- Email: [email protected]
Network management of integrated banking systems
v-l
communicat”ms
As new transmissiontechnologiesevolve,and networksspreadwider, controlof the communicationssystembecomescrucial.Bankingnetworks,where large amountsof money are exchangedelectronically,need particularly strict management
Networkmanagementof integrated banking systems by NICK WHITE ny resource requires management to ensure that it is used A ffectively. Today’s communications networks are no exception, but they present particular difficulties of both an organizational and a technical nature which need to be addressed if a successful network strategy is to be management achieved.
Integrated banking systems The range of services offered by financial institutions continues to grow apace, and most are now network based. Some are provided by interfacing computer systems to existing national and international carrier networks, such as telex or SWIFT (Society for Worldwide International
Abstract: Network management has emerged as one of the most crucial issuesfor today’s telecommunications planner. The integration of voice, data, text and image transmission and the application of digital technology present new problems and new opportunities. Organizational and technical solutionsare necessaryfor large corporationsand this is particularly true in banking. A further dimension of specific relevance to financial systemsis the need for security. Keywords: network management, network database, fault diagnosis, recovery. Nick White is group telecommunications manager for Midland Bank with responsibility for voice and data communications.
~0126 no 3
april1984
Financial Telecommunications). The range of such networks is increasing rapidly including both time-sharing suppliers such as II’ Sharp and Geisco, and value-added carriers such as ADP and Chemlink, for products such as Cash Management. Banks and building societies are using videotex technology for home banking services. British banks are implementing a national funds transfer network called CHAPS (Clearing House Automated Payments System) based on Tandem computers, using British Telecom’s PSS (Packet Switch Stream) service. The integration of all these services is becoming essential, both internally and externally. The vast range of data available needs to be collated in a variety of ways and this function now tends to be referred to as ‘information management’, as a superior approach to pure data processing. Examples of output include global exposure to a particular sector or geographical area of industry to assess risk, and product costs and revenue to measure and forecast profitability. Multinational customers wish to have information collated on their behalf to effectively manage the movement of their funds and to identify the current status of their assets, investments or cash balances. Satisfying these needs requires a complex network which links together a variety of computer systems and a variety of information sources. The network management problem in this environ-
0011-684X/84/03002%04$03.00
0
1984 Butterworth
ment is to control the right domain and to be aware of the potential risks.
Security Currently, one of the major opportunities for fraud is associated with improper use of or unauthorized access to financial systems and communications networks involved in funds transfer or foreign exchange deals. There are many recent examples which witness to the vulnerability of such systems and the scale of the potential risk. This concern must be addressed by preventive measures in both systems and networks, but the appropriate responsibilities for each should not be confused. The public carrier has a responsibility to deliver messages from authorized sources promptly, accurately and without corruption, to the required destinations. These messages may be fraudulent or duplicates. It is very difficult, if not impossible, for a carrier to judge the validity of the data content of a message. The systems or applications must, therefore, have controls to detect such malpractice. The network is, however, open to improper access which would enable fraudulent gain without change to the messages being carried by the network. This could include advance knowledge of information which will affect the movement of stock prices or exchange rates. The popular answer to this problem is encryption, but this is both expensive and an undesirable
& Co (Publishers)
Ltd.
29
overhead in terms of network performance. It is also probably unnecessary for most messages. One solution is, therefore, encryption at the source and destination points on the perimeter of the network, on a selective basis. Newer services delivered by dialup connection offer additional problems of security. These range from payment services for correspondent banks and companies, to home banking and retail systems for point-of-sale funds transfer, where control of access is a particular difficulty. Personal Identification Numbers (PINS) and ranges of transaction codes are used in addition to passwords, but the risk of unattended terminals in the middle of a session is still of concern. One of the frequently voiced objections to home banking is the danger of a profligate son or daughter making unauthorized funds transfers!
Costs and benefits The costs of network management can be very considerable and, in extreme cases, equipment to control a network may exceed the cost of the equipment being controlled. One example of this situation is a device used to provide network control for modems known as a wrap-around card which, in some situations, with the rapid drop in modem prices, became more expensive than the modem it controlled. One must expect, therefore, in installing a communications network, to make a significant investment in capital as well as in human resources for network management. A typical installation for controlling a major data network may cost &l/ZM or more, depending on the size of the network, in addition to unit costs related to each item of equipment. The benefits of effective network management are both financial and functional, and can be very considerable if not indispensable. Providers of telephone management systems, such as call loggers, often claim a return on investment ‘immediately’ or within
30
six months. The benefits of data network management may be more subtle but are nonetheless extremely valuable. Improved availability, shorter response delays and more efficient bandwidth usage are all likely benefits. Some network control is of course essential to enable the network to function at all, including user and route definition and fault reporting.
Organization Many studies have addressed this topic from the point of view of the correct structure and organization and the best technical facilities for network management. With regard to the former, some authorities have concluded that no one structure or organization is correct for all situations. A study of successful network management installations, carried out by Logica some years ago, suggested that they were in companies whose communications control organization mirrored the organization of the company itself. This would argue for distributed network control for a highly decentralized organization and a large single network management centre for a centralized company. It might be more appropriate to substitute the word ‘coordinated’ for ‘centralized’. This would suggest that since networks which are used on a shared basis benefit from coordinatheir network management tion, should be centralized.
Network management
centre
The functions of a network management centre include fault identification, fault reporting, fault correction and fault recovery. They also include provision of network information to enable related activities dependent upon the network to perform their tasks efficiently. A dividing line needs to be established between the responsibilities of the network management centre, and other operational functions associated
with running systems, which are performed by what might be described as systems management centres. These may be several in number, may be based on different computer systems, and may operate in completely different applications fields. It is important that functions do not overlap, but that information can be shared. The staff in a network management centre cannot have the same level of expertise for each application using the network as those in the systems management centres who are controlling the computers that support the applications. Therefore, the first point of contact, for example for a terminal user, should be the systems management centre where a ‘help desk’, run by staff who are familiar with the details of what the user is trying to achieve, can perform the first level of diagnosis. Typically, such help desks would have information on each user device and on the basic functions of the application. If the fault cannot be explained by local misoperation and is not the result of a computer system failure then the possibility of a network fault must be addressed. A help desk should have status information available to assist judgement of whether a previously reported fault on the network could explain the problem affecting the user. If this is the case, the help desk can advise the user of the status of recovery from the reported fault, and may not need to take any further action. If the network information available to the help desk does not explain the fault, then the network management centre is advised of the nature and location of the problem and the event is logged as an open item on a network action list. The reverse philosophy may also apply. In some networks, the control point has status information on computer systems connected to the network and may be responsible for advising the systems management centres if, for example, contact is lost
data processing
networks, therefore, presents a great opportunity for a common network management solution to satisfy the demands of both types of network. There will always be a temptation, however, to continue with tried and proven approaches, and it is often quite easy to justify investment on, for example, stand alone call-loggers as an isolated investment decision which does not contribute to, and may conflict with, longer term strategic objectives for overall voice/data network management.
Network
I:_:_s~ management centre
computer
‘Help
desk’
Software diagnosis
Figure 1. Dtvzszon of responsibility in a network management centre.
with a host computer system. Large public networks such as GTE Telenet in the USA have found this to be unnecessary, and in some cases undesirable, since usually the operational function responsible for the host system is already only too aware of its own computer failure. The distinction between information overlap and action overlap is important. A help desk does not implement remedial action on the network, but it uses status information available to it. This implies that constraints on function need to be placed on terminals in the systems management centres with access to the network management centre. The functional relationship between network and systems control is shown in Figure 1.
Voice/data
integration
A new dimension has been added to the demands of network management with the integration of voice and data transmission and switching. Today’s digital PABXs are capable of handling telephone traffic and data communications. Videotex applications are already carried by telephone exchanges. British Telecom’s high speed digital services offer major organizations the of integrating their opportunity private telephone and data networks over common routes with channels shared between voice and data. Network management of telephone exchanges has previously had very
~0126 no 3
aprll 1984
different characteristics to the functions involved in managing a data communications network. The information demands have tended to be different. Statistics are provided by telephone exchanges on traffic loads, operator response times, length of calls and various selective statistical outputs for charging and control of abuse. Available functions include the definition of facility classes for individual telephone handsets, rerouting instructions, and the characteristics of various types of private circuit. Packet switching for data communications could be viewed as having more in common with the traditional call-logging approach to telephone network management than multinetworks. point/circuit switched Similar information demands are likely, for example, for connect time, number of call set ups, congestion statistics and throughput delay. The new dimension remesented bv the integration of voice and data
of faults
The traditional method of fault diagnosis and correction on communications lines is to provide specialized equipment at each point in the network which can be used to monitor lines and modems, and to bypass suspect items. This equipment is controlled at major locations by special control kits. An example of this approach is the Racal CMS system with T7 wraparound cards. This produces a cost profile which is almost in linear relationship to network costs. This is shown in Figure 2a. A new technique, known as V54 looping, avoids commitment to modem-related equipment and can reduce capital expenditure significantly. It requires special software in the equipment at the end of communications lines to transmit special diagnostic messages, which are recognized by modems as instructions to loop or ‘turnround’ the communications line at an intermediate point in the network. This is shown m Figure 2b.
1
L
Network Management Centre Separate
lines or secondary
channel
Wrapround units
Computer
Terminal
Computer . Modem
Modem
Figure 2a. Traditional hardware fault diagnosis.
Modem
Modem
I 31
Modem
Modem A
\
\
\
3
/Q 4
/o/
\ 2
Computer/Terminal
I- Cpmputer Figure 2b. Sofmare (V-54) fault diagnosis.
Loops 1 and 2 are the local and remote digital loops, and loops 3 and 4 are the local and remote analogue loops, with respect to A. A fault can be narrowed down to the line or either modem by exercising sequences of these loops. All the loops are not yet fully supported by modem manufacturers, but as the facility becomes a condition of purchase for many users its availability can be expected to spread. The network database An information database suitable not only for the control of a network, but also for its administration, capacity planning and inventory control, can, and should, cover all dimensions of communications. This will become essential since many telephone exchanges now offer simultaneous voice and data transmission over the same cable. The dividing line between voice and data elements of networks will become increasingly difficult to determine, and user statistics and charging will have to draw on both applications. A common database is, therefore, a highly desirable strategic approach. Networks generate and use large amounts of control information. Some of this duplicates, overlaps with, or is related to, information concerned with the systems which a network supports. This is certainly true of both the terminal population on data networks, and the telephone population for the voice network. This suggests that although it might be possible for the network management computer which is used to control the day to day running of the network to be enhanced to support an information database which caters for the
32
B
administrative, inventory and charging needs of the network, it may be more cost-effective overall if this data is maintained by a database which is shared with the systems management function, with dual access and dual responsibility for updating of the key parameters. The DP manager Traditional data processing departments evolved with three disciplines - systems, programming and operations. There was a clear career development path from computer operator through programmer to systems analyst and clear functional distinctions could be made. As systems became more complex, and as a real-time element was introduced, it was necessary to have programming expertise supporting the live operation to enable fast reactions and correction of problems. If these resources were drawn from the same pool as that used by the development projects, an immediate conflict of priorities arose which was usually resolved in favour of the immediate problem at the expense of development schedules. As a result, a hybrid individual emerged within the operations structure with software expertise, acting as a troubleshooter rather than a developer of systems. The addition of communications networks further confused the structure. An engineering discipline appeared which sat uneasily beside the others with a different ethos, different personal backgrounds and different (lower) pay scales. Microprocessors brought development engineers and real-time programmers close together, and data communications networks brought communications engineers
and network operators together. These uneasy alliances have now been further complicated by the inclusion of telephony skills. The same question which had originally been addressed arose again - should those responsible for designing, developing and implementing networks also be responsible for their day to day operation? Conflict revolves around the need for real information feedback from the existing network to the strategists and planners, combined with a desire to avoid continual distraction by day to day crises. There is no one answer to this problem but as with the DP manager before, the management services manager or communications network manager probably needs to’span both development and operational responsibilities in order to have the right performance pressures upon him or her. Midland bank A policy of coordinated group telecommunications has been adopted for Midland Bank and its subsidiaries. An integrated voice and data network, known as MIDNET is being implemented with a network management centre based on Prime computers to control Telenet TP4000 packet switching processors supplied by Plessey. The telephone network which is centred on Plessey IDX exchanges will also be controlled by the network management centre. The structure of separate systems management centres and operational responsibility for the carrier network is being established as advocated in this article. This is particularly relevant to MIDNET which supports diverse applications ranging from banking to the travel industry where Thomas Cook, a Midland subsidiary, was the first operational user of the data network using videotex technology. 0 Midland Bank plc, Computer Operations Division, Poultry, London ECZP 2BX, UK. Tel: 01-606 9911.
data processing
communicat”ms
As new transmissiontechnologiesevolve,and networksspreadwider, controlof the communicationssystembecomescrucial.Bankingnetworks,where large amountsof money are exchangedelectronically,need particularly strict management
Networkmanagementof integrated banking systems by NICK WHITE ny resource requires management to ensure that it is used A ffectively. Today’s communications networks are no exception, but they present particular difficulties of both an organizational and a technical nature which need to be addressed if a successful network strategy is to be management achieved.
Integrated banking systems The range of services offered by financial institutions continues to grow apace, and most are now network based. Some are provided by interfacing computer systems to existing national and international carrier networks, such as telex or SWIFT (Society for Worldwide International
Abstract: Network management has emerged as one of the most crucial issuesfor today’s telecommunications planner. The integration of voice, data, text and image transmission and the application of digital technology present new problems and new opportunities. Organizational and technical solutionsare necessaryfor large corporationsand this is particularly true in banking. A further dimension of specific relevance to financial systemsis the need for security. Keywords: network management, network database, fault diagnosis, recovery. Nick White is group telecommunications manager for Midland Bank with responsibility for voice and data communications.
~0126 no 3
april1984
Financial Telecommunications). The range of such networks is increasing rapidly including both time-sharing suppliers such as II’ Sharp and Geisco, and value-added carriers such as ADP and Chemlink, for products such as Cash Management. Banks and building societies are using videotex technology for home banking services. British banks are implementing a national funds transfer network called CHAPS (Clearing House Automated Payments System) based on Tandem computers, using British Telecom’s PSS (Packet Switch Stream) service. The integration of all these services is becoming essential, both internally and externally. The vast range of data available needs to be collated in a variety of ways and this function now tends to be referred to as ‘information management’, as a superior approach to pure data processing. Examples of output include global exposure to a particular sector or geographical area of industry to assess risk, and product costs and revenue to measure and forecast profitability. Multinational customers wish to have information collated on their behalf to effectively manage the movement of their funds and to identify the current status of their assets, investments or cash balances. Satisfying these needs requires a complex network which links together a variety of computer systems and a variety of information sources. The network management problem in this environ-
0011-684X/84/03002%04$03.00
0
1984 Butterworth
ment is to control the right domain and to be aware of the potential risks.
Security Currently, one of the major opportunities for fraud is associated with improper use of or unauthorized access to financial systems and communications networks involved in funds transfer or foreign exchange deals. There are many recent examples which witness to the vulnerability of such systems and the scale of the potential risk. This concern must be addressed by preventive measures in both systems and networks, but the appropriate responsibilities for each should not be confused. The public carrier has a responsibility to deliver messages from authorized sources promptly, accurately and without corruption, to the required destinations. These messages may be fraudulent or duplicates. It is very difficult, if not impossible, for a carrier to judge the validity of the data content of a message. The systems or applications must, therefore, have controls to detect such malpractice. The network is, however, open to improper access which would enable fraudulent gain without change to the messages being carried by the network. This could include advance knowledge of information which will affect the movement of stock prices or exchange rates. The popular answer to this problem is encryption, but this is both expensive and an undesirable
& Co (Publishers)
Ltd.
29
overhead in terms of network performance. It is also probably unnecessary for most messages. One solution is, therefore, encryption at the source and destination points on the perimeter of the network, on a selective basis. Newer services delivered by dialup connection offer additional problems of security. These range from payment services for correspondent banks and companies, to home banking and retail systems for point-of-sale funds transfer, where control of access is a particular difficulty. Personal Identification Numbers (PINS) and ranges of transaction codes are used in addition to passwords, but the risk of unattended terminals in the middle of a session is still of concern. One of the frequently voiced objections to home banking is the danger of a profligate son or daughter making unauthorized funds transfers!
Costs and benefits The costs of network management can be very considerable and, in extreme cases, equipment to control a network may exceed the cost of the equipment being controlled. One example of this situation is a device used to provide network control for modems known as a wrap-around card which, in some situations, with the rapid drop in modem prices, became more expensive than the modem it controlled. One must expect, therefore, in installing a communications network, to make a significant investment in capital as well as in human resources for network management. A typical installation for controlling a major data network may cost &l/ZM or more, depending on the size of the network, in addition to unit costs related to each item of equipment. The benefits of effective network management are both financial and functional, and can be very considerable if not indispensable. Providers of telephone management systems, such as call loggers, often claim a return on investment ‘immediately’ or within
30
six months. The benefits of data network management may be more subtle but are nonetheless extremely valuable. Improved availability, shorter response delays and more efficient bandwidth usage are all likely benefits. Some network control is of course essential to enable the network to function at all, including user and route definition and fault reporting.
Organization Many studies have addressed this topic from the point of view of the correct structure and organization and the best technical facilities for network management. With regard to the former, some authorities have concluded that no one structure or organization is correct for all situations. A study of successful network management installations, carried out by Logica some years ago, suggested that they were in companies whose communications control organization mirrored the organization of the company itself. This would argue for distributed network control for a highly decentralized organization and a large single network management centre for a centralized company. It might be more appropriate to substitute the word ‘coordinated’ for ‘centralized’. This would suggest that since networks which are used on a shared basis benefit from coordinatheir network management tion, should be centralized.
Network management
centre
The functions of a network management centre include fault identification, fault reporting, fault correction and fault recovery. They also include provision of network information to enable related activities dependent upon the network to perform their tasks efficiently. A dividing line needs to be established between the responsibilities of the network management centre, and other operational functions associated
with running systems, which are performed by what might be described as systems management centres. These may be several in number, may be based on different computer systems, and may operate in completely different applications fields. It is important that functions do not overlap, but that information can be shared. The staff in a network management centre cannot have the same level of expertise for each application using the network as those in the systems management centres who are controlling the computers that support the applications. Therefore, the first point of contact, for example for a terminal user, should be the systems management centre where a ‘help desk’, run by staff who are familiar with the details of what the user is trying to achieve, can perform the first level of diagnosis. Typically, such help desks would have information on each user device and on the basic functions of the application. If the fault cannot be explained by local misoperation and is not the result of a computer system failure then the possibility of a network fault must be addressed. A help desk should have status information available to assist judgement of whether a previously reported fault on the network could explain the problem affecting the user. If this is the case, the help desk can advise the user of the status of recovery from the reported fault, and may not need to take any further action. If the network information available to the help desk does not explain the fault, then the network management centre is advised of the nature and location of the problem and the event is logged as an open item on a network action list. The reverse philosophy may also apply. In some networks, the control point has status information on computer systems connected to the network and may be responsible for advising the systems management centres if, for example, contact is lost
data processing
networks, therefore, presents a great opportunity for a common network management solution to satisfy the demands of both types of network. There will always be a temptation, however, to continue with tried and proven approaches, and it is often quite easy to justify investment on, for example, stand alone call-loggers as an isolated investment decision which does not contribute to, and may conflict with, longer term strategic objectives for overall voice/data network management.
Network
I:_:_s~ management centre
computer
‘Help
desk’
Software diagnosis
Figure 1. Dtvzszon of responsibility in a network management centre.
with a host computer system. Large public networks such as GTE Telenet in the USA have found this to be unnecessary, and in some cases undesirable, since usually the operational function responsible for the host system is already only too aware of its own computer failure. The distinction between information overlap and action overlap is important. A help desk does not implement remedial action on the network, but it uses status information available to it. This implies that constraints on function need to be placed on terminals in the systems management centres with access to the network management centre. The functional relationship between network and systems control is shown in Figure 1.
Voice/data
integration
A new dimension has been added to the demands of network management with the integration of voice and data transmission and switching. Today’s digital PABXs are capable of handling telephone traffic and data communications. Videotex applications are already carried by telephone exchanges. British Telecom’s high speed digital services offer major organizations the of integrating their opportunity private telephone and data networks over common routes with channels shared between voice and data. Network management of telephone exchanges has previously had very
~0126 no 3
aprll 1984
different characteristics to the functions involved in managing a data communications network. The information demands have tended to be different. Statistics are provided by telephone exchanges on traffic loads, operator response times, length of calls and various selective statistical outputs for charging and control of abuse. Available functions include the definition of facility classes for individual telephone handsets, rerouting instructions, and the characteristics of various types of private circuit. Packet switching for data communications could be viewed as having more in common with the traditional call-logging approach to telephone network management than multinetworks. point/circuit switched Similar information demands are likely, for example, for connect time, number of call set ups, congestion statistics and throughput delay. The new dimension remesented bv the integration of voice and data
of faults
The traditional method of fault diagnosis and correction on communications lines is to provide specialized equipment at each point in the network which can be used to monitor lines and modems, and to bypass suspect items. This equipment is controlled at major locations by special control kits. An example of this approach is the Racal CMS system with T7 wraparound cards. This produces a cost profile which is almost in linear relationship to network costs. This is shown in Figure 2a. A new technique, known as V54 looping, avoids commitment to modem-related equipment and can reduce capital expenditure significantly. It requires special software in the equipment at the end of communications lines to transmit special diagnostic messages, which are recognized by modems as instructions to loop or ‘turnround’ the communications line at an intermediate point in the network. This is shown m Figure 2b.
1
L
Network Management Centre Separate
lines or secondary
channel
Wrapround units
Computer
Terminal
Computer . Modem
Modem
Figure 2a. Traditional hardware fault diagnosis.
Modem
Modem
I 31
Modem
Modem A
\
\
\
3
/Q 4
/o/
\ 2
Computer/Terminal
I- Cpmputer Figure 2b. Sofmare (V-54) fault diagnosis.
Loops 1 and 2 are the local and remote digital loops, and loops 3 and 4 are the local and remote analogue loops, with respect to A. A fault can be narrowed down to the line or either modem by exercising sequences of these loops. All the loops are not yet fully supported by modem manufacturers, but as the facility becomes a condition of purchase for many users its availability can be expected to spread. The network database An information database suitable not only for the control of a network, but also for its administration, capacity planning and inventory control, can, and should, cover all dimensions of communications. This will become essential since many telephone exchanges now offer simultaneous voice and data transmission over the same cable. The dividing line between voice and data elements of networks will become increasingly difficult to determine, and user statistics and charging will have to draw on both applications. A common database is, therefore, a highly desirable strategic approach. Networks generate and use large amounts of control information. Some of this duplicates, overlaps with, or is related to, information concerned with the systems which a network supports. This is certainly true of both the terminal population on data networks, and the telephone population for the voice network. This suggests that although it might be possible for the network management computer which is used to control the day to day running of the network to be enhanced to support an information database which caters for the
32
B
administrative, inventory and charging needs of the network, it may be more cost-effective overall if this data is maintained by a database which is shared with the systems management function, with dual access and dual responsibility for updating of the key parameters. The DP manager Traditional data processing departments evolved with three disciplines - systems, programming and operations. There was a clear career development path from computer operator through programmer to systems analyst and clear functional distinctions could be made. As systems became more complex, and as a real-time element was introduced, it was necessary to have programming expertise supporting the live operation to enable fast reactions and correction of problems. If these resources were drawn from the same pool as that used by the development projects, an immediate conflict of priorities arose which was usually resolved in favour of the immediate problem at the expense of development schedules. As a result, a hybrid individual emerged within the operations structure with software expertise, acting as a troubleshooter rather than a developer of systems. The addition of communications networks further confused the structure. An engineering discipline appeared which sat uneasily beside the others with a different ethos, different personal backgrounds and different (lower) pay scales. Microprocessors brought development engineers and real-time programmers close together, and data communications networks brought communications engineers
and network operators together. These uneasy alliances have now been further complicated by the inclusion of telephony skills. The same question which had originally been addressed arose again - should those responsible for designing, developing and implementing networks also be responsible for their day to day operation? Conflict revolves around the need for real information feedback from the existing network to the strategists and planners, combined with a desire to avoid continual distraction by day to day crises. There is no one answer to this problem but as with the DP manager before, the management services manager or communications network manager probably needs to’span both development and operational responsibilities in order to have the right performance pressures upon him or her. Midland bank A policy of coordinated group telecommunications has been adopted for Midland Bank and its subsidiaries. An integrated voice and data network, known as MIDNET is being implemented with a network management centre based on Prime computers to control Telenet TP4000 packet switching processors supplied by Plessey. The telephone network which is centred on Plessey IDX exchanges will also be controlled by the network management centre. The structure of separate systems management centres and operational responsibility for the carrier network is being established as advocated in this article. This is particularly relevant to MIDNET which supports diverse applications ranging from banking to the travel industry where Thomas Cook, a Midland subsidiary, was the first operational user of the data network using videotex technology. 0 Midland Bank plc, Computer Operations Division, Poultry, London ECZP 2BX, UK. Tel: 01-606 9911.
data processing