Customer Stories

To maximize fraud detection while minimizing customer impact, La Banque Postale leverages Data Science as part of its ongoing fraud prevention framework. This enables the bank to better target high-risk transactions.

As part of its payment fraud prevention initiatives, Oresys contributed to building anti-fraud algorithms covering checks, card payments, and direct debits.

Oresys’ scope spanned four main areas:

1. Behavioral analytics of both legitimate and fraudulent customer activity;

2. Transaction modeling to identify weak signals indicating potential fraud;

3. Dashboard development to monitor model performance and data drift;

4. Data Science practice evaluation to accelerate and streamline the model lifecycle while promoting greater algorithm transparency in preparation for upcoming regulatory changes, including the AI Act.

Oresys’ approach significantly improved rule relevance and coverage. These advancements enhanced alert precision, increased fraud capture rates, and yielded a substantial reduction in associated financial losses.

To comply with this regulatory requirement (freezing funds and prohibiting the provision of products or services to individuals involved in acts of terrorism, financing, and weapons proliferation), the bank launched a three-phase program to secure its processes and infrastructure under the direct supervision of the ACPR.

The goal of Phases 1 & 2 was to address technical and functional vulnerabilities and secure critical activities to meet the mandatory compliance standard set by regulations.

Phase 3 aimed to strengthen system quality and traceability by expanding the scope to new key dimensions (data repository quality, tracking of audit evidence, and managing the real-time dissemination of Asset Freezing data across subsidiaries).

La Banque Postale entrusted Oresys with the operational management of the Asset Freezing program across all three phases, covering every stage (opportunity, feasibility, execution) and all workstreams. The Oresys team provided overall end-to-end program governance, mapped and documented over 60 business processes, conducted a maturity assessment and risk mitigation across group subsidiaries, managed Business Analysis (AMOA) for IT enhancements, improved data repository reliability, and drove IT system convergence toward full auditability.

Our process-driven approach, combined with end-to-end technical-functional expertise and critical analysis across functional, technical, and IT domains, directly contributed to achieving the project’s objectives.

To meet customer acquisition, retention, and regulatory compliance goals, an ambitious roadmap was defined with three major releases per year, including the following key projects:

• New offerings: Premium accounts, minor accounts, interest-bearing savings products

• New services: Self-service wire transfers, international money transfers, cashback, vouchers, personalized notifications

• Referral program

• Overhaul of the onboarding journey

• New account aggregator

• Generic and reusable open APIs used by partners (international transfers, cashback, financial coaching, etc.)

• Regulatory compliance updates

The Oresys team contributed across the full delivery cycle of each release over a three-year period: steering, scoping, partner contracting, design, user acceptance testing (UAT), change management, and deployment.

Oresys brought its project management expertise to secure the delivery cycle in a complex environment with multiple stakeholders, ensuring the bank met its acquisition targets and time-to-market commitments.

The SPN department is responsible for supporting digital initiatives and managing the associated project portfolio. Each year, it defines and monitors the division’s digital roadmap in order to provide an effective and consistent response to business needs.

This roadmap is built both on the needs expressed by the business teams to SPN and on the strategic master plan defined in collaboration with the national delivery organization.

Since 2022, Oresys has been supporting EDF DIPDE in defining its annual digital roadmaps, regularly tracking progress against objectives, and communicating results to the Executive Committee (CODIR). In addition, Oresys has played a key role in supporting several digital projects from the scoping phase onward, including: establishing a DIPDE Data/AI governance framework; scoping and managing a project to interface two information systems; scoping the digitalization of the production of technical and documentary deliverables; producing the division’s information system landscape; and conducting cybersecurity awareness initiatives.

The collaboration between Oresys and DIPDE has enabled the prioritization of DIPDE’s major digital transformation initiatives and the effective launch of projects.

The City of Marseille aims to modernize its occupational health management by transitioning from paper-based records to a fully digitized solution. This initiative addresses key challenges: meeting regulatory requirements, securing sensitive data, and improving the monitoring of medical activities.
Oresys supported the City of Marseille in defining the needs of two medical departments and selecting the most suitable solution on the market. This phase enabled the implementation of a new Medical Information System.
We contributed to the design alongside the software vendor, supported data migration, organized testing phases, and prepared and facilitated the change management process. Oresys played a crucial role in guiding teams as they adapted their practices to the new system.
This collaboration resulted in the deployment of a Medical Information System that enhances the monitoring of the City’s 15,000 employees by streamlining the management of medical records.

A tool for assessing the maturity of large infrastructure project management across four dimensions:
•Organization responsible for major projects
•Large project resources
•Management of a major project
•Response to contingencies

This hands-on, operational approach, conducted over 2 to 3 weeks by an expert, focuses on the essentials and provides:
•A visual maturity assessment based on targeted interviews and a few workshops
•A benchmark against other organizations and sectors where a similar approach has been implemented
•Recommendations for priority improvement initiatives

The Olympic Village required major works to clear the areas planned for its development. As part of this, RTE must dismantle four 225 kV high-voltage lines and relocate them into an underground tunnel, as well as move a 63 kV transformer substation.

Oresys implemented a project management framework for these infrastructure projects, covering scheduling, risk, and budget/cost tracking, and ensured regular monitoring. Oresys also provided contract management support during the tender phase for the design and construction of the technical gallery.

Risk analysis enabled the identification of potential bottlenecks, escalation of critical issues, and prioritization of actions during the construction phase.

Safran, the world’s third-largest aerospace company, launched a strategic initiative to professionalize project management, PMO roles, and governance methods under shared standards across the whole company. To support these best practices and ensure consistency, Safran decided to build a Planisware PPM Core Model deployed across all group companies.
Oresys contributed by:
• Designing the Planisware Core Model, its interfaces (ERP, time tracking), and data migration tools using a tailored agile methodology
• Supporting several group companies in deploying Planisware, including Safran Aircraft Engines, Helicopter Engines, Transmission Systems, Nacelle, Seats
• Setting up and running a user & management support team, driving change, assisting PMO team coordination
• Designing a Business Intelligence model to support multi-sources advanced dashboards
Today, most Safran companies use the Planisware Core Model to manage portfolios, projects, business lines and resources, budgets and actuals

To optimise the management of its numerous projects (theme parks, ski lifts, and cross-functional initiatives), Compagnie des Alpes implemented a unified governance framework for its investment portfolio, covering both strategic and tactical projects.

With support from Oresys, the initiative helped structure processes, deploy Microsoft Project Portfolio Server, and guide teams through the transformation.

Oresys contributed by:
• Analyzing existing practices and benchmarking them against market standards
• Defining governance processes and drafting functional specifications
• Implementing the portfolio management software
• Designing and facilitating change management for leadership and users

Thanks to Oresys’ expertise, Compagnie des Alpes professionalised its investment management, structuring governance processes and supporting strategic decision-making.

In an increasingly competitive environment, IPSEN sought a harmonised view of its R&D portfolio—across therapeutic areas and core competencies—to facilitate strategic decision-making. With support from Oresys, IPSEN defined a unified, industrialised approach based on shared standards.

Oresys contributed by:
• Defining a common structure and standard rules for business cases (NPV, POS, etc.)
• Implementing a consolidated Planisware framework with advanced capacity reporting
• Supporting strategic review sessions by consolidating data across projects, R&D, and Finance
• Establishing and supporting the Portfolio Office to monitor progress and update the portfolio
• Proposing further developments: advanced reporting, capacity planning, historical analyses

This approach enabled IPSEN to strategically prioritise its assets and establish sustainable, harmonised portfolio review practices.

Faced with the rapid evolution of the sector (technologies, customer uses, new entrants), Orange structured the governance of its “New Product Development” roadmap to better guide investments while meeting the Group’s budget targets.
With support from Oresys, the Consumer Marketing Division launched a progressive, tool-supported approach covering all products (Mobile, Home, Internet) and their full lifecycle.

Oresys contributed by:
• Formalising governance principles and arbitration rules for the unified roadmap
• Deploying the Planisware solution (from POC to industrialisation)
• Facilitating arbitration workshops with decision-makers
• Setting up and supporting the Portfolio Office responsible for ongoing monitoring
• Proposing enhancements such as advanced reporting, capacity planning, historical analysis

This engagement enabled Orange to sustainably structure the steering product-investment through clear governance, a robust toolset, and effective cross-functional facilitation.

Schmidt Groupe operates approximately 160 micro IT applications. The IT department sought to better define the elements to be mapped within this specific application landscape and trusted Oresys to lead the initiative.
Oresys suggested an iterative approach to IT system mapping. Initially, the working group conducted workshops to produce a first version, configured within the selected tool. In the second phase, the group refined the mapping to a more technical version, which was then validated by the sponsors during a dedicated presentation. Oresys concluded the engagement by delivering a final document summarizing Schmidt Groupe’s mapping strategy.
Oresys brought value through its expertise in IT architecture and urban planning, as well as its knowledge of market-leading mapping solutions. Leveraging an innovative, tool-supported “Lean Mapping” approach tailored to client needs, Oresys successfully delivered an operational mapping framework within less than three months for the initial scope.