2006

IBS and Delovye Systemy announced structural changes to consolidate their infrastructure resources and a new phase in the evolution of Delovye Systemy, renamed IBS Platformix. The changes came as a logical step forward in the evolution of the business of both companies as the rapid growth in integration in recent years led to the decision to organize the resources of Delovye Systemy and IBS within an infrastructure unit. As a result of the changes, some of the infrastructure integration expertise of IBS was consolidated with the resources of Delovye Systemy to promote a new class of replicated solutions and boost the efficiency and the rate of growth of the entire infrastructure integration business.

In 2006, IBS continued to operate in its four key lines of business (management consulting, business applications, IT infrastructure and IT outsourcing) and was developing a new practice of production automation.

A Manufacturing Automation and Management Systems Department was set up in April 2006. IBS elaborated a comprehensive strategy for the manufacturing automation market and a portfolio of integrated manufacturing solutions, which included Manufacturing Execution systems (MES), Enterprise Asset Management systems (EAM), Production Planning systems, Automatic Process Control systems, Supply Chain Management systems (SCM), and many other specialized solutions. At this time, IBS was cooperating with leading vendors such as Datastream, AspenTech, Wonderware, i2, etc. During the year, the company substantially reinforced its positions in this market by gaining customers in the metallurgical, power, chemical, oil and gas, and mechanical engineering industries.

The company expanded cooperation with the public sector. A large number of higher education institutions received funding under priority national projects to implement innovations, resulting in a 'wave' of demand for consultants. Deployment of projects management systems to enable efficient management of a large number of projects, contractors, inter-relationships between them etc. within one program, was in greatest demand here.

A large number of projects implemented by IBS in 2006 pursued optimization of corporate management structures to make them more transparent and easy to understand both for existing shareholders and for potential (including western) investors. Those were projects to introduce IFRS, build internal control systems and quality system certification. Most of such projects were linked to plans to attract investments or flotation on a stock exchange.

There was a major breakthrough in the financial market. IBS substantially improved its positions in the commercial banking segment both in traditional solutions (ERP, BI) and specialized banking solutions. Product functionalities offered by IBS provide efficient solutions for accounting, operational and analytical tasks and meet banking automation requirements for various forms of lending, support of trading operations in financial markets, treasury management, accounting, etc. In order to implement its strategy, IBS entered into a partnership with 3i Infotech, a global leader in the market of specialized solutions for banks and financial institutions. IBS also established a competence center for relations with banking institutions and a center for developing solutions for financial institutions. In 2006, several major projects were implemented for a number of banks, including Nomos Bank, Investment City Bank, TransCreditBank, FC URALSIB, National Bank TRUST, etc.