ANNUAL REPORT - Raiffeisen Informatik

The systematic implementation of these processes wasaccompanied by change management process. Apartfrom a communications concept, the process includessimulations. These process simulations are used tostress test the new processes. This made it possible forthe role players to experience and train with theprocesses before going live.The successful implementation will be continued in 2013.Apart from modelling further services, the processes willalso deploy interaction and incident management,problem management, and service level management inthe HP service suite. In this context, the service requestcatalogue will also be rolled out for the first customers,thereby enabling them to also feel the benefits the ITSMinvestment. This implementation also means that the HPservice suite will replace the internal use of the solvedirectmandates. The change management process willcreate the framework that permits the best possible useof the IT service management system.V.3.5. PROCESS MANAGEMENT SYSTEM MAPThe management system “MaP” (Management all Processes)is based on processes designed, implementedand developed taking the strategy into account. The processesare designed by a central process managementteam in collaboration with the decentralized processmanagers and are published on the Intranet. The processmanagers report personally and regularly on any majorchanges at special information events. The processesare grouped into thematic that can be broken down intoprocess types. The following process types are availableunder MaP:Leadership and management processes that givecompanies the organizational framework and fundamentaldecisions they need for operating processes. Withinthe process framework, the management processesinclude strategy processes, processes relating tocorporate planning, management systems and continuousimprovement.The core processes are those that secure added valuefor Raiffeisen Informatik. These include processes with areference to customers, sales, market, products,development as well as operations and performance.Support processes are operational support for core processes.The current support processes cover thethematic areas of finance, marketing, procurement,facilities, communications, personnel, architecture andreporting.Process management, MaP, contributes to the economicstability of Raiffeisen Informatik through a continuousimprovement process. The added value processes aresubject to a maturity level model adapted for RaiffeisenInformatik. The maturity level is the quality indicatorfor process implementation and process performance.The higher the maturity level of a process, the moreefficient and effective it is. The maturity level applies toall added value generating processes. These areassigned a target value every year, are measured, andchecked for performance at the end of the year. Thematurity level is defined in the balance scorecard as aseparate indicator. The minimum requirement for aprocess management system (MaP) process is a level of4. As of this level, the continuous optimization of aprocess within the management system is guaranteed.Processes are checked against their targets usingprocess indicators and any deviations are corrected bythe appropriate measures and effectiveness is alsochecked. The goal is to achieve a maturity level of 5 inwhich the processes can be optimized by innovativeaspects.Projects are initiated and executed to achieve large-scaleoptimization. At present, the main focus is on holisticservice management that includes the introduction of ITservice management processes and procedures. Afurther area of focus for optimization is on projects in thearea of automation and the further optimization of systemsupport for processes.V.3.6. RESEARCH AND DEVELOPMENTThe IT sector is a very fast-paced industry, and therefore,innovation and research and also development are criticalfor Raiffeisen Informatik. Innovations are only successfulif they are able to lastingly secure and improve theeconomic performance of the concerned customers. In allof its IT projects, Raiffeisen Informatik always concentrateson the research and development of new technicalimplementation methods.In the 40 years of its existence, Raiffeisen Informatik hascreated many innovations for which it has won prominentawards such as the Austrian state award and the Austriancoat of arms.In 2004, Raiffeisen Informatik won the internationaltender of ASFINAG to set up and operate the Austriantruck toll system, the first free-flow toll system in theworld. The CREATE Project in 2012 was a further steptowards a uniform European electronic toll system.This project enables interoperability of the Austrian trucktoll system with the Scandinavian toll systems andoperators. After achieving interoperability with Germany,this is the next project to implement the EuropeanDirective “European Electronic Toll Service” (EETS). TheDirective lays down the principles for an internationalagreement on the interoperability of electronic road tollsystems. By being part of this project, RaiffeisenInformatik plays a leading role in the creation of anelectronic toll system in Europe. With the enlargementof the product portfolio to include “Professional CloudServices” a highly innovative IT service was put intooperation. The universal availability and individual scalabilitymakes it possible to offer new business models forall industries. In 2012, Raiffeisen Informatik launched the“Premium Business Cloud” on the market, a cloud solutionthat won third place in the category “Best Cloud Service”at the EuroCloud Austria Awards on 23 May 2012.Furthermore, Raiffeisen Informatik supports basicresearch projects, for example in the area of security andcooperates with universities with the aim to make theoperation of IT applications secure and easier to use.Moreover, Raiffeisen Informatik is also part of the initiative“Internetoffensive Österreich” (Internet CampaignAustria). The support organization “InternetoffensiveÖsterreich” is a platform that represents the interests ofbusiness, science and society vis-à-vis the federalgovernment’s in the project “Competence Centre InternetSociety”. Raiffeisen Informatik heads a working groupthat deals with the creation of a “model social region”.This pilot project tests new models of ICT-supportedmulti-generation residential projects in Austria. Theobjective of the project is to strengthen the autonomyof the population in the area of health and care, and inthis manner achieve a new type of financial viability.Studies exist that estimate the macroeconomic aspectsof such a model region. Breakeven is achieved alreadyafter two years. The model social region has thepotential of becoming a European model project.Financial Statements Certifications and Awards Risk Management CSR Group Management Report Group Profile Corporate Bodies / Shareholders Preface74 75