Page 23 - EVRY Annual Report 2012

Our Business 23
that cover the entire lending cycle from the loan application
and production through to services to meet the differing
requirements of the retail and corporate markets.
One example of successful innovation is EVRY’s solution
for electronic sigining. Customers are no longer dependent
on bank opening hours. Electronic sigining makes it simple
and easy for a customer to sign agreements and documents
over the internet regardless of time or place. This is signifi-
cantly easier for the bank, and encourages more interactive
customer dialogue. EVRY’s electronic sigining solution uses
the Norwegian BankID concept, but can also be adapted for
similar concepts in other Nordic countries.
Security
Bank customers must have absolute confidence in the security
of banking services. Therefore, security issues related to iden-
tity, digital signatures, card usage and fraud are top priori-
ties for banks. To meet rigorous security requirements that
change constantly, EVRY Financial Services offers enterprise-
centric services covering all security areas.
Our services enable our customers to offer new services in
channels operating 24/7 - effectively facilitating reduced
‘time-to-market’ for new services and reduced costs. This
minimizes the resources spent on support and accentuates
product sales.
EVRY has developed Anti Fraud Internet Banking - a service
designed to reduce fraud in self-service channels. This solu-
tion has been well received by the market.
Case: Fraud monitoring 24/7
EVRY employees work shifts at the Mo i Rana unit to provide
24/7 card fraud monitoring services, 365 days a year. For this,
they use the EVRY-owned Secana system that identifies fraud
attempts, contacts the bank and telephones the card user.
EVRY’s centre provides this service to over 100 banks in nine
countries. This puts us in a unique position to identify and
stop card fraud. A huge number of transactions are handled
by the Secana system every day. The system's technology rec-
ognises patterns of behaviour and flags up suspicious activity.
EVRY’s fraud investigators then take over and evaluate the
transactions.
EVRY’s card fraud unit in Mo i Rana comprises investigators
who follow up transactions that the system identifies as
suspicious, technical experts in card fraud and a separate
team for direct contact with card users. We see clear trends
in card fraud. Since physical cards have become more secure
thanks to chip and PIN, criminals have shifted their attention
to card fraud over the internet and this requires newmeas-
ures for fraud prevention.
Mo i Rana has long industrial traditions, and the local popula-
tion is used to shift working. EVRY offers varied and interest-
ing work, and this makes it possible to retain employees over
the long term and develop their expertise.
Quality improvement program
EVRY is very concerned about the problems experienced
by banks and their customers as a result of interruptions in
the company's operational services. EVRY initiated a quality
improvement program in 2011 with the objective of ensuring
stable operations and improved Life Cycle Management for
the technical portfolio. EVRY has invested heavily in renew-
ing the technical portfolio and improving all the essential
processes. This work continues to be a major priority, and
the company will therefore continue to invest in the neces-
sary upgrading and separation of infrastructure, as well as
strengthening expertise where this is relevant
The measures implemented have delivered results, with an
improvement in underlying operational quality. EVRY has
now extended the program to include all aspects of deliveries
to banks. This covers the entire value chain from the develop-
ment and management of applications through to operating
services, which means that the improvement program now
has a comprehensive overview of technology, processes and
people. EVRY has also engaged external expertise in order to
have access to independent advice. In addition, Lean prin-
ciples are applied as a systematic method for continuous
improvement. The company has an in-house specialist team
for Lean processes that focuses on EVRY Financial Services.
EVRY has also taken steps to improve collaboration across
different value chains, including a collaboration agreement
with the Nets payment system. The purpose of this agreement
is to define the interface between the parties with a clear divi-
sion of responsibility and working processes in order to avoid
major service interruptions.
EVRY is also working systematically to develop a more
customer and market oriented corporate culture. This is the
subject of a group-wide training program for all employees. In
addition to this EVRY Financial Services is making use of ex-
perience fromwork in industrial companies on health, safety
and the working environment to ensure a more proactive
focus on quality for the segment's deliveries. With effect from
2013, EVRY has established a single organisational unit for
bank and finance customers. This ensures clearer value chain
responsibility and improved collaborative working.