(Source: Wikipedia, Bank of Japan Head Office)

This series of reports on the so-called “securities settlement revolution” will focus on key trends and changes in Japan‘s securities settlement market while exploring legacy systems and ecosystem migration, as well as the related possibilities of innovation and emerging technologies in this context.

The first effort in the securities settlement revolution involves shortening the settlement cycle for JGBs, planned for the spring of 2018. In April 2012, the market successfully introduced a settlement cycle that was shortened to two business days (T+2) for outright JGB transactions and special collateral (SC) repurchase transactions (repos) and one business day (T+1) for general collateral (GC) repos (together collectively regarded as T+2). The upcoming “revolution” hopes to shorten this settlement cycle to T+1, one business day after a trade.

Market participants should take this event as an opportunity to modernize their business processes and systems:

  1. Initiatives to shorten the settlement cycle for JGBs and securities.
  2. Efforts to enhance the functions, and expand the use, linkages, and integration of the CCP.
  3. Enhanced functions of the central securities depository (CSD).
  4. Accelerated adoption and use of straight-through processing by market participants.
  5. Facilitating smoother cross-border securities settlement. The revolution in the works will go beyond mere cosmetic reforms to the market system.

This new market, envisioned to reach a scale of 20 trillion to 30 trillion yen, could cause structural change.

  1. The coming watershed in repo trading is an opportunity to create a new repo market.
    This is because of the shift from Japan’s unique “gentan” repo (securities-lending
    approach) to the “gensaki” approach, which is the international norm.
  2. With the advent of this new system, a same-day settlement market will emerge in
    Japan’s money market. 

Technology continues to evolve. It advances without waiting for the financial industry or its players to come to grips with it or to develop pertinent applications. The securities settlement revolution in Japan has unfolded slowly, requiring more than 15 years all told. The coming financial infrastructure revolution should not take place at such a glacial pace.

Financial institutions find themselves at a point where they should reconsider their approaches to financial infrastructure management. System reform will need to be tackled. Loosely coupling (or unbundling) connections with the financial infrastructure (exchanges, clearing houses, and settlement infrastructure) can increase the available options in business and IT sourcing models, contributing to strategic flexibility.

To be continued – Click here


Related release:

Securities Settlement Revolution: JGB T+1 & the Dawn of a New Repo Market


Digital technology is spurring straight through processing (STP) in Financial Services Industry

For the first English blog post of 2015, I would like to begin with a subtle but evident trend that could have major implications for the financial industry in the future.

The media has been abuzz with reports of Toppan Printing’s plan to introduce an electronic system to facilitate the sale of home loans. In light of this, in this edition we want to consider straight through processing and its possibilities and implications in the financial services industry.

The proliferation of bank ATMs has largely driven cash transactions from banks, bank branches, and cashier windows. Meanwhile, as banking services have migrated online, online banking and online trading have resulted in small-value, high-frequency financial transactions becoming increasingly self-service in nature.

Similarly, the Internet has and continues to transform the insurance industry. Online insurance premiums payment and online requests for insurance materials have already become the norm. However, documentation and message formats particular to an industry or specific to individual financial institutions are a challenge. Today the technology is still a far cry from being able to automate business processes for complex products. As such, this inability—in addition to administrative costs and financial transaction risk—has also become a major obstacle to sales channel diversification.

Bank home loans could be called the poster child for products that have fallen behind the digitization and STP curve. However, if digital technology could be used to handle financial products—in this case home loans—that need to be processed manually, then it would be possible to recommend and compare products so that consumers can obtain the optimal loan product at the right time and place. Banks are the companies that create financial products—home loans; homebuilders and house manufacturers are the companies that market or sell these products. Digital technology is driving the decoupling of product creation from product sale, and profoundly transforming this business model.

A glimmer of this and things to come appeared on in the December 22 edition of Nikkei (1). This glimmer was an article reporting on a new initiative by Toppan Printing, in conjunction with realtor Tokyu Livable and four banks—the Bank of Tokyo-Mitsubishi UFJ, Sumitomo Mitsui Trust Bank, Sony Bank, and Mitsubishi UFJ Trust and Banking Corporation.

Today the proliferation of digital technology is spurring the automation of business processes. Digitization is a key technological development that promises to bring improvements and advancements in many areas. Indeed, processes that cannot be digitized are likely either extremely high value-added or, perhaps, should be eliminated.


(1) The Toppan-developed system will be set up at Tokyu Livable’s network of real estate offices. It is designed to streamline the home loan application process by allowing customers to use a tablet computer to apply for a mortgage from any of the four banks, and to as many as three at once.

December 22 edition of Nikkei


Tokyu Livable








証券サービスにおいては、FIXプロトコルとSTP ( Straight Through Processing ) の推進は機関投資家や個人投資家に、新たな収益機会をもたらすのみならず、電子取引、アルゴリズム取引、HFT、SORなど、業界地図を塗り替えるトレンドの誘因となった。機関投資家におけるHFT(高頻度取引)や電子取引比率の高揚、個人投資家にデイトレーダーやオンライン証券の隆盛は、業界構造に破壊的な変化をもたらした。

保険サービスはどうか。顧客の保険リテラシーの向上は、「勧められる」から「比較する」時代への変化を加速する。主体的な保険取引の行動様式に合致した販売チャネルを構想する時、銀行サービス、証券サービス、ひいては、小売市場全般におけるオムニチャネルの動向は看過できない。特に、O2O (Online to Offline)コミュニケーションや‘People like you’ 機能(例:これを買った人はこれも買っています)など、デジタルネイティブチャネルのマーケティング手法が、保険販売チャネルの常識となる日も遠くないだろう。



一方で、業界や個別金融機関に固有な文書やメッセージ形式が災いし、複雑な商品の事務手続きは、業務プロセスの自動化(STP:Straight Through Processing)にほど遠い。このことは、事務コストや金融取引リスクのみならず、販売チャネルの多様化においても、大きな障壁となる。


今日、デジタル技術の普及は、この潮流をドライブし、デジタル化は全てを改善するキーテクノロジーとなろう。逆に、デジタル化出来ないプロセスは、極めて付加価値の高いプロセスか、削除すべき工程かもしれない。バックオフィスのBPO(Business Process Outsourcing)やシェアードサービスも有効な手段となる。ここでも、多様化は規模の経済、範囲の経済を通じて、新たな事業機会を産み、また、事務処理の改善のみならず、顧客接点の改善においても、セルフサービスと事務処理完結は、不可欠な対応と言える。もはや、デジタル化され自己完結していないプロセスは、顧客からも、販売チャネルからも選択されない。


2014/12/22(月曜日)に報道 された、凸版印刷 、東急リバブル、三菱東京UFJ銀行、三井住友信託銀行、ソニー銀行、三菱UFJ信託銀行の4行の取り組みに、その萌芽を見ることが出来る。