To prevent tax evasion, the Netherlands government has a treaty with the US tax office to provide the latter (via the Netherlands tax office) with information from banks and insurers about US taxpayers. We were asked by a bank to implement the practical implications of the treaty.
We kicked off by carrying out an analysis to ascertain which processes and underlying systems are impacted. Then we planned how to plug all gaps and meet all requirements. Together with the employees, we adapted all processes, systems and organisational components. We also ensured that effective training was in place. All in all, it constituted a complete change-management process, from system- right up to organisation-level.
The client is now in complete compliance with legislation and regulations pertaining to the relevant systems, processes and employees. Moreover, all the implemented changes are embedded in the organisation.
A social strategy and implementation for Ohra
In the space of just a few years the role of Social Media at OHRA has grown from “a nice little extra” to a fully fledged business channel. Iris Wezenberg – previously Social Media Manager and now Online Service Manager with this Dutch insurer – explains how it all came about.
An international IT strategy and organisational change
In just over 40 years Brunel has evolved from a Delft-based brokerage company into an international service provider employing more than 11,000 people in 37 countries. In many of these countries Brunel used local IT systems, each with its own definitions. To make it all future-proof, all these systems had to be replaced by a single system based on the same standard. Stefan de Boer, Manager Global IT, tells about the collaboration with ITDS.
Set up and implementation of a Customer Due Diligence policy
The challenge facing KAS BANK was to implement a Customer Due Diligence policy and rationalise customer files in a limited timeframe. In collaboration with ITDS, project manager Marc Brouwer took on the challenge.