Sessions at 12th Annual European Shared Services and Outsourcing Week on Tuesday 15th May Conference Day 2

Customisation will take centre stage in an industry, which owes its foundation to commoditisation. Industry-specific customer preferences and goals are drivers for the era of “Verticalisation.” During this panel we examine the following;

• The maturity of the BPO industry
• Commoditisation versus customisation
• Me-too’s replaced by specialists
• Customisation: Key to Differentiation and Outperformance
• Value Drivers dependent on specific needs

Questions to ask in the era of customisation, and customer-centric value-maximiser approach reigning supreme:

1. What does verticalistion really mean?
2. How does it really help bring greater value for clients?
3. The often cynical and always pragmatic buy-side client executive has heard all this before and seldom seen it improve the firm in a significant way…So is today’s verticalisation different?
4. In the current environment, which industries undergoing turbulence around new regulations, or deregulation, such as utilities and telecommunications, how will vertical solutions change the game?
5. The jury is still out, as many providers are just now embarking on this strategy, and those who have already pushed down this path are at various stages of completion. What’s the verdict thus far?

Nimesh Akhauri
Senior Vice President and Head of Sales Europe
WNS

Patrik Forrstrom
AVP
Finnair

William Rowe
CFO UK & Ireland/SVP Operations
Sony Music Entertainment

Juergen Schmitz
Director of Finance & Operations
Sony Electronics

Globally, sourcing models have evolved considerably over the last few years, but not without their share of challenges. As organisations grapple with slow recovering economy, stringent and confounding regulatory standards, and a changing demographic structure, there is a pressing need to evolve the engagement and delivery models. Organisations are seeing a multiplier effect in the value created when they engage providers with global footprint, strong industry domain expertise, analytics capabilities and, an ability to deliver technology transformation with minimal disruption.

This panel discussion will bring together buyers, advisors and provider to discuss

• Current state and value proposition of the sourcing models
• Balancing the different priorities such as simplifying processes, customer retention and the need to launch new products and enter new markets.
• The evolution of the Business Process as a Service model Session

Sponsored By: TCS

Edwin Hage
Director Shared Services
Dow Chemical

VK Raman
Head – Global Operations
TCS BPO

Cathy Tornbohm
Vice President – BPO Research
Gartner

During this session you will listen to two very different approaches to Finance Transformation, using shared services and outsourcing as an enabler. Learn how this was achieved in a captive and hybrid environment, highlighting the varying drivers and organizational structures that supported the execution of the strategy.

To what extent does the SSO continue to enable the finance transformation from a value perspective and how can we enable mature business partnering discussions and end to end processing?

Interviewer:

Claudio Altini
Managing Director
KPMG

Interviewee:

Peter Hoffman
Director Financial Planning & Analysis Europe
Unilever

Interviewee:

Erik van der Steen
Deputy Controller Finance Operations, Centre Finance Lead, Krakow
Shell

G6 remains your one chance each year to vote in your chosen top vendor individuals, and pose in public the questions you REALLY want answered. This time there’s a twist. The “Buyside” community are right in the driving seat. Biting back harder than ever before, G6 2012 has your PRACTITIONER peers moderating the session live. There’s no script, no rehearsal, nowhere to hide.

• Design and influence the business case – does buy-in ever really happen?
• Scope of services-start small or multiprocess approach?
• Learn what main messages you can never over communicate & what you must never assume your employees understand about the transition

Moderator:

David O’Sullivan
Co-Founder & Partner
Chazey Partners

Norbert Smith
Director Finance Shared Services
PPG Europe BV

Jan Van Buggenhout
Shared Finance Lead EMEA
Monsanto

Sean Lawlor
Finance Director
Gilt Groupe

Dilesh Magdani
Head of Finance Shared Services Centre
Specsavers

• Discuss the basic analytics proposition
• Look at where this may be applied in the shared services center arena
• Consider specific examples of how compliance and reporting data can be accumulated into a detailed analysis of effective tax rate through analytics

Annelies Dieusaert
Director Global Tax Center (Europe)
Deloitte

Kathleen Cokelaere
Senior European Tax Manager
WABCO Europe bvba

• Discuss the evolution of HR supporting technologies including; cloud, SaaS & analytics
• Uncover the trends in supporting technologies that enhance customer satisfaction and facilitate service fulfilment
• Review techniques for getting the most out of technologies you already have

Andy Moffat
HR Director
Aviva Europe

Panel Moderator:

Tim Cummins
CEO
IACCM

Michael Url
Manager, Procurement Process & Technology
Sappi Fine Paper Europe

Leo Curran
Head of BPO UK & Ireland
TCS

Zoltan Roka
Director, Procurement Center of Excellence Europe
Alcoa

Andreas Bernhard
Head of Product Marketing
Capgemini

• Improve financial performance by breaking down organisational silos and introducing global process standardisation resulting in greater accuracy and compliance
• Increasing transparency in the business on performance levels in Finance
• Benchmark to identify improvement potential
• Review a transformation programme driving dollar benefits for both sides
• Recognising the important of being ‘vested’ in how you work with your BPO partner
• How an Assistant Financial Controller model adds value

Henric Haggquist
Senior Director WW Financial Outsourcing
Microsoft

Delivering Information to 140 People in a 6 Month Project

• Deliver a robust, effective on-line tool to keep up-to-date 'How to' information and financial control checks
• Understand the requirements for business process mapping and end-users engagement to capture and keep improving the content
• Utilize process maps to capture knowledge retention
• Approach the implementation with success in record time

Rene Nibbelke
Change & Business Support Manager
BAE Systems

• Implement technology to automate the entire financial close process, increasing control and visibility across the board
• Ensure timely, accurate and documented communications between all departments (accounting, finance, compliance, auditing, etc.)
• Realise exceptional ROI in a very short timeframe
• Improve the accuracy and timeliness of compliance reporting
• Define responsibility and process ownership
• Manage compliance while servicing multiple locations

Michael Gilmartin
Solutions Consultant
BlackLine

Pieter Geyer
Senior Advisor
PwC

Sponsored By: BlackLine

• Who needs transformation?
• Globalising HR systems and processes – standardisation and harmonisation in a highly distributed environment
• "It's the systems, stupid" - how to still deliver service when nothing is in place
• What are Business Partners for? - aligning who does what in the new organisation Global/ local/ glocal? the challenge of meeting differing local needs whilst maintaining the benefits of centralisation
• Keeping the faith - maintaining momentum on a long transformation journey

Sharon von Simson
VP Global HR Shared Services
Bombardier Transportation

• Change the business landscape to meet the requirements of a coordinated and collaborative response
• Obtain full spend visibility
• Control your cash outflows with accuracy
• Discover why you should integrate a mail system like MS exchange and vendors with your ERP system
• Coordinate local, regional and global Finance and Procurement production in a SSC perspective

Terje Kløvås
Business Development Director
Telenor Key Partner AS

Most organisations, whether private or public sector, are on a transformation journey to get greater value from their back office operations. The finance function's stakeholders are increasingly demanding - wanting agility, speed, competitiveness and value for money from finance - efficient effective transaction processing as well as fulfilling a "business partner" role. With so much pressure to change and at speed, it's not easy.

• Share lessons learned, results and the factors for success
• Discuss how partnering in a hybrid model can add value
• Shortlist the SSOW top tips for finance transformation success

Panel Moderator:

Dave Brown
EMEA Leader, F&A, Procurement, HR & Payroll Services
HP

Adrian Ryan
Head of Finance Transformation
Imperial Tobacco Group

Javier Soteras
DGF Accounting Project Manager
DHL

Paivi Iskanius
Director, Service Management, Accounting Services, Head of GSSC
Stora Enso

David Trollope
Former SVP Global Finance Systems
Smith & Nephew

Most organisations, whether private or public sector, are on a transformation journey to get greater value from their back office operations. The finance function's stakeholders are increasingly demanding - wanting agility, speed, competitiveness and value for money from finance - efficient effective transaction processing as well as fulfilling a "business partner" role. With so much pressure to change and at speed, it's not easy.

• Share lessons learned, results and the factors for success
• Discuss how partnering in a hybrid model can add value
• Shortlist the SSOW top tips for finance transformation success

Panel Moderator:

Dave Brown
EMEA Leader, F&A, Procurement, HR & Payroll Services
HP

Adrian Ryan
Head of Finance Transformation
Imperial Tobacco Group

Javier Soteras
DGF Accounting Project Manager
DHL

Paivi Iskanius
Director, Service Management, Accounting Services, Head of GSSC
Stora Enso

David Trollope
Former SVP Global Finance Systems
Smith & Nephew

• Deal with disruption to the organisation during transition – swim up stream
• Experiment with attics and techniques to guide employees impacted by the ss model
• Create the organisation design and build the leadership to deliver
• Remove the old ways of working and create need for ss delivery
• Don’t be shy hail success

Patricia Corbett
Director HR Shared Services
DFPNI

The demand for efficiency gains, stronger audit controls and industry initiatives such as SEPA are an important catalyst for organisations across the world to undertake the necessary strategic and tactical changes in their payments processes and bank communication infrastructures.

• Flexibility to gain fast access to multiple banks
• Ability to standardise payment processes
• Central control
• Visibility of cash
• Reduction of bank and transaction costs
• Centralisation of expertise
• SEPA-compatible and future-proof solution
• Compliance with SOX

Bart Hendriks
Group Treasurer
Delek Europe

Gert Jan Brillenburg Wurth
Commercial Manager Benelux
Hanse Orga International

• Manage customer perceptions and build intimacy to broaden your role
• Foster greater intelligence to build closer ties to the business partners
• Employ a globally coordinated strategy with local service centres – how do we do it? Having consistency where appropriate, having the right structure , a clear delineated handoff for whose responsible for what within a framework

Panel Moderator:

Andrea Schaffell
Director – Shared Services and Outsourcing
PA Consulting

Alison Saunders
Director HR Services
GlaxoSmithKline

Stuart Boyne
SVP Global Head of HRSS
Endurance

Mark Judd
Director – HR SSO
Rolls Royce plc.

• Determine the mission of the GPO, including core objectives
• Measure and monitor the initiatives and outcomes
• Communicate the perceived benefits to transactional efficiency
• Hear how Vodafone adopted an e-invoicing solution that went from RFI to RFP in 10 months

Adrian Cooper
Global Process Owner - P2P
Vodafone Plc.

• Focus on IP and Data Privacy issues
• Assess real or perceived risks in China, despite its emerging popularity for financial services firms in F&A, IT & software development
• Verify competitive cost structures variables for sourcing business consulting
• Review labour costs into the sourcing calculation
• Discuss the most common mistakes enterprise buyers make when evaluating India vs. China cost comparisons

Cui Jian
Deputy Director – Service Outsourcing Division
Department of Commerce Jiangsu Province

Harry Wauters
Director Global Financial Shared Services Centers
International Paper

Véronique Nassour
Director Treasury & Credit
International Paper

Consolidation and change management typically drive the agenda for companies undergoing rapid growth, especially when that growth stems from acquiring companies. When companies experience significant M&A activity, the efforts to blend disparate systems and F&A functions often is underestimated, consuming the CFO’s office for as many as 18 months. How do you consolidate footprints of different systems? How do you integrate best practices? Petrogas achieved process improvement to meet industry standards and shifted to a new platform to more effectively absorb acquisitions, even at a fast growth rate of 30%. In this session, Petrogas will discuss how to leverage benchmark data to set quality standards, select a partner that drives efficiencies, and quickly get to an ROI during M&A growth.

Peter O'Connor
Head of Finance UK
Petrogas Group

With Thanks To Our Judging Facility

Lisa Hooley
SPX

George Connell
Shell

Lynda Atherton-Miles
Britvic

Fraser Kirk
Coca Cola

Chris Gunning
Unisys

Philip Whelan
BP