAL SERVICES COMPANY A continued

2) The automation of three processes during the Proof of Concept(PoC) conducted during the first quarter of 2020

Aligned to international trends where global organisations have looked to RPA to enable increased productivity, reduction in operational inefficiencies and improve
customer service, the FINANCIAL SERVICES COMPANY A has also looked to automation to enable and activate a number of tactical and strategic objectives. As a
result of the research, a proof of concept shootout was initiated with the intent to choose a preferred robotics platform.

EY was fortunate to be included in the exercise and successfully automated three scoped processes using Blue Prism as the RPA platform, and ABBYY as the Object
Character Recognition (OCR) platform. The results of the exercise highlighted a number of advantages that could be activated by automation, as illustrated below.

Process 1: Bankmed Reconciliation Process 2: Trade Settlement Process 3: AFS Data Capture

2 minutes 30 minutes 2 minutes 5 minutes 6 minutes 87 minutes

Benefits realized: Benefits realized: Benefits realized:
► +1 500% decrease in processing time ► 225% decrease in processing time ► 1 450% decrease in processing time
► Accurate identification of employee pay rates against updated ► Accurate Capturing of information from instruction letter ► Accurate Capturing of information from Financial Statements
Bankmed rates ► Accurate identification of anomalies in the ► FS for all entities are categorized
► Reduced error rates cause by repetitive operations verification/authorization activity ► Reduced error rates cause by repetitive operations
► Elimination of repetitive tasks ► Reduced error rates cause by repetitive operations ► Elimination of repetitive tasks
► Elimination of repetitive tasks ► Reduction in resignation rates within team

Opportunities: Opportunities: Opportunities:

► Elimination of human error in process ► Elimination of human error in process ► Elimination of human error in process
► Process can be initiated closer to month end ► End to end process automation ► ABBYY has integrated verification engine
► Can be initiated on demand ► Process can be executed on a daily basis and initiated over ► Process can be executed on a daily basis and initiated over
email closer to month end email closer to month end
► Can be initiated on demand ► Can be initiated on demand

Post the successful completion of the Proof of Concept, the FINANCIAL SERVICES COMPANY A selected Blue Prism as the platform of choice and approved the
implementation of the Robotics and Cognitive Automation unit and capability within the FINANCIAL SERVICES COMPANY A.
177
Our Experience with the FINANCIAL SERVICES COMPANY A continued

3) Organisational Review

EY assisted the National Payment System Department (NPSA) with an Organisational Review in 2017. EY worked closely with the leadership team to understand
the unique context, operations and challenges of NPSD.

Having gained insight into the unique context of NPSD, EY then work closely with the leadership team to co-create the proposed functional, micro and macro
structure to enable NPSD to successfully deliver on its mandate. The key deliverables on this engagement were as follows:

1 2 3 4
Conducted a Current State
Assessment
Proposed a functional structure
for NPSD
Proposed a macro structure Proposed a micros structure

178
Why EY?

10
179
What Makes Us Different from the Rest?

 We are aware that it is in the business perspective our clients faces issues that drive
change in their value chain, which is why we provide to our account teams a deeper
understanding of these business issues, to gain insight into what leading companies
are doing in response to these issues; and to demonstrate examples of how EY is
providing value. We are tied to business strategies.

1. Business
function
 The fact that we are system and Driven
 Ability to leverage experienced
vendor agnostic means that we
professionals from different sectors
can truly provide independent
2. Cross and solutions to provide suitable
client side advice with respect to 5. IT system
and vendor discipline consultants with global Insight and
technology matters. independent teaming
future thinking
EY
differentiators

 EY’s position within TOGAF, BIAN and IVI

at taking a lead role in new thinking on  We provide proven, flexible and practical
Architecture, and working key business 4. Strong approach ensuring that our services and
3. Provide
Positioning
and IT stakeholders, as well as partners pragmatic solutions works within the unique client
within
services /
sponsors of
and vendors, allow us to be part of solutions environment (challenges, culture, operating
architecture
establishing clear target architectures environment, opportunities and real priority
(across business and technology) requirements)

180
Alliances and Partnerships
EY and The Open Group

► Member of the Governing Board

► Vice-chair, Architecture Forum
► Co-chair of the TOGAF Next Generation Workgroup, responsible for leading 450 member organizations through the
development of the next version of TOGAF
► Founding member, current chair and vice-chair of the Value Realization Workgroup, responsible for the series of “World-
Class Enterprise Architecture” whitepapers
► Vice-chair, Business Architecture Forum, responsible for the creation of the Open CA Business Architect certification
program
► Authors of the World-Class EA Business Reference Model white paper published June 2014, introducing the Business
Reference Model used by our professionals and a key contribution to extending the business architecture aspects of TOGAF
► Project chair - SOA for Business Technology project of the SOA Working Group
► Contributing author - SOA for Business Technology white paper published July 2014

As a firm we are committed to leadership in the field of architecture: we execute a wide range of architecture-
driven projects and continue to make strategic appointments among practice leadership

181
Alliances and Partnerships
EY Membership in BIAN

EY is a sponsoring member of the Banking Industry Architecture Network (BIAN). BIAN was
created for financial institutions, software vendors, and service providers to collaborate with
other industry leaders in defining, building and implementing next-generation banking
platforms.

EY is fully engaged and active in the following BIAN working groups:

► Retail Banking
► Wealth Management
► Strategy Advisory Group
► Payments

182
Alliances and Partnerships
EY-IVI Relationship

► The Innovation Value Institute (IVI) is a not-for-profit subsidiary of Maynooth University in

Ireland
► IVI has developed the IT-Capability Maturity Framework (IT-CMF) which evaluates IT as a series of
capabilities, including Enterprise Architecture Management

► EY is a Patron Member of the Innovation Value Institute and have been since 2009
► EY has a seat on the Board and we are actively involved in content creation, direction setting and
evolution of service delivery models

183
Thought Leadership and Reference Material

11
184
EY Thought Leadership
As FinTech evolves, can financial services innovation be compliant? The emergence and
impact of regulatory sandboxes — in the UK and across Asia-Pacific

A significant increase in the number of financial technology (FinTech) firms, and corresponding venture capital and
corporate investment in the sector, is sure to have a profound impact on the evolution of the financial services industry.
According to the 2017 EY FinTech Adoption Index, FinTech has already been embraced by the mainstream. Across the
20 markets in the EY study, 33% of digitally active consumers are making use of FinTech products and services.1 While
the UK leads in developed markets, consumers in China have the highest level of FinTech adoption, with 69% of
respondents regularly using these services, more than double the global average. This is having a follow-on effect in
other parts of Asia-Pacific. Leading Chinese FinTech players are impacting the surrounding markets directly, through
international market entry, outbound investment and partnering; and indirectly, as FinTechs in other countries seek to
replicate aspects of their success in local markets.
The rise of FinTech requires regulators to understand how to best apply regulatory principles to new settings created by
new technologies and business models. For example, regulators may need to consider how to perform client due
diligence in remote account opening environment via mobile banking, or how to ensure investment suitability when
investors rely on robo-wealth advisors. Unless clear guidelines and precedents are provided or a means for running
controlled experiments can be allowed, these new applications enabled by FinTech can create regulatory ambiguity.
Therefore, regulatory clarity is of critical importance to FinTech innovators. Regulations can impact anything from how
money can be raised, to how advice can be given or how a service may be delivered. Unless innovators understand the
regulatory context, it is almost impossible to bring compliant services to market.
Recognising the difficulty of innovating without certainty, many regulators in the Asia-Pacific (APAC) region are starting
to follow the global trend of developing a “regulatory sandbox”. In a regulatory sandbox, traditional and non-traditional
financial institutions are able to test new technologies and business models in a live but controlled environment, giving
regulators time to adapt legislation as needed.

This collaborative approach has the potential to be a highly effective way to take FinTech to market safely, in a manner that promotes consumer confidence in the new
offering. However, not all sandboxes are created equal, with different markets demonstrating varying levels of commitment in line with market-specific objectives and
policy regimes. Innovators interested in global mobility must have a clear understanding of not just their local geography, but also how other countries are regulating
FinTech offerings, given similarities of regulatory regime in some countries.
This report examines regulatory considerations pertaining to FinTech innovation, as well as the different approaches being taken by regulators across the APAC region.
Our primary focus is regulatory sandboxes, starting with how these collaborative endeavours work and the experiences of five companies in the first cohort innovating
inside the pioneering environment offered by the UK’s Financial Conduct Authority (FCA) sandbox. This report also tracks the progress of APAC’s regulatory
sandboxes, which since September 2016 have been progressively stablished in Hong Kong, Thailand, Malaysia, Singapore, Australia, and Indonesia.

185
 EY Thought Leadership
Regulatory treatment of accounting provisions: An update on global and European
developments

► Following the issuance of the Basel Committee on Banking Supervision (BCBS) standard on 29 March 2017,1 the
relevant European institutions have finalised the transitional arrangements for the regulatory treatment of
accounting provisions within the EU. This is to address the implementation of International Financial Reporting
Standard (IFRS) 9 Financial Instruments and other expected credit loss (ECL) frameworks. The process was fast-
tracked — alongside creditor hierarchy and large exposures — to ‘help mitigate the impact of IFRS 9 standards on EU
banks’ capital and ability to lend’.2 Following this, the transitional arrangements were incorporated into European
legislation on 27 December 2017, via publication in the Official Journal of the European Union (OJEU).3 They are
applicable from 1 January 2018 via the Capital Requirements Regulation (CRR) Article 473(a).
► The final European regulation provides for an optional five-year transitional period to manage the egulatory impact,
with a dynamic approach using periodic recalculations. The calculation differentiates between exposures under the
internal ratings based (IRB) approach versus those under the standardised approach (SA), to ensure that the
appropriate interaction with regulatory expected loss (EL) is considered for relevant IRB portfolios. This is because
under the IRB approach, relief is only allowed when the IFRS 9 ECL exceeds regulatory EL — otherwise it is floored at
zero. Taxation and other impacts are included to prevent additional double counting or relief.
► There is a requirement for full disclosure of the fully loaded and transitional amounts for own funds, capital ratios
and leverage ratios in pillar 3 reports. To govern this, the European Banking Authority (EBA) issued the final
guidelines on 12 January 2018, which are applicable both for firms that elect to use the transitional arrangements
and those which do not.
► The BCBS standard issued in March 2017 did not address the long-term regulatory treatment of accounting
provisions — the subject of a discussion paper4 issued in October 2016. BCBS has set up a task force on ECL
provisioning which is expected to observe the impacts on transition and subsequent development. It will also
continue industry dialogue and is expected to clarify the long-term regulatory treatment of provisions during 2018.
No European regulator has publically expressed an opinion on the long-term viewpoint yet.
► The BCBS standard retained the regulatory distinction between general and specific credit risk adjustments for an interim period. The EBA opinion published in
March 2017 maintains the view that general credit risk adjustments (GCRAs) will not exist under IFRS 9 as ECL provisions do not meet the criteria to be classified
as GCRAs in that they are not freely and fully available. This is consistent with the earlier EBA regulatory technical standard (RTS) On specification of the
calculation of specific and general credit risk adjustments in accordance with Article 110(4) of the draft CRR,6 published on 26 July 2013.

186
EY Thought Leadership
Work and Office Model Archetype have changed fundamentally – EY looks at this through the lenses of Employee Preference
and Experience; Culture and Leadership; Technology Enablement; and Real Estate Options

Remote Work Viability Assessment

• Tailored for Client environment
• Converted into a tool for simple, consistent
deployment with managers and then easy
aggregation
Employee /work mode Segmentation
• Used by managers to assess their primary
job families and roles for remote viability • Central team/designers graft manager
assessment against various types of remote
working categories to create employee
segments
Viability and Employee Data Match
• Central team/designers stack up other
relevant employee data (including
preferences) with viability assessments
Employee Persona’s
• Create segment intelligence to underpin
persona development and use for change Base persona’s linked to model archetype
impact assessment choices can be used by designers, tailored
using viability and employee data, to build
• Can be backed up by analytics, persona’s
sociometrics etc

ATTACHEMENT DELETED
187
EY Thought Leadership
The ‘new normal’ – recognizing challenges and opportunities in the new normal and what’s needed to ‘ride the
waves’ of these changes through transformation

As we begin to recover from this economic and social crisis, the business
community will have to manage many of the operational challenges
COVID-19 presents, including ongoing health surveillance, controls and
business continuity management.
EY teams across the globe are collaborating to develop the key tools
necessary to effectively navigate the crisis and prioritize the health and
safety of employees.

ATTACHEMENT DELETED
188
Reference Material: Central Bank of Swaziland
Process Landscape
(L1 &L2)
OVERSIGHT BUSINESS PROCESSES
Strategy and Delivery Management Governance, Risk and Compliance Management
Strategic Plan, Policies, Org Structure, Risk Policy, Risk
Quality Risk Compliance
BU Plans, Processes, Job Charter, Assurance
Assurance Management Managment
Indiv Plans Procedures Descriptions Framework Management

Organisational Change Management

OPERATIONAL BUSINESS PROCESSES

Banking Services Management Notes and Coins Management
Customer Customer/ Product Life- Notes & Coins Notes & Coins Currency
Complaints Vault
Account Client Data Cycle Supply Supply Inventory
Management Management
Management Management Management Planning Management Management

Branch Daily Repatriate Safeguard

Domestic Forex Destroy Unfit Safeguard
Teller Services Operations Foreign Precious
Treasury Transactions Notes & Coins Cash Holdings
Management Currency Metals

Foreign Asset Management Development Finance Management

External Local Credit Credit Guarantee
Forex
Reserves Financial Guarantee Guarantee Schemes Fund
Treasury
Management Market Dev. Applications Processing Management

Financial Sector Stability Management Economic Research for Policy Formulation

Financial Sector Financial Non-Financial Monetary
Sectoral Economic Data Economic
Regulations Development Institution Institution Policy
Collection & Analysis Reporting
& Enforcement Licencing Licencing Formulation

SUPPORT BUSINESS PROCESSES

Human Capital Management ICT Governance and Management

Employee Employee Employee Employee

Provide ICT Perform ICT Business Operations
Talent Information Benefits Remuneration
Governance Planning Technology Enablement
Management Management Management Management

Employee ICT
Leave, Attendance, Overtime Document Information
Staff Loans Relations ICT Security Monitoring &
Management Management Management
Management Support

Finance Management Supply Chain Management

Chart of Procurement Employee

Accounts Accounts Procurement Inventory
Budgeting Accounts of Goods & Travel
Receivable Payable Planning Management
Administration Services Management

Financial / Supplier Supplier Supplier

General Asset
Statutory Contract Performance Information
Ledger Management
Reporting Management Management Management

Facilities Management

Facilities Operate & Physical Occupational

Management Maintain Security Health &
Planning Facilities Management Safety
189
Reference Material: Central Bank of Swaziland
Process detail describing each activity

190
Reference Material: Central Bank of Swaziland
Approach to displaying the hooks between the Business Process and the SAP
Module
In the Business Process Deliverable: Quick Reference Spreadsheet:
 On the diagrams:
SAP Module
Applicable
Activities have
RED borders

L1, L2, L3
Processes
 In the detail describing each activity:
Process Element Description

Start Examination of CBS Functional Area strategies, as well as CBS operating

model and Business Processes to develop the Organisation Structure for
CBS.

Next-level Activities 1. Examine CBS strategy

2. Examine Functional Area strategies
3. Examine operating model
4. Examine Business Processes
5. Identify required Roles / positions
6. Design Organisational Structure
7. Review Organisational Structure
8. Publish Organisational Structure

End Published Organisational Structure that define different roles and

Applicable
relationships to meet the goals and objectives of CBS.

 Organisational Structure to be designed and documented in line with

Relationship between
Business Rules CBS methodology and framework.
Process Name (L3) and
Process Risks  Organisational structure is incorrectly prepared which may result in roles
and relationships that are inaccurate, incomplete or invalid and that do
not enable CBS to meet its goals and objectives Related SAP Specific SAP Module
Key Measures 

Number of changes to the Organisational Structure
Frequency of changes to the Organisational Structure Modules are indicated in RED
Related SAP
Module (if


SAP HCM – Employee Administration
SAP HCM – Organisational Management
listed
applicable)  SAP GRC – Access Control

191
Reference Material: Central Bank of Swaziland
SAP Solution Architecture – ‘Central Bank in a Box’

Our Application Architecture is based on ECC EhP 8 and brought the following key solution components together on one
integrated platform, enabling process automation

User interface
SAP GUI SAP NWBC SAP ESS / MSS - Portal

GRC - Access Control / Process Control & ERM

SAP Integration Layer
SAP Application Tier – Business Suite SAP Process Orchestration

SAP Central Components SAP Core Banking

Finance Deposits Management

Procurement Loans Management Non-SAP applications

CSD
Human Capital Management Teller and Cheque Processing SAECH
Payroll PAT 2
Vault Management
Bloomberg
BOP
SAP Payments
SAP Treasury DRL 7000
Payment Work Bench Transaction Management GND
Payment Monitor Coin Counting
Limit Management
SIRESS
RTGS
Database tier SWIFT
LOGO DELETED HANA

192
Reference Material: Central Bank of Swaziland
CBS Legacy System Landscape (before)

Disparate systems across multiple business units.

Process documentation of end-to-end business operations outdated or not in place.
Manual facilitation of key processes demanded labour intensive effort, resulting in delays / inefficiencies.

193
Reference Material: Central Bank of Swaziland
CBS System Landscape (after)

194
Reference Material: Discovery Bank
Process Landscape
(L1 & L2)

195
Reference Material: Discovery Bank
Process detail describing each activity

L2: Product Innovation and Life-Cycle Management (Credit Card, Transaction, Savings Account & Term Deposits)

Product Ideation & Business Case & Product Product 'Go Liv e' Product Product
Proof of Concept Implementation Dev elopment Management & Retirement
Plan Dev elopment Tracking

Product Information Management

196
Reference Material: Discovery Bank
Process Capacity Model Approach and Methodology

Process Capacity Model Approach and Methodology

1 Model Input 2 Configuration and Setup 3 Simulate Bank FTE Per Process and Over 4 Output
Time
Customer
(Product) base Assign calculation
types to each process Bank FTE (Over time
per process)
Bank Revenue

Customer base and process

Internal headcount based

Activity time and volume

Customer base size simple
forecast

Revenue derived
Fixed size
1 2 3 4 5 6 7 8 People Cost (Over
Level 2 processes time per process)
(All)
Total Headcount Customer Base

1000 500000
Level 3 processes 500
(Core) 0 0
Configure calculation
0 7 14212835424956
type variables
Month
Pay ranges per
job grades /

197
Dependencies and assumptions

12
198
Assumptions

1. The current scope and costing is based on current understanding and will be confirmed at project initiation.
2. Anything not explicitly described in this response will be considered as out of scope.
3. The project will be executed at FINANCIAL SERVICES COMPANY A Johannesburg offices utilising their infrastructure, or be provided over virtual platform.
FINANCIAL SERVICES COMPANY A will provide EY will all necessary software and associated technical infrastructure and access to systems and appropriate IT
environments before the start of the project.
4. A time and materials costing model has been applied to cater for the extended duration of getting automations into production when a client starts their automation
journey. The time to provision servers, access, environments, user credentials and getting the first batch of automations into production is often underestimated and
results in project delays, which is consistent for most clients at initiation.
5. It is noted that EY will not participate in any direct or indirect engagements with employees or unions to advise them of and/or justify the intent to implement the
Architecture and the Target Operating Model.
6. EY will rely on client information made available and, unless expressly agreed otherwise, will have no responsibility to evaluate or verify it.
7. EY will not be responsible, or liable, for the quality, or performance, of the data and automation operated on behalf of other vendors where EY was not responsible,
or accountable for process and automation delivery.
8. During the delivery process, process scope is defined and signed off, additional updates not included within the defined artefacts will result in a change note.
9. Deviations from the assumptions stated or changes in scope may result in changes to the effort required to deliver the project and as such may have a material effect
on the costing provided above.
10. Any variations in the scope will be identified and discussed and agreed with the FINANCIAL SERVICES COMPANY A as part of a scope change process.
11. The FINANCIAL SERVICES COMPANY A will appoint a business representative to perform sign-off on behalf of the business on each of the deliverables.
12. The FINANCIAL SERVICES COMPANY A will be responsible for packaging and distribution of any communications.
13. All management actions, decisions and interpretations remain the responsibility of the FINANCIAL SERVICES COMPANY A.
17. The FINANCIAL SERVICES COMPANY A will provide access to Process SMEs and stakeholders as reasonably required to deliver the services requested.
18. The FINANCIAL SERVICES COMPANY A will provide support to help facilitate meetings with key stakeholders, arrange meeting and workshop logistics.
19. The FINANCIAL SERVICES COMPANY A will provide SMEs who can provide input into the internal and external integration requirements and they will be made
available as and when required (requirement will be communicated in timely fashion).
20. The FINANCIAL SERVICES COMPANY A will provide EY with the necessary access to all required applications/systems, EA Standards, documentation and
information, this includes the EA Modelling Tool as well as the RTGSS.

199
Submission summary

13
200
Part A: Administrative Requirements

Requirement Complete
Tax clearance certificate / Tax clearance PIN Appendix A
B-BBEE certificate – SRT No. 5 Appendix B
Particulars of supplier - SRT No. 2 Tender Document

Supplier declaration - SRT No. 4

Tender Document
(Initialled on every page and signed in full by duly authorised representative)

Undertaking of confidentiality - SRT No. 9

Tender Document
(Initialled on every page and signed in full by duly authorised representative)

Registration documents (if legal entity)/ identify document Appendix E

Company resolution or other document authorising the signatory to submit the tender on behalf of the supplier Appendix L

201
Part B: Mandatory Requirements

Requirement Complete
Not applicable N/A

202
Part C: Technical Proposal Requirements

Requirement Section No.

1. Cover letter Section No. 1

2. Executive summary Section No. 3

3. Organisational chart Appendix H

4. Company profile/personal resume Appendix F

5. Operating methodology Section No. 5

6. Local and international experience Section No. 8

7. Central banking experience Section No. 8

8. Track record Section No. 8

9. Footprint Appendix I

10. B-BBEE policy and strategy Appendix B

11. Insurance coverage Appendix D

12. Financial statements Appendix G

Section No. 4;
13. Description of the goods offered Section No. 5;
Section No. 6
Section No. 4;
14. Delivery lead times
Section No. 6

15. Infrastructure and resources N/A

16. Stock N/A

17. Order requirements N/A

18. Disposal of the goods at end of life N/A

19. Quality assurance procedures N/A

20. Warranties N/A

203
Part C: Technical Proposal Requirements continued

Requirement Section No.

Section No. 5;
21. Complaints procedures
Section No. 7
Section No. 5;
22. Monitoring and reporting practices Section No. 6;
Section No. 7
Section No. 4;
23. Scope of the services and/or works Section No. 5;
Section No. 6
24. Service and maintenance procedures N/A
Section No. 5;
25. Service levels
Section No. 7
26. Breakdown of resources Section No. 7
27. Key personnel (complete SRT 6) Section No. 7
28. Sub-contractors (complete SRT 3) N/A
29. Installation procedures N/A
30. Acceptance testing procedures N/A

31. Performance testing procedures N/A

32. Security: N/A

a) Physical security N/A

b) Integrity management N/A

c) Information security safeguards N/A

d) Project security risk management N/A
Section No. 4;
33. Transitional plan Section No. 5;
Section No. 6
34. Disengagement assistance N/A

204
Part C: Technical Proposal Requirements continued

Requirement Section No.

Section No. 5;
35. Proposed project plan
Section No. 6
36. Specified objectives Section No. 4
Section No. 5;
37. Proposed approach and project methodology
Section No. 6
38. Project experience (complete SRT 7) Section No. 8
39. Key deliverables Section No. 5
40. References Section No. 8

205
General terms and conditions

14
206
General terms and conditions

Our Relationship with You

1. We will perform the Services using professional skill and care.

2. We are a member of the global network of Ernst & Young firms (“EY Firms”), each of which is a separate legal entity.

3. We will provide the Services to you as an independent contractor and not as your employee, agent, partner or joint venture. Neither you nor we have any right, power or
authority to bind the other.

4. We may subcontract portions of the Services to other EY Firms, as well as to other service providers, who may deal with you directly. Nevertheless, we alone will be
responsible to you for the Reports (as defined in Section 11), the performance of the Services, and our other obligations under this Agreement.

5. We will not assume any management responsibilities in connection with the Services. We will not be responsible for the use or implementation of the output of the
Services.

Your Responsibilities

6. You shall assign a qualified person to oversee the Services. You are responsible for all management decisions relating to the Services, the use or implementation of the
output of the Services and for determining whether the Services are appropriate for your purposes.

7. You shall provide (or cause others to provide) to us, promptly, the information, resources and assistance (including access to records, systems, premises and people) that
we reasonably require to perform the Services.

8. To the best of your knowledge, all information provided by you or on your behalf (“Client Information”) will be accurate and complete in all material respects. The
provision of Client Information to us will not infringe any copyright or other third-party rights.

9. We will rely on Client Information made available to us and, unless we expressly agree otherwise, will have no responsibility to evaluate or verify it.

10. You shall be responsible for your personnel’s compliance with your obligations under this Agreement.

Our Reports

11. Any information, advice, recommendations or other content of any reports, presentations or other communications we provide under this Agreement (“ Reports”), other
than Client Information, are for your internal use only (consistent with the purpose of the particular Services) including your board of directors, your audit committee, or
your statutory auditors.

207
General terms and conditions (continued)

12. You may not disclose a Report (or any portion or summary of a Report,) externally (including to your affiliates) or refer to us or to any other EY Firm in connection with
the Services, except:

(a) to your lawyers (subject to these disclosure restrictions), who may review it only in connection with advice relating to the Services,

(b) to the extent, and for the purposes, required by law and you will promptly notify us of such legal requirement to the extent you are permitted to do so),

(c) to other persons (including your affiliates) with our prior written consent, who may use it only as we have specified in our consent, or

(d) to the extent it contains Tax Advice, as set forth in Section 13.

If you are permitted to disclose a Report (or a portion thereof), you shall not alter, edit or modify it from the form we provided.

An “affiliate” of an entity (for the purpose of this Agreement) shall mean an entity or individual that controls, is controlled by, or is under common control with, the first
entity, and "control" means the ability to direct the policies or operations of an entity, whether by contract, ownership of equity interests, or otherwise.

13. You may disclose to anyone a Report (or any portion thereof) solely to the extent that it relates to tax matters, including tax advice, tax opinions, tax returns, or the tax
treatment or tax structure of any transaction to which the Services relate (“Tax Advice”). With the exception of tax authorities, you shall inform those to whom you
disclose Tax Advice that they may not rely on it for any purpose without our prior written consent.

14. You may incorporate into documents that you intend to use our summaries, calculations or tables based on Client Information contained in a Report, but not our
recommendations, conclusions or findings. You must assume sole responsibility for the contents of those documents and you must not externally refer to us or any other
EY Firm in connection with them.

15. You may not rely on any draft Report. We shall not be required to update any final Report for circumstances of which we become aware, or events occurring, after its
delivery.

Limitations

16. You (and any others for whom Services are provided) may not recover from us, in contract or delict, under statute or otherwise, any amount with respect to loss of profit,
data or goodwill, or any other consequential, incidental, indirect or special damages in connection with claims arising out of this Agreement or otherwise relating to the
Services, whether or not the likelihood of such loss or damage was contemplated.

17. You (and any others for whom Services are provided) may not recover from us, in contract or delict, under statute or otherwise, aggregate damages in excess of twice the
fees actually paid for the Services that directly caused the loss in connection with claims arising out of this Agreement or otherwise relating to the Services.

208
General terms and conditions (continued)

18. With the exception of liability for death or personal injury, or loss resulting from our fraud, or any other liability for which restriction or exclusion is prohibited by law,
our liability for the aggregate of all claims arising out of or in connection with this engagement in respect of breach of contract or breach of duty or fault or negligence or
otherwise (collectively referred to herein as “fault”) shall be no more than that proportion of the loss or damage (including interest and costs) suffered by you, which is
ascribed to us by a Court of competent jurisdiction or Arbitrator allocating a proportionate responsibility to us having regard to the contribution to the loss or damage in
question by you or any other person based upon relative degrees of fault; it being a term of this engagement that the provisions of Section 1 of the Apportionment of
Damages Act, 1956 will apply to all claims between us and “fault” and “loss or damage” as used herein shall respectively be deemed to fall within the meanings of “fault”
and “damage” as contained in Section 1 of the Apportionment of Damages Act, 1956. For the purposes of assessing the contribution to the loss and damage in question of
any other person pursuant to the preceding paragraph, it is agreed that no account shall be taken of any limit imposed or agreed on the amount of liability of such person
by any agreement (including any settlement agreement) made before or after the loss and damage in question occurred.

19. You shall make any claim relating to the Services or otherwise under this Agreement no later than within two years after you become aware (or ought reasonably to have
become aware) of the facts that give rise to the claim, and in any event, regardless of the knowledge, by no later than three years after the date of any alleged breach of
contract, delictual act or other act or omission giving rise to a cause of action. This expressly overrides any statutory provision that would otherwise apply.

20. The limitations in Sections 16 and 17 will not apply to losses or damages caused by our fraud or to the extent prohibited by applicable law or professional regulations.

21. You may not make a claim or bring proceedings relating to the Services or otherwise under this Agreement against any other EY Firm or our or its subcontractors,
members, shareholders, directors, officers, partners, principals or employees ("EY Persons"). You shall make any claim or bring proceedings only against us.

Indemnity

22. To the fullest extent permitted by applicable law and professional regulations, you shall indemnify us, the other EY Firms and the EY Persons against all claims by third
parties (including your affiliates and lawyers) and resulting liabilities, losses, damages, costs and expenses (including reasonable external and internal legal costs) arising
out of the third party’s use of or reliance on any Report (including Tax Advice) disclosed to it by or through you or at your request. You shall have no obligation hereunder
to the extent that we have specifically authorized, in writing, the third party’s reliance on the Report.

Intellectual Property Rights

23. We may use data, software, designs, utilities, tools, models, systems and other methodologies and know-how (“Materials”) that we own in performing the Services.
Notwithstanding the delivery of any Reports, we retain all intellectual property rights in the Materials (including any improvements or knowledge developed while
performing the Services), and in any working papers compiled in connection with the Services (but not Client Information reflected in them).

24. Upon payment for the Services, you may use any Materials included in the Reports, as well as the Reports themselves as permitted by this Agreement.

209
General terms and conditions (continued)

Confidentiality

25. Except as otherwise permitted by this Agreement, neither of us may disclose to third parties the contents of this Agreement or any information (other than Tax Advice)
provided by or on behalf of the other that ought reasonably to be treated as confidential and/or proprietary. Either of us may, however, disclose such information to the extent
that it:
(a) is or becomes public other than through a breach of this Agreement,
(b) is subsequently received by the recipient from a third party who, to the recipient’s knowledge, owes no obligation of confidentiality to the disclosing party with respect to
that information,
(c) was known to the recipient at the time of disclosure or is thereafter created independently,
(d) is disclosed as necessary to enforce the recipient’s rights under this Agreement, or
(e) must be disclosed under applicable law, legal process or professional regulations.

26. Either of us may use electronic media to correspond or transmit information and such use will not in itself constitute a breach of any confidentiality obligations under this
Agreement.

27. Unless prohibited by applicable law, we may disclose Client Information to other EY Firms, EY Persons and third parties providing services on our behalf who may collect,
use, transfer, store or otherwise process it (collectively ‘Process’) in the various jurisdictions in which they operate for purposes related to the provision of the Services, to
comply with regulatory requirements, to check conflicts, for quality, risk management, or financial accounting purposes and/or for the provision of other administrative support
services (collectively ‘Process Purposes’). We shall be responsible to you for maintaining the confidentiality of Client Information.

28. With respect to any Services, if U.S. Securities and Exchange Commission auditor independence regulations apply to the relationship between you or any of your associated
entities and any EY Firm, you represent, to the best of your knowledge, as of the date of this Agreement, that neither you nor any of your affiliates has agreed, either orally or in
writing, with any other advisor to restrict your ability to disclose to anyone the tax treatment or tax structure of any transaction to which the Services relate. An agreement of
this kind could impair an EY Firm’s independence as to your audit or that of any of your affiliates or require specific tax disclosures as to those restrictions. Accordingly, you
agree that the impact of any such agreement is your responsibility.

Data Protection

29. For the Process Purposes referred to in Section 27 above, we and other EY Firms, EY Persons and third parties providing services on our behalf may Process Client
Information that can be linked to specific individuals (“Personal Data”) in various jurisdictions in which we and any of them operate (EY office locations are listed at URL
DELETED). We will Process the Personal Data in accordance with applicable law and professional regulations. We will require any service provider that Processes Personal
Data on our behalf to adhere to such requirements.

30. You warrant that you have the authority to provide the Personal Data to us in connection with the performance of the Services and that the Personal Data provided to us has
been Processed in accordance with applicable law.

210
General terms and conditions (continued)

Fees and Expenses Generally

31.You shall pay our professional fees and specific expenses in connection with the Services as detailed in the applicable Statement of Work. Our fees are exclusive of taxes
or similar charges, as well as customs, duties or tariffs imposed in respect of the Services, all of which you shall pay (other than taxes imposed on our income generally).
Unless otherwise set forth in the applicable Engagement Letter or Statement of Work, payment is due upon presentation of each of our invoices. Should payment not be made
within 30 (thirty days) from due date, we shall be entitled to charge interest at the maximum rate allowed by law.

32. We may charge additional professional fees if events beyond our control (including your acts or omissions) affect our ability to perform the Services as originally planned
or if you ask us to perform additional tasks.

33. If we are required by applicable law, legal process or government action to produce information or personnel as witnesses with respect to the Services or this Agreement,
you shall reimburse us for any professional time and expenses (including reasonable external and internal legal costs) incurred to respond to the request, unless we are a party
to the proceeding or the subject of the investigation.

Force Majeure

34. Neither you nor we shall be liable for breach of this Agreement (other than payment obligations) caused by circumstances beyond your or our reasonable control.

Term and Termination

35. This Agreement applies to the Services whenever performed (including before the date of this Agreement).

36. This Agreement shall terminate on the completion of the Services. Either of us may terminate it, or any particular Services, earlier upon 30 (thirty) days written notice to the
other. In addition, we may terminate this Agreement, or any particular Services, immediately upon written notice to you if we reasonably determine that we can no longer
provide the Services in accordance with applicable law or professional obligations.

37. You shall pay us for all work-in-progress, Services already performed, and expenses incurred by us up to and including the effective date of the termination of this
Agreement. .

38. Our respective confidentiality obligations under this Agreement shall continue for a period of three years following the termination of this Agreement. The other provisions
of this Agreement that give either of us rights or obligations beyond its termination shall continue indefinitely following the termination of this Agreement.

211
General terms and conditions (continued)

Governing Law and Dispute Resolution

39. This Agreement, and any non-contractual matters or obligations arising out of this Agreement or the Services, shall be governed by, and construed in accordance with, the
laws of South Africa.

40. Except as otherwise expressly provided in the Cover Letter or in the applicable Statement of Work any dispute relating to this Agreement or the Services shall be subject to
the exclusive jurisdiction of the South African courts, to which each of us agrees to submit for these purposes. The parties may by agreement refer any dispute hereunder to
arbitration in accordance with the Arbitration Act 42 of 1965.

Miscellaneous

41. This Agreement constitutes the entire agreement between us as to the Services and the other matters it covers, and supersedes all prior agreements, understandings and
representations with respect thereto, including any confidentiality agreements previously delivered.

42. Both of us may execute this Agreement including Statements of Work as well as any modifications to it by electronic means and each of us may sign a different copy of the
same document. Both of us must agree in writing to modify this Agreement or any Statement of Work hereunder.

43. Each of us represents that the person signing this Agreement and any Statement of Work hereunder on its behalf is expressly authorized to execute them and to bind each of
us to their terms. You represent that your affiliates and any others for whom Services are performed shall be bound by the terms of this Agreement and the applicable
Statement of Work.

44. You agree that we and the other EY Firms may, subject to professional obligations, act for other clients, including your competitors.

45. Neither of us may assign any of our rights, obligations or claims under this Agreement.

46. If any provision of this Agreement (in whole or part) is held to be illegal, invalid or otherwise unenforceable, the other provisions shall remain in full force and effect.

47. If there is any inconsistency between provisions in different parts of this Agreement, those parts shall have precedence as follows (unless expressly agreed otherwise): (a)
the Cover Letter, (b) the applicable Statement of Work and any annexes thereto, (c) these General Terms and Conditions, and (d) other annexes to this Agreement.

48. Neither of us may use or reference the other’s name, logos or trademarks without its prior written consent, provided that we may use your name public ally to identify you
as a client, but in connection with specific Services or otherwise.

49. The limitations in Sections 16 to 19 and Section 21 and the provisions of Sections 22, 27, 29 and 44 are intended to benefit the other EY Firms and all EY Persons, who
shall be entitled to enforce them

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End

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