Currently, the transformation processes undertaken by financial institutions either in Spain or the rest of the world are the result of a combination of driving elements, such as:

Mergers and acquisitions: In a market in which volume is becoming more and more relevant, these operations have led to a change process in entities at every level of the organization which, from a technological point of view, have as a reference the integration and renovation of core banking systems.

• Regulation: The overall objective of recovering confidence in market practices has led regulators to strengthen and increase their demands for compliance with the norms for controlling business activity. At the same time, globalization makes it advisable for these control mechanisms to be shared by different markets. (IAS, SOX standards and others).

• Risk management: Basel II recommendations have resulted in an enormous drive towards risk management initiatives. Especially relevant is the focus on operational risk which, until recently, was not considered important.

• Free trade: Market liberalization, the single European currency and other associated elements offer immense possibilities for invigorating economies and accompanying strong initiatives for change and adaptation from both an operational and technological point of view.

• Competition: Positioning the client as the main axis for commercial activity is giving rise to a radical change in business strategies. The race to adapt to this change and achieving the highest possible turnover involves, as one of its fundamental bases, the implementation of business tools adapted to these new business requirements.
 
To address every need caused by these transformation factors, everis structures  BSU knowledge and services in terms of business, operations and technology. The banking BSU is structured into the following service lines:

• Core Banking
            Implementation of market tools and tailor made systems in the core banking business.
            Data migrations and coexistence with legacy systems related to these implementations.
            New product development. Modifications in applications architecture to increase modularity
  
•  Treasury
            Selection and implementation of market tools for front and back office
            Development of STP integrations architectures of front and back frameworks
            Centers of excellence in maintenance and migrations of MUREX version
   

Asset management and private banking
          Selections and implementation of asset management tools
          Technical architecture for market integration
          Investment funds management and distribution

 Risk Management
          Definition and Implementation of Risk Management Models in accordance with Basel II or other standards
          Analysis of risk management market solutions
          Full coverage of the credit risk cycle: admission, follow up and collection

 Compliance
Compliance with internal and external norms.
Sarbanes-Oxley, fraud prevention, money-laundering prevention.

• Management control
  Reporting systems adapted to the organization’s different levels.
  Definition of reporting models.
  Selection and implementation of market tools.
  
• Commercial systems
  Definition of sales management systems.
  Implementation of solutions adapted to the banking sales cycle.
  New models: inbound marketing, sales network compensation, relationship marketing automation.