The document outlines best practices for managing reference data within an investment bank, emphasizing that reference data is stable and encompasses legal identifiers, descriptive product data, and contracts. It details the objectives of a centralized reference data service aimed at improving client service and meeting regulatory demands, along with discussing a target operating model (TOM) that integrates various organizational components for effective data governance. Additionally, it highlights the importance of aligning technological solutions with business strategies to ensure efficient operations and data quality management.

1. Best
Prac*ces:
Reference
Data
Management
on
a
Global
Scale
Sridhar
Govindarajan
Director,
Investment
Bank
Reference
Data
Credit
Suisse

2. Reference
Data
Overview
(Chief
Data
Officer’s
perspecAve)
•
Reference
Data
(from
Chief
Data
Officer
perspecAve)
is
all
of
the
data
that
does
not
change
throughout
the
lifecycle
of
a
trade.
It
is:
– the
legal
idenAfiers
for
our
counterparAes
and
our
legal
enAAes
– the
descripAve
data
of
a
product
– the
method
and
hierarchy
by
which
data
is
aggregated
and
reported
– the
legal
contracts
– the
book
data
•
Reference
Data
is
not
transacAonal
data
that
changes
with
changes
in
the
market,
for
example:
– trading
volumes
– prices
(current
and
historic)
•
Reference
Data
comes
from
many
sources
both
internally
and
externally
– internally
from
business’
issuing
securiAes
e.g.
Credit
Suisse
Issued
SecuriAes
– externally
from
sources
such
as
exchanges
and
S&P,
from
aggregators
such
as
Bloomberg
and
Reuters,
and
from
data
cleanse
providers
such
as
Avox
(owned
by
the
DTCC)

3. Reference
Data
Service:
Mission,
Goals
&
Objec*ves
To
realise
a
compeAAve
advantage
through
the
strategic
delivery
of
consistent,
accurate,
Amely
and
complete
reference
data,
front
to
back
across
the
Investment
Bank
Drive
bo;om-­‐line
growth
Prompt
and
accurate
responses
to
regulatory
requests
Mission
Improved
client
service
Increased
business
intelligence
Goals
Centralised
reference
data
service
managed
by
the
Chief
Data
Officer
Single
Golden
Copy
of
reference
data
Workflow
routes
updates
to
owning
funcAon
for
approval
Unique
front-­‐to-­‐back
internal
data
idenAfiers
ProacAve
legacy
systems
decommissioning
ObjecAves
Automated,
real
Ame
data
distribuAon
from
Golden
Copy
to
all
consumers

4. Business
and
Technology
RelaAonship
(1)
§ There
is
an
“Implied”
relaAonship
between
business
and
technology
building
blocks
§ Capturing
the
business
process
and
business
strategy
enables
translaAon
into
acAonable
technology
programs/projects
(1) Source: TDWI Institute

5. Strategic
Direction
Business
Architecture
Application
Architecture
Infrastructure
Architecture
Business
Architecture
links
Business
Strategy
with
execuAon
(iteraAve
process)

6. The
TOM
Framework
provides
the
components
that
can
be
used
by
any
organizaAon
to
systemaAcally
define
and
deliver
the
TOM
in
a
structured
manner
3
4
The
Target
OperaAng
Model
is
comprised
of
six
components
which
are:
1
Business
Partners,
2
ata,
Process,
OrganizaAon
and
People,
D
5
ApplicaAons
and
Technology
and
6
Provider.
Business
Partner
6) The Provider Model
defines the suppliers of the data
to the Organization including
where the data is sourced from
1
1) The Business Partner Model describes the
immediate clients of the Organization
6
2
Provider
Data
Target
Opera*ng
Model
5
ApplicaAons
and
Technology
5) The Applications and Technology Model
is the target infrastructure and technology
landscape that supports how the
Organization can conduct its activities
efficiently, cost effectively, and is a model
that is sustainable to support growth for the
Organization
3
Process
4
OrganizaAon
and
People
2) The Data Model captures the
semantic meaning of the data
that is managed by the
Organization
3) The
Process
Model
describes
all
acAviAes
of
the
OrganizaAon
including
how
they
govern
the
data
that
they
manage.
4) The Organization and People Model
defines roles and responsibilities of the Organization
including the engagement model the organization has with
its business partners, providers, IT, and external bodies

7. Why
focus
on
the
TOM?
! 90%
of
our
Change
teams
(business
and
IT)
focus
on
delivering
the
ApplicaAons
and
Technology
component
of
the
TOM
as
their
skills,
cerAficaAons
and
implementaAon
experiences
have
been
in
sodware
development
lifecycles
! Given
our
limited
investment
dollars
in
large-­‐scale
strategic
programs
and
the
aggressive
Amelines
we
are
oden
under
to
deliver
the
soluAon
to
our
user
and
meet
regulatory
deadlines,
we
all
need
to
be
mindful
of
ensuring
that
the
deliveries
we
are
accountable
for
fit
into
the
overall
TOM
design
! We
need
to
ensure
that
we
include
the
TOM
components
in
our
delivery
plans
so
that
appropriate
tollgates
are
accounted
for
and
proper
design
can
be
achieved.
We
can
accomplish
more
if
each
individual
understands
that
what
they
are
delivering
aligns
with
the
TOM
components

8. CDU
–
Target
OperaAng
Model
1) Customers / Business Partners
Customers:
§ CCRM
Business Partners:
§ LCD (General Council)
§ Collateral Management Unit
§ Credit Risk Management
§ Information Technology
§ Reference Data Services
Vendors:
§ Adsensa
§ Orchestra
Networks
§ United Lex
2) Data
§ Contract Reference Data
§ Master Agreements
§ Schedules
§ Annexes
§ Agreement Party
§ Collateral Agreement
§ Other reference data (e.g. counterparty, product,
calendar, rating agency, clause library, data capture
rules, etc..)
3) Processes
§ Physical legal document OCR scanning, OCR
correction, clause matching, and contract data
capture
§ Acquisition of legacy agreement data and reference
data (client, product, etc.) from providers
§ Validation and maintenance of contract data including
event management (e.g. amendments)
§ Maintenance of data quality rules and clause library
Suppliers
4) Organization and People
DMMS
Framesoft
Algo
Insight
Inputs
Counterpart
y List
Legal
Contracts
Clause
Library
Other Ref
Data
Processes
OCR
Scanning,
Correction,
Matching,
Capture
Contract
Data
Validation,
Enrichment,
Capture
Agreement
Event
Managemen
t and
Exceptions
! CDU Data Quality Unit
− 3rd party provider (~24 FTEs) for OCR
document scanning and data capture,
mastering and ongoing maintenance of the
agreement data
− 3 FTEs to manage 3rd party provider
5) Applications and Technology
! DMMS for sourcing and storage of legal
documents
! WordSensa (Adsensa) for legal agreement OCR
scanning, clause matching, and data capture
! EBX5 (Orchestra Networks) for Master Data
Management of contract data (acquisition,
maintenance, distribution)
Agreement
Master Data
Governance
6) Provider/Supplier
Outputs
Mastered
Agreement
Data
Customers
CCRM
Quality/Perf.
Reports
! Legal Contracts from DMMS
! Legacy Agreement data from Framesoft
! Legacy Collateral data from Algo
! Counterparty Reference Data from Insight

9. CDU
–
ApplicaAon
Architecture
DMMS
Adsensa
Doc
Manipulator
Split,
Group,
Rename
Contract
Scans
&
Metadata
Bulk
Upload
Tool
Reference
Data
Hub
Orchestra
Networks
Clause
Matching
Auto
Match
User
Review
&
Correc*on
Data
Capture
Rules
Manager
Clause
Library
User
Review
and
Update
Amber
Document
(PDF)
EBX
UI
Comparison,
Enrichment,
Approvals,
Overrides,
Status
Distribu*on
User
Review
&
Correc*on
Expert
Dic*onary
XML
Load
&
Transforma*on
Service
Auto
load
Contract
txtXML
Document
OCR
Mul*-­‐En*ty
and
Amendments
Adsensa
Product
Suite
Wordsensa
Vision
CDU
DB
Reference
Data
Auto
Extract
User
Review
&
Correc*on
Data
Extract
Rules
Counterparty
FrameSo
Legal
En*ty
Product
ALGO
Other
9

10. CDU
–
Process
Model