sso week asia 4 june

15th Annual Asian

The Next Level of Value: Driving Competitive Advantage & Strategic Business Growth

Develop Pan-Asian Strategies To Propel Business Growth

Harness Big Data & Advanced Analytics

Navigate Shifting Global Talent Demographics

Embrace Global Business Services & Multi-Tower Centres

Refine Leadership & Cross-Skilling Employees

Use Technology As An SSO Enabler

Improve Internal & External Branding For Heightened Support

Discover Your SSO's Role In Risk Management

UNRIVALLED NETWORKING:400+ Attendees (70% buy side)

60+ Speakers (70% brand new)

40+ Conference sessions

30%+ C-Suite attendees

12+ Countries represented

5 Big ideas

1 Shared Services Week!

4 – 6 September 2012, MAX Atria @ Singapore EXPO

“Time out of the office is always hard to justify, but if there’s one date a year I

put in my calendar it’s SSO Week. It’s the people and ideas that you can’t put a

price on… I have a job to do and attending helps me do

exactly that”

Anirvan Sen, Global Operational Excellence & Transformation

Director, Shared Services, General Electric

www.ssweekasia.com (65) 6722 9388 [email protected]

SSON's BIG IDEAS 2012:

Sometimes we all need to be inspired.

5 eye opening perspectives on life and business that might make you look at things a little differently.

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• MoreTimeToInteract: 30% of the programme is now dedicated to structured networking, including roundtables by industry vertical, maturity, geo footprint and current concentrations such as Advanced Analytics, Talent and Strategic Business Partnering

• Pan-AsianPerspectives: Devising an operational model which balances business needs with cultural nuances is no mean feat. That’s why this year we are bringing you perspectives from right across the region and beyond to ensure you can get to grips with the demographic and economic conditions you face

• BigIdeasFromAroundTheWorld:There’s a reason everyone loves sneaking a glance at the World Economic Forum and TED.com event programmemes. We all do it. And it’s not because we all have a burning desire to understand what new widget is on the market and how much smaller and clever it is than the last one. Nor is it really about how we’re going to achieve world peace before the planet self-implodes... It's about feeling inspired. It’s time to look for inspiration from outside our own

backyards. Leadership Experts to Economists, Gen Y Entrepreneurs to Survival Stories… Think outside the SSO box!

•NewStreamConstructs: Maybe you’re a European MNC with mature GBS structure… Or a local but rapidly growing MNC ready to push into America and beyond… Or a Thailand-based business ready to reassess your operational structure… We know there are many variables in our community – so we have restructured the programme streams ...to ensure you have all bases fully covered. Splits include the latest hot topics, geo footprints, functions, industry verticals, maturity and models!

•Forward-LookingFormats: Digesting lots of learnings in one go is never easy, especially if the format doesn’t change. 2012 will see a new approach to how we deliver the information you need, from Case Studies to Interviews, Live Debates to VideoLinkUps,InteractiveWorkshopstoOnsitePolling– this year will bring you education on a whole new level

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WeLCOMe TO ThE 15ThANNIVerSAryFOrSSOWeekASIAAs discussions on shared services and outsourcing continue to permeate board room agendas across the APAC region, SSO Week 2012 is gearing up to take you on a journey through the major challenges you face, including...

Global & Pan Asian StrategiesCreating an operational model that supports the key goals of the business is a top priority for many organisations. From intertwining the skills of multiple sites for holistic service delivery, to navigating the cultural nuances and needs of different locations, it is imperative that SSOs understand the true definition of strategic partnering and Global Business Services and craft regional and global strategies accordingly.

Talent & LeadershipAs Asia continues to grow as the global hub for shared services & outsourcing, so competition for the right talent stiffens. From hiring Gen Y graduates to cross-skilling and developing your most promising long-standing employees, SSOs are tasked with engaging staff in a rapidly evolving, culturally diverse and very competitive market. This year’s program will bring you a host of innovative sessions to explore the talent and leadership challenges you face.

Advanced AnalyticsJust as our people need to be insightful, so too does our data. Businesses are challenging their captive and outsourced operations to influence business outcomes. This requires a deep understanding of how the work

of the SSO impacts the business, the tools needed to capture granular operational data and how to combine business knowledge and analytics to create meaningful improvement opportunities to impact bottom line growth.

We have revamped the program to ensure that the major themes such as those above are fully explored throughout the event.

I look forward to discussing them with you on site.

Kind regards, Natalie Williams Programme Director APAC, SSON

SOWhAT’SNeWIN2012?

2www.ssweekasia.com (65) 6722 9388 [email protected]

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Pradeep Bhanotha, Chief Operating Officer, BArCLAYS TEChNOLOGY CENTrE

Scott Singer, Head of Global Business Services, rIO TINTO

David Keen, CEO Knowledge Services, DeUTSCheBANk

Anupam Bhattacharya, Regional CFO, MONSANTO

Ajay Kumar Dhir, Executive Director and Group CIO, LANCOINFrATeCh

Sanjay Patel, Executive Director, Asia Pacific & Japan Shared Business Services, MerCk

Gyan Nagpal, Author, TALENT ECONOMICS

Anil Bhavnani, Director BPO - India Site Leader, PFIzer

GV Prasad, Executive Vice President - Insurance SBU, AXA BuSINESS SErVICES

Kimsuka Narsimhan, CFO India, PEPSICO

Sri Annaswamy, Principal, SWAMy&ASSOCIATeS

Kayzad Hiramanek, Senior Vice President - Central Operations & Shared Services, ICICIPrUDeNTIALLIFeINSUrANCe

Deepak Mendiratta, Director HR Shared Services, ArICENT

Anirvan Sen, Global Operational Excellence & Transformation Director, Shared Services, GE

Martin Appel, SVP HR Services - Asia Pacific, BANkOFAMerICAMerrILLLyNCh

D N Prasad, Head of People Technology and Operations & People Brand – APAC, GOOGLE

Edward Chui, Head of Operations, ChINACONSTrUCTIONBANk

Scott Wharton, Managing Director, Global Head of Strategic Sourcing & Procurement Services, CITI

Catherine Yu, VP Regional Controller Asia Pacific Services, herBALIFe

Partha Mishra, Managing Director Information Services, uNITEDhEALTh GrOuP

Tony O'Donnell, Regional Head Reference Data APAC, UBSINVeSTMeNTBANk

Tony Breen, Director - Shared Business Services, PEPSICO

Goh Kim Lee, Senior Director SBS Finance Asia Pacific, PhILIPS ELECTrONICS

Shiva Berbarta, Vice President ITO, MOrGAN STANLEY

Shannon Eisenhardt, Director Global Business Services, P&G

Simon Kelly, Director, LINkeDIN

Sandeep Khera, IT COO Asia Pacific, CrEDIT SuISSE

Philip Woodburn, Director Finance Shared Services APAC, SChNEIDEr ELECTrIC

Partha Mishra, Managing Director Information Services, uNITEDhEALTh GrOuP

Omer Softic, EAME Transformation Manager Global Business Services, CATErPILLAr

Kristina Beckendorf, Managing Director, MAerSkGLOBALShAreD SErVICES PhILIPPINES

Alice Wan Wan Ling, Head of Human Resources, MAyBANk

Robert Love, Finance Director - APAC & EMEA, TrAX TEChNOLOGIES

Mathias von Bescherer, Director, Business Operations - APAC Operations Centre, MICrOSOFT

Shad Ngam, General Manager Business Transformation Asia, NATIONALAUSTrALIABANk

Irina Chernousenko, Director Shared Services Transformation - Bottling Investments, COCA-COLA

Chen Theng Aik, Executive Director & CFO - Malaysia, LAFArGe

Alan Teo, General Manager, AIA ShArED SErVICES

Jocelyn Nguyen, General Manager, Global Shared Services, INTErNATIONAL SOSSOS

Sudhir Nagaraj, CEO, VODAFONeGrOUPFINANCe ShArED SErVICES

Robert Ash, Director of Asia Pacific Shared Service Centre, MerCk

Esther Siu, Head of Procurement Asia Pacific, hSBC

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SPeAkerS


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CXOFOrUMSSON's CXO Forum is an exclusive, closed-door discussion which runs within Shared Services & Outsourcing Week. As operational efficiency continues to permeate boardroom agendas and discussions at SSO Week climb the strategic ladder, we have designed a stream on Day Two of the event especially for the C-Suite. CXOs can now enjoy both plenary sessions and dedicated roundtable interactions centred upon the best ways to take advantage of the post-GFC opportunities within APAC and beyond. Today’s C-Level Executives, whether Finance, HR, IT or Procurement focused, are all under increased pressure to drive efficiencies and savings; to embrace new technologies; to embed 21st century company culture; to become linchpin strategists within the business – all whilst exhibiting inspiring leadership skills.

It is no surprise that CXOs lack the time and energy needed to develop real relationships with their peers and to find an environment in which to have private and meaningful discussions about the challenges they face.

Discussions will include:

The Art of Good Leadership: Striking the right balance when adjusting to modern day management

People Power: Attracting the right people for increased productivity and innovation whilst keeping costs down

Breaking New Ground: Coping with new hurdles and navigating new ground in the age of APAC growth

Cross Skilling: Understanding how the Finance, HR, IT and Procurement functions will further intertwine in an agile business

Technical Terms: Building a solid relationship between business goals, efficient processes and technology enablers

refocusing on risk: Ensuring all bases are covered and embedding a risk management culture throughout the organisation

CXOs already confirmed from organisations including:

Daimler Procter & Gamble DB Schenker Singapore Technologies Engineering Alexandra Health IHISAmway BarclaysChanel Citibank

GE Goodpack Jurong Port National Healthcare GroupRoyal Sporting HouseSingapore Pools Unisteel TechnologyVivaKiPepsi

jOBFUNCTIONBreAkDOWN INDUSTryBreAkDOWN

*PLEASE NOTE: Access to the CXO Forum is strictly controlled and only open to C-Level delegates. Those wishing to attend must pre-register with SSON prior to the event.

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BrANDNeW!Hear first hand what's

keeping CXOs up at night -

2 CXOs take to the main plenary

stage to report back on CXO

Forum discussions

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10.30 SSON OPENING

NatalieWilliams,ProgrammeDirectorAPAC,SSON

10.40 ChAIrMAN'SOPeNINGreMArkS

11.00 jOINThereVOLUTION:TrUeBUSINeSSTrANSFOrMATION–ChANGINGrhETOrIC INTO rEALITY

As Asia continues to maintain a position of economic strength, traditional ‘back office’ functions are being further leaned upon for strategic insights, by businesses ready to seize upon the world’s growth opportunities. Taking advantage of the understanding which can be provided by today’s intelligent processes, technologies, strategies and talent requires modern companies to evolve not only their structure but the culture nurtured within them. So to achieve business transformation in the truest sense of the word, you must approach your operational model with a fresh set of eyes. Join one of the world’s leading movers and shakers as they share their approach to balancing the needs of a constantly evolving, dynamic business with a solid yet flexible operating structure and innovative, heralded culture. What can we learn from this modern, agile 21st century go-getter?

• New Look: Revising traditional views of operational structures to achieve operational agility

• There’s No Limit: Empowering your business to consistently drive innovation from every aspect

• Big Data Strategies: Why analytics is the life blood of every progressive company • Back To Front: Why ‘back office’ is becoming an extinct term for the good of

SSOs everywhere • Seek The Solution: Breaking down traditional SSO talent moulds in favour of

‘Solution People’

Partha Mishra, Managing Director Information Services, unitedhealth Group

12.10 SSON’SBIGIDeA NuMBEr ONE…

'LESSONS IN INTuITIVE LEADErShIP'

12.40 BrANDNeW:ASkTheAUDIeNCeICe-BreAker,rOUNDONe

In this session, we introduce live electronic polling and anonymous ‘text your question’ Q&A to the plenary stage so each delegate can become more involved in the event experience and maximise their time on site.

howdoesitwork?

First, the audience are asked to vote on a theme they would like to hear more about – be that talent retention, benefits realisation, cloud computing or green field sites (please submit your suggestion/angle to [email protected])

The theme with the most votes will be used as a conversation-starter with your fellow delegates where you will have the opportunity to share your top challenges and achievements – and of course swap business cards.

We will have one of our carefully selected speakers on hand for each topic who will bravely take to the stage to help you kick-start discussions.


13.00 Networking Lunch

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PAST ATTENDEES BY GeOGrAPhICALBreAkDOWN


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BUSINeSSTrANSFOrMATION101–ENGINEErING YOur VISION

MAkeThATChANGe:A360DeGreeVIeWOFChANGE MANAGEMENT

TrAVErSING ThE DrAGON: uNDErSTANDING ChINA

SOCIAL MEDIA MASTErCLASS – ACTIVATING SOCIAL MEDIA IN ThE COrPOrATE

WOrLD

With business transformation remaining a high priority on board room agendas, more and more companies are looking to efficient back offices as they harness the opportunities provided across the Asia Pacific region. But in an industry where planning is everything, where do you start? Although there is no cookie-cutter template for guaranteed implementation success, there are clear lessons learnt for those just starting out on their SS expedition: Creating a strategic vision which includes both clear

cut deliverables and the required flexibility Forming and communicating a robust business case Incorporating an ongoing change management

strategy to ensure the business is ready for the transition Implementing a growth orientated governance

structure Developing a detailed roadmap and navigating typical

challenges Approaching the insource/outsource and onshore/

offshore debates Dealing with cultural integration of both internal and

external staff Managing an SSO start up and avoiding common

pitfalls

Jocelyn Nguyen, General Manager, Global Shared Services, International SOS

Working it’s threads through every layer of the shared services journey, change management continues to present challenges both at SSO staff and business stakeholder levels. In Deloitte’s recent global shared services study, 59% of respondents felt that a better grasp of change management needs would have resulted in a more successful venture. So what is the winning formula when it comes to change management? Does one even exist? Join the team from Coca-Cola as they bring you their learnings from their ongoing Integration and Transformation project: Conducting a change assessment before you start

and maintaining momentum throughout Does fast equal furious? When communicating

change, speed is of paramount importance Stay In Style: Ensuring you communicate in a way

that resonates with your company culture Attaining executive level engagement and providing

demonstrable benefits Considering all axis of change (people, process and

technology) Developing an harmonious strategy for a long term

change programme

Omer Softic, EAME Transformation Manager Global Business Services, Caterpillar

By 2020, China will have more than ½ a dozen mega cities with a population of over 8 million each. It will also have 130 other cities with populations of more than 1 million people each. China is undoubtedly playing one of the world’s most important economic roles, yet is still vastly misunderstood by those residing outside its borders. From geographic make up to political stimulus, businesses wishing to embark on expansion strategies must get to grips with the not-so-sleepy giant in order to successfully place fingers in its many pies. As China continues to focus its energy on becoming a services-based economy, now is the time to grasp the opportunities presented to the APAC SS&O industry: 5, 10 & 15 year plans and what this means for your

growth strategy China’s transformational change programme and

dedicated skills pockets Making the right connections in the right province to

match your skill set needs Internal assistance: Government programmes,

incentives and investment attraction schemes Understanding cultural nuances, talent attraction and

retention and the new generation of Chinese workers Leadership tips: Ensuring you have the right person

at the helm to foster success in your SSO

How do you connect the dots and get social media working to its full potential for you? Leveraging the power of the collective employee

base to unlock hidden value in the organisation Engaging employees and building team and

customer camaraderie through collaboration Pooling ideas, examining processes and consulting

multiple stakeholders in a neutral, open, online environment Improving communication, facilitating cultural change

and assisting with change management programmes Identifying talent, promoting cross-skilling,

advertising internal positions and saving time and money on recruiting Building the brand and demonstrating the results

delivered by your SSO through internal promotion and awareness

Sanjay Patel, Executive Director, Asia Pacific & Japan Shared Business Services, Merckrobert Ash, Director of Asia Pacific Shared Service Centre, Merck

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14.00 WArMUPWOrkShOPSeSSIONSBeGIN

This year, in direct response to your feedback, we have changed the way we have structured the programme. This set of workshop sessions will give you the chance to drill down into some of our major challenges in more hands-on detail, providing you with more interactivity and practical tools to take away:

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"SSO Week is a market-leading event, where I can come face-to-face with shared services leaders and service providers who are actively pushing the Shared Services & outsourcing industry to the

next level. I consider it essential networking for both myself and my local country teams in APAC, in terms of keeping abreast of the latest industry thinking and innovations."

Irina Chernousenko, Director Shared Services Transformation, Bottling Investments, S.A. Coca-Cola Services N.V.


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15.30 G6 VISIONArIES 2012: uNDEr PrACTITIONEr reVIeW

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 well and truly 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.

haveyouvotedyet?www.ssweekasia.com/g6

16.30 eXPLOrING‘ASASerVICe’-CAPITALISINGONMANAGeDSerVICeCAPABILITIES

Still touted as a game-changing technology, yet commonly misunderstood by many, Managed Services continue to be a hot topic within business transformation. But what are the primary issues to consider? Going forward, SSOs will develop hybrid private/public clouds, improve multi-jurisdiction data security and governance, leverage business-wide application savings, and maximise benefits for the business as a whole. Most importantly, we must start viewing technology as an enabler of business transformation strategy and introducing the offerings which best meet core business needs:

• Deriving the best areas for further technology investment to continue moving your SSO up the value chain

• Understanding the implications and legalities of Trans-Border-Data-Flow and security regulations

• Discovering Managed Services role in your Workforce Transformation strategy - becoming more mobile

• Assessing community clouds for industry verticals and examining hybrid cloud offerings and their merits

• Selecting the correct vendor and negotiating a mutually responsible contract to allow for future flexibility

Edward Chui, head of Operations, China Construction Bank

Scott Singer, head of Global Business Services, rio Tinto

17.00 SINkOrSWIM:eNSUrINGyOUrSSOMAkeSASPLAShINTheTALeNTPOOL

By 2050, The Hackett Group estimate that the majority of CFOs in APAC will be young, highly academic women. According to a study by the Hay Group, a global management consultancy, there are over 75 key components of employee satisfaction. And in Mercer’s 2010 Future of Talent Management Survey, 96% of Asia Pacific respondents anticipated an increase in competition over the next three to five years to attract the key talent their organisations need to succeed. Even viewed in silos, each of these trends will have a significant impact on attracting and retaining talent in your SSO. So together, how will this change the business environment and succession planning for both employees and employers alike?

Are you sailing through the changing talent dynamics in the region or simply treading water?

• Factoring the changing demographic and social circumstances into Workforce Transformation plans

• Understanding where global standardisation must give way to cultural demands

• Communicating the complexities of talent management felt across Asia up the value chain

• Creating an attractive employer brand and value system • Crystalising career paths for valued current and future employees

D N Prasad, head of People Technology and Operations & People Brand – APAC, Google

AjaykumarDhir,executiveDirectorandGroupCIO,LancoInfratech

kimsukaNarsimhan,CFO,PepsicoIndia

17.45 Chairman’sclosingremarks

18.00 WeLCOMePArTy Drinks, games, prizes, music…


Don't miss your chance to be a Shared Services super star - Enter the SSON Awards.

See page 12 for details!

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At SSO Week, we make getting up early easy! Join us bright and early for breakfast and kick start the day by swapping business cards, solving problems and winning prizes!

09.00 ChAIrMAN’SOPeNINGDAyTWO

09.10 IT’STOUGhATTheTOP:NeXTGeNerATIONLeADerShIPINAChANGINGGLOBAL ENVIrONMENT

As the saying goes, “Good leaders are made not born”. In an increasingly competitive and complex business environment, a strong vision and a well-rounded skill set are imperative if you are going to lead your SSO to deliver the "Next Level Of Value". Simply having a handle on core business goals and operational structure is no longer enough – a good leader must be able to harmonise the demands from both sides to form a strategy and end-to-end vision which will propel the business, the brand and its people to new heights. When up to 40% of an organisation’s success can be attributed to its leadership, continuous improvement has never rang more true:

• Multiculturalandmultifaceted:As‘WorldCitizens’,SSOleadersaretaskedwithengaging many different people from many different walks of life, often in roles which are difficult to paint as ‘stimulating’. Which tactics can you employ to ensure you relate in the right way to your teams?

• Globalisationandtheever-increasingneedtotravelinternationallyforworkhavefar reaching consequences. How do you maintain a leadership presence with your teams when physical presence is not always possible?

• HeadsUp:Asmuchasyouneedtoinspireyourteam,youalsoneedtogetboardbuy-in if you are going to accomplish your defined SSO mission. How do you ensure your style and strategy wins you support from the top down as well as the bottom up?

• OpenDoorPolicy:Ensuringyouhavetimeforbothcustomersandemployeesand creating a balance between approachability and authority

• Successionplanningisofparamountimportance.Whatcharacteristicsshouldyou look for in your successor and is it really possible to empower them whilst retaining strategic control?

kristinaBeckendorf,ManagingDirector,MaerskGlobalSharedServicesPhilippines

AnupamBhattacharya,regionalCFO,Monsanto Sandeepkhera,ITCOOAsiaPacific,CreditSuisse

09.40 SSON’SBIGIDeA NUMBerTWO…

'SEEING BEYOND LIMITS'

10.00 SMArTer,BeTTer,FASTer,STrONGer:TheBIGDATAChALLeNGe-eMPLOyINGBIGDATAFOrreAL-TIMeBUSINeSSINTeLLIGeNCe

Data held within your current masterdata system or database is of course important but when it comes to achieving a universal view of the business, your customers and making real-time decisions, there are so many other information avenues to consider. Gartner predict that worldwide IP traffic will quadruple by 2015. So how do you combine and analyse what both your static ERP data and business intelligence are telling you, to achieve results in today’s information-heavy environment? Your SSO can act as the glue needed for real-time decision making. After all, from improving attrition rates through better visibility of HR absenteeism, to pre-empting customer loss through analysing purchasing patterns, it’s what you do with the numbers that counts. Enter Enterprise 3.0, event-led decision-making and Big Data as the next strategic value-add for shared services and outsourcing. How will Big Data make your business smarter, better, faster, stronger?

• Facilitatingtargetedgrowth,enablingmarginexpansionandpredictingfuturedemand • CombiningprocessingcharacteristicssuchasVolume(hightransactionsordata

volumes), Velocity (perishable or fast moving data) and Variety (unstructured text and multimedia)

• Analysingcustomerinteractionsandbehavioursforretention,reactionandcompetitive advantage

• Identifyingeconomictrends,detectingfraudandthreatsandfuturecustomerpreferences

• Supportingcapitalallocation,salesforcedeploymentandriskmanagement • DevelopingananalyticaltalentpoolandenablingalearningculturewithintheSSO

Sanjay Patel, Executive Director, Asia Pacific & Japan Shared Business Services, Merck

robert Ash, Director of Asia Pacific Shared Service Centre, Merck janeAnnWestpheling,VPSupplyChainManagement,IBMGlobalProcess

Services, Growth Markets, IBM

10.30 LOCATION, LOCATION: STrATEGIC ShOrING CONSIDErATIONS

Over the past six years, a new measure shows that 22 economies in East Asia and the Pacific have made their regulatory environment more business-friendly. However, chasing ‘New China’s’ can be a dangerous game of playing catch up to low cost centres without real consideration of what will complement the business goals. Delve into the main questions you should be asking when deciding upon your shoring strategy:

• Identifyingthemaindriversinyourshoringstrategy–beyondcostandtalenttosystems, customers and overall business strategy

• Golong!Howlongtermshouldyourviewbewhendecidinguponlocations?

• Understandingyourservicerequirementsandhowthisfeedsintoyourshoringstrategy

• Willhubandspokemodels(transactionaloffshore;highvalueonshore)workforyou?

• Newattractivelocationswhichmaysurpriseyou

• Adoptingsharedservicesoffshoreasaplatformforinternationalgrowth

11.00 Morning Tea and Networking


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A: ADVANCED ANALYTICS B: TALENT & LEADErShIP C:OPerATIONALTrANSFOrMATION D: BuSINESS PArTNErING e:CXOFOrUM

DrIVINGVALUe&kNOWLeDGeThrOuGhOuT ThE BuSINESS BY BeCOMINGACeNTreOFANALyTICSEXPErTISEThere is no doubt that advanced analytics/AaaS is a keystone of a profitable 21st century business. So, if SSOs are going to banish the ‘transactional’ label once and for all, one sure fire way of doing so is by becoming the analytics experts and feeding the business with useful facts, figures and strategies to make it more profitable. So how does that fit into the shared services jigsaw? The importance of data and its role in how SSOs can supply the next wave of value and facilitate strategic business decisions is a key theme emerging in SS&O. Are you incorporating advanced analytics and the next wave of real time business intelligence into your SSO strategy?

Becoming a proactive provider of key analytics back to the core business to achieve a true partnership model Upskilling your team to be the analytics

nucleus of the wider business Proactively providing support to front line sales

teams to drive revenue Becoming the chosen go-to-guys for strategic

analysis Considering the new revolution of software

‘buses’ and how to bring Big Data into future operations Sweating existing technology assets to ensure

return on IT spend is maximised Clearly defining the business case and needs

for EIM investment to all stakeholders Developing analytics that enable and track

collaborative decision-making

Mathias von Bescherer, Director, BusinessOperations-APAC Operations Centre, Microsoft

TurNING STrATEGIC BuSINESS PArTNErING rhETOrIC INTO rEALITY FOrSUCCeSSINThehUMANAGeWith job roles changing in line with talent requirements and onboarding a new generation of workers, HR in its current state is in grave danger of under-delivering – or worse – becoming irrelevant. Integrating the HR function into the business and upskilling staff to have in depth knowledge of business unit needs is imperative if delivery standards are going to be met:

•Ignoringpre-formedjobtitlesinfavourofasolution based approach to resourcing

•Focusingonpeopledevelopmentandprogression for an ongoing source of talent

•EnsuringHRisstructuredforinnovationand adaptability to meet today’s and tomorrow’s needs

•Liberatingyourleadershipandmobilisingtalent across multiple jurisdictions

•Balancingremunerationpackageswithorganisational ROI plans to protect cash flow

Luis Souza, Chief hr Officer, Nippon Japan

MOVeWIThTheTIMeS:reDeFININGyOUrBUSINeSSTrANSFOrMATIONVISIONMurmurs in the industry that the traditional approach to SS&O models is outdated are getting louder by the day. Whether a fast paced financial services firm or a century old pharma company, organisations need to revisit their current operating models to make sure they are structured for the needs of today – not yesterday. With a rapidly changing global economy, and further turbulence expected in the financial and political spheres, strategies must be reworked if your SSO is going to be sustainable:

Breaking down old stereotypes and stipulations for a new view of your SSO structure Considering multi-functional centres,

Centres of Excellence and flattened structures in light of the new economic climate Reassessing end to end visions to ensure

the ‘ends’ still align with core business strategy Accounting for changes in regional culture,

demographics and costs

Tony O'Donnell, regional head reference Data APAC, uBS Investment Bank

ThE NEGOTIATOr: AChIEVING TruE BuSINESS PArTNErING ThrOuGh GAIN-ShArINGOUTSOUrCINGWin-win contracts between the buy and sell side are much heralded but not always achieved. If partnerships are to continue to improve and deliver then agreements must become more innovatively structured for mutual benefit. Both parties need to put skin in the game to realise the benefits and SSOs must learn to take ownership of their vendor relations if they are to progress to the next level of outsourcing delivery:•Establishingsharedgoalsandmutual

understanding from the beginning to ensure true business partnering Ensuring contracts don’t detract from

client/provider relations yet performance standards remain high Taking an equal share of the risk and

rewards through balanced negotiations Third time lucky? The difference in creating

a sourcing strategy the second or third time around and lessons learned Pay As You Go BPO – Will BPaaS

revolutionise interactions with the sell side? Verticalisation: the benefits of industry

specialisation when it comes to outsourcing Continuing to enlist vendor expertise and

draw out value long after the contract has been signed Multi-sourcing: The positives and pitfalls of

group vendor relations

Yuke Cheng Ng, Asia Pacific Business ServicesDirector,Astrazeneca

CLOSeD-DOOrC-LeVeLCONVErSATIONS, STrICTLY BY INVITATION ONLY Today’s C-Level Executives, whether Finance, HR, IT or Procurement focused, are all under increased pressure to drive efficiencies and savings; to embrace new technologies; to embed 21st century company culture; to become linchpin strategists within the business – all whilst exhibiting inspiring leadership skills.It is no surprise that CXOs lack the time and energy needed to develop real relationships with their peers and to find an environment in which to have private and meaningful discussions about the challenges they face. SSON’s Asia Pacific CXO Forum is an exclusive, closed-door half day event bringing together the region’s leading CXOs to network and discuss the best ways to take advantage of the post-GFC opportunities within APAC and beyond. Structured entirely as interactive panel sessions, and with the ability to contribute from the floor throughout, this forum will help you get to the bone of the issues you are facing.

12.00 ChANGE OVEr

11.30 MAJOr ThEME STrEAMED SESSIONS BEGIN

This year, in direct response to your feedback, we have changed the way we have structured the programme. This set of stream sessions will give you the chance to drill down into some of our major plenary themes in more details, providing you with close knit case studies, interactive panel discussions and even more knowledge takeaways:


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2ThE SOCIAL CENTurY: INTEGrATING A SOCIALeNTerPrISeSTrATeGyWhILSTrETAINING OrGANISATIONAL SECurITY In today’s day and age, every large enterprise struggles with the concept of both accepting and protecting themselves from the ever-evolving world of social networking. Becoming a ‘social enterprise’ and adapting to the new environment is of paramount importance to success. Yet, integrating social media applications into current IT infrastructure, introducing a Big Data strategy and embracing mobile technology is no mean feat. All the while we grapple with the new environment, time and intellectual property are being lost and internal compliance and control are in jeopardy. So how should we approach this new normal? How can you balance security needs with the opportunities for event-led decision making that these new developments bring? How can we navigate an un-trodden and opportunistic path whilst avoiding a security precipice?

AjaykumarDhir,executiveDirectorandGroup CIO, Lanco Infratech

IMAGE IS EVErYThING: BuILDING YOur SSO BrAND TO ATTrACT ThE rIGhT PeOPLeANDeNGAGeBeTTerWIThYOur CuSTOMErSIn a region where talent shortages prevail, it has never been more important for the shared services community to promote the industry image to both current and potential employees as well as internally to the business itself. So how do you ensure your SSO is front of the back office queue for talent, whilst simultaneously ensuring your customers trust you to deliver a good service and associate this with your SSO brand?

Building a relationship between current & future employees and customers and the SSO’s brand Creating a culture which feels personal and

customer focused whilst maintaining the efficiencies of SS Dispelling myths of transaction and

monotony Engaging and communicating with

Generations Y & Z Demonstrating career progression paths

offered by the SSO including cross skilling Improving brand awareness for long term

BU support Retaining staff through strong leadership

Deepak Mendiratta, Director hr Shared Services, AricentGyan Nagpal, Author, Talent Economics

Alan Teo General Manager AIA Shared Services

I.TTAkeSTWO!TyINGTeChNOLOGyAND BuSINESS NEEDS TOGEThErTechnology departments have long been accused of being poor communicators. However, with technology playing a primary role in customer service and revenue generation, whether IT is within or outwith your centre, it is important that SSOs have a complete understanding of technology to enable strategic partnering. With the era of PC dominance with Windows as the single platform coming to an end and being replaced with a variety of environments IT will need to support, how can SSOs effectively collaborate with stakeholders to ensure their IT selectors, process designers and testers are working in harmony with SSO and core business end users for mutual benefit?

AnilBhavnani,DirectorBPO-IndiaSiteLeader, PfizerOmer Softic, EAME Transformation Manager Global Business Services, Caterpillar

AChIEVING ALIGNMENT: CrEATING BUSINeSS&CUSTOMer-LeDkPIsSLAs are considered outdated by many mature SSOs. In order to truly gear your transformation journey to the needs of the business units, your team needs to be measured like them. Revisiting the aims of the SSO is necessary to achieve long term sustainability. Realigning goals to match the overall P&L considerations of the business rather than immediate savings from labour or wage arbitrage is an important first step in the journey to becoming a business partner. But how do you go about revamping your service delivery structure so it buoys the SSO for future success?

Plug the gaps: Digging deep with the business to get to the heart of the process problems Using Business KPIs to change the

perception the business has of the SSO Harnessing analytics capabilities to ensure

high quality delivery Pushing your staff to be proactive and

connect with the business to drive further partnering initiatives Showcasing the SSO to the business

following successes

GVPrasad,executiveVicePresident-Insurance SBu, AXA Business Services

CLOSeD-DOOrC-LeVeLCONVErSATIONS Continued…

Discussions will include: The Art Of Good Leadership: Striking the

right balance when adjusting to modern day management People Power: Attracting the right people

for increased productivity and innovation whilst keeping costs down Breaking New Ground: Coping with new

hurdles and navigating new ground in the age of APAC growth Cross Skilling: Understanding how the

Finance, HR, IT and Procurement functions will further intertwine in an agile business Technical Terms: Building a solid

relationship between business goals, efficient processes and technology enablers Refocusing on Risk: Ensuring all bases

are covered and embedding a risk management culture throughout the organisation

12.35 Networking Lunch

13.35 GeNy:TALkINGABOUTOUrGeNerATION

We all know that talent is one of the most pressing issues facing not just our region but our industry in particular. By 2020, Asia will have added another 220 million people, almost the entire population of the US. So what can we do to entice and retain the next generation of SSO leaders? In this unique session, we hear from a group of University students and Gen Y employees about what works and what doesn’t when it comes to engaging (and retaining!) the next generation of business transformation talent – right from the horses’ mouths!

If you are a student/Gen Y and want to apply to speak on this panel, email [email protected]

Moderator: D N Prasad, head of People Technology and Operations & People Brand – APAC, Google

14.15 SSON’SBIGIDeANUMBerTWO…

'A GEN Y PhENOMENON'

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A:FOrCOMPANIeSBeGINNING ThEIr SSO JOurNEY

B:FOrCOMPANIeSFOCUSeDONCONSOLIDATING & IMPrOVING

C:FOrSSOSTrUCTUreSOFMID-LATeMATurITY

D:INNOVATIONSFOrTheMOSTMATurE SSO STruCTurES

e:CXOFOrUM

LAuNCh PAD: BuILDING A SOLID FOUNDATIONTOPrOPeLyOUrShArED SErVICES JOurNEYShared services have come a long way in the last two decades. Those only beginning their journey now have the benefit of gleaning the knowledge of those who have gone before, in all facets of implementing the shared services plan:

Establishing ROI and winning stakeholder support: Tips on building a business case Manage what you measure: Understanding

and building key metrics, drivers and prerequisites Organisational agility and project

management: Interweaving flexibility into planning and implementation stages Governance and compliance: Creating

solid governance structures and clear accountability Setting KPIs, measuring performance:

Ensuring realised benefits in the short, medium and long term

AliceWanWanLing,headofhumanresources, Maybank

INFULLVIeW:TrUeeNDTOeNDPrOCeSSDeVeLOPMeNTFOreFFeCTIVeSerVICeDeLIVeryCreating truly end-to-end processes has long been touted as a major factor in attaining superior efficiency gains but actually achieving such a holistic view of a process consistently proves challenging. So, how do you approach an end-to-end vision and how can you make sure that all the needs of all the different touchpoints across the business are being met?

Focusing on effectiveness instead of efficiency Creating commonalities in the approach to

process refinement Cross functional and business unit

secondments to gain a deeper insight into organisational needs Incorporating visual and practical tools the

team can use for process mapping Aligning SLAs and KPIs with those of the

business themselves to gear for success Positioning the SSO as having the tools to

make the business work better from the inside

Catherine Yu, VP regional Controller Asia Pacific Services, herbalifeShannon Eisenhardt, Director Global Business Services, P&G

TheNeXTWAVeOFVALUe:IMPLEMENTING PAN ASIAN & GLOBAL BuSINESS SErVICESSitting high on the priority list is the task of mapping the move towards structuringand delivering pan-Asian or global business services with the goal of achieving top quartile performance within the next 3-5 years. What impact and benefits can a good multi-site strategy bring?

Aligning your strategy with business goals Matching regional cultures and skills to

service delivery needs Understanding the true definition of GBS

and achieving business agility Preparing for and managing through the

transition Embracing the journey with the full support

of the exco The pros of global process owners Decision making support from data

management and payback on large ERP investments Balancing global standardisation with

regional sympathies

TonyBreen,Director-SharedBusinessServices, PepsiCo

CreATINGeXTeNDeDkNOWLeDGeCAPABILITIES TO DELIVEr hIGh VALuE TASkSThe world’s most mature SSOs are looking to push into a new realm of delivery – where some of the business’s most important services can be delivered from one location by a skilled team. The incorporation of Knowledge Process Outsourcing is already well under way in many SSOs, but how do you ensure that high standards are met and maintained?

Assessing internal skills vs. vendor offerings Considering the sale of C of Es to vendors

to generate revenue whilst allowing a return to focus on core business issues Delivering multinational minded people for

a multinational environment Assessing where the KPO industry is

headed in the next 5 years

Sri Annaswamy, Principal, Swamy & AssociateskristinaBeckendorf,ManagingDirector,Maersk Global Shared Services Philippines

CLOSeD-DOOrC-LeVeLCONVErSATIONS (Continued...)

CXOs already confirmed from organisations including:

Daimler

Procter & Gamble

DB Schenker

Singapore Technologies

Engineering

Alexandra Health

IHIS

Amway

Barclays

Straits Corporation

Chanel

Citibank

EMS Energy

GE

Goodpack

Jurong Port

National Healthcare Group

Radiance Group

Royal Sporting House

Singapore Pools

Unisteel Technology

VivaKi

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“This event is a great opportunity to meet and network with

people from different companies within the industry and to share

best practices and solutions for areas that need to be improved.”Geraldine Aro-Pinnela, Deputy Department Head, Henkel Asia Pacific Shared Services Centre

14.55 MATurITY ThEMED STrEAMED SESSIONS BEGIN

We recognise that SSOs across Asia come in many shapes, sizes, models and footprints so in this set of stream sessions will give you the chance to network and learn from peers who are at a similar place in their transformation journey to you:


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2COLLABOrATIONISkey:BUILDINGreLATIONShIPSWIThTheBUSINeSSFOrASMOOTherSSOjOUrNeyEngaging stakeholders from the very beginning of the transformation journey is undoubtedly a paramount factor when it comes to the success of the venture. Not only will it help with buy in, it will also ensure the SSO will serve specific customer needs which results in more customer satisfaction. But with so many different stakeholders, where do you start?

Choosing the right liaison to lead the business communication project Identifying all applicable stakeholders

through a company-wide assessment Addressing the 3 dimensions of change

(people, processes and technology) with each business unit Working with the business to formulate

user adoption strategies Agreeing upon the goals, expectations and

accountability factors Using BU integration to engage SSO staff

and cross skill

kayzadhiramanek,SeniorVicePresident-CentralOperations&SharedServices,ICICI Prudential Life Insurance

USINGyOUrSSOTOeMBeDAUNIFIeDVISIONWheNUNDerGOINGM&AThere are considerable benefits to be gained through early and comprehensive engagement of your organisation’s shared services practitioners as part of the due diligence and M&A integration team. Indeed, organisations that have well developed shared services operations are in a unique position to realise accelerated savings and benefits in mergers and acquisitions:

Using functional experts to participate in the due diligence phase of the acquisition

Using a Darwinian selection process of internal best practices across the two organisations to provide a natural consolidation point

Learning operational lessons from shared services to speed up benefits realisation

Using the SSO to limit transitional operating risks

Comparing metrics across the merging parties to identify potential areas that are ripe for cost reduction synergies

Leveraging ERP solutions and business process improvements to support the business – -Developing clear stakeholder communication plans to address concerns

Shad Ngam, General Manager Business Transformation Asia, National Australia Bank

COMMErCIAL CONSIDErATIONS: MOVINGFrOMACOSTTOPrOFITCENTrE MENTALITYMost SSOs operate in a cost recovery or break-even model yet a cost centre mentality renders the SSO’s ability to take advantage of new business models for service delivery or embrace new technologies to be practically non-existent. The knock on affect is that there is little or no opportunity to drive continuous improvement and no incentive for either the SSO or its customers to reduce costs. So how do we change our attitudes and those of the business from a cost to profit centre mentality?

Building a more comprehensive Service Accounting model to include Metering, Usage, Pricing, Billing and Chargeback Designing a well-constructed Services

Catalogue to complement the necessary service level agreements Enabling more flexibility and agility in

the service delivery to cater for diverse customer demands Lowering costs for the SSO whilst

simultaneously lowering the risk of below par service to the business Transitioning towards the use of Cloud

principles in multiple aspects of the SSO and truly harnessing its capabilities

Irina Chernousenko, Director Shared ServicesTransformation-BottlingInvestments,Coca-Cola

PrOPELLING STrATEGIC BuSINESS GrOWThThrOUGhACO-OrDINATeDGLOBAL BuSINESS SErVICES STruCTurE According to Hackett, 70% of top-performing companies plan to expand the process scope of their global business service organisations. Asian companies are preparing to capitalise on our relatively strong economic position, with acquisition opportunities stretching beyond our shores to Europe, the US, Latin America and beyond. However, before venturing into the great unknown, business leaders must be certain they have the right foundations in place to facilitate that growth. Creating a transformation strategy which compliments global business goals whilst positively impacting cash flow and retaining a low cost base are just some of the necessary considerations. With growth also come integration issues in terms of technology, culture and change management. What is the secret to a successful and sustainable Global Business Services venture? Where should you focus investment and resources to ensure the business’s goals are continually achieved in the short and long term? How can you use new technologies and medias to propel your transformation venture even further?


CLOSeD-DOOrC-LeVeLCONVErSATIONS (Continued...)

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16.05 Afternoon Tea & Networking

16.30 TheASIANCeNTUry:PAINTINGACLeArPAN-ASIANPICTUreTO hELP STABILISE YOur OPErATIONAL STrATEGY IN A rAPIDLY EVOLVING rEGION

Diverse. Contrasting. Complex. All are words used to describe how organisations, whether Eastern or Western, find doing business in multiple Asian countries simultaneously – and the challenges also ring true in the SS&O industry. Whether a strengthening Thai family holding looking to outsource into the established hub of Manila, a Singaporean MNC ready to open a 4th centre and propel into the emerging market of South Korea, or a globally-renowned US brand trying to crack China, understanding the economic, political, demographic and cultural nuances are of paramount importance to any successful Pan-Asian strategy. By 2016, Asia will catch up in size with the US. By 2020, it will be 17% larger than the US economy. In a rapidly changing environment, understanding what’s on the horizon will help you shape and stress-test your future shared services plans:

• TheShiftingBalanceOfPower:Reworkingcurrentstrategiestotakeintoaccount the changing face of East/West relations, including security, governance and legal concerns

• Regionaleconomicandpoliticaldisparity:TakingtheunevendevelopmentofAsia into account and the consequences for your SSO strategy in the short and long term

• Understandingcontrastingdemographicdistinctionsandincorporatingtheminto your strategic growth and services support strategy, with particular reference to the talent issue

• Pan-Asianintegration:Thechallengesandprogresswhenitcomestoharmonising systems, infrastructure and institutions over multiple and diverse jurisdictions


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17.45 SSONeXCeLLeNCeAWArDS,BBQ&BIGIDeA Before 2012's Awards Winners are revealed, we invite a very special

guest to kick off the night with our fourth Big Idea of the show:

SSON’SBIGIDeANUMBerFOUr…

'INFeCTINGyOUrOrGANISATIONWIThPASSION'

MC:ellisWatson,ManagingDirector,DCThomson & former CEO, Syco Entertainment

AWArDPrIzeGIVING: NatalieWilliams,ProgrammeDirectorAPAC,SSON

JuDGES: GohkimLee,SeniorDirectorSBSFinanceAsiaPacific, Philips Electronics

GVPrasad,executiveVicePresident-InsuranceSBU, AXA Business Services

TonyBreen,Director-SharedBusinessServices, PepsiCo

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A:FOreMerGINGeCONOMyCOMPANIeSBEGINNING ThEIr SSO JOurNEY

B:FOrINTerNATIONALCOMPANIeSLOOkINGTOESTABLISh AN SSO IN ASIA

C:FOrreGIONALSSOSTrUCTUreSOFMID-MATurITY

D:FOrMATUrePAN-ASIAN&GLOBALSSOSTruCTurES

When in a period of core business growth, operational modeling must not be overlooked. How can you plan for a prosperous future?

Engineering your vision to support expected future growth and expansion Building trust and credibility with the business Matching your end to end vision with business goals

from the outsetSri Annaswamy, Principal, Swamy & Associates

When entering Asia for the first time – be it India, China or an SE Asian site – getting to grips with the different cultures, languages and ways of doing business is no mean feat. With so much diversity in the region and a different approach to business transformation, how do you navigate your way to ensure your offshoring venture is a success?

Weighing up cost concerns against the support the core business needs Remaining open minded when it comes to new ways

of working Understanding talent and skills issues in the region

PhilipWoodburn,DirectorFinanceSharedServicesAPAC, Schneider Electric

Whether nearshoring to a new site in Manila, or delivering services from the Phillipines to a business venture in Thailand, different approaches are required and different challenges are faced when it comes to regional Asian strategies:

Identifying the skills and limitations of each area Meeting higher local expectations and raising the

quality bar Developing skills hubs for future delivery goals Balancing cost issues with improved service delivery

Alan Teo General Manager AIA Shared Services

As global companies become more complex and continue to grow in the Asia Pacific region, they are faced with new challenges – from culture to talent; costs to transitions:

Taking a proactive approach to winning business from the core business Revisiting outsourcing options in the light of KPO and

talent issues Understanding how managed services fit into an ever-

growing global strategy Harnessing Analytics as a Service on a multinational

level

GohkimLee,SeniorDirectorSBSFinanceAsiaPacific, Philips Electronics

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SSONeXCeLLeNCeAWArDSACCePTINGAPPLICATIONS:NOW!

AWArDDeADLINe:31jULy2012

Email: [email protected]

SSON’s“excellenceIn”Categoriesforthe2012Excellence Awards:

•ExcellenceinCustomerService

•ExcellenceinCultureCreation

•ExcellenceinPeopleandCommunications

•ExcellenceinValueCreation

•ExcellenceinImprovement&Innovationandbackbypopular demand:

•ThePeople’sChoice:PersonalContributiontotheIndustry Award

17.15 GeOGrAPhICFOOTPrINTTheMeDNeTWOrkINGrOUNDTABLeSBeGIN

SSOs across Asia have many variables when it comes to geographic footprints so this set of roundtable discussions will give you the chance to network and learn from peers who are facing the same geographic and cultural challenges you are:


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08.15 Coffee & registration

09.10 ChAIrMAN’SOPeNINGDAyThree

09.20 INTeLLeCTUALArBITrAGe:ThekNOW-hOWBehINDkNOWLeDGePrOCESS OuTSOurCING

Whereas its predecessor focused more on traditional cost elements, KPO dares to be different. By focusing on outsourcing core and specialist skills, KPO drills down into the fundamental business knowledge and incorporates a far more analytical twist to services. Yet, defying ingrained attitudes that these expert areas should be kept behind business lines is not an easy task. Moreover, when dealing with such vital cogs of the business, how do you ensure your KPO venture is a resounding success?

• Overcoming initial hurdles and winning the trust of senior business leaders • Is captive, hybrid or fully outsourced the best fit for your business? • Choosing the right vendor, location and governance structure for your organisation • Using your current BPO and ITO experience to leverage a better KPO structure • Ensuring you have the relevant skills sets to activate efficient KPO and planning

for the future • Leveraging KPO for extended and continuing competitive advantage

ScottWharton,ManagingDirector,GlobalheadofStrategicSourcing&Procurement Services, Citi

09.50 BANIShINGThe‘BACkOFFICe’:BeCOMINGTheeNGINeOFTrANSFOrMATION

There is much talk in the SS&O community about a less than favourable industry image; challenges when it comes to attracting talent; difficulties in getting the business to view the back office as a strategic value add… Many companies have already recognised the need to wipe the slate clean if they are truly going to succeed in their business transformation missions. Granted, there is no quick fix to the long established front/back office divide but what can you be doing now to start changing the attitudes and perceptions of your seniors, your staff – and indeed yourself – to assist with reengineering the transformation vision and putting operational strategies front and centre when it comes to facilitating business growth and sustainability?

• Scrapping stereotypes surrounding roles and delivery and basing wages and services on the value delivered to the business

• Repositioning the strategic value proposition of transformation with the board through a proactive approach to analytical delivery

• Knocking down the walls between the core business and the ‘back office’ with a revamped communication and partnering approach

• Using ‘phase-out’ strategies to consistently bring the business back to a unified model through labour arbitrage and outsourcing

• Ensuring relevance of offerings and driving the transformation train for long term sustainability

Davidkeen,CeOknowledgeServices,DeutscheBank

Shannon Eisenhardt, Director Global Business Services, P&G

SudhirNagaraj,CeO,VodafoneGroupFinanceSharedServices

10.20 EXCLuSIVE rELEASE: VErTICAL INDuSTrY STrATEGIES IN ShArED SErVICES AND OuTSOurCING (VISSSO)

The first-ever study of industry-specific strategies in shared services and outsourcing, VISSSO captures the current state of shared services and outsourcing, as well as the initiatives organisations are using to capture increased value from their strategies. In addition to reviewing traditional SG&A functions, such as Finance, HR, IT and Procurement, the study looks at the patterns emerging in vertical-specific functions – those processes that are often more integral parts of the business compared to SG&A functions – and how they are being supported. This session will draw out from the data the key themes emerging in SS&O, how the industry continues to develop and where SSOs are heading in the future. This will then be followed by Industry-Specific Roundtable Discussions.

The groups below represent sectors we think may be of interest to you:

BANKING & FINANCIAL SERVICES

RESOURCES & ENERGY

MANUFACTURING & FMCG

PHARMA & HEALTHCARE

TECH, MEDIA & TELECOMS

ENGINEERING, CONSTRUCTION & PROPERTY

PUBLIC SECTOR & HIGHER EDUCATION

RETAIL, GAMING & HOSPITALITY

TRANSPORT & SUPPLY CHAIN


11.00 Morning Coffee


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A:PrOCUreMeNTTrANSFOrMATION B:FINANCeTrANSFOrMATION C:hrTrANSFOrMATION D:ICTTrANSFOrMATION

MOrE ThAN SIMPLY SAVINGS: BALANCING BUDGeTSWIThBUSINeSSUNITNeeDSIn order to win the support of business units, the sourcing and procurement functions can’t simply focus on value for money – customer satisfaction and understanding the needs of the business units are of paramount importance when it comes to a healthy procurement offering.

Balancing business unit needs with savings for true strategic alignment Centralising procurement planning across multiple

business units Introducing a collaborative, service-orientated culture Procurement as a change management instigator Using business liaisons and account managers to build

strong relationships Harnessing automation technology and devising

processes to ensure spend management plan efficiency Working together with the business units to drive innovation Don’t reinvent the wheel – best practices and lessons learned Encouraging working capital optimisation through

advanced supplier analytics

Esther Siu, head of Procurement Asia Pacific, hSBC

EVOLVING INTO A TruE BuSINESS PArTNEr: ALIGNINGFINANCeOPerATIONSWIThSTrATeGy& CuLTurEIn recent years the finance function has moved away from its traditional focus on reducing costs and improving efficiency, increasingly looking towards value creation as its prime goal. SSOs can provide a means to innovate, increase productivity/revenues, and renew top-line growth but before you climb the value chain, it is vital to align with the company culture, vision and values to ensure your finance operations are tailored to the needs of your business:

Creating an agile structure to compliment your geographic footprint Working alongside the business to incorporate their

needs into your end to end vision Involving and enthusing the team with the right values

and business partnering attitudes Dealing with M&A integration issues through solid

change management strategies

ChenThengAik,executiveDirector&CFO, Lafarge Malaysia

INTeGrATINGhrINTOBUSINeSSSTrATeGyFOrSuCCESS IN ThE huMAN AGEWith job roles changing in line with talent requirements and onboarding a new generation of workers, HR in its current state is in grave danger of under-delivering – or worse – becoming irrelevant. Integrating the HR function into the business and upskilling staff to have in depth knowledge of business unit needs is imperative if delivery standards are going to be met:

Ignoring pre-formed job titles in favour of a solution based approach Focusing on people development and progression for

an ongoing source of talent Ensuring HR is structured for innovation and

adaptability to meet today’s and tomorrow’s needs Liberating your leadership and mobilising talent across

multiple jurisdictions

Vinoo Thammaya, hr Director, honeywell

ThereIMAGINeDITVISION:SOLIDIFyINGIT’SVALuE PrOPOSITION TO ThE BuSINESS The days of corporate IT departments simply maintaining desktops are well and truly over. We have entered an age where IT is pivotal to business planning, productivity and profit. As such, IT must now re-engineer the traditional ways in which the function operates in order to deliver innovative business solutions and directly contribute to the business' success. Considerations such as risk management, governance and ticking ROI time bombs weigh ever heavier on CIOs minds. Add to this a new generation of Bring Your Own Technology (BYOT), a myriad of e-business strategies and more data than you can shake an infrared stick at and a once clear vision suddenly becomes pixelated. So how do you continually advance your technology department for business innovation? How should IT improve internal working relationships to positively influence the success of IT Service Delivery? It’s time to revitalise and reinvigorate IT’s offering to the core business.

Pradeep Bhanotha, Chief Operating Officer, Barclays Technology Centre

12.00 ChANGE OVEr

SUPPLIerSAFeTy:USINGPrOCUreMeNTFOrIMPrOVeDBUSINeSSCONTINUITy&rISkMANAGEMENTWith natural disasters plaguing modern day life, it is no secret to businesses that back up plans are a key concern. But how does procurement fit into the equation? By instigating a risk-proofed strategy when it comes to sourcing suppliers and back up suppliers, procurement can play an invaluable role in ensuring that, should there be a glitch in the supply chain, operations can continue as close to normal as possible:

Integrating a risk based framework into procurement transformation projects Maintaining cash flow in tough times through a multi-

pronged sourcing strategy Stress testing business continuity plans using the SSO Harnessing social media for an extended reach

TrANSFOrMINGyOUrMANAGeMeNTrePOrTINGFUNCTIONTODrIVeCOMPeTITIVeADVANTAGeToday’s Finance SSOs must look beyond the obvious efficiency drivers and view the function as a continuum of processes that culminate in reporting – be that regulatory, management or analytics.Having a clear strategy of understanding and enhancing Finance process maturity is

key to delivering that success:

Building on process maturity and creating an optimal service delivery model to support decision making and risk analysis Documenting procedures and processes to feed vital

information back to the business Designing and calibrating your operating model Setting goals against the model and driving excellence Cutting through the jargon and getting tactical in

measuring the maturity of processes Achieving enhanced financial reporting and compliance

and risk mitigation Optimising working capital and achieving greater

transparency and control

robertLove,FinanceDirector-APAC&eMeA,TraxTechnologies

MAkINGTheMOVe:MIGrATINGTOAMULTI-CeNTrehrMODeLFOrTrUeBUSINeSSALIGNMENT Creating an onshore/offshore hybrid model which fits both transactional and strategic business needs is a paramount consideration for many HR SSOs:

Shifting transactional processes to the right centre within a limited time frame

Setting up a local strategic HR team for true business partnering

Advice on key aspects of implementation and the pitfalls to avoid

Setting up and tracking KPIs, SLAs and OLAs between the HR SSC and stakeholders

Deploying portal migration and self-service tools across the HR SSO

Finding the right people both onshore and offshore to maintain high levels of service

Overcoming process inconsistencies and bedding down the new structure

Looking to the future: the next wave of value

MartinAppel,SVPhrServices-AsiaPacific,BankofAmerica Merrill Lynch

SeeINGThrOUGhTheFOG:eXPLOrINGDIFFereNTTyPeSOFITOUTSOUrCINGOutsourcing has become so engrained in IT processes that 65% of businesses now do it for some aspect of their business, according to an annual survey of IT budgets and technology trends by the Society of Information Management (SIM). But with so many types of IT outsourcing available (from Platform Services to Tie & Run; Best of Breed to In-Tech Augmentation), it is often difficult for SSOs to establish which structure will not only deliver the best ROI, but will allow the flexibility required for the systems to grow with the needs of the business. We drill down into the various models used as well as ensure you walk away knowing that you will ask the right questions for your needs looking from both within the business itself as well as the SSO and drill down into the collaboration debate.

Shiva Berbarta, Vice President ITO, Morgan Stanley

12.35 ChANGE OVEr

11.15 FUNCTIONTheMeDSTreAMeDSeSSIONSBeGIN

Despite the need for cross-functional learning, it is still important to stay ahead of the curve within your own functional transformation areas.

As such, we once again bring you functional streaming to ensure you can deal with your immediate issues and receive tangible takeaways:


16

12.40 WhAT’SyOUrBrANDIDeNTITy?IMPrOVINGyOUrSSO'SINTerNAL&eXTerNALIMAGeFOrIMPrOVeDhIrINGANDBUSINeSSBUyIN

Spin, branding, advertising, image control. Just because shared services focuses on the back office, doesn’t mean we should neglect these front facing mainstays of 21st century life! Innovation, progression and success in the all-important task of talent acquisition all relate to the way we position both our own SSOs and our industry as a whole. If shared services are going to win the best people, win the support of business units, or win political support, we must revamp our positioning on the industry stage. We put a panel of industry executives to the test, with each executive coming up with a uniquely angled pitch for their SSO. Who can steal the show for their SSO? With the expert advice of a leading advertising and PR executives, you decide!

MathiasvonBescherer,Director,BusinessOperations-APACOperationsCentre, Microsoft


13.10 ASkTheeXPerTS:LINkINGSOCIALMeDIATOBUSINeSSSTrATeGy

With over 16.5 million members across Asia and with India being second only to the US when it comes to Linked In usage, the figures speak for themselves. Yet, although people talk about the social media revolution, few really know how to integrate it into their businesses and truly realise the benefits it can bring. So we thought we would ask the experts! Linked In take to the stage to talk about the benefits of being a hi-tech, agile business and how to utilise the company's own offering to drive a ferocious growth strategy and competitive advantage.

Simonkelly,Director,LinkedIn

13.40 SSON’SBIGIDeA NUMBerFIVe…

'WhyShOULDANyONeBeLeDByyOU?'

14.00 TheWINNerTAkeSITALLPrIzeGIVeAWAy

Mountains of prizes to give away to conference delegates – make sure you stick around for your chance to win!

AwardPrizeGiving:NatalieWilliams,ProgrammeDirectorAPAC,SSON

14.15 Chairman’sCloseofConference&BuffetLunch

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Stay in the loop with SSO Week's Download Centre...Regular interviews, podcasts, whitepapers and much more, from industry game changers and thought leaders (including our speakers) all year round:

www.ssweekasia.com/download

SSONBringsyou‘TheBigIdeas’…5 unconventional, inspirational, game changing ideas from the world of business and leadership.We get it. You want something more.

More than metrics. More than cost-saving exercises. More than the latest techniques for value through Shared Services…

There’s a reason everyone loves sneaking a glance at the World Economic Forum and TED.com event programmemes. We all do it. And it’s not because we all have a burning desire to understand what new widget is on the market and how much smaller and clever it is than the last one. Nor is it really about how we’re going to achieve world peace before the planet self-implodes...

It’s about feeling inspired. It’s about stepping back for your day job for a few precious minutes and connecting with someone and their story or view. Their real-life perception or experience of a challenge they faced and how they solved it. These are the life-lessons you’ll remember. The eye-openers that make you look at life differently. These are the stories you’ll take home and tell your spouse. And you won’t need to take notes because you’ll remember without having to try.

These are SSON’s 5 big ideas for 2012… and we’ve brought them to you from all walks of life and corners of the globe to help you stop and think about things differently next time you face a problem in the workplace. We hope you enjoy. We hope you’re inspired. We all deserve to feel that from time to time.


1717

Associate Lead Partner

www.ibm.com

Today, about 400,000 IBM employees around the world invent, integrate and

operate software, hardware and services to help forward-thinking enterprises, institutions and people succeed in building a smarter planet.

One of IBM's fastest growing business lines is Global Process Services (GPS). Through GPS, IBM is defining the next-generation of Business Process Outsourcing, with a focus on innovating your business processes to help differentiate your enterprise. IBM has solutions spanning across Customer Relationship Management, Finance & Administration, Human Resources and Supply Chain Management plus additional industry-specific solutions such as Banking Back Office.

www.deloitte.com

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/sg/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s approximately 182,000 professionals are committed to becoming the standard of excellence.

About Deloitte Southeast Asia

Deloitte Southeast Asia Ltd - a member firm of Deloitte Touche Tohmatsu Limited comprising Deloitte practices operating in Brunei, Guam, Indonesia, Malaysia, Philippines, Singapore, Thailand and Vietnam—was established to deliver measurable value to the particular demands of increasingly intra-regional and fast growing companies and enterprises.

Comprising over 230 partners and 5,300 professionals in 22 office locations, the subsidiaries and affiliates of Deloitte Southeast Asia Ltd combine their technical expertise and deep industry knowledge to deliver consistent high quality services to companies in the region.

All services are provided through the individual country practices, their subsidiaries and affiliates which are separate and independent legal entities.

www.tmf-group.com

TMF Group helps companies succeed globally. Our accounting, corporate

secretarial and HR & payroll professionals, in over 75 countries, enable clients to reduce the risks and pain of doing business abroad, control costs by taking over the back office administration of their foreign companies and simplify operations with a single point-of-contact, giving clients complete control and visibility. TMF is a world leader in this – we have over 30,000 corporate clients, including over 50% of Fortune 500 and FTSE 250 companies.

TMF spans 17 countries across Asia Pacific, offering you a complete suite of private and corporate services to meet your personal and business needs, including private client services, corporate services, international incorporations and fund services.

Lead Country Partner

www.outsourcingmalaysia.com.my

Outsourcing Malaysia (OM), an initiative of the Malaysian outsourcing industry

and a chapter of PIKOM, the country’s National ICT Association, is envisioned to promote and develop Malaysia’s outsourcing services industry as a global hub for high-value sourcing.

With the support from its founding partner the Multimedia Development Corporation (MDec), and spearheaded by a group of senior industry leaders from the global services industry, OM focuses on enabling both buyers and providers to work together on addressing service needs within the aegis of global best practices and competencies. We represent the Malaysian outsourcing providers and aims to collectively build a vibrant and strong industry through collaboration and partnership.

www.mscmalaysia.my

MSC Malaysia is the national Information and Communication Technology (ICT)

initiative spearheaded by the Malaysian Government to develop and promote the ICT industry. A test-bed for the global ICT industry, MSC Malaysia provides a conducive enabling environment designed to facilitate companies to harness their full potential. With its ideal business environment coupled with availability of talent resources, MSC Malaysia has attracted participation from major global ICT companies to develop and host their leading-edge technologies in the designated MSC Malaysia Cybercities.

SPONSOrS


Associate Partner

www.kpmg.com.sg

KPMG in Singapore is part of a global network of professional services firms providing Audit, Tax and Advisory services. We respond to the business challenges our clients face utilising local and industry knowledge, complemented by a global perspective. Our professionals work closely with our clients, providing expertise and insight which cut through the complexities surrounding the challenges they face and offering them clear, practical solutions.

The KPMG Sourcing and Shared Services team assists organisations in managing the risks associated with outsourcing business processes. Our goal is to help clients manage cost by identifying business activities which should be outsourced and evaluating third party vendors which may be suitable. Advisory services offered include business process sourcing, shared services and sourcing strategy and transition management.

Featured Exhibit Partner

www.oracle.com/Cloud_Computing

Why Oracle? The Cloud Services Leader

Premier Cloud Services for Oracle Software and Hardware

•OracleCloudServicesdelivers superior ownership experience to more than 600 customers by enabling over 5.5 million end users to increase their productivity and gain competitive advantage.

•OracleCloudServicesandGrupo Posadas are the winners of the Outsourcing Excellence Award for Best Impact

•OracleCloudServices(neeOn Demand) was recognised as a Global 8 Leading Vendor for Shared Services

Lower, Predictable Cost•Payforwhatyouuse•GlobalSourcingModeltoOptimiseCost•ReduceComplexity,AvoidCapitalExpense

Reduced Risk•AccesstounmatchedOracleExpertise•ProvenBestPracticesandAutomation•Security,Auditing,Governance,Standards

Accelerated Business Value•GetUpandRunningFaster•RunMostCurrentSoftware•AccessExtendedValueAddServices

Scalability and Choice•ChoiceofDeploymentModels•ScalableandProvenCloudInfrastructure•IntegrationPlatform

Exhibit Partners

www.basware.sg

Basware is the global leader in purchase-to-pay solutions and enables more than one million users in over 60 countries to automate and streamline their financial processes. The Basware Open Network for e-invoice and purchase message transactions today connects more than 320,000 companies globally.

Basware solutions and services significantly reduce the cost of buying, selling and paying for goods and services, while greatly increasing visibility and control of the entire spending process.

The solutions are distributed and implemented, either on site or as a service, in Europe, the US, and Asia-Pacific through an extensive network of Basware offices and business partners.

www.kofax.com

Kofax is the leading provider of document driven business process automation solutions. For more than 20 years, Kofax has provided award winning solutions that streamline the flow of information throughout an organization by managing the capture, transformation and exchange of business critical information arising in paper, fax and electronic formats in a more accurate, timely and cost effective manner. These solutions provide a rapid return on investment to thousands of customers in financial services, government, business process outsourcing, healthcare, supply chain and other markets. Kofax delivers these solutions through its own sales and service organizations, and a global network of more than 1000 authorized blurbs in more than 60 countries throughout the Americas, EMEA and Asia - Pacific. For more information please visit www.kofax.com

www.accountstaff.com.sg

AccountStaff specialises in providing finance and accounting-

related support services. It is the sister company of RSM Chio Lim LLP – a member of RSM International, the 6th largest global accounting and consulting group. We have been providing managed services since 1997 for high volume process driven finance / accounting assignments such as:

•Billingoperations• Localandoverseastravellingclaimsprocessing•Accountsreceivablemanagement•Accountspayablemanagement•Overallbusinessfinanceprocesses

We have a pool of qualified staff of different levels, who are assigned to clients' premises to perform various levels of administrative, finance and accounting work on a contract basis. Our clientele includes Fortune 500 companies and MNCs in various industries such as telecommunications, pharmaceuticals and manufacturing. We also serve a number of government bodies and statutory boards.

Other services include:

• Investigationintoslow-movingstocks;independentstock count & reconciliation

•Fixedassetreviewandmanagement•AccountsReceivableReview• Clearanceofaccountingbacklogand'messy'

accounts• Reconstructionofaccountsfromincomplete

records

1818

SPONSOrS


1919

GVPrasad,executiveVicePresident-Insurance SBu, AXA Business Services

Number of centres and seats to date: 4 centres across 2 cities in India. Nearly 3000 seats.

Most improved metric in your SSO: Quality of processes

Proudest career achievement: Implementing the Center of Excellence framework in AXA BS and inclusion in AXA BS Board

Biggestpriority/goal/focusfor2012:To increase the “Value from Off shoring” that AXA entities derive from AXA BS

Favouritepearlofsharedserviceswisdom: Move away from conventional SLAs and focus on impact that Shared Services has on Business drivers. Good SLA delivery alone may not necessarily lead to a highly satisfied customer.


ForGBSonly:Numberofcountries:134 / number of sites: 120+ / nr of Employees: 3000 + outsourced: 700 (GBS) --these numbers don't include the FTEs that GE businesses have directly outsourced (this nr is close to 14000 FTEs)Most improved metric will be ratio of captive FTEs vs Outsourced - this number is decreasing I.e. We are outsourcing more instead of keeping it in the captives.

Proudest achievement: Design of MEA SSC which included setting up remote sites, captives (in form of hubs) and outsource (to Genpact). Involved strategy, IT/ERP, HR, finance, facilities, compliance, etc.Support multiple business ERPs like SAP, Oracle, BAAN, AS 400. GBS internal platforms are Oracle and Navision (MS dynamics)2012: standardize key processes across the globe2012: Standardize global service delivery model of Spoke-Hub-BPO

Pearl of wisdom: - Senior leadership shouldn't second guess. Once the program

starts, strategy can be fine tuned but can't be questioned- annual appraisal of the whole organisation needs to be formally

attached and measured with the success of SSC/BPO- last and most important, GET EXPERTs and if possible, external

experts. Don't assume that any project or finance manager can run these initiatives. Also, external parties are unbiased and have no strings attached. Internal people often get arm twisted in various forms.

robert Ash, Director of Asia Pacific Shared Service Centre, Merck

Number of centres and seats to date: Merck globally has 3 hubs (Singapore, Dublin and Charlotte). Within APJ we also have satellite centres in China and Japan. APJ headcount is appx 160 across the multifunction shared services. (445 if you include our BPO)

Most improved metric in your SSO: Processing Cost per Invoice

Proudest career achievement: Established the original shared service centre which Merck used to build its capabilities out further

Current ErP Platform: SAP

Biggestpriority/goal/focusfor2012: Stabilise our outsourced PtP work and prepare for future transitions RtR/OtC

Favouritepearlofsharedserviceswisdom: When implementing Shared Services, get used to hearing "Yes, but we're different!"

Edward Chui, head of Operations, China Construction Bank

Number of centres and seats to date: Edward was the chief negotiator for two banks in Hong Kong. He had in-depth experience to negotiate contract with two leading US IT vendors in the last 10 years, mainly related to data centre, system development, daily operations and help desk outsourcing.

Most improved metric in your SSO: Critical operations error

Proudest career achievement: Achieved over 15% or more savings for the bank while providing additional value added banking and IT services to the bank.

Biggestpriority/goal/focusfor2012:Assist the bank to create a scalable banking platform to capture the growing opportunity in HK and China, especially the cross border transaction..

Favouritepearlofsharedserviceswisdom: You have to own, love and work together with the management and working teams of your outsourced service provider in order to make the operating model successful.

Jocelyn Nguyen, General Manager, Global Shared Services, International SOS

Number of centres and seats to date: 2 centers - Singapore with 100 HC, Prague with 100 HC

Most improved metric in your SSO: turnover rate, from >50% to <15%

Proudest career achievement: launch and stabilization of Global Shared Services over past 2 years

Current ErP Platform: best of breed approach, integrating various applications

Biggestpriority/goal/focusfor2012: increasing scope by expanding to functions outside of Finance and IT, to reach SSC breakeven within coming 3 years

Favouritepearlofsharedserviceswisdom: They must often change, who would be constant in happiness or wisdom. ~Confucius

robert Love, FinanceDirector-APAC&eMeA, Trax Technologies

Number of centres and seats to date: Prior to my current role, 3 shared service centres, covering an international drinks business (80 seats); a UK health board (45 seats) and a UK subsidiary of a global document management organisation (47 seats), in addition was responsible for the development of an outbound call centre for a UK utility company from a brownfield site (100 seats + 20 seat training facility)

Most improved metric in your SSO: DSO resulting from much work on matching client contract details to our main BPO engine and billing system combined with a closer liaison between the AR function, account management team and customer.

Proudest career achievement: When we ran the first outbound marketing campaign through the newly created call centre for ScottishPower.

Current ErP Platform: NetSuite a cloud based US, SaaS product.

Biggestpriority/goal/focusfor2012: Defining the most appropriate reporting metrics, on which to measure the performance of all operational and support activities under our new organisation structure.

Favouritepearlofsharedserviceswisdom: Murphy was an optimist.

SPeAkerMeTrICS


2020

PhilipWoodburn,DirectorFinanceShared Services APAC, Schneider Electric

Number of centres and seats to date: We have 3 APAC centers with more than 400 employees.

Most improved metric in your SSO: On-time invoice processing.

Proudest career achievement: Keeping our business profitable during crisis periods in Indonesia and Turkey

Current ErP Platform: Both SAP and Oracle

Biggestpriority/goal/focusfor2012: Improve Customer Service level

Favouritepearlofsharedserviceswisdom: Great Companies tell you how they use Customer feedback (quote from Harvard Business Review)

GohkimLee,SeniorDirectorSBSFinanceAsiaPacific, Philips Electronics

Number of centres and seats to date: Captive Front Office in 15 countries with 380 FTE + outsourced BPO in 2 locations (India and China)

Most improved metric in your SSO: Customer Satisfaction of 8.2/10.0

Proudest career achievement: Regarded as “Role Model” in Leadership Skills.

Current ErP Platform: SAP

Biggestpriority/goal/focusfor2012: Increase level of outsourcing and setting up Center of Expertise hubs.

Favouritepearlofsharedserviceswisdom:People is our greatest asset!

Alan Teo, General Manager, AIA Shared Services

Number of centres and seats to date: Currently AIA Group has one main BPO center, which is KL, and depending on the processes we support between 5 to all 13 countries within the Group.

We are still growing and our estimate is to reach 1600 by 2015, set up in 2010, we are just under halfway there now

Most improved metric in your SSO: Quality and Turnaround Time SLA, is the major focus, and attainment for both are in the high 90’s for both. Some processes have achieve improvement exceed 10 folds

Proudest career achievement: Hopefully soon, to master full understanding of the Gen Ys

Current ErP Platform: We have different systems in place, mostly driven by the processes, such as SAP for Finance to Magnum for Straight through Processing (Insurance)

Biggestpriority/goal/focusfor2012: People People People

kayzadhiramanek,SeniorVicePresident-CentralOperations & Shared Services, ICICI Prudential Life Insurance

Number of centres and seats to date: 1 centre, 8 vendor locations across 3 cities in India

Most improved metric in your SSO: As domains are diverse, I will name 1 each across – employee settlements within 10 days of exit(HR Ops), adherence to statutory outsourcing norms (vendor ops)- 100% activity listinig & compliance, adherence to statutory payout timelines(policy benefits)- 95% plus within 10 days, zero non compliance on tax filing (taxation ops)- 100% liability filed as per monthly schedule

Proudest career achievement: Shared services has taken over core ops…it is rare to have a support function take over core ops in any large orgn

Current ErP Platform: Peoplesoft & SAP

Biggestpriority/goal/focusfor2012: “Process led, technology enabled operations”

Favouritepearlofsharedserviceswisdom: “ Go Beyond!”

Anil Bhavnani, DirectorBPO-IndiaSiteLeader, Pfizer

Number of centres and seats to date: BPO - 4 Centres and 500 Seats

Most improved metric in your SSO: Paid on Time Metric

Proudest career achievement: Transitioned the First Finance & Accounting Outsourcing (FAO) Process at GE Capital - US to India - way back in 1998

Current ErP Platform: SAP – Oracle and Legacy system (Computron) – Long term IT Strategy is to move to SAP Globally.

Biggestpriority/goal/focusfor2012: Improve and Standardize Global Metrics as we move to a single ERP

Favouritepearlofsharedserviceswisdom: “There is always some thing new to learn in shared services every day – the day you feel you know every thing – your SS journey is over!”

AjaykumarDhir,executiveDirectorand Group CIO, Lanco InfratechNumber of centres and seats to date: 02, 250

Most improved metric in your SSO: On time response, 99.9% customer satisfaction

Proudest career achievement: Building a team and instilling a sense of pride and achievement in them

Current ErP Platform: SAP ECC 6.0

Biggestpriority/goal/focusfor2012: Take this SSO to global heights

Favouritepearlofsharedserviceswisdom: IT is all about People, Process and Technology !

SPeAkerMeTrICS


DELEGATE DETAiLS

PAymENT DETAiLS

15th Annual Asian

RegisteR me for the 15th Annual Asian Shared Services &OutsourcingWeek

NOTE: *SSON Member Offer not to be used in conjunction with any other discount offers **Prices above exclude 7% Singapore GST (Singapore companies please add prevailing GST). ***Price includes Welcome Reception + Networking BBQ. ALL OFFERS ABOVE BASED ON STANDARD PRICE ONLY.

IQPC CANCeLLATION, POSTPONeMeNT AND SUBSTITUTION POLICy • You may substitute delegates at any time byprovidingreasonableadvancenoticeto IQPC.•Foranycancellationsreceived inwritingnot lessthaneight (8)dayspriortotheconference, you will receive a 90% credit to be used at another IQPC conference which must occur within one year from the date of issuance of such credit. An administration fee of 10% of the contract fee will be retained by IQPC for all permitted cancellations. Nocreditwillbeissuedforanycancellationsoccurringwithinseven(7)days(inclusive)oftheconference.•IntheeventthatIQPCpostpones an event for any reason and the delegate is unable or unwilling to attend in on the rescheduled date, you will receive a credit for 100% of the contract fee paid. You may use this credit for another IQPC event to be mutually agreed with IQPC, which mustoccurwithinoneyearfromthedateofpostponement.•Exceptasspecifiedabove,nocreditswillbeissuedforcancellations.Therearenorefundsgivenunderanycircumstances.•IQPCisnotresponsibleforanylossordamageasaresultofasubstitution,alteration or cancellation/postponement of an event. IQPC shall assume no liability whatsoever in the event this conference is cancelled, rescheduled or postponed due to a fortuitous event, Act of God, unforeseen occurrence or any other event that renders performance of this conference impracticable, illegal or impossible. For purposes of this clause, a fortuitous event shall include, but notbe limitedto:war, fire, laborstrike,extremeweatherorotheremergency.•Pleasenotethatwhilespeakersandtopicswereconfirmed at the time of publishing, circumstances beyond the control of the organizers may necessitate substitutions, alterations or cancellations of the speakers and/or topics. As such, IQPC reserves the right to alter or modify the advertised speakers and/or topics if necessary without any liability to you whatsoever. Any substitutions or alterations will be updated on our web page as soon as possible. DISCOuNTS: All ‘Early Bird’ Discounts require payment at time of registration and before the cut-off date in order to receiveanydiscount.AnydiscountsofferedwhetherbyIQPC(includingteamdiscounts)mustalsorequirepaymentatthetimeofregistration. All discount offers cannot be combined with any other offer. YOur DETAILS:[email protected] and inform them of any incorrect details which will be amended accordingly. DATA PrOTECTION: Personal data is gathered in accordance with the Data Protection Act 1984. Your data may be passed to other companies who wish to communicate with you offers related to your business activities. If you do not wish to receive these offers, please tick the box below. Please do not pass my information to any third party. PAYMENT TErMS: Registrations receivedwithout immediatepaymentorcredit card details will incur a processing fee of SGD$99 per registration. Payment is due in full upon receipt of invoice. Full payment prior to the event is mandatory for attendance.

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IQPC recognises the value of learning in teams. Group bookings at the same time from the same company receive these discounts: 3 or more 7% 5 or more 10% 8 or more 15%This offer is exclusive of the early bird discount. Call us for a special discount rate for teams of 10 and above(Not applicable to workshop/site tour only bookings).

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accommoDation The Lido Group are the official booking agent for the 15th Annual Asian Shared Services and Outsourcing Week. The Lido Group have negotiated event rates at a range of hotels for all attendees of this event.To take advantage of these rates & book direct on the website, please go to www.ssweekasia.com and click on the Venue & Accommodation page.

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