FSTEU12 SIR by janagru

FST Europe www.gdsinternational.com/events/fst/eu/

11th â&#x20AC;&#x201C; 13th May 2015 The Powerscourt Hotel, Dublin, Ireland

WELCOME!

At GDS International, we take huge pride in delivering the best value possible to our clients onsite ...Introducing the Summit Intelligence Report (SIR)

The SIR is a comprehensive overview of delegate profiles and key spending indicators. Each delegate provided us with their personal and company biographies along with answers to our questionnaire requesting key statistical analyses of their budgets, budget allocation strategies, and areas of technology priorities. The purpose of this report is to provide you with a useful resource when preparing for the Summit and all the information needed to make the best meeting selections. Please do not hesitate to contact our team if you have any queries. We look forward to seeing you at the summit and to working with you on many more in the future.

The FST Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

WHY ARE WE INDUSTRY LEADERS?

QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

COMPANY PROFILES

EXECUTIVE PROFILES

INVESTMENT QUESTIONNAIRES

HOW OUR SUMMITS WORK GDS summits are designed to provide a number of different networking channels to execute and promote business. Each summit takes place over a 3 day period and includes a combination of one-to-one prescheduled meetings, focused interactive workshops as well as constant networking opportunities. Senior decision makers will engage in business meetings with solution providers who are specific to their business challenges and areas of future investment. The delegation is comprised of the most important and well respected, senior executives, in the industry, and the 40-minute meeting format is designed to surpass the traditional exchange of business cards and allow executives to have a good discussion on a personal level.

Key benefits:         

Industry leading decision makers, and your potential customers, under one roof at one time Be part of the discussions that shape the industry’s future Have a platform to announce new developments to the people who matter Network and develop contacts that will strengthen your business Position your company as a genuine market leader Maximize your spend by targeting your needs and solutions to relevant decision makers Educate your potential customers of the key benefits of your value proposition and raise your profile in the industry Increase your exposure to your target audience Win new business through the networking and one to one meetings

WHY ARE WE INDUSTRY LEADERS? FACE-TO-FACE MEETINGS Our Summits offer meetings on a pre-arranged, face-to-face, basis. According to a recent Forbes study, 92% of CEOs believe face-to-face meetings are the best way to win new business. The Forbes survey revealed:    

87% of company managers surveyed preferred face-to-face meetings 92% think such an approach saves them time and 88% say it saves money 85% believe such an approach creates a more solid and stronger relationship 75% believe such an approach creates better social interaction

C – LEVEL DELEGATES GDS events provide the highest level of delegates in the industry, senior executives from Fortune 200 companies who are responsible for budgets running into billions. Our summits offer unprecedented access to these individuals through the one-to-one meetings.

TARGETED CONTENT We work closely with the leading analyst companies on a global basis to deliver the best content and analysis at our events. All our workshops and panel discussions are targeted around pressing developments and need areas within the industry ensuring our events are at the cutting edge and helping to drive industry forward. Bringing the industries key leaders together allows a unique opportunity to identify key challenges and work together over the 3 days to understand the solutions that will enable them to improve their business.

“I found the last few days very valuable from many perspectives. The level of delegates has been fantastic – I can't ask for anything more. The great part has been doing lots of one-to-one meetings with the people we need to connect to in our customer base: the one-to-one meetings and the level of networking easily surpass any other event.” Simon Barnier – Lexmark

“It is one of the best formats that we are working with right now. We have sponsored two GDS summits and are looking forward to our third. The team have looked after us well and introduced us to customers we would not have otherwise met.” Andrew Wilson – Accenture

“This is clearly the best format on the market and the most cost effective way to do business development for us at Symantec. The meetings with delegates, their level, the business topics, the workshops and the networking – all make it a multifaceted event from which we got enormous value!” Arnaud Taddei – Symantec

QUALITY CONTROL At GDS International, our aim is to provide you with the optimum value for the two and a half days you’ll be joining us at the summit.

How we can guarantee this is simple: We ensure the best possible quality in delegate attendees. Just as it is important for you as a solution provider to meet with high level, budget holding, decision makers, it is important for us to provide our delegates with the targeted solution providers who can best meet their needs, thus justifying their time out of the office. Our delegation targets are determined through highly focused planning: 

Market research in partnership with global analyst firms to identify industry trends, challenges, and forecasted budget spending patterns



Review of topics and ideal delegates with our Summit Advisory Board, consisting of Global Industry Thought leaders and end users



Creation of a targeted program agenda to attract the relevant delegates



Formulation of a specific Delegate Target Report, which identifies the parameters in which we would define an ideal delegation, broken down by region, company size, budget size, and key focus areas.

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Analysis of each delegate who confirms attendance with assigned points value based around correlation with delegate targets

SUMMIT INTELLIGENCE SUMMARY

STATISTICAL ANALYSIS OF SUMMIT DELEGATE QUESTIONNAIRES 2015 BUDGET BREAKDOWN 18 16 14 12 10 8 Number of Delegates 6 4 2 0

Budget Size (in EUR)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

23% 27%

Mandated investments to meet regulatory/legal requirements Investments to maintain/run existing systems and processes Investments to support business innovation

19%

Investments to support business growth

30%

INVESTMENT 2015: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 35 30 25

Number of Delegates

20 15 10 5 0

Investment Priorities 0-12 months

INVESTMENT 2015: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 45 40 35 30

Number of Delegates

25 20 15 10 5 0

Investment Priorities 0-12 months

DELEGATE INTELLIGENCE REPORTS

CONFIRMED DELEGATE LIST Below you will find the list of confirmed executives that you will be meeting at the event. Utilizing this list and the information in the following pages will enable the business meetings you choose at the event to be best tailored around the service requirements of our delegation. Company

Attendee

Position

Abanca AIB AKBANK Aldermore Bank Aviva Banco Santander Bank of Ireland Barclaycard Barclays Barclays BBVA BBVA BMW BANK BNP Paribas Investments Partners BNY Mellon BNY Mellon Citi Credit Agricole CIB Danske Bank Danske Bank Deutsche Bank Financial Conduct Authority (FCA) Garanti Bank GE Capital Grupo Santander Hargreaves Lansdown HSBC HSH Nordbank AG IKS-KB ING Irish Stock Exchange

Oscar Garcia Blanco Helen Coughlan L. Ilker Altintas Peter McElwaine-Johnn Stéphan Chraibi Jose Manuel Gill Murphy Manuel Romero Paul Cavanagh John Sharkey Gene Aubrey Grant II Silvia Amoros Andrey Ezrokhi Thierry Balthazar Mark Pinkster Mohammed Khaleeq Siddiqi Sandipan Ghosh Sylvain Desgoutte Philip Bredahl Martin Stampe Andreas Luecker Paul Morrison Begum Ozalan Andrew McCarney Roberto Ordoyo David Davies Julia Sutton Dr. Klaus Mueller Radek Valenta Marianne van der Zwan Mark Scully

Head of Loss and Fraud Prevention Head of IT Performance Management SVP CTO Director of IT Strategy & Architecture Europe Digital Development Director Marketing & Analytics Strategic Planning Head of Innovation Enterprise Architect VP Managing Director Senior Analyst Global Markets Head of IT Russia Head of IT Applications & Service Transition Head of Technology Services Ireland VP Network Production Services EMEA & APAC SVP CTO Development Manager First VP Head of Control & Development Senior Partner – Internal & External Relations Head of Digital Marketing Solution Delivery Leader Senior Architect CIO Group Customer Data Manager SVP CIO Head of Global IT Communications Head of Information Services

ISBAN - Santander Group KB a.s. KBC Group Hungarian Branch Legal & General LHV Lloyds Banking Group Lloyds Banking Group LV= MasterCard MBNA Montepaschi Group Montepio Valor Nets Nordea Nordea Bank Nordea IT Poland Northern Trust Payment System Regulator Prudential RBS Royal London Group Royal London Group Saxo Bank A/S Saxo Bank A/S Saxo Payments A/S Standard Life Standard Life Swiss Re Swiss Re UniCredit UniCredit VTB Capital VTB Capital Worldpay Zurich Spain

Eduardo Fernandez G. Martin Dvorak Daniel Nemathy Dr Abol Froushan Martti Singi Andy Rounds Phil Knight Iqbal Adjali Nicole Logies Jonathan Biggin Fabrizio Lugli Miguel Mello Paul Walvik-Joynt Jacob Belton Groth Mattias Loven Piotr Piskorski Des Feeley Philip Bronk John Manning Alan Burnett Andy Hodrien Andy McGarrie Mads Syska Hansen Tony Johansson Kristian Sidelmann David Marr Keith Watson Fredi Lienhardt Gianluca Antonini Dr Massimo Messina Paolo Pozza Alexey Pavlin Alexander Shevyakov Jason K. Scott-Taggart Ricardo M. Gonzalez

Head of Innovation & Transformation Labs Head of IT Security Operation CTO The Enterprise Architect CRO Enterprise Security Architect Chief Architect â&#x20AC;&#x201C; Digital Head of Data Analytics Senior Business Leader COO Head of Vendor Management Head of IT Chief Enterprise Architect Global Head of Integration Services Head of Integrated Solutions Chief Enterprise Architect Head of Solutions Consulting, EMEA and Global Fund Admin Technology Innovation Policy Lead Head of Technology Risk Head of Infrastructure Strategy Head of Infrastructure CTO Head of IT Security, Risk & Compliance IT Continuity Manager Head of IT Operations Head of Business Analysis Head of Technology R&D VP Big Data and Smart Analytics Director Information Strategy Head of Global ICT Head of ICT Technical Architectures CIO, Russia and CIS Head of Core Infrastructure Engineering Head of Technology & Operations Head of Operational Risk & Control

PART 1: REGISTRATION PROFILE 'ABANCA' is the commercial brand under which ABANCA Corporaci贸n Barncaria, S.A. - one of the main financial institutions in the Spanish market - operates. With offices in nine countries (France, Mexico, Panama, Portugal, UK, Switzerland, Venezuela, and Germany), ABANCA is committed to a service model that reconciles the best parts of traditional banking with the best parts of the latest generation of banking, as well as being committed to quality service, reliability, responsibility, and innovation.

NAME: Oscar Garcia Blanco EXECUTIVE TITLE: Head of Loss and Fraud Prevention COMPANY NAME: Abanca

Oscar has vast experience managing IT projects, as a consultant and in banking. He is currently leading the fraud prevention office as head of loss and fraud prevention in Abanca. In close cooperation with the CEO office, security and risk departments, business units he develops an effective strategy to mitigate loss and fraud risk, defining policies, processes and scorecards to the board.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 15 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 3 Business Continuity / Disaster Recovery 2 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 4 Card Fraud Prevention 2 Cloud - Hybrid 3 Cloud - Private 4 Cloud - Orientation 2 Collaboration 4 Core Banking 3 CRM 4 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 4 Data Management 3 Data Warehousing / Data Mining 2 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 4 Enterprise Mobility 3 Enterprise Portfolio Management 3 Financial Crime - Fraud & AML 2 Governance, Risk & Compliance (GRC) 2 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 2 Payments Systems Modernisation 2 Process Optimisation 3 Social Media Strategies / Analytics / Governance 4 Technology Business Management 4 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 5 Multi-Channel Customer Communications 4 How many endpoints do you have?

Priority beyond 12 mths 5 5 2 1 1 3 4 1 3 3 2 3 3 4 3 4 3 2 5 3 4 3 2 1 1 3 3 3 3 2 1 1 2 4 4 5 4 3 3 5 5 4

What software platform is your organisation currently using? Cobol/CICS/DB2, .NET, Java, external applications and SAAS. Which are the most important business areas where you seek to reduce costs? Fraud and Loss Prevention

PART 1: REGISTRATION PROFILE

NAME: Helen Coughlan EXECUTIVE TITLE: Head of IT Performance Management COMPANY NAME: AIB

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 3 3 Big Data 2 2 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 4 4 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 3 3 Cloud - Hybrid 3 3 Cloud - Private 4 4 Cloud - Orientation 3 3 Collaboration 3 3 Core Banking 3 3 CRM 4 4 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 4 4 Data Management 4 4 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 3 4 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 2 2 IT Automation 4 4 IT Cost Transparency 2 2 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 2 2 Mobile Security 3 3 Payments Systems Modernisation 2 2 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 2 2 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 2 2 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 3 3 Multi-Channel Customer Communications 3 3 How many endpoints do you have? 800+ What software platform is your organisation currently using? Multiple Which are the most important business areas where you seek to reduce costs? Operations

PART 1: REGISTRATION PROFILE Akbank is one the leading private banks of Turkey, operational since 1948 with more than 16.000 employees. It maintains one of the biggest branch, ATM and POS networks of Turkey. The branch number has reached 1000; with 4000 ATMs for customers and more than 300,000 POSs for merchants. These networks and applications used by the bank employees and customers are developed and maintained in house and operated by the 900 IT staff. The customer numbers have reached 6.500.000, and the bank is known for its repetitive award winnings and contributions to both social and entertainment organizations.

NAME: L. Ilker Altintas EXECUTIVE TITLE: SVP COMPANY NAME: AKBANK

Ilker is the senior vice president of architecture and core banking at Akbank. He is responsible for core banking application development and enterprise architecture; reporting to CIO. He is currently in charge of 10+ IT strategic initiatives/programs including major IT transformation and application modernizations, such as business workstation (Integro), omni/multi-channel, core banking transformation, deposit system renewal, accounting system renewal, BPM platform (FlowArt), credit allocation renewal, operation center modernization, mobile-for-employees & digital banking. Ilker is also executing the IT-for-IT programs including DevOps, IT ERP, Agile, Lean, and Sourcing. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 30 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 2 Application Lifecycle Management (ALM) 1 Big Data 2 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 5 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 4 Cloud - Private 3 Cloud - Orientation 4 Collaboration 2 Core Banking 1 CRM 3 Customer Experience Management (CEM) 2 Data Centre Technology / Optimisation 5 Data Management 3 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 1 Enterprise Content Management (ECM) 3 Enterprise Mobility 1 Enterprise Portfolio Management 2 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 5 IT Automation 1 IT Cost Transparency 5 IT Outsourcing 5 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 3 Payments Systems Modernisation 3 Process Optimisation 3 Social Media Strategies / Analytics / Governance 4 Technology Business Management 3 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 1 Multi-Channel Customer Communications 2 How many endpoints do you have?

Priority beyond 12 mths 2 1 2 4 2 5 5 5 4 3 4 2 1 3 2 5 3 3 5 1 3 1 3 5 5 1 5 5 3 1 3 3 3 4 3 4 4 4 5 5 1 2

What software platform is your organisation currently using? Mainframe, Java-based and .net based open systems. Which are the most important business areas where you seek to reduce costs? Operational costs.

PART 1: REGISTRATION PROFILE Aldermore launched in 2009 and is a British bank providing award-winning savings, mortgages and commercial finance to Small and medium-sized enterprises (SMEs), homeowners and savers. We are backed by AnaCap Financial Partners LLP, Europe’s largest specialist private equity investor in the financial services sector. We provide straightforward and competitive products and exceptional customer service to British consumers and small and medium sized businesses (SMEs). We lend to British SMEs who we believe are the lifeblood of the economy. Our business customers can choose how they deal with us; online or face to face. We believe that consumers and SMEs deserve better and we are putting more and more investment into delivering financial expertise that customers can trust, is totally transparent and a genuine alternative to other financial organisations. The name 'Aldermore' is derived from the Alder tree, known to thrive where others fail.

NAME: Peter McElwaine-Johnn EXECUTIVE TITLE: CTO COMPANY NAME: Aldermore Bank

Peter is a technology leader with experience of several industry sectors in addition to financial services. He joined Aldermore in 2014 as chief technology officer. Prior to this, he spent six years with Lloyds Banking Group, where he held senior positions in the enterprise architecture and design directorate, notably as business unit architect for mortgages during the integration of HBoS and, latterly, as head of multi-channel architecture, where he devised the Group’s multi-channel strategy and initiated the re-purposing of the digital channel for use in branch and telephony. He is passionate about IT’s role in enabling business agility. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 5 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 4 Application Lifecycle Management (ALM) 4 4 Big Data 4 3 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 4 3 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 3 3 Cloud - Hybrid 2 2 Cloud - Private 2 2 Cloud - Orientation 5 5 Collaboration 3 3 Core Banking 3 3 CRM 3 3 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 2 2 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 2 2 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 2 2 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 2 2 Governance, Risk & Compliance (GRC) 3 3 IT Automation 3 3 IT Cost Transparency 4 4 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 2 2 Mobile Security 2 2 Payments Systems Modernisation 4 4 Process Optimisation 4 4 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 5 5 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 2 2 Unified Communications-as-a-Service (UCaaS) 1 1 Business Process Management 3 3 Multi-Channel Customer Communications 2 2 How many endpoints do you have? 2000 What software platform is your organisation currently using? Microsoft + SaaS + PaaS Which are the most important business areas where you seek to reduce costs? Cost reduction not a top priority

PART 1: REGISTRATION PROFILE Aviva is a life, general and health insurance business and provides asset management services. We are the largest insurer in the UK and we have strong businesses in selected international markets. Our products help 34 million customers enjoy the peace of mind that comes from managing the risks of everyday life. With us, they can save for a more comfortable retirement and protect – with insurance – the people and things that are important to them. We're here to help our customers manage their risks and investments so that they can enjoy the peace of mind that comes with having control over their money – whether we’re helping them save for a more comfortable future or protecting, with insurance, the people and things they hold dear. We aim to become the insurer customers would “most recommend” to their friends and family. NAME: Stéphan Chraibi EXECUTIVE TITLE: Director of IT Strategy & Architecture AVIVA Europe COMPANY NAME: Aviva

Stéphan is the Aviva chief architect for the European markets. He has joined Aviva in May 2004 as head of IT strategy & architecture for Aviva France, then took a group role at Aviva Europe level in 2007. He is responsible for federating the community of architects across the European region (five markets) by establishing strong architecture governance and defining the Aviva Europe IT strategy & target architecture while ensuring each project to be consistent with this target. He is responsible also to define and socialise across the region, IT standards and best practices and to provide Digital Innovation and new technologies capabilities to support business growth and competitive advantages. Stéphan has more than 30 years of experience in IT in different roles as IT program engineer, IT project leader, IT methodology and quality, system migration expert, architect, chief architect and IT strategist. Before joining Aviva, he has been in several companies in the financial industry (savings & loans, ABNAMRO…etc). PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 20 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 3 3 Big Data 1 1 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 5 5 Card Fraud Prevention 5 5 Cloud - Hybrid 2 3 Cloud - Private 5 5 Cloud - Orientation 2 2 Collaboration 5 5 Core Banking 5 5 CRM 3 2 Customer Experience Management (CEM) 3 2 Data Centre Technology / Optimisation 3 3 Data Management 3 3 Data Warehousing / Data Mining 2 2 Document Imaging / Printing / Managed Print Services 1 2 Enterprise Architecture & Business Process Management 5 5 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 4 3 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 5 5 Governance, Risk & Compliance (GRC) 5 5 IT Automation 3 3 IT Cost Transparency 5 5 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 2 2 Mobile Security 3 3 Payments Systems Modernisation 5 5 Process Optimisation 5 5 Social Media Strategies / Analytics / Governance 2 1 Technology Business Management 5 5 Virtualisation 2 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 3 3 Multi-Channel Customer Communications 1 1 How many endpoints do you have? Group wide, around 40,000 What software platform is your organisation currently using? Many, ie legacy comprising Mainframe, Midrange and Distributed environments mainly bespoke apps, ERP Which are the most important business areas where you seek to reduce costs? IT simplification (core systems)

PART 1: REGISTRATION PROFILE

NAME: Jose Manuel Perez Ariza EXECUTIVE TITLE: Digital Development Director COMPANY NAME: Banco Santander

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 10 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 2 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 4 Card Fraud Prevention 4 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 3 Collaboration 2 Core Banking 4 CRM 4 Customer Experience Management (CEM) 2 Data Centre Technology / Optimisation 4 Data Management 4 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 3 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 3 Enterprise Mobility 2 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 5 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 2 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 1 Payments Systems Modernisation 3 Process Optimisation 3 Social Media Strategies / Analytics / Governance 2 Technology Business Management 3 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 4 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 1 Multi-Channel Customer Communications 2 How many endpoints do you have?

Priority beyond 12 mths 3 3 2 5 3 3 4 4 3 3 3 2 4 4 2 4 4 4 3 3 3 2 5 4 5 3 3 2 3 1 1 3 3 2 3 4 4 4 4 4 1 2

What software platform is your organisation currently using? Partenon. Platform developed and supported by Santander Which are the most important business areas where you seek to reduce costs? Process simplification

PART 1: REGISTRATION PROFILE For over 200 years, Bank of Ireland has been at the vanguard of Irish banking developments and is committed to building and maintaining ongoing relationships with our customers, who are central to our organisation. Today, the bank is a diversified financial services group offering a comprehensive range of products and services. In Ireland, Bank of Ireland is the largest retail bank in the state (by market cap.). It is a systemically important ‘pillar’ Irish bank. Number 1 or number 2 in all principal product and market segments, it is regarded as the ‘first pillar bank’ of Irish banking. Our branch network extends nationwide with over 250 branches

NAME: Gill Murphy EXECUTIVE TITLE: Marketing & Analytics Strategic Planning COMPANY NAME: Bank of Ireland

Gill has 18 years of retail banking experience with Bank of Ireland. Over the past ten years, she held a number of senior management positions within the marketing and sales arena, including distribution strategy, sales strategy and marketing effectiveness. In 2011, she was appointed to the role of head of customer analytics for the Bank of Ireland Group, where she developed a new analytical capability driving key insights and campaign management across the Republic of Ireland and Northern Ireland.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million I do not know the IT budget. I Other manage Marketing budget

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 20 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 1 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 1 Choose Your Own Device (CYOD) 2 Capacity Planning / Performance Management 1 Card Fraud Prevention 5 Cloud - Hybrid 3 Cloud - Private 4 Cloud - Orientation 4 Collaboration 4 Core Banking 4 CRM 1 Customer Experience Management (CEM) 1 Data Centre Technology / Optimisation 5 Data Management 3 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 5 Enterprise Content Management (ECM) 1 Enterprise Mobility 5 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 5 IT Automation 2 IT Cost Transparency 5 IT Outsourcing 5 IT Security (Data, Endpoint, Network) 5 Mobile Banking / Mobile Applications / Device Management 5 Mobile Security 5 Payments Systems Modernisation 5 Process Optimisation 5 Social Media Strategies / Analytics / Governance 2 Technology Business Management 5 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 5 Multi-Channel Customer Communications 1 How many endpoints do you have?

Priority beyond 12 mths 5 5 1 4 1 1 1 5 3 4 4 4 4 1 1 5 3 3 5 5 2 5 5 5 5 2 5 5 5 5 5 5 5 2 5 4 5 5 5 5 5 1

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE

NAME: Manuel Romero EXECUTIVE TITLE: Head of Innovation COMPANY NAME: Barclaycard

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 40 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 10 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 2 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 1 Cloud - Hybrid 3 Cloud - Private 4 Cloud - Orientation 4 Collaboration 3 Core Banking 3 CRM 2 Customer Experience Management (CEM) 1 Data Centre Technology / Optimisation 4 Data Management 4 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 3 Enterprise Mobility 3 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 4 IT Automation 4 IT Cost Transparency 4 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 2 Payments Systems Modernisation 1 Process Optimisation 3 Social Media Strategies / Analytics / Governance 1 Technology Business Management 3 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 3 Multi-Channel Customer Communications 1 How many endpoints do you have?

Priority beyond 12 mths 4 4 2 4 2 4 4 1 3 4 4 2 3 2 1 4 4 4 4 4 3 3 4 3 4 4 4 4 3 1 2 1 3 1 3 3 3 3 3 4 3 1

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE Barclays is a major global financial services provider engaged in retail banking, credit cards, corporate and investment banking and wealth and investment management, with an extensive international presence in Europe, the Americas, Africa and Asia.

NAME: John Sharkey EXECUTIVE TITLE: VP - Portfolio Lead COMPANY NAME: Barclays

The portfolio lead for the infrastructure and environments that support the delivery of the Barclays Payments change programme. This includes the deployment of new services and systems and the maintenance / upgrade of existing applications and infrastructure. The remit covers the entirety of the change process from conception to acceptance in to production. An effective relationship manager with the proven capability to act as a trouble shooter for projects in distress and when required I can take a hands on programme manager role to ensure their safe delivery. Prior roles within IT include; Infrastructure Partner for the Barclays Corporate Business, IT Partner for the Co-Operative Banks Corporate and Retail business and Head of CIO Business Partners for United Utilities which was a joint IT and Transformation accountability. Prior to moving in to IT I was in operations delivering significant change and operational agendas within the Financial Services and Retail sectors. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 3 3 Big Data 3 3 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 4 4 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 4 4 Cloud - Hybrid 2 2 Cloud - Private 2 2 Cloud - Orientation 2 2 Collaboration 3 3 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 4 4 Data Centre Technology / Optimisation 3 3 Data Management 2 3 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 3 3 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 4 3 IT Automation 1 1 IT Cost Transparency 4 3 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 4 4 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 3 3 Payments Systems Modernisation 3 3 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 4 4 Technology Business Management 3 3 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 1 2 Platforms-as-a-Service (PaaS) 1 2 Software-as-a-Service (SaaS) 2 2 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 4 4 Multi-Channel Customer Communications 4 4 How many endpoints do you have? About 1,000 What software platform is your organisation currently using? Desktop / Office systems - Microsoft AIX - WAS Linux - Tomcat, JBOS, WAS Oracle SQL Mainframe Which are the most important business areas where you seek to reduce costs? Operational Transactions - looking to automate / move to self service / eliminate as much as possible Development and Testing costs (two goals - reduce costs by over 25% and reduce time taken)

NAME: Paul Cavanagh EXECUTIVE TITLE: Enterprise Architect COMPANY NAME: Barclays

Enterprise Architect working across most of the Barclays portfolios and business areas. interested in differential capabilities that accelerate our deliveries and ensure features are closely aligned to customer and colleague needs. areas include agility, closer business participation in technology change programmes, CX, IT Accessibility and a secure digital first strategy.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million X Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 15 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 3 Application Lifecycle Management (ALM) 2 2 Big Data 1 2 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 2 3 Card Fraud Prevention 2 2 Cloud - Hybrid 2 1 Cloud - Private 3 3 Cloud - Orientation 3 4 Collaboration 2 3 Core Banking 2 2 CRM 3 3 Customer Experience Management (CEM) 1 1 Data Centre Technology / Optimisation 3 3 Data Management 2 2 Data Warehousing / Data Mining 2 2 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 2 2 Enterprise Content Management (ECM) 2 2 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 2 2 Governance, Risk & Compliance (GRC) 3 3 IT Automation 2 1 IT Cost Transparency 2 2 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 2 2 Payments Systems Modernisation 3 3 Process Optimisation 2 2 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 2 2 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 2 2 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 3 3 Multi-Channel Customer Communications 3 3 How many endpoints do you have? NB 2015 budget is for org, and split is approx 140,000 staff so estimated 250,000 plus endpoints What software platform is your organisation currently using? ambiguous question Which are the most important business areas where you seek to reduce costs? IT mgmt/provision: maintaining status quo thus releasing funds for legal/reg, invstmt in innovation+ revenue

PART 1: REGISTRATION PROFILE BBVA is a customer-centric global retail financial Group founded in 1857 that provides its customers around the world a full range of financial and nonfinancial products and services. BBVA relies on technology as a key sustainable competitive advantage in financial services. BBVA enjoys a solid leadership position in the Spanish market, is the largest financial institution in Mexico, and has leading franchises in South America and the US Sunbelt region. Additionally, it has a relevant banking presence in Turkey and China (through strategic investments in Garanti Bank and CITIC respectively) and operates an extensive branch network worldwide.

NAME: Gene Aubrey Grant II EXECUTIVE TITLE: Managing Director COMPANY NAME: BBVA

Gene has been global markets MD with BBVA since 2011 and has a 24-year career in financial services. In various capacities he has contributed to the transformational growth of global market businesses by delivering business and technological solutions, and in the course of his career has held senior positions in both the front office and technology. As an entrepreneur he has invested in various private equity projects. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 2 Big Data 4 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 4 Cloud - Hybrid 4 Cloud - Private 4 Cloud - Orientation 4 Collaboration 4 Core Banking 4 CRM 3 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 4 Data Management 4 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 3 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 4 Payments Systems Modernisation 3 Process Optimisation 3 Social Media Strategies / Analytics / Governance 4 Technology Business Management 3 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 3 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 3 3 4 4 3 4 3 4 4 3 4 3 3 3 3 4 4 3 4 4 4 4 3 3 3 4 3 3 4 3 4 3 3 4 3 4 3 3 3 4 3 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? Platforms (software rationalization) and operations (processing)

NAME: Silvia Amoros EXECUTIVE TITLE: Senior Analyst Global Markets COMPANY NAME: BBVA

Global markets senior analyst with BBVA in Spain since 2012, Silvia has dedicated her career to financial services. In various capacities she has contributed to the transformational growth of global markets businesses by delivering business and technological solutions. Having started off in the equity derivatives area, Silvia is now focusing her career on the evolution of the IT platform of global markets globally and in the cross asset view of all investment programmes of work in global markets. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million X 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 35 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 0 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 2 Big Data 3 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 3 Card Fraud Prevention 5 Cloud - Hybrid 4 Cloud - Private 4 Cloud - Orientation 5 Collaboration 3 Core Banking 1 CRM 1 Customer Experience Management (CEM) 2 Data Centre Technology / Optimisation 4 Data Management 3 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 3 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 2 IT Automation 3 IT Cost Transparency 2 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 4 Mobile Security 5 Payments Systems Modernisation 4 Process Optimisation 3 Social Media Strategies / Analytics / Governance 3 Technology Business Management 2 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 2 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 4 3 3 4 2 4 3 5 4 4 5 3 1 1 2 4 3 4 5 3 4 4 3 3 2 3 2 3 4 4 5 4 3 3 2 4 4 3 3 4 2 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE BMW BANK Russia represents BMW Financial Services, which is the financial division of BMW Group, developing since 1991 as an international provider of car loans in more than 40 countries around the world. BMW BANK is working in Russia since 2008. The sales of the bank rapidly grow due to the most efficient use of the advantages offered by the status of captive bank and the aspirations of BMW Group to be a leader in the premium segment of the Russian automotive market which allows the bank stay among the ten largest Russian banks in terms of car loans for the last three years.

NAME: Andrey Ezrokhi EXECUTIVE TITLE: Head of IT Russia COMPANY NAME: BMW BANK

Andrey is the head of IT for BMW Group in Russia, leading the IT service for all branches of the BMW Group business in Russia including BMW Bank, BMW Leasing, BMW Russia Trading and the manufacturing plant. He has an extensive experience in banking IT working in the industry for more than 15 years. Prior to joining BMW Group in 2014, Andrey worked as CIO and IT executive for such big and developed Russian and international banks like Renaissance Credit, Banca Intesa and ROSBANK. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 60 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 30 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 3 3 Big Data 3 3 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 5 5 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 5 5 Cloud - Hybrid 4 4 Cloud - Private 5 5 Cloud - Orientation 5 5 Collaboration 3 3 Core Banking 3 3 CRM 3 3 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 5 5 Data Management 5 5 Data Warehousing / Data Mining 5 5 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 5 Enterprise Mobility 5 5 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 5 5 Governance, Risk & Compliance (GRC) 5 5 IT Automation 5 5 IT Cost Transparency 3 3 IT Outsourcing 5 5 IT Security (Data, Endpoint, Network) 5 5 Mobile Banking / Mobile Applications / Device Management 5 5 Mobile Security 5 5 Payments Systems Modernisation 5 5 Process Optimisation 5 5 Social Media Strategies / Analytics / Governance 4 4 Technology Business Management 4 4 Virtualisation 5 5 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 3 3 Multi-Channel Customer Communications 5 5 How many endpoints do you have? 1000+ What software platform is your organisation currently using? Microsoft Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE

NAME: Thierry Balthazar EXECUTIVE TITLE: Head of IT Applications & Service Transition COMPANY NAME: BNP Paribas Investments Partners

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 25 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 3 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 5 Capacity Planning / Performance Management 3 Card Fraud Prevention 5 Cloud - Hybrid 4 Cloud - Private 3 Cloud - Orientation 3 Collaboration 3 Core Banking 4 CRM 5 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 5 Data Management 5 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 4 Enterprise Mobility 3 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 3 IT Automation 3 IT Cost Transparency 2 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 4 Mobile Security 3 Payments Systems Modernisation 4 Process Optimisation 3 Social Media Strategies / Analytics / Governance 5 Technology Business Management 3 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 3 Multi-Channel Customer Communications 4 How many endpoints do you have?

Priority beyond 12 mths 3 3 3 5 3 5 4 5 4 3 3 4 3 5 4 5 5 5 5 3 4 4 4 3 3 3 3 3 3 4 3 3 3 5 3 5 3 3 3 4 3 4

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE BNY Mellon is an investments company. We provide investment management and investment services that help individuals and institutions to invest, conduct business and transact in markets all over the world. With a dedicated business presence on six continents, 35 countries and over 100 markets, BNY Mellon delivers global scale at the local level. As a Global Systemically Important Financial Institution (GSIFI), we are one of only 29 financial institutions designated as essential to a functioning global economy. $1.7 trillion Assets under management; $28.5 trillion Assets under custody and/or administration; Workforce: 50,300

NAME: Mark Pinkster EXECUTIVE TITLE: Head of Technology Services Ireland COMPANY NAME: BNY Mellon

As Ireland TSG (Technical Services Group) Regional Manager, I have technology governance and oversight responsibility for BNY Mellon Ireland. I have also direct management responsibility for the desktop environment. Managing a team of technology engineers, covering 5 sites supporting a user base of over 1800 staff. 3 sites are located in Dublin, 1 in Wexford, and 1 in Cork. I am also an active member of the Great Place to Work Committee, helping BNYMellon meet some of its employee engagement strategic objectives. Born in Dublin, I studied in the University at Maynooth, where I did a BA degree in Economics, English and Sociology. After I graduated, I continued my post graduate studies in IT from the same university. Prior to joining BNY Mellon 13 years ago, I have enjoyed roles in Software Engineering, System Administration and Configuration Management. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million BNYMellons global IT budget is over USD 1 Other billion.

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 55 Investments to support business innovation 5 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 2 Business Continuity / Disaster Recovery 3 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 2 Capacity Planning / Performance Management 3 Card Fraud Prevention 3 Cloud - Hybrid 4 Cloud - Private 2 Cloud - Orientation 3 Collaboration 2 Core Banking 4 CRM 4 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 3 Data Management 3 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 3 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 2 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 2 Governance, Risk & Compliance (GRC) 2 IT Automation 3 IT Cost Transparency 4 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 3 Payments Systems Modernisation 5 Process Optimisation 4 Social Media Strategies / Analytics / Governance 4 Technology Business Management 3 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 2 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 4 Unified Communications-as-a-Service (UCaaS) 3 Business Process Management 4 Multi-Channel Customer Communications 4 How many endpoints do you have?

Priority beyond 12 mths 3 3 2 3 3 2 3 3 4 3 3 2 4 4 3 3 3 4 3 4 4 3 4 2 2 3 4 3 3 3 3 5 4 4 3 3 2 3 4 3 4 4

What software platform is your organisation currently using? 5000 different applications. Which are the most important business areas where you seek to reduce costs? headcount and TCO

NAME: Mohammed Khaleeq Siddiqi EXECUTIVE TITLE: VP Network Production Services EMEA & APAC COMPANY NAME: BNY Mellon

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 4 Business Continuity / Disaster Recovery 3 Business Intelligence / Analytics 4 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 5 Cloud - Hybrid 4 Cloud - Private 4 Cloud - Orientation 4 Collaboration 4 Core Banking 4 CRM 4 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 3 Data Management 4 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 5 Enterprise Content Management (ECM) 5 Enterprise Mobility 5 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 4 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 5 Mobile Security 5 Payments Systems Modernisation 5 Process Optimisation 5 Social Media Strategies / Analytics / Governance 5 Technology Business Management 4 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 5 Multi-Channel Customer Communications 5 How many endpoints do you have?

Priority beyond 12 mths 5 5 4 3 4 4 4 5 4 4 4 4 4 4 4 3 4 4 5 5 5 5 5 4 4 4 3 4 4 5 5 5 5 5 4 4 3 5 5 5 5 5

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE

NAME: Sandipan Ghosh EXECUTIVE TITLE: SVP COMPANY NAME: Citibank NA

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 2 Application Lifecycle Management (ALM) 3 3 Big Data 4 3 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 1 1 Choose Your Own Device (CYOD) 5 4 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 5 5 Cloud - Hybrid 5 4 Cloud - Private 5 4 Cloud - Orientation 5 4 Collaboration 4 3 Core Banking 3 3 CRM 3 3 Customer Experience Management (CEM) 4 3 Data Centre Technology / Optimisation 4 3 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 4 3 Enterprise Mobility 5 5 Enterprise Portfolio Management 5 4 Financial Crime - Fraud & AML 5 4 Governance, Risk & Compliance (GRC) 1 1 IT Automation 4 3 IT Cost Transparency 4 3 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 5 4 Mobile Banking / Mobile Applications / Device Management 4 4 Mobile Security 5 5 Payments Systems Modernisation 5 5 Process Optimisation 4 3 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 4 3 Virtualisation 4 3 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 5 5 Software-as-a-Service (SaaS) 5 5 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 3 2 Multi-Channel Customer Communications 4 3 How many endpoints do you have? Logical : 3 Physical : Several What software platform is your organisation currently using? ETL : Ab-Initio Data storage : Sybase, Oracle Reporting : Microstrategy, Java OS : Linux Which are the most important business areas where you seek to reduce costs? software standardization, hardware consolidation

PART 1: REGISTRATION PROFILE Crédit Agricole CIB is the corporate and investment banking arm of the Crédit Agricole group, the world's sixth-largest bank in total assets and Europe's fourthlargest bank by Tier one equity (The Banker, July 2012). As the number one retail bank in France, Crédit Agricole is the leading financial partner of the French economy and one of the largest retail banks in Europe. Its ambition: to create a world-class European leader in banking and insurance, in accordance with the principles of the United Nations Global Compact. Crédit Agricole CIB, specialises in the businesses of capital markets and investment and corporate banking. Present in 32 locations, Crédit Agricole CIB offers its corporate and financial institution clients, a large range of products and services in structured finance, capital markets, investment banking, loan syndication, commercial banking and brokerage.

NAME: Sylvain Desgoutte EXECUTIVE TITLE: CTO COMPANY NAME: Credit Agricole CIB

After ten years managing infrastructure teams within CIB and leading various projects, Sylvain is now focusing on mid and long-term prospectives to detect the best transformation strategy for CA-CIB. Part of the job concerns technological options to optimise cost and guarantee business efficiency.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 1 Business Continuity / Disaster Recovery 3 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 3 Card Fraud Prevention 4 Cloud - Hybrid 4 Cloud - Private 1 Cloud - Orientation 1 Collaboration 2 Core Banking 4 CRM 4 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 2 Data Management 1 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 2 Enterprise Mobility 2 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 2 Governance, Risk & Compliance (GRC) 1 IT Automation 1 IT Cost Transparency 4 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 2 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 2 Payments Systems Modernisation 3 Process Optimisation 2 Social Media Strategies / Analytics / Governance 5 Technology Business Management 1 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 4 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 5 How many endpoints do you have?

Priority beyond 12 mths 3 3 1 3 2 3 3 4 3 1 1 2 4 4 3 2 1 4 5 2 2 2 4 2 1 1 4 3 2 3 2 3 2 5 1 3 3 3 4 4 4 5

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE The Danske Bank Group, headquartered in Copenhagen, is the largest bank in Denmark and one of the leading financial enterprises in northern Europe. They offer a full range of banking services. Danske Bank is organised in three business units – personal banking, business banking and corporates & institutions – that span all of the Group’s geographical markets.

NAME: Martin Stampe EXECUTIVE TITLE: First VP COMPANY NAME: Danske Bank

Martin is development manager for the department corporate services and channels, with overall responsibility of developing innovative electronic banking services to Danske Bank's business customers. He has a special focus on enhancing digital channels to meet customer requirements for superior user experience and mobility.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 20 Investments to support business growth 70 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 2 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 4 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 5 Cloud - Hybrid 2 Cloud - Private 2 Cloud - Orientation 3 Collaboration 3 Core Banking 3 CRM 4 Customer Experience Management (CEM) 1 Data Centre Technology / Optimisation 4 Data Management 3 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 5 Enterprise Mobility 5 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 5 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 1 Payments Systems Modernisation 5 Process Optimisation 4 Social Media Strategies / Analytics / Governance 2 Technology Business Management 2 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 2 Platforms-as-a-Service (PaaS) 2 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 3 Multi-Channel Customer Communications 1 How many endpoints do you have?

Priority beyond 12 mths 3 3 2 4 4 4 4 5 2 2 3 3 3 4 1 4 3 4 5 2 5 5 5 3 5 3 3 4 3 1 1 5 4 2 2 3 2 2 3 4 3 1

N/A What software platform is your organisation currently using? .NET/Mainframe (zOS) Which are the most important business areas where you seek to reduce costs? Process optimization, advisory model

PART 1: REGISTRATION PROFILE Danske Bank is a Nordic universal bank and one of the leading financial enterprises in northern Europe. We are headquartered in Copenhagen and operate in 15 countries, offering a full range of banking services in the international financial markets. Our vision is to become the most trusted financial partner, and we are driven by an ambition to always create long-term value for all our stakeholders. We have a market-leading position in Denmark; we are one of the largest banks in Northern Ireland and Finland; and we have challenger positions in Sweden, Norway, Estonia, Lithuania and Latvia. Furthermore, we have branches in London, Hamburg, Dublin and Warsaw and an office in New York. A subsidiary in Luxembourg caters to private banking customers, and another in St. Petersburg serves corporate banking customers. Besides the banking activities, which all operate under the Danske Bank brand name, we offer services in the fields of life insurance and pensions (Danica Pension), mortgage finance (Realkredit Danmark), asset management (Danske Capital), real estate (home), and leasing (Nordania Leasing). C&I: Danske Bank offers a complete range of products and services targeting the needs of large corporate and institutional clients. We are a reliable and dynamic partner for our clients and strive to set new standards for wholesale banking in the Nordic region. Our international presence in 13 countries means that we can be the natural gateway to the world for Nordic companies and the entry point to the Nordic markets for multinational companies.

NAME: Philip Bredahl EXECUTIVE TITLE: Development Manager COMPANY NAME: Danske Bank

Philip started as an IT developer in Danske Bank, then became a project manager, then department manager for a couple of departments and now development manager for our cash management solutions. The products in his area are targeted to medium and large business customers through our online banking channel and EDI gateway.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 2 Business Continuity / Disaster Recovery 2 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 5 Cloud - Hybrid 2 Cloud - Private 2 Cloud - Orientation 2 Collaboration 2 Core Banking 3 CRM 3 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 4 Data Management 3 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 4 Enterprise Mobility 3 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 4 IT Automation 3 IT Cost Transparency 2 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 3 Payments Systems Modernisation 1 Process Optimisation 4 Social Media Strategies / Analytics / Governance 5 Technology Business Management 5 Virtualisation 2 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 2 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 5 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 3 3 1 2 1 4 4 5 1 1 1 3 3 2 4 4 3 5 4 3 4 3 4 4 4 3 2 4 4 3 3 1 4 5 5 2 3 2 5 5 5 3

What software platform is your organisation currently using? IBM mainframe + DB2 + Microsoft IIS/.NET Which are the most important business areas where you seek to reduce costs? Development in a low-level language.

PART 1: REGISTRATION PROFILE Deutsche Bank is a leading global investment bank with a strong and profitable private clients franchise. The corporate and investment bank group division is responsible for Deutsche Bank’s capital markets business, comprising the origination, sales and trading of capital markets products including debt, equity, and other securities, together with our corporate advisory, corporate lending and transaction banking businesses. Our clients are institutions, both public sector and private sector entities, from medium-sized businesses to large multinational corporations. The private clients and asset management group division comprises Deutsche Bank’s investment management business for both private and institutional clients.

NAME: Andreas Luecker EXECUTIVE TITLE: Head of Control & Development COMPANY NAME: Deutsche Bank

Having joined Deutsche Bank in 1995 as a business manager, Andreas has been building up the global project management and IT controlling organisation for investment banking IT, taking over the CFO role for IT infrastructure EMEA in 2000, and becoming the global cost controller for Deutsche Bank’s private and business clients in 2005. From 2007, he moved into the PBC COO role developing IT strategies from the business perspective, moving into the role as the global COO of IT & operations PBC, as of 2008. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 35 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 2 Application Lifecycle Management (ALM) 3 3 Big Data 2 2 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 4 4 Cloud - Hybrid 2 3 Cloud - Private 3 3 Cloud - Orientation 2 2 Collaboration 3 3 Core Banking 3 3 CRM 4 4 Customer Experience Management (CEM) 3 2 Data Centre Technology / Optimisation 5 5 Data Management 4 4 Data Warehousing / Data Mining 2 2 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 4 4 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 2 2 IT Automation 1 1 IT Cost Transparency 4 4 IT Outsourcing 1 1 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 2 2 Payments Systems Modernisation 1 1 Process Optimisation 4 4 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 5 5 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 1 1 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 4 4 Multi-Channel Customer Communications 4 4 How many endpoints do you have? >100,000 What software platform is your organisation currently using? SAP Which are the most important business areas where you seek to reduce costs? Manual Operations

PART 1: REGISTRATION PROFILE The Financial Conduct Authority (FCA) regulates the financial services industry in the UK so that markets and financial systems remain stable, competitive and resilient.

NAME: Paul Morrison EXECUTIVE TITLE: Senior Partner – Internal & External Relations COMPANY NAME: Financial Conduct Authority

Paul is responsible for shaping the FCA’s strategic change agenda linking European and UK regulation with the organisation’s objectives. He led business analysts and relationship management through the divestment of the Financial Services Authority (FSA) in 2013 into the FCA and the Prudential Regulation Authority (PRA) which now forms part of the Bank of England. Paul began his career in management consultancy specialising in business transformation and change management, gaining wide experience across industry sectors ranging from financial services to manufacturing, before taking up senior leadership roles for Channel 4 Television and Grosvenor Estate Management. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 10 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 5 Big Data 1 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 1 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 2 Cloud - Private 2 Cloud - Orientation 3 Collaboration 3 Core Banking 5 CRM 2 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 5 Data Management 5 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 1 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 5 IT Automation 5 IT Cost Transparency 5 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 5 Mobile Banking / Mobile Applications / Device Management 5 Mobile Security 5 Payments Systems Modernisation 5 Process Optimisation 4 Social Media Strategies / Analytics / Governance 3 Technology Business Management 4 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 2 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 3 4 1 5 1 3 5 5 2 2 3 2 5 2 3 5 4 4 4 4 3 3 1 4 5 5 4 3 4 5 5 4 4 2 3 5 4 3 2 4 3 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE Established in 1946, Garanti Bank is Turkey’s second largest private bank with consolidated assets of US$ 107.0 billion as of September 30, 2014. Garanti provides a wide range of financial services to more than 12.8 million customers with more than 19,000 employees through an extensive distribution network of 987 domestic branches; six foreign branches, three international representative offices, 4,025 ATMs, an award-winning call center, internet, mobile and social banking platforms, all built on cutting-edge technological infrastructure. Garanti’s long-term support in the areas of culture, arts, environment, education, and sports reflects its commitment as well as its sensitivity to sustainability.

NAME: Begüm Özalan EXECUTIVE TITLE: Head of Digital Marketing COMPANY NAME: Garanti Bank

Begüm is the head of digital marketing and sales at Garanti Bank. After graduating she worked as a business developer and project leader in digital channels at various industry leading banks and operators. She has been working in Garanti Bank since 2008. Her main focus is on digital marketing and sales strategies, database and big data.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other X

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 5 5 Application Lifecycle Management (ALM) 5 5 Big Data 1 1 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 3 5 Capacity Planning / Performance Management 5 5 Card Fraud Prevention 5 5 Cloud - Hybrid 5 5 Cloud - Private 5 5 Cloud - Orientation 5 5 Collaboration 5 5 Core Banking 5 5 CRM 1 1 Customer Experience Management (CEM) 1 1 Data Centre Technology / Optimisation 5 5 Data Management 5 5 Data Warehousing / Data Mining 5 5 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 5 5 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 5 5 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 5 5 Governance, Risk & Compliance (GRC) 3 3 IT Automation 5 5 IT Cost Transparency 5 5 IT Outsourcing 5 5 IT Security (Data, Endpoint, Network) 5 5 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 5 5 Payments Systems Modernisation 5 5 Process Optimisation 5 5 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 5 5 Virtualisation 5 5 Infrastructure-as-a-Service (IaaS) 5 5 Platforms-as-a-Service (PaaS) 5 5 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 5 5 Multi-Channel Customer Communications 1 1 How many endpoints do you have? 10, which include number of digital/mobile banking customers, sales, profits, new technology projects. What software platform is your organisation currently using? We are using different kinds of software for every topic. Which are the most important business areas where you seek to reduce costs? We are trying to develop every new technologies in house.

PART 1: REGISTRATION PROFILE GE Capital, one of the leading commercial finance providers in the UK, has major offices in Bristol, Manchester and the London area and focuses on providing leasing and lending solutions, from working capital and investment finance through to fleet management and equipment leasing to mid-market customers.

NAME: Andrew McCarney EXECUTIVE TITLE: Solution Delivery Leader COMPANY NAME: GE Capital

Andrew is leader for the UK bank of GE Capital, part of the General Electric company, with over ten years of leadership experience across multiple IT functions including business intelligence, GRC, security and solution delivery.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 40 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 15 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 1 2 Application Lifecycle Management (ALM) 3 3 Big Data 2 1 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 4 4 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 4 4 Cloud - Hybrid 3 3 Cloud - Private 3 3 Cloud - Orientation 3 3 Collaboration 4 4 Core Banking 3 3 CRM 2 3 Customer Experience Management (CEM) 2 2 Data Centre Technology / Optimisation 3 3 Data Management 2 2 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 4 4 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 2 2 IT Automation 2 2 IT Cost Transparency 4 3 IT Outsourcing 3 2 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 2 2 Mobile Security 3 3 Payments Systems Modernisation 4 4 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 3 2 Technology Business Management 3 2 Virtualisation 5 5 Infrastructure-as-a-Service (IaaS) 5 5 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 3 2 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 2 2 Multi-Channel Customer Communications 3 3 How many endpoints do you have? 2000 What software platform is your organisation currently using? Salesforce.com Which are the most important business areas where you seek to reduce costs? Back Office application consolidation

PART 1: REGISTRATION PROFILE Banco Santander is a retail and commercial bank based in Spain, with significant positions in Spain, Latin America, UK, Portugal, Germany, Poland and US North East. Founded in 1857, Santander is the largest bank in Eurozone and it is among the fifteen largest banks in the world by market capitalization. Santander had â&#x201A;Ź 1.2Tn in total assets, 117M of customers, 12.951 branches and more than 185.000 employees at the close of 2014.

NAME: Roberto Ordoyo EXECUTIVE TITLE: Senior Architect COMPANY NAME: Grupo Santander

Roberto started in Santander Group in 2011 as a Senior Technical Architect in the Global Technical Architecture department in ISBAN, the technology service provider in the group. With a large experience providing technical solutions as a lead architect in different consultancy firms in several countries, Roberto is now focused in the innovation initiatives for Global Banking and Markets. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 100 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 4 Application Lifecycle Management (ALM) 1 2 Big Data 1 2 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 1 2 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 5 3 Card Fraud Prevention 5 5 Cloud - Hybrid 1 2 Cloud - Private 1 2 Cloud - Orientation 1 2 Collaboration 5 5 Core Banking 5 5 CRM 4 5 Customer Experience Management (CEM) 4 5 Data Centre Technology / Optimisation 2 3 Data Management 2 3 Data Warehousing / Data Mining 4 5 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 4 5 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 5 5 Governance, Risk & Compliance (GRC) 4 5 IT Automation 3 3 IT Cost Transparency 5 5 IT Outsourcing 5 5 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 4 5 Mobile Security 4 5 Payments Systems Modernisation 3 3 Process Optimisation 5 5 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 3 3 Virtualisation 2 3 Infrastructure-as-a-Service (IaaS) 2 3 Platforms-as-a-Service (PaaS) 2 3 Software-as-a-Service (SaaS) 2 3 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 3 3 Multi-Channel Customer Communications 5 5 How many endpoints do you have? Don't understand what you mean with Endpoint What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? IT implementation costs

PART 1: REGISTRATION PROFILE

NAME: David Davies EXECUTIVE TITLE: CIO COMPANY NAME: Hargreaves Lansdown

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 2 Application Lifecycle Management (ALM) 2 2 Big Data 2 2 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 1 2 Choose Your Own Device (CYOD) 4 4 Capacity Planning / Performance Management 1 1 Card Fraud Prevention 1 1 Cloud - Hybrid 4 4 Cloud - Private 4 4 Cloud - Orientation 3 3 Collaboration 3 3 Core Banking 2 2 CRM 1 1 Customer Experience Management (CEM) 2 2 Data Centre Technology / Optimisation 4 3 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 1 1 Governance, Risk & Compliance (GRC) 2 2 IT Automation 1 1 IT Cost Transparency 3 3 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 2 2 Mobile Security 2 2 Payments Systems Modernisation 2 2 Process Optimisation 1 1 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 3 3 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 3 3 Multi-Channel Customer Communications 4 4 How many endpoints do you have? 2000 What software platform is your organisation currently using? Bespoke Which are the most important business areas where you seek to reduce costs? Duplication of manual processes

PART 1: REGISTRATION PROFILE

NAME: Julia Sutton EXECUTIVE TITLE: Group Customer Data Manager COMPANY NAME: HSBC

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 80 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 0 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 5 5 Application Lifecycle Management (ALM) 5 5 Big Data 3 3 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 5 5 Cloud - Hybrid 4 4 Cloud - Private 5 5 Cloud - Orientation 4 4 Collaboration 2 2 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 4 4 Data Centre Technology / Optimisation 5 5 Data Management 1 1 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 5 5 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 4 4 IT Automation 5 5 IT Cost Transparency 5 5 IT Outsourcing 5 5 IT Security (Data, Endpoint, Network) 5 5 Mobile Banking / Mobile Applications / Device Management 5 5 Mobile Security 5 5 Payments Systems Modernisation 5 5 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 5 5 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 5 5 Platforms-as-a-Service (PaaS) 5 5 Software-as-a-Service (SaaS) 5 5 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 3 3 Multi-Channel Customer Communications 5 5 How many endpoints do you have? Iâ&#x20AC;&#x2122;m responsible for customer data strategy - at the beginning of our journey so unable to answer this yet. What software platform is your organisation currently using? various for the MDM currently IBM Which are the most important business areas where you seek to reduce costs? Across all businesses but more around streamlining systems.

PART 1: REGISTRATION PROFILE

NAME: Klaus Mueller EXECUTIVE TITLE: SVP COMPANY NAME: HSH Nordbank AG

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million X 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 70 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 0 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 5 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 5 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 5 Cloud - Private 5 Cloud - Orientation 5 Collaboration 5 Core Banking 4 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 4 Data Management 1 Data Warehousing / Data Mining 2 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 5 Enterprise Mobility 5 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 2 IT Automation 4 IT Cost Transparency 4 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 5 Mobile Banking / Mobile Applications / Device Management 5 Mobile Security 5 Payments Systems Modernisation 5 Process Optimisation 4 Social Media Strategies / Analytics / Governance 5 Technology Business Management 4 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 4 Multi-Channel Customer Communications 5 How many endpoints do you have?

Priority beyond 12 mths 5 5 5 5 3 5 5 5 5 5 5 5 3 5 5 4 1 2 5 2 5 5 4 4 2 4 4 4 5 5 5 5 4 5 4 5 5 5 5 5 4 5

What software platform is your organisation currently using? SAP, Calypso, Kondor, others Which are the most important business areas where you seek to reduce costs? Transaction Banking; Investment Banking

PART 1: REGISTRATION PROFILE Investiční kapitálová společnost KB, a.s. (IKS KB) is one of the three largest providers of collective investment services in the Czech market. This year, the Company marks its 20th anniversary, which is a sign of the Company’s strong and stable position on the financial market. During its 20-year existence, the Company has established itself as a renowned asset manager with operations across the region of Central and Eastern Europe. This success is underlined by permanent growth of its assets under management, which have increased more than fivefold over the last ten years. At the end of 2014, the Company’s assets under management stood at CZK 139 billion. The main and sole shareholder of IKS KB is international group AMUNDI. With more than 850€ billion in assets under management, AMUNDI is the leading European asset manager (data as of December 31, 2014). Amundi has management teams operating in the major financial centres in Europe (Paris, London, Milan), in Asia (Japan, Hong-Kong, Singapore) and in the US. Amundi has a strong local presence and is committed to offering its clients a relationship defined by both proximity and a long term view. NAME: Radek Valenta EXECUTIVE TITLE: CIO COMPANY NAME: IKS-KB

Radek has wide experience servicing financial markets from the IT area as well as knowledge of FM business. Specialties: CIO, ISACA, COBIT, IT governance, IT budgeting, IT strategy, front-end dealing systems, MUREX. Work experience includes: 1998-2000 consultant for Microsoft BO products & security; 2000-2002 expert on financial markets (CSOB – KBC), 2002/2003 project manager of implementation basic credit risk system for KBC Group (MUREX); 2005-2008 senior manager of financial markets systems support department (CSOB – KBC); 2008-to date CIO in IKS-KB Group of Amundi. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 30 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 4 Big Data 5 Business Continuity / Disaster Recovery 3 Business Intelligence / Analytics 5 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 3 Cloud - Private 4 Cloud - Orientation 3 Collaboration 4 Core Banking 5 CRM 4 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 5 Data Management 5 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 5 Enterprise Mobility 3 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 4 IT Automation 4 IT Cost Transparency 4 IT Outsourcing 2 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 4 Mobile Security 3 Payments Systems Modernisation 2 Process Optimisation 4 Social Media Strategies / Analytics / Governance 4 Technology Business Management 5 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 4 How many endpoints do you have?

Priority beyond 12 mths 4 4 4 3 5 3 4 5 3 3 2 4 4 4 5 4 5 4 3 4 5 3 5 3 4 3 4 2 3 4 2 2 3 4 5 4 5 5 4 3 4 4

70 What software platform is your organisation currently using? Wintel, VMware, Which are the most important business areas where you seek to reduce costs? End User Support, Market Data optimalisation

PART 1: REGISTRATION PROFILE At ING, we understand that you want to lead the best quality life you can and that banks can often appear to be a hindrance in this effort, rather than a help. That’s why we have a mission at ING’s IT division. Our goal is to design, develop and launch financial products and services for our colleagues and customers that are clear and easy to understand, available anywhere, anytime, and keep getting better. By using these – and with the support of ING banking staff – you will be able to stay a step ahead in managing your financial affairs and build the life you want to lead.

NAME: Marianne van der Zwan EXECUTIVE TITLE: Head of Global IT Communications COMPANY NAME: ING

Marianne has over 20 years of communication experience in finance and IT. Since May 2014 she has served as global head IT communications ING, responsible for internal communications within the IT community. She started eight years ago as senior communication manager at ING, after different communication positions at Zurich Insurance, SNS REAAL Group and Nationale Nederlanden.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million I'm responsible for the IT communication budget, Other not for total IT budget

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 35 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 2 Application Lifecycle Management (ALM) 3 Big Data 1 Business Continuity / Disaster Recovery 1 Business Intelligence / Analytics 1 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 3 Card Fraud Prevention 5 Cloud - Hybrid 3 Cloud - Private 1 Cloud - Orientation 3 Collaboration 1 Core Banking 1 CRM 4 Customer Experience Management (CEM) 1 Data Centre Technology / Optimisation 2 Data Management 1 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 1 Enterprise Content Management (ECM) 4 Enterprise Mobility 3 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 3 IT Automation 1 IT Cost Transparency 3 IT Outsourcing 5 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 3 Payments Systems Modernisation 1 Process Optimisation 3 Social Media Strategies / Analytics / Governance 2 Technology Business Management 2 Virtualisation 2 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 2 Software-as-a-Service (SaaS) 2 Unified Communications-as-a-Service (UCaaS) 2 Business Process Management 4 Multi-Channel Customer Communications 1 How many endpoints do you have?

Priority beyond 12 mths 2 3 1 1 2 3 3 5 3 1 3 1 1 4 1 2 1 4 4 1 4 3 4 3 3 1 3 5 3 3 3 1 3 2 2 2 3 2 2 2 4 1

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE The Irish Stock Exchange (ISE) is an essential part of the enterprise development infrastructure in Ireland. It provides markets for Irish companies to raise capital to fund their growth and for investors to trade their shares. It has two markets for equity issuers, the ESM, the ISEâ&#x20AC;&#x2122;s enterprise market for growth companies, and the MSM, the main market, suitable for larger companies. The ISE offers companies a world-class trading infrastructure, competitive fees and has an international membership base which delivers liquidity and best execution to investors. The ISE also operates a successful international business complementing the international financial services sector in Ireland.

NAME: Mark Scully EXECUTIVE TITLE: Head of Information Services COMPANY NAME: Irish Stock Exchange

Mark has 15 years of experience in the financial services industry providing technology and data centric solutions for business initiatives. In addition to leading the technology team, he is responsible for the information products business. Key projects include the ISE-Xetra (trading system), Ex-Stream (listing approval system), ISE websites and the prospectus review system for the Irish Central Bank.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 10 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 3 Big Data 3 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 4 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 2 Collaboration 3 Core Banking 5 CRM 3 Customer Experience Management (CEM) 2 Data Centre Technology / Optimisation 4 Data Management 3 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 3 Enterprise Mobility 4 Enterprise Portfolio Management 2 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 4 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 4 Payments Systems Modernisation 3 Process Optimisation 3 Social Media Strategies / Analytics / Governance 3 Technology Business Management 2 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 4 How many endpoints do you have?

Priority beyond 12 mths 4 3 2 4 2 4 4 4 3 3 2 3 5 3 2 4 3 3 5 4 3 4 2 4 4 3 3 3 4 3 4 3 3 3 2 4 3 3 3 4 4 4

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE Isban (Ingeniería de Software Bancario) is part of the technology and operations division of the Santander Group, as the consultancy and software design and development unit. Isban develops software and provides system integration services, which are shared by the different companies in the Group. Isban’s philosophy and business strategy is based on a simple concept: becoming the ally of the financial institutions of the Santander Group through the use of Technology, with the aim of providing their customers with better service, while reducing operating costs. As such, It uses Its deep knowledge of the financial sector, technology and its applications in order to develop software products that cover the entire value chain of financial institutions, using an integrated and development-oriented approach. Isban has combined technology, innovation and the talent of its professionals to become a leader in developing banking software. In just five years, Isban has consolidated its position as the top service company in the world that is specialised in developing banking software. NAME: Eduardo Fernandez Gonzalez EXECUTIVE TITLE: Head of Innovation & Transformation Labs COMPANY NAME: ISBAN - Santander Group

With 20 years of experience, mainly gained on retail and wholesale banking arenas, Eduardo is currently responsible for transformation & innovation labs at ISBAN – Santander Group. He is in charge of identifying, designing and implementing innovative or disruptive solutions, that may impact dramatically in increasing, diversifying, transforming or making more efficient the banks' business lines, services and processes. He is leading several multi-disciplined teams specialized in promising techniques and paradigms like APIs & digital banking, artificial intelligence, big data or real-time analytics, among others. He formerly was part of Deutsche Bank and BBVA IT divisions, where he assumed different senior roles as architect, strategist, and SW development manager, directing also international projects based in Madrid, Frankfurt and London. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 35 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 2 Application Lifecycle Management (ALM) 3 3 Big Data 1 1 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 1 1 Choose Your Own Device (CYOD) 3 2 Capacity Planning / Performance Management 2 1 Card Fraud Prevention 3 3 Cloud - Hybrid 2 1 Cloud - Private 1 1 Cloud - Orientation 2 1 Collaboration 1 1 Core Banking 1 1 CRM 3 2 Customer Experience Management (CEM) 2 1 Data Centre Technology / Optimisation 4 4 Data Management 4 4 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 3 2 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 3 2 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 5 5 IT Automation 4 4 IT Cost Transparency 3 3 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 1 1 Payments Systems Modernisation 2 1 Process Optimisation 3 2 Social Media Strategies / Analytics / Governance 2 1 Technology Business Management 3 3 Virtualisation 4 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 2 2 Software-as-a-Service (SaaS) 1 1 Unified Communications-as-a-Service (UCaaS) 1 1 Business Process Management 3 3 Multi-Channel Customer Communications 1 1 How many endpoints do you have? More than 15 Full installations What software platform is your organisation currently using? 60% Proprietary (Core Banking and Channels) + 40% Third-party SW Which are the most important business areas where you seek to reduce costs? Testing, Maintenance, Deployment, Infrastructure

PART 1: REGISTRATION PROFILE Komerční banka, a.s. (KB): • is the parent company of KB Group and a member of the Société Générale Group • ranks among the leading banking institutions in the Czech Republic and in Central and Eastern Europe • is a universal bank providing a wide range of services in retail, corporate and investment banking • is accessible through KB's branch network, its direct banking channels, and the subsidiaries’ own sales networks Member companies of Komerční banka Group provide additional specialized financial services as pension funds, building society schemes, factoring, consumer lending, insurance. All of the services are accessible through the dense network of KB branches, its own distribution network, and thanks to modern, online services, such as direct banking. Service for corporate clients of Komerční banka is provided by two segments, usually according to annual turnover (sales) and number of products used. Companies with turnover from CZK 60 million to 1500 million are generally served by the corporate sales centers. NAME: Martin Dvorak EXECUTIVE TITLE: Head of IT Security Operation COMPANY NAME: KB a.s.

Martin started his career in Komerční Banka in 1997. Over the years, he worked on various positions in IT as data center operator and application support which gave me experience with monitoring and support of information systems, data processing on various platforms as mainframe, unix, windows, tandem and automation of processes. Then, he managed the project which implemented the identity management solution in the bank and took over this activity in production. In 2011, he took the position of head of IT security operation dealing with identity management, security monitoring, security reporting, vulnerability detection and management of IT security incidents. His specialties are: IAM, SIEM/ISM, SOC, security incidents management, security project management. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 40 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 5 Big Data 5 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 5 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 5 Cloud - Private 5 Cloud - Orientation 5 Collaboration 5 Core Banking 5 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 5 Data Management 5 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 5 Enterprise Content Management (ECM) 5 Enterprise Mobility 5 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 5 IT Automation 3 IT Cost Transparency 5 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 2 Mobile Banking / Mobile Applications / Device Management 5 Mobile Security 2 Payments Systems Modernisation 5 Process Optimisation 5 Social Media Strategies / Analytics / Governance 5 Technology Business Management 5 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 5 Multi-Channel Customer Communications 5 How many endpoints do you have?

Priority beyond 12 mths 4 5 5 4 5 3 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 3 5 4 2 5 2 5 5 5 5 5 4 5 5 5 5 5

What software platform is your organisation currently using? .net, java platform Which are the most important business areas where you seek to reduce costs? IT Security operation - SIEM cost, Identity Management cost

PART 1: REGISTRATION PROFILE K&H Group Hungary is a leading financial service provider in Hungary. It offers both banking and insurance solutions to serve the financial needs of customers, enabling them to select smart solutions best suited to their specific requirements. K&H Groupâ&#x20AC;&#x2122;s product range includes conventional retail and corporate banking products (account management, investments, savings, credits, bank guarantees, bank card services, custody management, treasury, project finance, etc), as well as premium banking services, investment fund management, leasing, life, property and liability insurance, health and pension fund management, and securities trading.

NAME: Daniel Nemathy EXECUTIVE TITLE: CTO COMPANY NAME: KBC Group Hungarian Branch

An accomplished and innovative chief information officer and IT leader with a wealth of international experience and a proven background in creating solutions that bridge the gap between cultural differences in Western and CEE thinking. With a unique combination of business acumen and IT technical ability translating objectives into actionable plans and matching technology capabilities to business needs, this strong IT strategist uses foresight to execute concepts that embrace technology and maximise business performance. Offering expertise with large value system integrations, security and governance across the merger landscape this highly knowledgeable and creative professional will quickly be a major asset to the board or senior management team of any forward thinking organization. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 10 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 4 Application Lifecycle Management (ALM) 4 4 Big Data 3 2 Business Continuity / Disaster Recovery 3 4 Business Intelligence / Analytics 4 4 Choose Your Own Device (CYOD) 2 3 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 4 4 Cloud - Hybrid 2 2 Cloud - Private 3 2 Cloud - Orientation 4 4 Collaboration 1 1 Core Banking 2 3 CRM 4 4 Customer Experience Management (CEM) 2 1 Data Centre Technology / Optimisation 4 4 Data Management 3 3 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 3 2 Enterprise Mobility 4 3 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 4 4 IT Automation 3 3 IT Cost Transparency 4 4 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 1 2 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 1 1 Payments Systems Modernisation 1 1 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 4 4 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 4 4 Multi-Channel Customer Communications 4 4 How many endpoints do you have? 10000 What software platform is your organisation currently using? Os400 /Linux / Windows /ios Java .NET Proprietary multi-tier software architecture Which are the most important business areas where you seek to reduce costs? Simplification of business processes and architecture

PART 1: REGISTRATION PROFILE At every stage of life, people seek financial security and protection for themselves, their loved ones and their possessions. Legal & General's purpose is to help make financial security easier to achieve for millions of people. The Legal & General Group, established in 1836, is one of the UK’s leading financial services companies. As at 31 December 2012, we were responsible for investing £413 billion worldwide on behalf of investors, policyholders and shareholders. We also had over seven million customers in the UK for our life assurance, pensions, investments and general insurance plans. Legal & General is one of the biggest providers of index-tracking investments in the UK, managing £243 billion as at 31 December 2012.

NAME: Dr Abol Froushan EXECUTIVE TITLE: The Enterprise Architect COMPANY NAME: Legal & General

Abol is the enterprise architect at Legal & General Group, developing strategies in customer insight and business systems integration for risk, savings & investment products. Championing the digital and mobile business agenda for B2C and the vitality of architecture capability for addressing business change at Legal & General Group for over three years. Working in Group level governance to mobilise digital deployments and business architecture. Aiming to establish roadmaps, targets and KPIs to contribute to strategic planning and change investments. Working through architecture review board, innovation board and portfolio boards to drive the IT estate towards a coherent IT strategy. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 10 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 2 Application Lifecycle Management (ALM) 3 3 Big Data 3 2 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 4 4 Cloud - Hybrid 2 2 Cloud - Private 3 3 Cloud - Orientation 2 2 Collaboration 2 2 Core Banking 4 4 CRM 2 2 Customer Experience Management (CEM) 3 2 Data Centre Technology / Optimisation 3 3 Data Management 2 2 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 2 2 Enterprise Architecture & Business Process Management 3 2 Enterprise Content Management (ECM) 3 2 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 3 3 IT Automation 2 2 IT Cost Transparency 2 2 IT Outsourcing 2 3 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 3 3 Payments Systems Modernisation 3 3 Process Optimisation 2 2 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 3 3 Virtualisation 3 2 Infrastructure-as-a-Service (IaaS) 2 2 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 2 2 Unified Communications-as-a-Service (UCaaS) 2 2 Business Process Management 2 2 Multi-Channel Customer Communications 2 2 How many endpoints do you have? 16 contact centres. 100 websites. What software platform is your organisation currently using? IBM oracle windows Linux Ab Initio, business objects Which are the most important business areas where you seek to reduce costs? IT and business operations, change investment

PART 1: REGISTRATION PROFILE LHV is a new generation financial institution which emphasizes the use of electronic channels in customer service and partners with forward thinking enterprises to take part in fin-tech innovation. As the banking partner of many SME-s LHVâ&#x20AC;&#x2122;s mission is to help create local capital. LHV has a strong investment and enterprise experience and is one of the biggest brokers on the NASDAQ Baltic stock exchanges and the biggest broker for Baltic retail investors on international markets. Today LHV Group is the largest Estonian based financial group. Its main subsidiaries are LHV Bank and LHV Asset Management. LHV has branches in Tallinn, Tartu, Riga and Vilnius. LHV banking services are used by more than 60,000 customers and LHV pension funds have over 130,000 customers.

NAME: Martti Singi EXECUTIVE TITLE: CRO COMPANY NAME: LHV

Martti is responsible for risk management and control functions in LHV and is board member in LHV Pank. He has worked in risk management area about 15 years both in emerging and developed markets. He has been involved in overcoming many regulatory challenges in cross boarder organizations.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 20 Investments to support business growth 45 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 1 Business Continuity / Disaster Recovery 1 Business Intelligence / Analytics 1 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 4 Card Fraud Prevention 1 Cloud - Hybrid 2 Cloud - Private 2 Cloud - Orientation 4 Collaboration 3 Core Banking 4 CRM 1 Customer Experience Management (CEM) 2 Data Centre Technology / Optimisation 4 Data Management 3 Data Warehousing / Data Mining 2 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 1 Governance, Risk & Compliance (GRC) 1 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 2 Mobile Security 2 Payments Systems Modernisation 1 Process Optimisation 2 Social Media Strategies / Analytics / Governance 2 Technology Business Management 4 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 3 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 4 4 1 1 1 3 4 1 2 2 4 3 4 1 2 4 3 2 4 4 4 4 4 1 1 3 3 3 3 2 2 1 2 2 4 3 5 5 5 5 3 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE We are a financial services group with millions of UK customers with a presence in nearly every community; we are familiar on the high street and with over 1 million businesses through our portfolio of brands (Lloyds Bank, TSB, Black Horse, Bank of Scotland, Scottish Widows, AMC, Birmingham Midshires, Halifax, Lex Autolease, LDC). Our business is focused on retail and commercial financial services. We thrive based on how well we serve our customers; on our relationships within the communities we serve; and on helping Britain prosper.

NAME: Andrew Rounds EXECUTIVE TITLE: Enterprise Security Architect COMPANY NAME: Lloyds Banking Group

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 10 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 4 Application Lifecycle Management (ALM) 3 3 Big Data 3 2 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 2 2 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 3 3 Cloud - Hybrid 3 3 Cloud - Private 1 1 Cloud - Orientation 4 4 Collaboration 2 2 Core Banking 3 3 CRM 3 3 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 3 3 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 3 2 Governance, Risk & Compliance (GRC) 3 3 IT Automation 3 3 IT Cost Transparency 3 3 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 1 1 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 2 2 Payments Systems Modernisation 3 3 Process Optimisation 4 4 Social Media Strategies / Analytics / Governance 4 4 Technology Business Management 4 4 Virtualisation 2 2 Infrastructure-as-a-Service (IaaS) 2 2 Platforms-as-a-Service (PaaS) 2 2 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 3 3 Multi-Channel Customer Communications 2 2 How many endpoints do you have? 100000 What software platform is your organisation currently using? Everything! Which are the most important business areas where you seek to reduce costs? Legacy platform management Legacy systems

NAME: Phil Knight EXECUTIVE TITLE: Chief Architect – Digital COMPANY NAME: Lloyds Banking Group

Phil provides the technical leadership underpinning the transformation of LBG’s Digital platforms. These platforms are used by over 10 million customers with well over 1 billion logons per annum and provide the foundations upon which LBG’s Digital Transformation is built. His current focus is on transforming underlying platforms through infrastructure, application and operating model changes. These changes will improve delivery agility and throughput whilst maintaining the resilience and security characteristics demanded by our customers and regulators. He started working for LBG in 2014 following 15 years in consultancy across a variety of industries and geographies. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million X Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 15 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 2 2 Big Data 1 2 Business Continuity / Disaster Recovery 5 5 Business Intelligence / Analytics 4 4 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 2 2 Card Fraud Prevention 4 4 Cloud - Hybrid 4 4 Cloud - Private 2 2 Cloud - Orientation 3 3 Collaboration 2 2 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 2 2 Data Centre Technology / Optimisation 5 5 Data Warehousing / Data Mining 5 5 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 4 4 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 3 3 IT Automation 3 3 IT Cost Transparency 2 2 IT Outsourcing 5 5 IT Security (Data, Endpoint, Network) 4 4 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 3 3 Payments Systems Modernisation 4 4 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 5 5 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 1 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 3 3 Multi-Channel Customer Communications 1 1 How many endpoints do you have? Depends what you mean by an endpoint. We have many thousands of applications exposing 10s of thousands of services hosted on 10s of thousands of servers. What software platform is your organisation currently using? We use many different software platforms. Most development in my area is Java on WebSphere Application Server. Which are the most important business areas where you seek to reduce costs? Focus is on speed of delivery with cost as a by product rather than purely on cost. Anything that can aid the agility with which we deliver would be valued.

PART 1: REGISTRATION PROFILE

NAME: Iqbal Adjali EXECUTIVE TITLE: Head of Data Analytics COMPANY NAME: LV=

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 3 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 4 Card Fraud Prevention 5 Cloud - Hybrid 4 Cloud - Private 4 Cloud - Orientation 4 Collaboration 4 Core Banking 5 CRM 4 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 3 Data Management 3 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 3 IT Automation 4 IT Cost Transparency 4 IT Outsourcing 5 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 4 Payments Systems Modernisation 5 Process Optimisation 4 Social Media Strategies / Analytics / Governance 3 Technology Business Management 4 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 4 4 2 4 2 4 3 5 3 3 3 4 5 3 3 3 2 2 5 4 3 4 4 3 3 4 4 5 4 2 3 5 4 3 4 3 4 4 4 3 4 2

What software platform is your organisation currently using? Oracle, SQL database, SAS, SPSS, R Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE

NAME: Nicole Logies EXECUTIVE TITLE: Senior Business Leader COMPANY NAME: MasterCard

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other Not disclosed

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 3 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 5 Capacity Planning / Performance Management 5 Card Fraud Prevention 3 Cloud - Hybrid 5 Cloud - Private 5 Cloud - Orientation 5 Collaboration 5 Core Banking 5 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 5 Data Management 5 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 5 Enterprise Mobility 3 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 3 IT Automation 5 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 3 Payments Systems Modernisation 3 Process Optimisation 3 Social Media Strategies / Analytics / Governance 4 Technology Business Management 5 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 3 Multi-Channel Customer Communications 5 How many endpoints do you have?

Priority beyond 12 mths 5 5 3 5 3 5 5 3 5 5 5 5 5 5 5 5 5 5 5 3 5 3 5 3 3 5 3 3 3 3 3 3 3 4 5 5 3 3 3 5 3 5

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE MBNA Limited is one of the largest credit card lenders in the UK with a market share of more than 12% of outstanding balances. We serve more than three million customers in the UK. In the UK, MBNA has affinity partnerships with hundreds of diverse organisations including Emirates, Virgin Atlantic, the British Heart Foundation, AA, WWF, Manchester United FC and the National Trust. The first MBNA credit cards were issued to UK customers in 1993, when our headquarters were established in Chester. In 2006, MBNA became the European credit card arm of Bank of America, one of the largest financial institutions in the world. However, the MBNA brand is still used as the consumer-facing brand in the UK market. In November this year, we will celebrate our 21st anniversary in the UK.

NAME: Jonathan Biggin EXECUTIVE TITLE: COO COMPANY NAME: MBNA

Jonathan joined MBNA in January 2014 as the chief operating officer. Since joining the business he has had a strong focus on providing an efficient, effective and fair customer service with digitisation being a priority. Jonathan joined MBNA from Barclays where he led operations and technology for branch, contact centre and digital. Prior to this he was the COO for UK retail bank technology. He joined Barclays from American Express where he worked in their internal consultancy and technology divisions. Jonathanâ&#x20AC;&#x2122;s background is in business process re-engineering, operations, IT and programme management. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 10 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 3 3 Big Data 2 2 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 5 5 Card Fraud Prevention 1 1 Cloud - Hybrid 5 5 Cloud - Private 5 5 Cloud - Orientation 5 5 Collaboration 4 4 Core Banking 5 5 CRM 1 1 Customer Experience Management (CEM) 2 2 Data Centre Technology / Optimisation 4 4 Data Management 2 2 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 4 4 Enterprise Portfolio Management 2 2 Financial Crime - Fraud & AML 2 2 Governance, Risk & Compliance (GRC) 4 4 IT Automation 4 4 IT Cost Transparency 4 4 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 4 4 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 2 2 Payments Systems Modernisation 2 2 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 1 1 Technology Business Management 3 3 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 3 3 Multi-Channel Customer Communications 1 1 How many endpoints do you have? 3000 What software platform is your organisation currently using? homegrown Which are the most important business areas where you seek to reduce costs? repeat contacts

PART 1: REGISTRATION PROFILE Banca Monte dei Paschi di Siena, founded in 1472 is considered to be the oldest bank in the world. Todayâ&#x20AC;&#x2122;s parent company of Italyâ&#x20AC;&#x2122;s third largest banking group, the bank holds significant market shares in all areas of business. The Montepaschi Group is present all over Italy and in the major international financial centres, with operations ranging from traditional banking activities to private banking (mutual funds, wealth management, pension funds, and life insurance policies) and corporate banking (project finance, merchant banking, and financial advisory), with a special vocation for household accounts and small and medium enterprises. With some 31,000 employees and over 2,600 branches, the Montepaschi Group offers its services to more than six million customers. NAME: Fabrizio Lugli EXECUTIVE TITLE: Head of Vendor Management COMPANY NAME: Montepaschi Group

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million X Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 55 Investments to support business innovation 15 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 1 Application Lifecycle Management (ALM) 2 Big Data 3 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 4 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 4 Card Fraud Prevention 4 Cloud - Hybrid 4 Cloud - Private 4 Cloud - Orientation 2 Collaboration 4 Core Banking 3 CRM 4 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 3 Data Management 4 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 3 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 4 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 4 Mobile Security 4 Payments Systems Modernisation 4 Process Optimisation 3 Social Media Strategies / Analytics / Governance 4 Technology Business Management 3 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 3 Business Process Management 4 Multi-Channel Customer Communications 4 How many endpoints do you have?

Priority beyond 12 mths 2 3 3 4 4 3 4 4 4 4 3 4 3 4 4 3 4 4 2 4 4 4 4 4 4 4 3 3 4 4 4 4 3 4 3 4 3 3 3 3 4 4

What software platform is your organisation currently using? Ariba and SAP Which are the most important business areas where you seek to reduce costs? Application development internal and external costs

PART 1: REGISTRATION PROFILE Montepio Valor - Investment Funds Management SA, previous Finivalor, was established in 1997, owned by Montepio Holding, is engaged in the management of real estate investment funds standing out in this context, Finipredial (Open Fund), three rental housing funds (FIIAH) and several private subscription of closed-end funds.

NAME: Miguel Mello EXECUTIVE TITLE: Head of IT COMPANY NAME: Montepio Valor

Miguel has been working in Montepio Group since 1997, having experience in the following areas: commercial, legal, planning and real estate. Has always been linked to IT and currently is responsible for the area of information and control systems at Montepio Valor (real estate funds management).

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 10 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 3 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 4 Card Fraud Prevention 5 Cloud - Hybrid 4 Cloud - Private 3 Cloud - Orientation 3 Collaboration 2 Core Banking 5 CRM 4 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 5 Data Management 2 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 3 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 3 Enterprise Mobility 2 Enterprise Portfolio Management 1 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 4 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 4 Payments Systems Modernisation 2 Process Optimisation 3 Social Media Strategies / Analytics / Governance 3 Technology Business Management 4 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 4 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 3 Multi-Channel Customer Communications 2 How many endpoints do you have?

Priority beyond 12 mths 3 3 3 4 2 2 4 5 4 3 3 2 5 3 3 5 3 5 3 3 3 2 1 5 4 3 3 3 3 2 4 3 2 2 4 5 4 4 4 4 3 2

40 What software platform is your organisation currently using? Windows 7 / 8 Which are the most important business areas where you seek to reduce costs? Accounting

PART 1: REGISTRATION PROFILE Nets is one of the leading companies in northern Europe specialising in payment solutions, information services and digital security solutions, with one of the most extensive and innovative product portfolios in Europe. Our ambition is to become an even stronger partner to our customers by supporting their business â&#x20AC;&#x201C; both nationally and internationally. We seek to make the handling of financial and data assets simpler and more secure. For more information, please visit www.nets.eu.

NAME: Paul Walvik-Joynt EXECUTIVE TITLE: Chief Enterprise Architect COMPANY NAME: Nets

Paul is an expert on leadership and enterprise architecture, and currently the chief enterprise architect at NETS. He has worked for more than 20 years in the financial industry on strategy, leadership, portfolio management, and enterprise architecture in Europe and the US. Among his previous positions, he was CEO at Anzur, a strategy and technology consultancy, and the global head of technology and architecture at Nordea. An intrepid explorer at the crossroads of people and technology, he has led rapid technology changes at large financial institutions, applying and keeping a keen eye out for insights into motivational psychology and how culture impacts the ability deliver performance across organizational borders and value chain boundaries. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other X

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 43 Investments to support business innovation 17 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 5 5 Application Lifecycle Management (ALM) 5 5 Big Data 1 1 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 1 1 Choose Your Own Device (CYOD) 5 5 Capacity Planning / Performance Management 5 5 Card Fraud Prevention 1 1 Cloud - Hybrid 1 1 Cloud - Private 1 1 Cloud - Orientation 1 1 Collaboration 3 3 Core Banking 3 3 CRM 5 5 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 1 1 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 1 1 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 5 5 Enterprise Portfolio Management 1 1 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 4 4 IT Automation 3 3 IT Cost Transparency 3 3 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 1 1 Mobile Security 3 3 Payments Systems Modernisation 1 1 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 1 1 Technology Business Management 2 2 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 4 4 Multi-Channel Customer Communications 2 2 How many endpoints do you have? Don't know What software platform is your organisation currently using? Many, predominant we develop on a java based platform, we also have som .Net Which are the most important business areas where you seek to reduce costs? IT Ops, and automation

PART 1: REGISTRATION PROFILE Nordea is the largest financial services group in the Nordic and Baltic Sea region. Our strong geographical base means that we can create fully integrated production and distribution networks â&#x20AC;&#x201C; an essential part of our ambition to offer the best financial solutions. During the economic recession Nordea kept a strong focus on relationship banking with its customer satisfaction reaching an all-time high. Nordea has been at the forefront of developments. Nordea is the player in the region which has made the most significant progress in terms of integrating banking and insurance activities across national boundaries. All activities are conducted under one single operating model, but with unique diversification. During Nordeaâ&#x20AC;&#x2122;s first decade deposits, lending and profits before loan losses have doubled. Meanwhile the cost/income ratio has decreased considerably. Nordea has 11 million customers and approximately 1,400 branch offices in nine home markets. Moreover, Nordea is one of very few European banks with an AA- rating, and is among the ten largest universal banks in Europe in terms of total market capitalisation. Nordea is not only the leading bank in the Nordic region, but also a major European bank with strong fundamentals and award-winning services that continue to attract customers in all segments. NAME: Jacob Belton Groth EXECUTIVE TITLE: Global Head of Integration Services COMPANY NAME: Nordea

Jacob has 13 years of experience within transaction banking, ranging from technical customer consultancy, product management/ownership to sales and implementation. He has comprehensive experience with services supporting customers with shared service centers/ inhouse banking solutions. Nine years of leadership experience, of which 6 as cross border manager, with teams of up to 14 employees. Leading project managers, technical advisors, product managers and technical product developers. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 2 Application Lifecycle Management (ALM) 3 Big Data 3 Business Continuity / Disaster Recovery 2 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 1 Card Fraud Prevention 5 Cloud - Hybrid 3 Cloud - Private 5 Cloud - Orientation 5 Collaboration 3 Core Banking 2 CRM 3 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 4 Data Management 4 Data Warehousing / Data Mining 2 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 4 Enterprise Mobility 3 Enterprise Portfolio Management 2 Financial Crime - Fraud & AML 2 Governance, Risk & Compliance (GRC) 3 IT Automation 1 IT Cost Transparency 2 IT Outsourcing 4 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 2 Mobile Security 3 Payments Systems Modernisation 1 Process Optimisation 1 Social Media Strategies / Analytics / Governance 5 Technology Business Management 2 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 2 Multi-Channel Customer Communications 2 How many endpoints do you have?

Priority beyond 12 mths 2 3 2 1 2 4 2 5 2 5 5 3 1 3 3 4 4 2 5 2 4 3 2 2 3 1 2 4 3 1 2 1 1 5 2 4 4 4 3 4 2 1

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? Simplifying infrastructure

PART 1: REGISTRATION PROFILE

NAME: Mattias Loven EXECUTIVE TITLE: Head of Integrated Solutions COMPANY NAME: Nordea Bank

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million X 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within 12 Priority beyond strategy categories? (1 Highest - 5 Lowest) mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 1 2 Big Data 3 3 Business Continuity / Disaster Recovery 2 2 Business Intelligence / Analytics 4 3 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 3 2 Card Fraud Prevention 4 4 Cloud - Hybrid 3 2 Cloud - Private 3 2 Cloud - Orientation 3 2 Collaboration 2 2 Core Banking 3 3 CRM 4 4 Customer Experience Management (CEM) 4 3

Data Centre Technology / Optimisation Data Management Data Warehousing / Data Mining Document Imaging / Printing / Managed Print Services Enterprise Architecture & Business Process Management Enterprise Content Management (ECM) Enterprise Mobility Enterprise Portfolio Management Financial Crime - Fraud & AML Governance, Risk & Compliance (GRC) IT Automation IT Cost Transparency IT Outsourcing IT Security (Data, Endpoint, Network) Mobile Banking / Mobile Applications / Device Management Mobile Security Payments Systems Modernisation Process Optimisation Social Media Strategies / Analytics / Governance Technology Business Management Virtualisation Infrastructure-as-a-Service (IaaS) Platforms-as-a-Service (PaaS) Software-as-a-Service (SaaS) Unified Communications-as-a-Service (UCaaS) Business Process Management Multi-Channel Customer Communications How many endpoints do you have?

3 3 3 4 2 3 3 3 3 2 2 3 4 3 4 4 2 3 4 3 3 3 3 3 3 4 3

3 3 3 4 2 3 3 3 3 2 1 3 4 3 3 4 2 3 3 2 3 2 2 3 3 3 3

8 What software platform is your organisation currently using? IBM Mainframe HP non-stop Mainframe (Tandem) Seeburger-BIS Which are the most important business areas where you seek to reduce costs? Compliance to financial/banking regulations Simplification of product offerings, business processes and application landscape (harmonization to reduce complexity) Enterprise architecture and BPM Large scale customer migrations from old solutions to new solutions Automation of IT services Cloud Infrastructure

PART 1: REGISTRATION PROFILE Nordea is the largest financial services group in Northern Europe with a market capitalisation of approximately EUR 38.9bn, total assets of EUR 669.3bn and a Common Equity Tier 1 capital ratio of 15.7%. Nordea has leading positions within corporate and institutional banking as well as retail banking and private banking. It is also the leading provider of life and pensions products in the Nordic countries. With approximately 700 branches, call centres in all Nordic countries and highly competitive online and mobile banking platforms, Nordea has the largest distribution network in the Nordic and Baltic Sea region. Nordea has the largest customer base of any financial services group in the Nordic region with approximately 10 million household customers and around 0.5 million corporate customers. Nordea’s vision is to be a Great European bank, acknowledged for its people, creating superior value for customers and shareholders.

NAME: Piotr Piskorski EXECUTIVE TITLE: Chief Enterprise Architect COMPANY NAME: Nordea IT Poland

Piotr is the head of IT strategy and enterprise architecture for Nordea Bank Poland and Baltic countries. Currently, he is responsible for defining the strategic architecture and implementation of the IT strategic initiatives at Nordea in four emerging countries. He is also a member of the enterprise architecture steering committee for the entire Nordea Group. Over the last 10 years, he has acted in the capacity of both IT management and architecture performing different assignments such as: • Definition of enterprise architectures utilising TOGAF framework • Formulation of IT roadmaps • Formulation and instantiation of service-oriented and component based architectures • Forming and leading design authorities (Architecture Forum) providing governance on both outsourced and in-house solutions. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other don't want to disclosure

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 10 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 2 Business Continuity / Disaster Recovery 4 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 4 Card Fraud Prevention 4 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 3 Collaboration 3 Core Banking 1 CRM 3 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 4 Data Management 2 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 2 Enterprise Content Management (ECM) 3 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 4 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 5 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 2 Payments Systems Modernisation 2 Process Optimisation 4 Social Media Strategies / Analytics / Governance 3 Technology Business Management 3 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 4 Platforms-as-a-Service (PaaS) 4 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 3 4 1 4 2 3 4 4 3 4 3 3 1 3 3 4 2 3 4 2 2 4 4 3 4 4 3 4 5 3 2 1 4 3 2 4 4 3 4 4 4 3

N/A What software platform is your organisation currently using? ORACLE, IBM Which are the most important business areas where you seek to reduce costs? reducing complexity by standardisation and clustering services

PART 1: REGISTRATION PROFILE Northern Trust Corporation (Northern Trust) is a financial holding company. The Company provides asset servicing, fund administration, asset management, fiduciary and banking solutions for corporations, institutions, families and individuals across the world. The Company conducts business through various United States and non-United States subsidiaries, including The Northern Trust Company (the Bank). The Company has operations in around 18 United Statesâ&#x20AC;&#x2122; states; Washington, District of Columbia, and about 18 international locations in North America, Europe, the Middle East, and the Asia Pacific region. It focuses on servicing and managing client assets through two primary business units: Corporate & Institutional Services (C&IS) and Wealth Management. It provides Asset management and related services to Wealth Management and C&IS by a third business unit, Asset Management. It emphasizes quality through a service delivered by a fourth business unit, Operations & Technology (O&T).

NAME: Des Freeley EXECUTIVE TITLE:

Head of Solutions Consulting, EMEA and Global Fund Admin Technology

COMPANY NAME: Northern Trust

Des has 15+ years in financial services industry, operating in all areas of technology and leading key strategic initiatives towards project change portfolio in the fund administration world.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 30 Investments to support business growth 30 100% PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 2 Application Lifecycle Management (ALM) 3

Priority beyond 12 mths 2 3

Big Data 1 1 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 4 3 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 4 4 Cloud - Hybrid 3 3 Cloud - Private 3 2 Cloud - Orientation 4 3 Collaboration 4 3 Core Banking 3 3 CRM 4 4 Customer Experience Management (CEM) 4 3 Data Centre Technology / Optimisation 4 3 Data Management 4 4 Data Warehousing / Data Mining 2 2 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 2 2 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 4 4 Enterprise Portfolio Management 4 3 Financial Crime - Fraud & AML 2 2 Governance, Risk & Compliance (GRC) 4 4 IT Automation 3 3 IT Cost Transparency 4 4 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 4 4 Mobile Security 4 4 Payments Systems Modernisation 2 2 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 4 4 Technology Business Management 4 4 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 3 Platforms-as-a-Service (PaaS) 4 3 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 3 3 Multi-Channel Customer Communications 4 4 How many endpoints do you have? Many. Multiple business units with lots of service offerings Most of these are internal services - not offered out externally What software platform is your organisation currently using? Multiple - primarily Java applications with Oracle back end. However a lot of variety exists within the portfolio Which are the most important business areas where you seek to reduce costs? Moving from point-to-point systems to SOA Data strategies - managing data better internally and Information Delivery Strategies with our clients

PART 1: REGISTRATION PROFILE The Payment Systems Regulator (PSR) is the new economic regulator for the UK's interbank and card payment systems (Bacs, CHAPS, Cheque & Credit, Northern Ireland Cheque Clearing, Faster Payments Scheme, LINK, MasterCard and Visa Europe). It became fully operational on 1 April 2015 and has three objectives: 1. To ensure that payment systems are operated and developed in a way that considers and promotes the interests of all the businesses and consumers that use them. 2. To promote effective competition in the markets for payment systems and services â&#x20AC;&#x201C; between operators, PSPs and infrastructure providers. 3. To promote the development of and innovation in payment systems, in particular the infrastructure used to operate those systems.

NAME: Philip Bronk EXECUTIVE TITLE: Innovation Policy Lead COMPANY NAME: Payment System Regulator

Phil joined the FCA at the start of 2014 to work on the creation of the new Payment Systems Regulator (PSR). Following its incorporation in April 2014, he worked as part of the policy and regulatory strategy team to help develop its initial policy proposals. He also worked with Ofcom to research and co-author a report on innovation in the payments industry. Since this report was published, Phil has led the PSR's work looking at payments innovations globally.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 100 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 0 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 1 Business Continuity / Disaster Recovery 3 Business Intelligence / Analytics 4 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 5 Card Fraud Prevention 1 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 3 Collaboration 1 Core Banking 1 CRM 4 Customer Experience Management (CEM) 4 Data Centre Technology / Optimisation 2 Data Management 2 Data Warehousing / Data Mining 1 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 4 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 1 Governance, Risk & Compliance (GRC) 1 IT Automation 3 IT Cost Transparency 1 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 1 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 1 Payments Systems Modernisation 1 Process Optimisation 4 Social Media Strategies / Analytics / Governance 4 Technology Business Management 4 Virtualisation 2 Infrastructure-as-a-Service (IaaS) 2 Platforms-as-a-Service (PaaS) 2 Software-as-a-Service (SaaS) 2 Unified Communications-as-a-Service (UCaaS) 2 Business Process Management 4 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 4 4 1 3 4 4 5 1 3 3 3 1 1 4 4 2 2 1 4 4 4 4 4 1 1 3 1 3 1 1 1 1 4 4 4 2 2 2 2 2 4 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE Prudential UK is a leading life and pensions provider to approximately seven million customers in the United Kingdom, making up 24% of Prudential PLC's overall revenue. Our expertise in areas such as longevity, risk management and multi-asset investment, together with our financial strength and highly respected brand, means that the business is strongly positioned to continue pursuing a value-driven strategy built around our core strengths in with-profits and annuities.

NAME: John Manning EXECUTIVE TITLE: Head of Technology Risk COMPANY NAME: Prudential

John joined Prudential UK in December 2002 as a technical consultant and now heads the companyâ&#x20AC;&#x2122;s technology, information security and continuity risk function. This diverse role includes operational risk planning, operational capital assessment, business continuity, information security and privacy teams. He balances the businessâ&#x20AC;&#x2122;s operational requirements against the regulatory and governance requirements. In this second lie of defence role he often acts as a sounding board. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million X More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 10 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 3 Application Lifecycle Management (ALM) 3 3 Big Data 3 3 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 4 4 Cloud - Hybrid 4 4 Cloud - Private 3 3 Cloud - Orientation 3 3 Collaboration 3 3 Core Banking 5 5 CRM 4 4 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 4 4 Data Management 3 3 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 2 2 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 3 3 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 3 3 IT Automation 4 4 IT Cost Transparency 3 3 IT Outsourcing 4 3 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 4 4 Mobile Security 2 2 Payments Systems Modernisation 3 3 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 3 2 Technology Business Management 3 3 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 3 2 Multi-Channel Customer Communications 2 2 How many endpoints do you have? Around 10000 What software platform is your organisation currently using? Almost all Which are the most important business areas where you seek to reduce costs? Ensuring value for money in deployment of new platforms to support new products

PART 1: REGISTRATION PROFILE The Royal Bank of Scotland Group plc, through its subsidiaries, provides banking and financial products and services to personal, commercial, corporate, and institutional customers worldwide. Its UK Retail division offers a range of banking products and related financial services to the personal market serving customers through various channels, including a network of branches and ATMs in the United Kingdom, telephony, online and mobile. The company’s UK Corporate division provides banking, finance, and risk management services to the corporate and SME sector in the United Kingdom through a network of relationship managers, and telephone and Internet channels. The product range includes invoice finance through the RBSIF brand and asset finance through the Lombard brand. Its Wealth division offers private banking and investment services, offshore banking services, and international private banking services. The company’s International Banking division focuses on financing, transaction, and risk management services. Its Ulster Bank division provides retail and commercial bank services, including loan and deposit products through a network of branches and direct channels, as well as services to businesses and corporate customers. The company’s US Retail & Commercial division offers financial services primarily through the Citizens and Charter One brands. NAME: Alan Burnett EXECUTIVE TITLE: Head of Infrastructure Strategy COMPANY NAME: RBS

Alan has 30 years of experience in technology infrastructure, predominantly in the finance sector however including spells in education, defense and retail. Extensive experience in end user services and telecommunications. Career coverage areas: • Strategy definition • Technology thought leadership within business areas • Technology roadmaps • Global transformation programmes • Operational sourcing strategy • Outsource contracts development • Technology evaluation • Supplier evaluation • Service improvement programmes • M&A technical due diligence, design, plan and costing • Logical architecture definition • Technology blueprint development • High level design PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million X Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 3 Application Lifecycle Management (ALM) 4 3 Big Data 3 2 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 3 2 Choose Your Own Device (CYOD) 1 1 Capacity Planning / Performance Management 4 3 Card Fraud Prevention 4 3 Cloud - Hybrid 1 1 Cloud - Private 1 1 Cloud - Orientation 3 3 Collaboration 1 1 Core Banking 3 3 CRM 4 3 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 2 2 Data Management 4 3 Data Warehousing / Data Mining 4 3 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 1 1 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 3 3 IT Automation 3 2 IT Cost Transparency 2 1 IT Outsourcing 3 2 IT Security (Data, Endpoint, Network) 3 2 Mobile Banking / Mobile Applications / Device Management 2 1 Mobile Security 2 2 Payments Systems Modernisation 4 3 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 2 1 Technology Business Management 2 2 Virtualisation 3 2 Infrastructure-as-a-Service (IaaS) 2 2 Platforms-as-a-Service (PaaS) 2 2 Software-as-a-Service (SaaS) 3 2 Unified Communications-as-a-Service (UCaaS) 2 2 Business Process Management 4 3 Multi-Channel Customer Communications 1 1 How many endpoints do you have? 7000 What software platform is your organisation currently using? Microsoft + others Which are the most important business areas where you seek to reduce costs? Services costs covering ..Data Centre, Networks, Compute, Storage, Desktop

PART 1: REGISTRATION PROFILE

NAME: Andy Hodrien EXECUTIVE TITLE: Head of Infrastructure COMPANY NAME: Royal London Group

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 10 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 5 3 Application Lifecycle Management (ALM) 5 5 Big Data 5 5 Business Continuity / Disaster Recovery 2 2 Business Intelligence / Analytics 5 5 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 5 5 Cloud - Hybrid 3 3 Cloud - Private 3 3 Cloud - Orientation 3 3 Collaboration 3 3 Core Banking 5 5 CRM 5 5 Customer Experience Management (CEM) 5 5 Data Centre Technology / Optimisation 2 2 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 5 5 Enterprise Architecture & Business Process Management 5 5 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 2 2 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 5 5 Governance, Risk & Compliance (GRC) 3 3 IT Automation 3 3 IT Cost Transparency 2 2 IT Outsourcing 5 5 IT Security (Data, Endpoint, Network) 4 4 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 3 3 Payments Systems Modernisation 5 5 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 3 3 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 5 5 Business Process Management 5 5 Multi-Channel Customer Communications 5 5 How many endpoints do you have? 4000 What software platform is your organisation currently using? Many software platforms Oracle Sql Windows ESX .net Dynamics Sage Which are the most important business areas where you seek to reduce costs? Infrastructure, Optimisation of manual processes

PART 1: REGISTRATION PROFILE

NAME: Andy McGarrie EXECUTIVE TITLE: CTO COMPANY NAME: Royal London Group

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million X 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 75 Investments to support business innovation 5 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 4 Application Lifecycle Management (ALM) 4 4 Big Data 4 4 Business Continuity / Disaster Recovery 2 3 Business Intelligence / Analytics 4 4 Choose Your Own Device (CYOD) 2 3 Capacity Planning / Performance Management 3 4 Card Fraud Prevention 4 4 Cloud - Hybrid 2 3 Cloud - Private 3 3 Cloud - Orientation 3 3 Collaboration 3 4 Core Banking 3 3 CRM 3 3 Customer Experience Management (CEM) 3 4 Data Centre Technology / Optimisation 2 2 Data Management 3 4 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 2 3 Enterprise Architecture & Business Process Management 5 5 Enterprise Content Management (ECM) 5 5 Enterprise Mobility 5 5 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 2 5 Governance, Risk & Compliance (GRC) 2 5 IT Automation 5 5 IT Cost Transparency 2 5 IT Outsourcing 2 5 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 5 4 Mobile Security 5 3 Payments Systems Modernisation 5 5 Process Optimisation 5 4 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 3 3 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 3 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 3 4 Business Process Management 5 5 Multi-Channel Customer Communications 5 5 How many endpoints do you have? 4000 What software platform is your organisation currently using? Various Which are the most important business areas where you seek to reduce costs? End user computing

PART 1: REGISTRATION PROFILE Saxo Bank is one of the leading players in global online trading, giving you the opportunity to trade FX and FX Options, Stocks, CFDs, ETFs, commodities and more, all on a cutting-edge platform.

NAME: Mads Syska Hansen EXECUTIVE TITLE: Head of IT Security, Risk & Compliance COMPANY NAME: Saxo Bank A/S

Mads is an IT security, risk & compliance professional with 10+ years of work experience. He is currently heading up the IT security, risk & compliance department in Saxo Bank; managing a team of domain specialists located in Denmark and India.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 15 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 3 Application Lifecycle Management (ALM) 3 3 Big Data 2 2 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 4 4 Choose Your Own Device (CYOD) 3 3 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 4 4 Cloud - Hybrid 2 2 Cloud - Private 2 2 Cloud - Orientation 2 2 Collaboration 3 3 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 4 4 Data Centre Technology / Optimisation 4 4 Data Management 4 4 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 4 4 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 2 2 Governance, Risk & Compliance (GRC) 1 1 IT Automation 4 4 IT Cost Transparency 4 4 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 3 3 Payments Systems Modernisation 3 3 Process Optimisation 4 4 Social Media Strategies / Analytics / Governance 4 4 Technology Business Management 4 4 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 2 2 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 4 4 Multi-Channel Customer Communications 4 4 How many endpoints do you have? 2500 Workstations & about 7500 servers What software platform is your organisation currently using? Microsoft Which are the most important business areas where you seek to reduce costs? Manual process moving towards automation (continued delivery)

NAME: Tony Johansson EXECUTIVE TITLE: IT Continuity Manager COMPANY NAME: Saxo Bank A/S

Tony is an IT security professional with 10+ years of experience.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 100 Investments to support business innovation 0 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 5 Business Continuity / Disaster Recovery 2 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 5 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 3 Collaboration 3 Core Banking 5 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 5 Data Management 3 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 5 Enterprise Mobility 3 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 4 Governance, Risk & Compliance (GRC) 2 IT Automation 3 IT Cost Transparency 5 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 3 Payments Systems Modernisation 5 Process Optimisation 3 Social Media Strategies / Analytics / Governance 4 Technology Business Management 5 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 3 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 3 3 5 2 3 5 5 5 3 3 3 3 5 5 5 5 3 4 5 3 5 3 5 4 2 3 5 3 3 3 3 5 3 4 5 4 5 5 3 5 3 3

+10 What software platform is your organisation currently using? Microsoft Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE The costs, time and processes applied by traditional banks to international transactions currently stultify global trade. Saxo Payments, part of the Saxo Bank group, is challenging the status quo, addressing the financial, compliance and security barriers put up by the traditionalists with game-changing solutions. Through its corresponding banking relationships and ability to allow clients to issue nostro accounts to their merchants, and a significant FX liquidity pool, Saxo Payments enables receipt of payments from card schemes and settlement to merchants in almost any jurisdiction worldwide in all major currencies and at extremely low prices. Cards providers and alternative payment schemes are also able to offer transaction capabilities to their clients by providing a web interface to their merchants. Saxo Payments tackles the ‘lost cash’ conundrum of traditional banking processes through its ‘express’ payments, so that merchants receive funds immediately following clearing rather than working to conventional banking timescales. Saxo Payments is giving businesses with global ambitions the ability to process cross-border payments without any loss of time or cash, truly empowering global trade. Saxo Payments is a true game-changer in the payments world – ensuring that businesses operating in the international marketplace are not held back by convention. NAME: Kristian Sidelmann EXECUTIVE TITLE: Head of IT Operations COMPANY NAME: Saxo Payments A/S

Kristian has been working in the financial and IT security sector for many years. The last couple of years he has moved towards cloud computing and SaaS/PaaS. In Saxo Payments they have already taken advantage of different cloud services for many business operations. Working for a financial company focus on IT security is always very high on his radar.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 20 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 3 Business Continuity / Disaster Recovery 1 Business Intelligence / Analytics 5 Choose Your Own Device (CYOD) 1 Capacity Planning / Performance Management 3 Card Fraud Prevention 4 Cloud - Hybrid 4 Cloud - Private 1 Cloud - Orientation 4 Collaboration 1 Core Banking 2 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 4 Data Management 5 Data Warehousing / Data Mining 4 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 5 Enterprise Mobility 3 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 2 Governance, Risk & Compliance (GRC) 1 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 1 IT Security (Data, Endpoint, Network) 1 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 1 Payments Systems Modernisation 1 Process Optimisation 4 Social Media Strategies / Analytics / Governance 3 Technology Business Management 5 Virtualisation 1 Infrastructure-as-a-Service (IaaS) 1 Platforms-as-a-Service (PaaS) 1 Software-as-a-Service (SaaS) 1 Unified Communications-as-a-Service (UCaaS) 1 Business Process Management 4 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 4 4 2 1 5 1 3 3 4 1 4 1 2 5 5 4 5 4 5 4 5 3 5 2 1 3 3 1 1 1 1 1 4 3 5 1 1 1 1 1 4 3

100 What software platform is your organisation currently using? Oracle Flexcube running in Oracle Private Cloud Which are the most important business areas where you seek to reduce costs? We are a start-up company with no legacy systems, so reducing cost is not a priority for us at the moment.

PART 1: REGISTRATION PROFILE

NAME: David Marr EXECUTIVE TITLE: Head of Business Analysis COMPANY NAME: Standard Life

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million X 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 3 Application Lifecycle Management (ALM) 3 Big Data 3 Business Continuity / Disaster Recovery 3 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 3 Capacity Planning / Performance Management 3 Card Fraud Prevention 3 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 3 Collaboration 3 Core Banking 3 CRM 3 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 3 Data Management 3 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 3 Enterprise Architecture & Business Process Management 3 Enterprise Content Management (ECM) 3 Enterprise Mobility 3 Enterprise Portfolio Management 3 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 3 IT Automation 3 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 3 Mobile Banking / Mobile Applications / Device Management 3 Mobile Security 3 Payments Systems Modernisation 3 Process Optimisation 3 Social Media Strategies / Analytics / Governance 3 Technology Business Management 3 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 3 Business Process Management 3 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE

NAME: Keith Watson EXECUTIVE TITLE: Head of Technology R&D COMPANY NAME: Standard Life

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other Does not wish to disclose

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 1 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 2 Choose Your Own Device (CYOD) 2 Capacity Planning / Performance Management 5 Card Fraud Prevention 1 Cloud - Hybrid 1 Cloud - Private 2 Cloud - Orientation 2 Collaboration 5 Core Banking 3 CRM 3 Customer Experience Management (CEM) 2 Data Centre Technology / Optimisation 5 Data Management 4 Data Warehousing / Data Mining 2 Document Imaging / Printing / Managed Print Services 3 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 5 Enterprise Mobility 4 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 1 Governance, Risk & Compliance (GRC) 5 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 1 Mobile Security 1 Payments Systems Modernisation 3 Process Optimisation 4 Social Media Strategies / Analytics / Governance 2 Technology Business Management 5 Virtualisation 4 Infrastructure-as-a-Service (IaaS) 2 Platforms-as-a-Service (PaaS) 2 Software-as-a-Service (SaaS) 2 Unified Communications-as-a-Service (UCaaS) 3 Business Process Management 5 Multi-Channel Customer Communications 1 How many endpoints do you have?

Priority beyond 12 mths 4 4 1 5 2 2 5 1 1 2 2 5 3 3 2 5 4 2 3 4 5 4 5 1 5 4 3 3 4 1 1 3 4 2 5 4 2 2 2 3 5 1

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE The Swiss Re Group is a leading wholesale provider of reinsurance, insurance and other insurance-based forms of risk transfer. Dealing direct and working through brokers, its global client base consists of insurance companies, mid-to-large-sized corporations and public sector clients. From standard products to tailormade coverage across all lines of business, Swiss Re deploys its capital strength, expertise and innovation power to enable the risk taking upon which enterprise and progress in society depend.

NAME: Fredi Lienhardt EXECUTIVE TITLE: VP Big Data & Smart Analytics Manager COMPANY NAME: Swiss Re

After his studies, Fredi joined a management consulting company responsible for business and product development of eBusiness and eProcurement solutions. In 2003 he started to work for a Silicon Valley based IT start-up where he was responsible for all EMEA client engagements. When joining Swiss Re in 2004, Fredi was responsible for the development of a global single risk P&C pricing tool. After five years, Fredi became part of the newly formed enterprise architecture team, where he was instrumental in driving several global strategic business topics. Since 2013 Fredi actively drives the Swiss Re's strategic topic of big data and joined the big data & smart analytics centre as of 1 January 2014. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 1 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 5 Choose Your Own Device (CYOD) 5 Capacity Planning / Performance Management 5 Card Fraud Prevention 5 Cloud - Hybrid 5 Cloud - Private 5 Cloud - Orientation 5 Collaboration 5 Core Banking 5 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 5 Data Management 5 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 5 Enterprise Architecture & Business Process Management 5 Enterprise Content Management (ECM) 5 Enterprise Mobility 5 Enterprise Portfolio Management 5 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 5 IT Automation 5 IT Cost Transparency 5 IT Outsourcing 5 IT Security (Data, Endpoint, Network) 5 Mobile Banking / Mobile Applications / Device Management 5 Mobile Security 5 Payments Systems Modernisation 5 Process Optimisation 5 Social Media Strategies / Analytics / Governance 3 Technology Business Management 3 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 5 Platforms-as-a-Service (PaaS) 5 Software-as-a-Service (SaaS) 5 Unified Communications-as-a-Service (UCaaS) 5 Business Process Management 5 Multi-Channel Customer Communications 5 How many endpoints do you have?

Priority beyond 12 mths 5 5 1 5 5 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 3 3 5 5 5 5 5 5 5

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

NAME: Gianluca Antonini EXECUTIVE TITLE: Director Information Strategy COMPANY NAME: Swiss Re

Gianluca spent 15 years working in the field of data analytics. With a background in signal & image processing he spent six years in an academic research environment. In 2007 he joined the IBM Zurich research lab working in the field of information analytics applied to credit scoring and operational risk for the financial industry. Other experience includes marketing optimisation, sales, web & social media amongst others. In summer 2014 Gianluca joined the shared information service unit at Swiss Re responsible for information strategy. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 5 Application Lifecycle Management (ALM) 5 Big Data 1 Business Continuity / Disaster Recovery 5 Business Intelligence / Analytics 1 Choose Your Own Device (CYOD) 4 Capacity Planning / Performance Management 5 Card Fraud Prevention 3 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 3 Collaboration 4 Core Banking 4 CRM 3 Customer Experience Management (CEM) 3 Data Centre Technology / Optimisation 3 Data Management 3 Data Warehousing / Data Mining 3 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 4 Enterprise Content Management (ECM) 3 Enterprise Mobility 4 Enterprise Portfolio Management 4 Financial Crime - Fraud & AML 3 Governance, Risk & Compliance (GRC) 4 IT Automation 4 IT Cost Transparency 4 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 4 Mobile Banking / Mobile Applications / Device Management 4 Mobile Security 4 Payments Systems Modernisation 4 Process Optimisation 3 Social Media Strategies / Analytics / Governance 3 Technology Business Management 3 Virtualisation 5 Infrastructure-as-a-Service (IaaS) 3 Platforms-as-a-Service (PaaS) 3 Software-as-a-Service (SaaS) 3 Unified Communications-as-a-Service (UCaaS) 4 Business Process Management 4 Multi-Channel Customer Communications 3 How many endpoints do you have?

Priority beyond 12 mths 5 5 1 5 1 4 5 3 3 3 3 4 4 3 3 3 3 3 4 4 3 4 4 3 4 4 4 3 4 4 4 4 3 3 3 5 3 3 3 4 4 3

What software platform is your organisation currently using? Which are the most important business areas where you seek to reduce costs? -

PART 1: REGISTRATION PROFILE UniCredit is a leading European commercial bank with an international network spanning 50 markets, with around 8,500 branches and more than 145,000 employees. The Group operates in 17 European countries. UniCredit benefits from a strong European identity, extensive international presence and broad customer base. Its strategic position in Western and Eastern Europe gives the Group one of the region's highest market shares. The Group operates in the following countries: Austria, Azerbaijan, Bosnia and Herzegovina, Bulgaria, Croatia, the Czech Republic, Germany, Italy, Poland, Romania, Russia, Serbia, Slovakia, Slovenia, Turkey, Ukraine and Hungary.

NAME: Dr Massimo Messina EXECUTIVE TITLE: Head of Global ICT COMPANY NAME: UniCredit

Massimo joined UniCredit after being in charge of technical and managerial positions at Siemens, IBM, Enel, British Telecom, Poste italiane, Intesa San Paolo and Banca Nazionale del Lavoro. In 2010 he entered UniCredit Global Information Services (UGIS) as deputy general manager, senior vice president and head of the infrastructure management & customer services. In 2011 he played a key role for UniCredit business integrated solutions go-live, the Group services provider, and he was responsible for the service line ICT, coordinating the cross-company activities for infrastructures and applications. In January 2014 he was nominated head of global ICT, in charge at Group level of the technical and application architectures, the technological addressing, and the definition of the standards related to advanced engineering and ICT governance. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other Confidential info

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 10 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 2 Application Lifecycle Management (ALM) 2 2 Big Data 2 2 Business Continuity / Disaster Recovery 1 2 Business Intelligence / Analytics 2 2 Choose Your Own Device (CYOD) 4 4 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 3 3 Cloud - Hybrid 2 1 Cloud - Private 3 3 Cloud - Orientation 2 1 Collaboration 2 2 Core Banking 2 2 CRM 2 2 Customer Experience Management (CEM) 2 2 Data Centre Technology / Optimisation 3 3 Data Management 3 3 Data Warehousing / Data Mining 3 3 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 1 1 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 3 3 IT Automation 3 3 IT Cost Transparency 3 3 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 3 3 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 3 3 Payments Systems Modernisation 2 2 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 2 2 Technology Business Management 2 2 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 2 2 Software-as-a-Service (SaaS) 3 3 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 2 2 Multi-Channel Customer Communications 2 2 How many endpoints do you have? >100,000 What software platform is your organisation currently using? Several Which are the most important business areas where you seek to reduce costs? Application Management, Legacy Modernization

NAME: Paolo Pozza EXECUTIVE TITLE: Head of ICT Technical Architectures COMPANY NAME: UniCredit

Paolo has more than 30 years of experience in IT starting his career in 1984 as IT technical specialist at Cartiere Burgo. In 1988 he joined the UniCredit Group entering Cassa di Risparmio di Torino focusing on mainframe technologies. In 2000, with the creation of the ICT company of the Group (today UBIS), he created the first competence center focusing on middleware technologies acting as innovation engine of the bank for the emerging Web solutions and service-oriented architectures. In UBIS as head of opens systems and later as head of infrastructure architectures he promoted the adoptions of new standards while leading major infrastructural transformation projects. In January 2014 with the constitution of the Group CIO in UniCredit he has been appointed head of ICT technical architectures with responsibilities on the governance of technical architectures, reference standards and related evolution for the entire Group. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 60 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 40 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1 Highest - 5 Lowest) 12 mths Application Management 4 Application Lifecycle Management (ALM) 4 Big Data 2 Business Continuity / Disaster Recovery 1 Business Intelligence / Analytics 3 Choose Your Own Device (CYOD) 2 Capacity Planning / Performance Management 4 Card Fraud Prevention 5 Cloud - Hybrid 3 Cloud - Private 3 Cloud - Orientation 5 Collaboration 3 Core Banking 3 CRM 5 Customer Experience Management (CEM) 5 Data Centre Technology / Optimisation 2 Data Management 3 Data Warehousing / Data Mining 5 Document Imaging / Printing / Managed Print Services 4 Enterprise Architecture & Business Process Management 1 Enterprise Content Management (ECM) 4 Enterprise Mobility 3 Enterprise Portfolio Management 2 Financial Crime - Fraud & AML 5 Governance, Risk & Compliance (GRC) 5 IT Automation 4 IT Cost Transparency 3 IT Outsourcing 3 IT Security (Data, Endpoint, Network) 5 Mobile Banking / Mobile Applications / Device Management 2 Mobile Security 2 Payments Systems Modernisation 2 Process Optimisation 4 Social Media Strategies / Analytics / Governance 4 Technology Business Management 4 Virtualisation 3 Infrastructure-as-a-Service (IaaS) 2 Platforms-as-a-Service (PaaS) 2 Software-as-a-Service (SaaS) 2 Unified Communications-as-a-Service (UCaaS) 2 Business Process Management 2 Multi-Channel Customer Communications 2 How many endpoints do you have?

Priority beyond 12 mths 4 4 2 1 3 2 4 5 2 2 5 3 3 5 5 2 2 5 4 1 4 2 2 5 5 4 3 3 5 1 2 3 4 4 4 3 2 2 2 2 2 2

What software platform is your organisation currently using? Oracle, Ibm, Tibco, SAS, SAP, Eurosig (Core banking application), Iflex, Microsoft... Which are the most important business areas where you seek to reduce costs? Infrastructure optimization, Disaster recovery, mainframe offloading/modernization

PART 1: REGISTRATION PROFILE VTB Capital, the Investment Business of VTB Group, is one of the three strategic business arms of VTB Group, along with the corporate and retail businesses. Since its foundation in 2008, VTB Capital has taken part in more than 370 ECM and DCM deals, which were instrumental in attracting more than USD 152 billion worth of investments to Russia and CIS. VTB Capital offers a full range of investment banking products and services to Russian and international clients, focusing on arranging operations in the debt, equity, global commodities markets, developing investment and asset management, advising clients on M&A and ECM deals in Russia and abroad. VTB Capital holds top positions in the debt and equity capital markets in Russia and CIS according to the league tables for 2011 and 2012 by Dealogic and Bloomberg. In 2011 and 2012 VTB Capital research team was ranked #1 in Thomson Reuters Extel Survey and Institutional Investor All-Russia Investor Survey. VTB Capital operates in Moscow, London, Singapore, Dubai, Hong Kong, Sofia, Kiev, New York, Paris, Vienna with headquarters in Moscow.

NAME: Alexander Shevyakov EXECUTIVE TITLE: Head of Core Infrastructure Engineering COMPANY NAME: VTB Capital

Alexander has been responsible for the core infrastructure engineering team in VTB Capital since 2010. Prior to this he was information security officer since 2008. In his previous role, he was technology information security officer in Deutsche Bank since 2006.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other X

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 10 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 4 Application Lifecycle Management (ALM) 4 4 Big Data 4 4 Business Continuity / Disaster Recovery 4 4 Business Intelligence / Analytics 4 4 Choose Your Own Device (CYOD) 2 2 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 4 4 Cloud - Hybrid 3 3 Cloud - Private 3 3 Cloud - Orientation 4 4 Collaboration 3 3 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 2 2 Data Management 3 3 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 3 3 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 2 2 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 3 3 IT Automation 2 2 IT Cost Transparency 2 2 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 2 2 Mobile Security 2 2 Payments Systems Modernisation 5 5 Process Optimisation 4 4 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 4 4 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 4 4 Multi-Channel Customer Communications 4 4 How many endpoints do you have? workstation and laptops 2k+ What software platform is your organisation currently using? server infra - wintel, unix, HP mainly networks - cisco, juniper, riverbed stoarge - hitachi and commvault Which are the most important business areas where you seek to reduce costs? datacenter run cost, byod, wan optimisation

NAME: Alexey Pavlin EXECUTIVE TITLE: CIO, Russia and CIS COMPANY NAME: VTB Capital

Alexey has been in his current role since February 2012. Prior to this, he was head of finance IT at VTB Capital for over three years, and spent two years with Deutsche Bank, working within IT support.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 3 2 Application Lifecycle Management (ALM) 3 3 Big Data 4 4 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 3 2 Choose Your Own Device (CYOD) 4 4 Capacity Planning / Performance Management 2 2 Card Fraud Prevention 5 5 Cloud - Hybrid 4 4 Cloud - Private 3 3 Cloud - Orientation 4 4 Collaboration 4 4 Core Banking 2 2 CRM 4 4 Customer Experience Management (CEM) 5 5 Data Centre Technology / Optimisation 3 3 Data Management 4 4 Data Warehousing / Data Mining 3 2 Document Imaging / Printing / Managed Print Services 3 2 Enterprise Architecture & Business Process Management 3 2 Enterprise Content Management (ECM) 3 3 Enterprise Mobility 2 2 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 3 3 IT Automation 3 3 IT Cost Transparency 2 2 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 2 2 Mobile Banking / Mobile Applications / Device Management 4 4 Mobile Security 4 4 Payments Systems Modernisation 5 5 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 5 5 Technology Business Management 4 4 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 3 2 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 3 3 Multi-Channel Customer Communications 5 5 How many endpoints do you have? Approx 2000 What software platform is your organisation currently using? Microsoft Which are the most important business areas where you seek to reduce costs? Data centers cost, market data cost

PART 1: REGISTRATION PROFILE Worldpay is one of the largest and most successful payments company globally. We make taking card payments easy â&#x20AC;&#x201C; so you can sell more. Whether it is in a shop or on the web, we work with all types of customers, from start-ups to multinationals and are leaders in modern money.

NAME: Jason K. Scott-Taggart EXECUTIVE TITLE: Head of Technology & Operations COMPANY NAME: Worldpay

Jason is a senior IT production and infrastructure leader who has spent all of his career in financial services. He is now responsible for the IT service management, end user technology and level 1 support for Worldpay group technology & engineering.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million 10 - 25 Million 25 - 50 Million 50 - 100 Million X 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 2 2 Application Lifecycle Management (ALM) 3 3 Big Data 3 3 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 1 1 Capacity Planning / Performance Management 3 3 Card Fraud Prevention 3 3 Cloud - Hybrid 4 4 Cloud - Private 4 4 Cloud - Orientation 4 4 Collaboration 2 2 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 4 4 Data Management 4 4 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 3 3 Enterprise Architecture & Business Process Management 5 5 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 2 2 Enterprise Portfolio Management 5 5 Financial Crime - Fraud & AML 4 4 Governance, Risk & Compliance (GRC) 4 4 IT Automation 3 3 IT Cost Transparency 4 4 IT Outsourcing 3 3 IT Security (Data, Endpoint, Network) 4 4 Mobile Banking / Mobile Applications / Device Management 3 3 Mobile Security 3 3 Payments Systems Modernisation 3 3 Process Optimisation 3 3 Social Media Strategies / Analytics / Governance 3 3 Technology Business Management 4 4 Virtualisation 3 3 Infrastructure-as-a-Service (IaaS) 3 3 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 3 3 Business Process Management 4 4 Multi-Channel Customer Communications 2 2 How many endpoints do you have? 5000 What software platform is your organisation currently using? Windows, Linux Which are the most important business areas where you seek to reduce costs? Infrastructure provisioning e.g. IaaS

PART 1: REGISTRATION PROFILE Zurich is one of the worldâ&#x20AC;&#x2122;s largest insurance groups, and one of the few to operate on a truly global basis. We have strong positions in North America and Europe, and growing positions in Asia-Pacific, the Middle East and Latin America. We aspire to become the best global insurer as measured by our shareholders, customers and employees. Zurich has been present in Spain for more than 130 years now, and is permanently evolving to better understand and serve its customer needs.

NAME: Ricardo M. Gonzales EXECUTIVE TITLE: Head of Operational Risk & Control COMPANY NAME: Zurich Spain

Ricardo joined the Zurich group in July 2010 as responsible for risk management, information security and compliance for the general insurance IT center in Barcelona. Since April 2104 he has been responsible for operational risks in Zurich Spain. Since joining he has been in charge about embedding into the organization the early identification and mitigation of risk issues, building confidence with stakeholders that risk management is effective; delivering a consistent approach to operational risk (including IT and security); and promoting a culture of integrity, ethics and compliance. Before joining Zurich he worked at Arthur Andersen, Ernst&Young and Adecco, and has been servicing organizations in America, Europe and Asia-Pacific. PART 2: BUDGETING AND SPENDING

What is your total budget for 2015? Less than 10 Million X 10 - 25 Million 25 - 50 Million 50 - 100 Million 100 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1 Highest - 5 Lowest) 12 mths 12 mths Application Management 4 4 Application Lifecycle Management (ALM) 4 4 Big Data 3 3 Business Continuity / Disaster Recovery 3 3 Business Intelligence / Analytics 3 3 Choose Your Own Device (CYOD) 4 4 Capacity Planning / Performance Management 4 4 Card Fraud Prevention 4 4 Cloud - Hybrid 4 4 Cloud - Private 4 4 Cloud - Orientation 4 4 Collaboration 4 4 Core Banking 4 4 CRM 4 4 Customer Experience Management (CEM) 3 3 Data Centre Technology / Optimisation 4 4 Data Management 4 4 Data Warehousing / Data Mining 4 4 Document Imaging / Printing / Managed Print Services 4 4 Enterprise Architecture & Business Process Management 4 4 Enterprise Content Management (ECM) 4 4 Enterprise Mobility 3 3 Enterprise Portfolio Management 4 4 Financial Crime - Fraud & AML 3 3 Governance, Risk & Compliance (GRC) 3 3 IT Automation 4 4 IT Cost Transparency 4 4 IT Outsourcing 4 4 IT Security (Data, Endpoint, Network) 4 4 Mobile Banking / Mobile Applications / Device Management 4 4 Mobile Security 3 3 Payments Systems Modernisation 4 4 Process Optimisation 4 4 Social Media Strategies / Analytics / Governance 4 4 Technology Business Management 4 4 Virtualisation 4 4 Infrastructure-as-a-Service (IaaS) 4 4 Platforms-as-a-Service (PaaS) 4 4 Software-as-a-Service (SaaS) 4 4 Unified Communications-as-a-Service (UCaaS) 4 4 Business Process Management 4 4 Multi-Channel Customer Communications 3 3 How many endpoints do you have? 2000 What software platform is your organisation currently using? Own Which are the most important business areas where you seek to reduce costs? -