Business Process Management-Dialog

1. Visio Infowoche Bad Homburg, 27 April 2004 Business Process Management-Dialog

2. Agenda • Process Management bei Deutsche Börse AG • Mission & Approach • Achievements so far (example) • Setup for new methodology • Forecast 2004

3. 1. Process Management within Deutsche Börse AG CFO History • Section Process Managementfounded 01.01.2002 • In 2002 Process Engineeringworking solely with external support • Since 2003, 2 internal FTE employed in Process Engineering Process Management Corporate Project Coordination Process Engineering Management of Shareholdings

4. 2. Mission & Approach Consolidation of activities, that require input and generate value for the customer. Process Process Engineering Approach of Process Engineering • Fundamental review of group-wide processes • Radical (re-)design of essential business processes Our mission is to improve substantially the efficiency of processes.

5. 2. Restructuring of central business processes along value chain necessary Current organizational structure Process oriented organizational structure • Organization as existing functional silos • Single Process steps scattered across different sections, a „Straight Through Processing“ is not possible • High number of inter-sectional interfaces and resulting inefficiencies • Single section not measured against performance of overall process • Organization consistent with value chain • No inter-sectional interaction/communication necessary • Definition of a process owner, who is measurable against process-efficiency and process-output.

6. Target-groupaddressing Customerapplication Consulting, Offer Consulting, Sales Implemen-tation Operation CustomerLifetime Cycle 3. Achievements so far (example):Process Landscape Setup for Customer Relationship Management Develop-ment Product Development Direct Customer Contact Innovation Process Marketing&Sales Sales Process (Pre-Sales/Sales/After-Sales) Campaign Management Process CustomerManagement Customer Care Processes CustomerService Customer Interaction Process Connection Process Operations Change Management (incl.Cancellations) Maintenance Corporate/ Group Functions Corporate Group functions and activities (extract): - Strategic Planning and Strategic Controlling - Accounting and Controlling - Corporate Communications - Process Management - Human Resource Management Indirect Customer Contact Techno-logy System Development The identified CRM Core Processes covers the whole Customer Lifetime Cycle and are easily integrated into the Process Model of Deutsche Börse Group.

7. 4. Setup for new methodology Process Management interacts with functional sections via BPM-Converter • Process Management • Uses ARIS • Performs process analysis • Re-engineers processes • Links processes of differentsections together • Generates value chain overview • Acts as consultants for groupwide processes • Sets documentation standards • Centralizes all documentedprocesses • Functional Section • Uses MS-Visio • Responsible for optimizations within their part of the overall process • Documents own processes • Documents interfaces to other functional sections BPMConverter

8. 5. Forecast 2004 Deutsche Börse and HRW Consulting will implement BPM-Converter • End of February: Implementation of Prototype • Q2: Testing and Simulation of Software, Setup of interface to relevant sections • Q3: Final implementation with ongoing exchange of documents with involved sections