Untitled - Banco Mercantil

Considerable headway has been achieved in the initiative to implement the Management
Systems and Data Architecture to provide a corporate Data Warehouse with a model aligned
to best financial practices and integral control of credit risk, market risk, management and
analytical Customer Relationship Management (CRM). The construction stage of the
conceptual data model is now complete and data needs have been incorporated. The logical
model for the project has been built and the implementation plan for the components needed
for the solution in terms of the data structures, integration and analytical applications, as
well as the feasibility analysis for different implementation scenarios is ready. The Operational
Risk management system is up and running.
Monetary Conversion
In response to the resolution published in the March 2007 Official Gazette of under number
5,229, in which the Venezuela State, in coordination with the National Executive and the
Central Bank of Venezuela (BCV) decided to restate the monetary unit by dividing the
corresponding amounts by 1,000 as of January 1, 2008, Mercantil Banco Universal has
embarked on a major and historically unprecedented transition for the Organization.
A Monetary Conversion unit was set up with a multidisciplinary team of strategic, tactical
and operational sub-units which worked hand in hand with external providers so that by
January 1, 2008 the project to adjust the processes and systems to guarantee conversion of
all customer account balances, for asset and liability operations or other operations affected
by this measure, would be ready. The phases defining the project’s main landmarks, and the
test plans, were developed to comply with the timetable set by the Venezuelan Central Bank,
while specific plans were developed to deal with the operational, environmental and technical
aspects of its implementation. A structured methodology was defined to manage the project,
in order to initiate the activities for pooling human and material resources to meet the goal.
M e r c a n t i l B a n c o U n i v e r s a l
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