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Be inspiredNew perspectives on service deliveryAnnual Shared Services and Business Process Outsourcing Conference

Intercontinental Hotel, Budapest25-26 September 2013

www.deloitte.co.uk/beinspired



www.deloitte.co.uk/beinspired

Push the boundaries and build a platform for growth.



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WelcomeYour invitation to the Annual Shared Services and Business Process Outsourcing (BPO) Conference 2013, Budapest

Dear Colleague,

Change is upon us. Shared services and outsourcing are tried and tested models for improving service delivery and reducing costs – but leading edge organisations are now looking for more.

This desire to push the model further is fuelling real changes in the market. Innovative companies are looking and thinking creatively – which in this context means beyond the realms of transactional finance into areas of significant added value, as well as across other non-finance functions. This year’s Annual Shared Services and BPO Conference will provide you with the opportunity to gain valuable insight from organisations who are moving the market forward on topics such as:

• Making the shift from single function shared services to global business services.

• Discovering how end-to-end process ownership can really make a difference to what you can deliver.

• Pushing boundaries with analytics.• Drastically reducing the need for local finance, and

how to turn what’s left into a value-adding business partnering function.

• Breaking the mould with shared services in emerging markets.

• Creating innovative partnerships with BPO providers.

To reflect this accelerated pace of change, we are bringing you a fantastic line up of speakers consisting of Global and European leaders from the following companies: AIG, Avis Budget Group EMEA, British Telecom, BP, Celanese, Coloplast, HP, Diageo,

ITV plc, JT International, Kimberly-Clark, Morgan Stanley, Oracle, Pearson, Philips, Pfizer, PANDORA, Rolls-Royce, Schneider Electric, Shell, Siemens, Sourcing Change, Systemax EMEA Technology Group Limited, Veolia Environmental Services, & Vodafone. These speakers will provide you with new perspectives on how to transform your own organisation, with the intention of inspiring you to think differently.

About the conferenceOver the last 15 years, Deloitte’s conference has built up a reputation for being the leading event of its kind in Europe and this year is shaping up to be our best event to date. It is a “must attend” event for CFOs, Financial Controllers, Shared Service Heads, BPO Contract Managers, CIOs and HR Leaders.

Whether you are from a mature shared services organisation, have already outsourced or are just starting out, our conference speakers will be sure to inspire you with new and different perspectives on service delivery.

The conference is free of charge to invited delegates (excluding flights and accommodation) and has traditionally sold out within a matter of weeks, so early registration is strongly advised to avoid disappointment.

Register your place today at: www.deloitte.co.uk/beinspired

Recognising the emergence of the global business services (GBS) trend and the growth of shared services in functions other than finance, this year for the first time, we are including topics and content which are relevant to HR leaders. Look out for the symbol below to identify sessions which include HR-specific content.

Peter MollerEuropean Shared Services Practice Lead, Deloitte

Vazul Toth Shared Services Lead, Deloitte, Hungary

HITA We are pleased to be working with the Hungarian Investment and Trade Agency on the planning for this year’s conference. HITA will be participating in the event to provide information and support to companies established in or wishing to move to Hungary.



2 www.deloitte.co.uk/beinspired

Conference PlannerDay 1 – Wednesday 25 September

08.55 Welcome and introduction to current market trendsPeter Moller & Alastair Teare, Deloitte

09.40 Plenary 1: Transitioning to global business services (GBS) – the next big thing?Michel de Zeeuw, CEO Global Shared Services, Siemens

10:15 Plenary 2: What needs to change in order for your shared services or global business services (GBS) to be regarded as a high performing asset that delivers value with best-in-class cost to serve models?Philip Whelan, Global Head of GBS Strategy, BP

10:50 Coffee and networking

11:20 Focus sessions (45 minutes)

1. Shared services in mid-sized multinational enterprises: Building a platform for growth and a “one company” culture Robert Schneyder, Head of Shared Services, PANDORA EMEA; & Claus Thorne Madsen, Deloitte

2. Is analytics the Holy Grail? Sharjeel Suleman, Group Financial Controller, ITV plc; Paul Albert & Gareth James, Deloitte

3. Moving up the value chain – bringing audit coordination and statutory reporting into shared services Jonathan Lyons, Order to Cash (OTC) Director, Shared Services Operations Europe, Pfizer; & Michael Regan, Deloitte

4. The art of the possible for shared services – how to streamline your local finance organisation Denes Lang, Record to Report Director, Diageo; & Vazul Toth, Deloitte

5. Building an organisation capability strategy which is future proof Kitti Dobi, HR Director, BP

12:05 Lunch and networking

13:00 Site visits (approximately 60 minutes + travel time)

Option 1: Vodafone’s European multi-function shared service centreStefan Delater, CEO, Vodafone Operations Centre Hungary

Option 2: BP’s global business services (GBS) organisation/Budapest centre of excellence (CoE)Jamie Anderson, Head of Business Services Centre Europe, BP

The conference planner is designed to provide you with an overview of the conference agenda. Use it to navigate quickly and easily through the programme and to select the sessions that meet your information needs.

For more detailed information on the conference programme, please turn to pages 6 – 23.



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13:30 Tools and methodologies sessions (75 minutes)

1. Shared services from feasibility through to implementation Tibor Nagy, CFO, Budapest Accounting Centre, AIG; & Jeppe Larsen, Deloitte

2. Unlocking value through a global process ownership model Facilitated by Luk Kelles, Deloitte Panel: Colin Glynn, Global Head of Finance Shared Services Centres, Rolls-Royce; & George Connell, VP Strategy and Glasgow Centre Finance Lead – Finance Operations, Shell

3. Locating your shared services organisation – how innovative should you be? Facilitated by Elias van Herwaarden & Frederik de Witte, Deloitte Panel: Wojtek Faszczewski, Managing Director, Coloplast Finance Europe; Sheila Welch, Global Head of Workforce Strategy, Morgan Stanley; Stephane Haesaert, VP EMEA Finance Shared Services, Schneider Electric; & Sandy Price, General Manager, Systemax

4. Reducing cost, enhancing control and compliance, plus the tools and technologies that can enable this Navaid Hasan & Gareth James, Deloitte

5. Delivering value from your portal and tier 0 strategy Nico Orie, Senior Director People Services, Philips; & Henry Victor, Deloitte

Discussion forums (75 minutes)These sessions will run concurrently with tools and methodologies sessions and the site visits

1. Evaluating shared services versus outsourcing

2. Building a global business services business case

3. Continuous improvement

4. Analytics and the role of shared services

5. Workforce planning


15:15 Plenary 4: Shared services sources of value – the changing landscapeMike Sinclair, Vice President Shell Business Service Centre, Shell

15:50 Shared services to global business services (GBS) – what’s the first logical step?Blane Peery, Vice President Global Business Services, Celanese

16:35 Panel: What additional benefits, over and above standalone shared services and outsourcing can global business services (GBS) offer?Facilitated by Peter Moller, DeloittePanel: Philip Whelan, Global Head of GBS Strategy, BP; Blane Peery, Vice President Global Business Services, Celanese; Mike Sinclair, Vice President Shell Business Service Centre, Shell; & Michel de Zeeuw, CEO Global Shared Services, Siemens

17:15 Plenary 5: Raising the bar – shared services, value creation & business finance optimisationMark Pickett, VP Finance – EMEA Hardware, Oracle

17:50 Close of day 1

19:00 Coaches depart for evening event from preferred conference hotels


Conference PlannerDay 2 – Thursday 26 September

09.00 Plenary 6: Using a business process outsourcing (BPO) relationship to move up the value chain Simone Noordegraaf, Global Head of Finance Operations, Philips

09.35 Panel: If my business process outsourcing (BPO) dashboard is green, why am I seeing red?Facilitated by Deborah Kops, CEO and Founder, Sourcing ChangePanel: Punit Bhatia, Deloitte; Dave Brown, EMEA Leader, Finance and Accounting Procurement, HR & Payroll Services, HP; Shelia Welch, Global Head of Workforce Strategy, Morgan Stanley; John Ashworth, Global Head of Finance Transformation, Pearson plc; & Simone Noordegraaf, Global Head of Finance Operations, Philips

10:05 Plenary 7: The art of transformation at Avis Budget Group Business Support Centre, EMEAPéter Villányi, Managing Director, Business Support Centre, Avis Budget Group EMEA


10:55 Site visits (approximately 60 minutes + travel time)

Option 1: Vodafone’s European multi-function shared service centreStefan Delater, CEO, Vodafone Operations Centre Hungary

Option 2: BP’s global business services (GBS) organisation/Budapest centre of excellence (CoE)Jamie Anderson, Head of Business Services Centre Europe, BP

11.10 Tools and methodologies sessions (75 minutes)

1. Designing and building a multi-function global business services (GBS) organisation Sandy Price, Executive Vice President Business Operations, Systemax EMEA Technology Group Limited; Nick Prangnell, Aaron Alburey, & Mark Craddock, Deloitte

2. Introducing innovation to the business process outsourcing (BPO) sourcing lifecycle and beyond Liz Ditchburn, Relationship Leader, Kimberly-Clark; Mandeep Gill & Punit Bhatia, Deloitte

3. Continuous improvement end-to-end – who dares wins Geoff Gibbons, Deloitte

4. Reducing reliance on a retained finance organisation – what benefits and opportunities does this create for shared services? Dorthe Keilberg, Deloitte

5. Developing a successful scorecard for HR shared services utilising analytics Simon Haines & Aaron Alburey, Deloitte



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Discussion forums (75 minutes)These sessions will run concurrently with tools and methodologies sessions and the site visits

1. Talent management

2. Managing risks and controls using automation

3. Focus on credit management (Led by – Veolia Environmental Services UK Plc)

4. Winning BPO relationships

5. HR shared services optimisation

12:35 Lunch and networking

13:50 Focus sessions (45 minutes)

1. Managing change, politics and stakeholders in an environment which is resistant to the shared services concept Jamie Davies, Finance Transformation Business Adoption Lead, BT

2. Shared services in emerging markets – treading a new path Mattijs Backx, Vice President Global Business Service Centres, JT International; & Elias van Herwaarden, Deloitte

3. How to successfully include tax activities within your shared services organisation Nándor Mákos, Director of Financial Controlling & Peadar Andrews, Head of Rest of World Tax, Diageo; Pippa Booth & James Tooley, Deloitte

4. What kind of shared services leader are you? Four career pathways for shared services high flyers Deborah Kops, CEO and Founder, Sourcing Change

5. Business partnering – moving finance out of the shadows and into the spotlight Facilitated by Carolyn Mackey & Charlie Wanbon, Deloitte Panel: Bea Juvancz, Executive Director, Morgan Stanley/Finance; Justin Wallen, Head of European Decision Support CoE, Pfizer; Colin Glynn, Global Head of Finance Service Centres, Rolls-Royce plc; & George Connell, VP Strategy and Glasgow Centre Finance Lead – Finance Operations, Shell


15:05 Plenary 8: ERP mobility strategy – lessons learned from global ERP implementationsNiall O’Sullivan, Finance Operations Director, Vodafone

15:40 Plenary 9: How shared services can deliver significant business benefits in emerging marketsMattijs Backx, Vice President Global Business Service Centres, JT International

16:15 Close of conference and transportation to airport




Detailed AgendaDay 1 – Wednesday 25 September

08.55 Welcome and introduction to current market trends Peter Moller & Alastair Teare, Deloitte

09.40 Plenary 1: Transitioning to global business services (GBS) – the next big thing? Siemens launched its shared services organisation in 2006 and by the end of 2009 it had rapidly grown to a 4000 FTE-strong organisation. Despite building up a high level of capability, it was clear that the organisation would need to evolve to generate synergies across functions and to continue to expand. Fast forward another three years and Siemens is one of the few organisations which has transformed its global shared services (GSS) into a true service business with a strong service culture. Thanks to this transformation, GSS has become a ‘trusted partner’, with the ability to expand scope and to better address business needs. But how do you make this transition? During this presentation, Michel de Zeeuw will discuss:•TheSiemenscaseforchange.•TheGSSstrategytobecomeatrustedpartner.•CreatingacultureofchangeinacomplexITenvironment.•Thetransitiontoaserviceculture.•Unlockingglobalandcross-functionalsynergieswhichcandelivervalue:tools,qualitymanagement,training,andpeople

management.

Michel de Zeeuw, CEO Global Shared Services, Siemens

10.15 Plenary 2: What needs to change in order for your shared services or global business services (GBS) to be regarded as a high performing asset that delivers value with best-in-class cost to serve models?BP’s GBS organisation is undergoing significant change – through expansion into its upstream business and across multiple functions. Underpinning this expansion is the desire to unlock value beyond just cost efficiency savings through process excellence – a goal which Philip Whelan believes will be achievable with end-to-end process management. Philip will explore:•WhatisthepowerandopportunityofGBSandhowdoesthatgoaboveandbeyondsharedservices?•AlessoninmarketingtheconceptofGBSforthefirsttime(basedonBP’sexperienceofexpandingintoitsupstream

business).•TheimportanceofGlobalServiceCataloguesindeliveringprocessscaleandsupportingabusinessprocessmanagement

approach to how we deliver services.•Howdoyoucreateagovernancemodeltosupportend-to-endprocessmanagement/andwhatarethebarriersyouneed

to break down?

Philip Whelan, Global Head of GBS Strategy, BP

10.50 Coffee and networking

Recognising the emergence of the global business services (GBS) trend and the growth of shared services in functions other than finance, this year for the first time, we are including topics and content which are relevant to HR leaders. Look out for the symbol below to identify sessions which include HR-specific content.

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11.20 Focus sessions (45 minutes)Focus sessions are designed to give delegates the opportunity to explore specific topics in detail. These sessions will be facilitated by subject matter experts and are designed to create audience interaction.

Focus 1: Shared services in small and mid-sized multinational enterprises: Building a platform for growth and a “one company” culture Shared services is no longer out of reach for small and mid-sized multinational enterprises. PANDORA Jewellery set up a captive shared service centre in Warsaw, Poland, during 2012 and 2013 in order to solve operational challenges and form the cornerstone of the company’s finance strategy in Europe.

If you are a small or mid-sized company with a potential shared service centre of less than 50 employees, how do you tweak the model to make it work for you? Learn how PANDORA addressed this challenge and transformed its finance organisation. The session will discuss:

•Creatingastrongbusinesscaseforchange,evenwhenthefinancialbenefitsarepotentiallysmallanddifficulttomeasure.

•Theambitiontoactas“onecompany”andhowsharedservicescanbeusedtoachievethis.•Involvingthebusiness,anddesigningthegovernancemodelforasmallsharedservicecentre.•Doesbeingsmallmeanthatthejourneyisfasterandeasier?

Robert Schneyder, Head of Shared Services, PANDORA EMEA; & Claus Thorne Madsen, Deloitte

Focus 2: Is analytics the Holy Grail? For a number of years, the term analytics has been billed as one of the next big things for shared services and outsourced organisations. But in reality, few companies are making inroads into this. During this session, you will have the opportunity to hear a ‘warts and all’ presentation around what is and isn’t realistic in terms of analytics. Specifically you’ll hear from ITV who is producing analytics across financial planning, business performance, and transactional finance – and discuss with Sharjeel Suleman how the shared services team in ITV is involved in this. Take part in debates around:

•Howdoyoubuildabusinesscaseforanalyticsthatgetsthebusinessreallyexcited?•Whatroledoessharedservicesplayinanalyticsandisitpossibletofillthatrolewithtraditionalsharedservices

competencies?•WhatsuccesseshasITVachievedinthisfield–financialplanning,businessperformance,andtransactionalfinance?•Whyitisimportanttohavearobustbusinesspartnerstructureinplaceinordertoreallymakethemostofthe

opportunity.

Sharjeel Suleman, Group Financial Controller, ITV plc; Paul Albert & Gareth James, Deloitte


Focus 3: Moving up the value chain – bringing audit coordination and statutory reporting into shared services Around six years ago, Pfizer launched an initiative to centralise in its shared services centre the preparation of Local Statutory accounts for its European affiliates and the co-ordination of US and Local GAAP audits. Pfizer has subsequently established a Statutory Accounting centre of excellence to build and develop on the work done to date.

During this session, Jonathan Lyons will discuss Pfizer’s approach, and focus on some of the points of resistance and how they overcame them:

•Thebusinesscaseforbringingauditandstatutoryreportingintothesharedservicescentre.•Migratingauditcoordinationandstatutoryreporting–realandimaginedpointsofresistanceandlessonslearned.•Overviewoftheend-to-endprocessincludingenablersforsuccess.•On-goingchallengesandhowtominimiserisk–managingchangingregulations,languageandskillsretention.•Keybenefitsachievedtodateandfutureplans.

Jonathan Lyons, Order to Cash (OTC) Director, Shared Services Operations Europe, Pfizer; & Michael Regan, Deloitte

Focus 4: The art of the possible for shared services – how to streamline your local finance organisation Diageo first established its shared services centre in Budapest eleven years ago. Since then the organisation has gone through significant transformation, growing in both scale and scope. The driving force behind this growth has been the question ‘what is the art of the possible?’ This approach has led Diageo to incorporate (and now deliver globally) previously out of reach and higher value processes such as group reporting, statutory reporting, tax and investor relations management, whilst outsourcing the more transactional aspects of finance. Pushing the boundaries in its shared services centre has also allowed Diageo to free up finance resources in the local countries to be able to focus on, and support the commercial agenda. Denes Lang will share this incredible story including:

•Howtogetseniorlevelsponsorshipforscopewhichincludesactivitiesnotpreviouslyassociatedwithsharedservices.•Howyoumanagethetransferofaccountabilityfromthelocalcountrytothesharedservicescentre.•Howdoyouchangeyourrecruitmentapproachandtheskillspeoplerequireinordertocompensateforthelossof

local finance talent pipeline.•What’snext?

Denes Lang, Record to Report Director, Diageo; & Vazul Toth, Deloitte

Focus 5: Building an organisation capability strategy which is future proof Whether you are in a shared services or global business services (GBS) organisation, the chances are your talent strategy needs to work on an international basis and appeal to a mobile workforce. Organisations are beginning to realise that in this context, they need a different kind of capability development model. How do you plan and manage this? How do you change the capability of your organisation as GBS impacts it? How do you manage knowledge globally? During this session you will gain insight into:

•BP’sGBStalentmanagementstrategy.•Whytraditionalhighpotentialprogrammesjustdon’tcutitwiththecomplexityofGBS–BP’sfourpillarapproach.•EnsuringyouaredevelopingyourleadersofthefuturewhetheryouhavesharedservicesorGBS.•DevelopingcareerpathswhichrecognisetheglobalaspectofthesharedservicesorGBSmodel.•Howthisplaysintoglobalknowledgemanagement.•GBSandsharedservicesasatalentpoolforyourorganisation.

Kitti Dobi, HR Director, BP

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12.05 Lunch and networking

13.00 Site visits (approximately 60 minutes + travel time) – repeated on day 2 of the conference Site visits provide an opportunity to visit and get under the skin of how a successful shared services or global business services (GBS) organisation functions. Places on the site visits are limited, so please register early to avoid disappointment. NOTE: Delegates wishing to attend a site visit are required to depart the lunch break 30 minutes early to allow for travel time to and from the centre.

Site visit option 1: Vodafone’s European multi-function shared service centreBudapest is the home of Vodafone’s European shared services organisation, which houses about 1000 people covering a wide range of service areas from procurement, commercial sales, through to technology, IT security and core finance activities including tax and treasury.

During this site visit, you’ll have the opportunity to: experience how the centre drives business transformation and operates simple and common processes in a truly global shared services environment; see how broadening the boundaries of scope adds value to the business; explore the importance of a standard global technology platform; and get to grips with how the governance works from a central and functional perspective.

Stefan Delater, CEO, Vodafone Operations Centre Hungary

Site visit option 2: BP’s global business services (GBS) organisation/Budapest centre of excellence (CoE)Although BP has had shared services and business process outsourcing (BPO) for a number of years (BP was among the first companies globally to outsource finance), its current GBS organisation model is really just under two years old. During this site visit, you will have the opportunity to visit one of BP’s captive CoEs which has been in place for four years, and experience the changes that BP has brought about by reorganising its centre – not by function or process but by service tower (end-to-end).

Jamie Anderson, Head of Business Services Centre Europe, BP

“ If you have to pick just one conference a year – it has to be Deloitte’s one – quality and to the point.” Director Global Financial Shared Services Centres, International Papers




13.30 Tools and methodologies sessions (75 minutes) Tools & methodologies sessions are designed to be practical ‘how to’ sessions, inspiring you to make a change in your own organisation.

These sessions will be run concurrently with both the discussion forums and the site visits, so you have a choice based on your personal learning or networking objectives.

Tools and methodologies 1: Shared services from feasibility through to implementation Single or multi-function shared services? In-sourced or hybrid model? With so many options to consider where do you start from? How do you go about evaluating the options for your own organisation and, how do your choices influence your design and implementation plans?

AIG has recently tackled these choices in establishing its global roadmap for shared services, and in setting up a number of accounting centres of excellence – with the Budapest centre serving nine countries globally.

In this session, you will hear a case study from AIG on how it approached the design of its shared services organisation, and then partake in a discussion facilitated by Jeppe Larsen on:

•Howdoyoumanageafeasibilitystudywithamultitudeofoptions?•Canyouuseyourorganisationcultureappropriatelytoruleoutcertainoptions?•Howdoesyourapproachtothebusinesscaseneedtodifferdependingonyourstrategy?•Implementationconsiderationsforsharedservicesandotheroptions.

Tibor Nagy, CFO, Budapest Accounting Centre, AIG; & Jeppe Larsen, Deloitte

Tools and methodologies 2: Unlocking value through a global process ownership modelStruggling to achieve standardisation across multiple centres? Need to go beyond efficiency savings? The next step in your organisation’s development ought to be the establishment of a process ownership model. You’ve heard how companies are reaping the benefits from it... but how do you go about setting this up in your own organisation? During this session, Luk Kelles and our panel will discuss:

•Approachestoglobalprocessownership.•Identifyingastrategywhichworksforyourculture/organisation.•Whatshouldbetheprofileofyourglobalprocessowners?•Howdoyougovernglobalprocessowners?•Howrealisticagoalisittoexpandprocessownershipbeyondfinance?

Facilitated by Luk Kelles, Deloitte Panel: Colin Glynn, Global Head of Finance Service Centres, Rolls-Royce; & George Connell, VP Strategy and Glasgow Centre Finance Lead – Finance Operations, Shell

“ Great insights for shared service organisations of all sizes.” Shared Services Centre Director, PepsiCo



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Develop capability and partner for success.




Tools and methodologies 3: Locating your shared services organisation – how innovative should you be? Asia or Europe; Budapest or Szczecin; Kuala Lumpur or Chengdu? Whether you are planning to locate your first shared services centre or whether you are seeking to optimise your global shared services organisation, location options and new shared services destinations pop-up every year. This session explores how companies identify locations that work best for them, and what they do to scale-up once a location is chosen. Join this session to partake in discussions on:

•Thelatesttrendsinsharedserviceslocations.•Theykeysuccessfactorsforselectingyoursharedserviceslocation.•Howtowininthewarfortalent.•Howtoallocateprocessesacrossaglobalsharedservicesorganisation.•Whyyoushould,orshouldnotlocateoffthebeatenpath.

Facilitated by Elias van Herwaarden & Frederik de Witte, Deloitte Panel: Wojtek Faszczewski, Managing Director, Coloplast Finance Europe; Shelia Welch, Global Head of Workforce Strategy, Morgan Stanley; Stephane Haesaert, VP EMEA Finance Shared Services, Schneider Electric; & Sandy Price, General Manager, Systemax

Tools and methodologies 4: Reducing cost, enhancing control & ensuring compliance, plus the tools and technologies that can enable this Once your global business services (GBS) or shared services organisation achieves a level of stability, the question is often: ‘where does my next bit of saving or service enhancement come from?’ During this session, Navaid Hasan and Gareth James will explore how you can enhance your control environment and improve compliance, as well as the role that technology can play in this. They will also answer the key question: ‘do I really need one, single instance ERP platform, or are there tools in place that can knit together disparate systems?’ Presenters will explore:

•Howdoyoubuildabusinesscasefortechnologiesthatgetsthebusinessreallyexcited?•Whatarethemostinnovativetechnologiesouttherewhichcanhelpwithyourcontrolsandcompliance?•WhatsuccessescanyouachieveinthisfieldwithmultipleERPsystems?

Navaid Hasan & Gareth James, Deloitte

Tools and methodologies 5: Delivering value from your portal and tier 0 strategy HR shared services has always relied on the use of portals and other tier 0 strategies to deliver low cost support options to employees and managers. Measuring this value and keeping the channel fresh and attractive to users has always been a challenge. During this session participants will hear the approach Philips has taken to evolve its portal and other tier 0 elements, including:

•OverviewofPhilipsHRsharedservicesdeliverymodel.•Philipsobjectivesandgoalsforitsportalandtier0strategy.•Theoptionstheyhaveinvestigatedandthesolutiontheyaredelivering.•Whathasenabledasuccessfulportalandtier0strategyandwhatwerethechallengesingettingthere?•ThefutureofHRportalsandlongtermstrategyforPhilipsHRPortal.

Nico Orie, Senior Director People Services, Philips; & Henry Victor, Deloitte



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Discussion forums (75 minutes)Ever feel like you get a lot from the conference, but wish that there was time to swap ideas with your peers in smaller, more interactive forums? In that case, the discussion forums are designed for you! These forums which are purely discussion based will be kept as small as possible to boost interactivity. A Deloitte expert will be on hand to provide facilitation and structure to the meetings, but there will be no PowerPoint slides, so you will drive the agenda and content based on your interests and experience. Attendance may be limited to one attendee per company to ensure we have a breadth of experience in the room. In the event that interest in a particular session is low, we may combine groups.

These sessions will run concurrently with tools and methodologies sessions and the site visits.

Discussion 1 – Evaluating shared services versus outsourcing

Discussion 2 – Building a Global Business Services business case

Discussion 3 – Continuous improvement

Discussion 4 – Analytics and the role of shared services

Discussion 5 – Workforce planning


15.15 Plenary 4: Shared services sources of value – the changing landscapeShell’s 9,500 strong captive shared services network has delivered in excess of one billion dollars of annual cost savings through labour arbitrage and process efficiency. Focus has now shifted towards harvesting further value from the network while continuing to bank efficiency and arbitrage benefits. During this session, Mike Sinclair will provide insight into Shell’s journey whilst also tackling questions about where the synergies are between finance and HR:

•Shell’ssharedservicesjourneyoverthelast15years–abumpyroad.•Theevolutionofthecurrentmodel.•HRServicestransformation–acasestudy.•Additionalsourcesofvalue–whataretheyandhowtogoafterthem?

Mike Sinclair, Vice President Shell Business Service Centre, Shell

“ This conference helps me in my role as CFO, to show the business that finance adds value.” CFO, BG Group




15.50 Plenary 4: Shared services to global business services (GBS) – what’s the first logical step?For 20 years organisations have been trying to take a process rather than functional view to optimisation – believing this is where real value lies. All too often the strength of the ‘functional silos’ has meant that little progress has been made. With the advent of GBS, organisations are now finding that they are able to make far more radical process interventions as process control falls under one GBS entity rather than multiple functions. Since its adoption of GBS, Celanese has made significant progress optimising the order to cash process – the first logical step for GBS. During this session, Blane Peery will discuss:

•TheCelanesejourneytoestablishtheend-to-endordertocashprocess.•End-to-endprocessgovernanceandhowtomanagethemyriadofstakeholdersinvolved.•Thevalueproposition.•Canthisapproachbeappliedtootherprocesses?

Blane Peery, Vice President Global Business Services, Celanese

16.35 Panel: What additional benefits, over and above standalone shared services and outsourcing can global business services (GBS) offer?Manyorganisationshaveimplementedstandalonesharedservicesand/oroutsourcing,andthebenefitsarewellunderstood, and proven. So, what are the additional benefits over and above standalone shared services and outsourcing that GBS can offer? Before you decide to take the leap, this panel will bring together a number of GBS leaders to debate areas where GBS may or may not have the edge on shared services. Even if you do not have, or are not looking to set up GBS, this panel will provide you with a host of ideas on how to move your organisation up the value chain. Topics covered include:

•Improvingalignmentwiththebusinessstrategyandgrowthagenda.•Attractingtalentandinvestment.•Enablinganalyticsandimprovingvisibility,controlandriskmanagement.•Supportingmergersandacquisitions.•End-to-endprocessesownership.

Facilitated by Peter Moller, DeloittePanel: Philip Whelan, Global Head of GBS Strategy, BP; Blane Peery, Vice President Global Business Services, Celanase; Mike Sinclair, Vice President Shell Business Service Centres, Shell; & Michel de Zeeuw, CEO Global Shared Services, Siemens

17.15 Plenary 5: Raising the bar – shared services value creation & business finance optimisationOracle has taken a progressive approach to shared services, and at last year’s conference delegates heard about phases I and II of the Oracle Story, to the point where it globalised in its Controller organisations, business finance and deal management. However, Oracle has continued to push boundaries, and during this session, Mark Pickett will share the latest insight around:

•MovingtheSSCsupthevaluechainbyautomatingtacticaltasksandstandardisingandcentralisingfieldvalue-addactivities in shared services centres.

•EstablishingGlobal,best-in-classmanagementsystems:thepowerofanalyticstosupportinformeddecisionmaking;how Oracle use it; how Oracle moved from regional instances to global analytics.

•Refiningengagementmodelsbyintegratingitwithin-countryteamcollaboration.•Breakingoutofthe“FinanceDirectorinCountry”structuretoempowerrapidM&Aintegration.•OptimisingtheGlobalBusinessFinanceteamwithaGPO(GlobalProcessOwner)approach.•HowOraclemanagescareerdevelopmentinthisenvironment.

Mark Pickett, VP Finance – EMEA Hardware, Oracle

17.50 Close of day 1

19.00 Coaches depart for evening event from preferred conference hotels



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The Evening Event – Museum of Fine ArtsDay 1 – Wednesday 25 September

At the end of Day 1, we invite you to be inspired and entertained at our evening networking event.

This year, we are whisking you away for a night of entertainment, great food and wine at one of Budapest’s most admired buildings. Sitting on Hősök tere or “Heroes’ Square”, the Museum of Fine Arts provides an environment which is synonymous with new perspectives and innovation.

The evening will begin with a drinks reception in the beautiful Marble Hall, followed by the opportunity for you to sample Hungarian fine dining and share war stories and ideas with your peers in one of Budapest’s most inspiring locations.

Our evening events have developed a reputation for delivering excellent networking opportunities and a chance to relax with your peers. Make sure you take this opportunity to join us for a night of breathtaking architecture and entertainment.

Evening programme:

19.00 Depart recommended conference hotels by coach19.15 Drinks reception20.00 Dinner and entertainment22.30 Coaches depart from Museum of Fine Arts to recommended

conference hotels immediately after dinner (and then every 10 minutes until 23.30)

Don’t forget to register for the evening event when you book your place at the conference.


Detailed Agenda: Day 2Thursday 26 September

09.00 Plenary 6: Using a business process outsourcing (BPO) relationship to move up the value chainIn 2007, Philips spotted an opportunity to create value by selling its captive shared services centres to BPO provider Infosys and then became a customer of those services. Since that transition, the focus for Philips has been on how to create value out of the relationship. In that journey, Philips has focused on moving from a ‘lift and shift’ BPO deal to improving end-to-end process delivery, moving up the value chain, and transforming delivery. These initiatives have fuelled the growth of five outsourced centres (with over 2,000 people currently outsourced) and the creation of significant value for Philips. During the session, Simone Noordegraaf will share Philips’ experience of driving value out of their BPO relationship:

•From‘liftandshift’backofficeprovisiontovaluecreation:thePhilipsstory.•WhyBPOisn’tjustabouttransactionalactivities.HowPhilipsismovingupthevaluechainusingBPOpartnerInfosys.•UsingaBPOdealasacatalysttoimproveend-to-endservicedelivery.

Simone Noordegraaf, Global Head of Finance Operations, Philips

09.35 BPO Panel Session: If my BPO dashboard is so green, why am I seeing red?BPO relationships have created significant value for companies electing to follow the outsourcing route. Yet, despite the fact that outsourcing as a business model has a lot going for it – cost reduction, increased speed of transformation, access to best practice and technologies, increased flexibility, and ready-made continuous improvement, grumbling about outsourcing relationships has become an international sport of Olympian proportions. So what contributes to the perception (on both sides of the table) that the relationship isn’t working, even though SLAs are being met. How can you (and your provider) avoid ‘falling out of love’ with each other?

During this session, Deborah Kops and the panel will discuss what actually causes relationship dissonance, and how you can achieve real partnership from your provider. And for those of you who are internal service providers, you’ll get a few tips as to how to keep your customers happy.

•Whatareunrealisticbuyerexpectations?•Howdoyoutemperbuyerexpectationstoachieveoutsourcingobjectives?•Whatcansharedservicescentreslearnfromthis?

Facilitated by Deborah Kops, CEO and Founder, Sourcing ChangePanel: Punit Bhatia, Deloitte; Dave Brown, EMEA leader, Finance and Accounting, Procurement, HR & Payroll Services, HP; Sheila Welch, Global Head of Workplace Strategy, Morgan Stanley; John Ashworth, Global Head of Finance Transformation; Pearson plc; & Simone Noordegraaf, Global Head of Finance Operations, Philips

Recognising the emergence of the global business services (GBS) trend and the growth of shared services in functions other than finance, this year for the frist time, we are including topics and content which are relevant to HR leaders. Look out for the symbol below to identify sessions which include HR-specific content.



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10.05 Plenary 7: The art of transformation at Avis Budget Group Business Support Centre, EMEAWhen the Avis Budget Group shared services centre in Budapest was launched nine years ago, it had been set up on a piecemeal basis with savings mostly being generated through labour arbitrage. In 2011, Avis Budget Group in the US bought back the EMEA business, providing the mandate for true business services transformation. In the eight months that followed, the leadership team doubled the size of the centre (now 650 in finance, customer services, & IT) and significantly reduced the local retained organisations. Having gone through a period of transformation, the next step is to determine how Budapest can continue to add value in the future (as a regional or global hub) and increase the functional scope to include HR, sales and operations support. During this session, Péter Villányi will share details of the Avis Budget Group EMEA Transformation programme, and provide his view of the necessary building blocks to create radical change.

•Humblebeginningsforthesharedservicescentreandthecaseforchange.•Scopeandgoalsofthetransformationprogramme.•Buildingblocksforrapidtransformation.•Buildingaglobalgovernanceframeworkandphasetwoofthetransformation. Péter Villányi, Managing Director, Business Support Centre, Avis Budget Group EMEA

10.40 Coffee & networking

10.55 Site visits (approximately 60 minutes plus travel time) – repeated on day 1 Site visits provide an opportunity to visit and get under the skin of how a successful shared services or global business services (GBS) organisation functions. Places on the site visits are limited, so please register early to avoid disappointment.

NOTE: Delegates wishing to attend a site visit are required to depart the coffee break 15 minutes early to allow for travel time to and from the centre.

Site visit option 1: Vodafone’s European multi-function shared service centreBudapest is the home of Vodafone’s European shared services organisation, which houses about 1000 people covering a wide range of service areas from procurement, commercial sales, through to technology, IT security and core finance activities including tax and treasury.

During this site visit, you’ll have the opportunity to: experience how the centre drives business transformation and operates simple and common processes in a truly global shared services environment; see how broadening the boundaries of scope adds value to the business; explore the importance of a standard global technology platform; and get to grips with how the governance works from a central and functional perspective.

Stefan Delater, CEO, Vodafone Operations Centre Hungary

Site visit option 2: BP’s global business services (GBS) organisation/Budapest centre of excellence (CoE)Although BP has had shared services and business process outsourcing (BPO) for a number of years (BP was among the first companies globally to outsource finance), its current GBS organisation model is really just under two years old. During this site visit, you will have the opportunity to visit one of BP’s captive CoEs which has been in place for four years and experience the changes that BP has brought about by reorganising its centre – not by function or process but by service tower (end-to-end).Jamie Anderson, Head of Business Services Centre Europe, BP


11.10 Tools and methodologies sessions (75 minutes) Tools & methodologies sessions are designed to be practical ‘how to’ sessions, inspiring you to make a change in your own organisation.

These sessions will be run concurrently with both the discussion forums and the site visits, so you have a choice based on your personal learning or networking objectives.

Tools and methodologies 1: Designing and building a multi-function global business services (GBS) organisation For more than two decades, organisations around the world have been using shared services and outsourcing to improve service delivery and reduce costs. Now leading organisations are taking the next step. Instead of operating numerous shared services centres, they are implementing GBS – providing integration of governance, locations and shared services and outsourcing operations across the enterprise. A move to GBS requires much more than simply asking functionally aligned shared services organisations to cooperate. It represents a fundamental shift in how businesses think and manage shared services and outsourcing. So, how do you get this right? During this session, you will hear Deloitte’s point of view and how Systemax who is in the process of setting up its global business services organisation – with a scope of marketing, HR, IT support, has approached this

•Whatarethekeymodels?•Howfarshouldyoutaketheconcept?Fromlittlesharingtofullintegration?•OverviewofSystemax’sGBSorganisation,thescope,andtransitionexperiences.•Whatkindofbenefitscanyouexpecttounlock?•HowdoyouscopeandbuildacaseforGBS,includinggettingbuyinfromexecutivelevelsponsors?

Sandy Price, Executive Vice President Business Operations, Systemax EMEA Technology Group; Nick Prangnell, Aaron Alburey, & Mark Craddock, Deloitte

“ This is a top conference on shared services with a well-balanced focus and exhaustive list of hot topics.” EMEA Finance Shared Services Director, Schneider Electric



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Tools and methodologies 2: Introducing innovation to the business process outsourcing (BPO) sourcing lifecycle and beyond With the first BPO deals struck over two decades ago, organisations of all sizes around the world have been using similar sourcing models to select partners as well as to set up and manage contracts. However, with the BPO market continually evolving, how are both providers and clients addressing the need to innovate in an increasingly maturing market?

During this session, you will hear how to move away from the traditional Request for Information (RFI) followed by Request for Proposal (RFP) sourcing process, and how to set up contracts for success – rather than just living in hope! You will also hear how Kimberley-Clark has approached this, how it tackled productivity and business impacts targets and how it is moving towards a goal-orientated approach. Attend this session and get answers to questions including:

•Howcanyouintroduceinnovationthroughthepartnerselectionprocess?•Howcanyouintroducecommercialinnovationwithinyourbusinessstrategy?•Howcanyoumaintainandinstilinnovationthroughthelifeofacontract?•Howdoyougetthebalancerightbetweenwhatiscontractualandwhatisgoalorientated?Howdoesthisimpact

behaviours?•Howdoyougetinnovationasaresultofthecontract–unlockingcontinuousimprovementopportunities?•Whatkindofrealbenefitscanyouexpecttounlockbyintroducinginnovationtoyoursourcingmodel?

Liz Ditchburn, Relationship Leader, Kimberly-Clark; Mandeep Gill & Punit Bhatia, Deloitte

Tools and methodologies 3: Continuous improvement end-to-end – who dares wins Continuous improvement (CI) methodologies such as Lean and Six Sigma are proven to unlock efficiency savings within a transactional finance environment. However according to Geoff Gibbons, we have only touched the tip of the iceberg in terms of the potential of CI. Apply Lean and Six Sigma to end-to-end processes and the proposition becomes even more powerful. During this session, take part in discussions around:

•WhattoolsshouldyouhaveinyoursharedservicesCItoolkit?•HowshouldyouincorporateCIteamswithinaglobalsharedservicesorganisation?•Whygettingaccesstotheend-to-endprocesswillboostyoursavingssignificantly?•Howdoyougetthemandatetotackletheend-to-endprocess?Whatdoesthebusinesscaselooklike?•Examplesofclientinitiativesandsuccessesaroundspecificend-to-endprocesses.

Geoff Gibbons, Deloitte

Tools and methodologies 4: Reducing reliance on a retained finance organisation – what benefits and opportunities does this create for shared services?Whether you have gone down the shared services or outsourcing route for your finance organisation, you will no doubt have gone through a level of pain to define the role and governance of retained finance. All too often, organisations end up with octopus-like finance people, trying to handle a diverse range of activities from mail handling and newspaper subscriptions to tax and VAT reporting – not to mention local finance manager type activities. But this is not really a viable and value adding solution. Lights out finance which is about significantly reducing your local finance presence could be a solution to this. Join this session and explore considerations through practical examples of how to design for lights out finance:

•Whenisitrelevanttoconsiderlightsoutfinance?•Whatarethedesignprinciplesthatcancreatetherightoutcomes?•Whatarethetypicalroadblocksyouwillmeet?•Howmightthissupportamovetoglobalbusinessservices?•Whatcanyoudotoensurethatinternalcustomerssupportthechangingset-upandconnecttotherightpeople?

Dorthe Keilberg, Deloitte


Tools and methodologies 5: Developing a successful scorecard for HR shared services utilising analytics Linking the delivery of operational HR services to business strategy and goals can be a challenge. So, how do you create an analytics-driven approach to the creation of an HR performance scorecard and how do you keep the business and its goals at the heart of your approach? During this session you will hear:

•Howdoyoualignstrategyandoperationalmeasures?•WhatarethecoremeasuresofHRoperationalsuccess?•Whoneedstoengageintheprocessforittobesuccessful?

Simon Haines & Aaron Alburey, Deloitte

Discussion forums (75 minutes)Ever feel like you get a lot from the conference, but wish that there was time to swap ideas with your peers in smaller, more interactive forums? In that case, the discussion forums are designed for you! These forums which are purely discussion based will be kept as small as possible to boost interactivity. A Deloitte expert will be on hand to provide facilitation and structure to the meetings, but there will be no PowerPoint slides, so you will drive the agenda and content based on your interests and experience. Attendance may be limited to one attendee per company to ensure we have a breadth of experience in the room. In the event that interest in a particular session is low, we may combine groups.

These sessions will run concurrently with tools and methodologies sessions and the site visits.

Discussion 1 – Talent management

Discussion 2 – Managing risks and controls using automation

Discussion 3 – Focus on credit (Led by Veolia Environmental Services UK Plc)

Discussion 4 – Winning BPO relationships

Discussion 5 – HR shared services optimisation

12.35 Lunch and networking

“ Awakening experience regarding what the international community is experiencing, how similar the challenges are, and the opportunities that lie ahead.” VP Deputy Controller, AOL

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13.50 Focus sessions (45 minutes)Focus sessions are designed to give delegates the opportunity to explore specific topics in detail. These sessions will be facilitated by subject matter experts and are designed to create audience interaction.

Focus 1: Managing change, politics and stakeholders in an environment which is resistant to the shared services concept Two and a half years ago, British Telecom (BT) took the decision to move service provision away from outsource providers and create new captive centres in Budapest and Delhi. This decision resulted in waves of transitions to insource previously outsourced services from Prague and Chennai. Managing this type of transition presents a certain kind of challenge – particularly in the case of BT, where confidence in shared services provision via third parties had already taken a nose dive. As BT discovered, the key challenge was not process or technology specific – but to do with change, politics and stakeholder management. During this session, Jamie Davies will share lessons learned and useful frameworks which can be applied whether you are starting from scratch or have a more mature organisation:

•Thecontextforchange.•Supportingthetransition.•Turningroundstakeholderperception.•Creatingtherightcultureinthenewsharedservicesorganisation.•Gettingpastthetwoyearitch:managingstaffturnoveroncethebuzzoftransitionandexpansionisover.

Jamie Davies, Finance Transformation Business Adoption Lead, BT

Focus 2: Shared services in emerging markets – treading a new path There are a number of locations around the globe which tend to strike fear into the hearts of shared services directors. Russia and many African countries are examples of this. But according to JT International (JTI), providing you have the right framework in place, you can make these locations work for you. During this session, Mattijs Backx of JTI and Deloitte’s Elias van Herwaarden will discuss:

•Whycertainmarketshaveproposedsuchchallengesforsharedservicesinthepast.•HowJTIhasnegotiatedthesechallenges.•Keyhintsandtipsonhowtoadoptyourapproachtobesuccessfulinthesegeographies.•Istherearealopportunitythatisyettobeexploited?Howdoyouunlockit?•Dothebenefitsoveralloutweighthechallenges?

Mattijs Backx, Vice President Global Business Service Centres, JT International; & Elias van Herwaarden, Deloitte

Focus 3: How successfully to include tax activities within your shared services organisation Providing tax services has traditionally been considered a ‘higher value’ activity which has eluded many shared services organisations. Not anymore though. During this session, participants will have the opportunity to understand how tax can fit within the shared service centre model and specifically how Diageo control and govern their tax data, calculation and review processes. •Diageo’sjourneyfromlocalcountrytaxfunctionstowardsaglobalintegratedmodel.•Driversforincludingtaxwithinthescopeofsharedservices.•Taxprocessareasthathavesuccessfullybeenmigrated.•Challengesexperiencedalongtheway.•Keyenablersforsuccessfultaxsharedservicemigrations.

Nándor Mákos, Director of Financial Controlling & Peadar Andrews, Tax Director, Diageo; Pippa Booth & James Tooley, Deloitte


Focus 4: What kind of shared services leader are you? Four career pathways for shared services high flyersNoonegrowsuptosay“Iwanttobeasharedservicesleader.”So,takingfireman,astronautandteacheroffthetable,howhave shared services careers evolved over time? Look around our shared services community, and you’ll see four distinct pathways to leadership. During this panel, you’ll be able to determine which pathway your career has followed, and what kind of change you are empowered to make depending upon:

•Thematurityofyourmodel.•Yourcompany’ssharedservicesaspiration.•Sharedservices’trackrecord.•Sponsorship.

Deborah Kops, CEO and Founder, Sourcing Change

Focus 5: Business partnering – moving finance out of the shadows and into the spotlightThe environment within which global organisations are operating is becoming increasingly complex. Business leaders are looking to finance to help them navigate this complexity and make decisions that will drive profitable growth. It is an exciting time for finance and an opportunity to re-position itself as a true value enabler, or ‘business partner’. But what does business partnering really mean, and how does this function apply to shared services? During this session, Carolyn Mackey and Charlie Wanbon with a panel of experts from Shell, Rolls-Royce, Pfizer, and Morgan Stanley will explore:

•Understandingyourorganisation’svaluedriversunderpinningexistingandfuturebusinessmodels.•Aligningyourfinanceorganisationtothesevaluedrivers–howaresharedservicesevolvingtoexploittheseopportunities?•Whataretheenablersformakingitwork–talent,enablingtechnologies,andgovernance?•Whatarethenextstepsyoushouldbetaking?

Facilitated by Carolyn Mackey & Charlie Wanbon, Deloitte Panel: Bea Juvancz, Executive Director Morgan Stanley/Finance; Justin Wallen, Head of European Decision Support CoE, Pfizer; Colin Glynn, Global Head of Finance Service Centres, Rolls-Royce plc; & George Connell, VP Strategy and Glasgow Centre Finance Lead – Finance Operations, Shell




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15.05 Plenary 8: ERP mobility strategy – lessons learned from global ERP implementations How can your finance team play a lead role in changing the culture of an entire organisation? By transforming itself and leading by example. Niall O’Sullivan, Vodafone’s Finance Operations Director strongly believes that in order to truly realise the benefits of shared services, you need to ensure you have standard processes on a global scale. Having been programme manager of Vodafone’s overarching transformation programme ‘EVO’ and continuing to drive the evolution of finance operations at Vodafone, Niall will guide you through the journey of fundamentally changing Vodafone’s system landscape through its ERP and mobility strategy, its business model and service delivery locations:

•WhatdrovetheneedtocompletelychangeVodafone’ssystemlandscape?•WhatwasinscopefortheERPmobilitystrategy?•Howdidthesystemschangesunderpinandsupportthedirectionofthebusinessmodelandservicedeliverylocations?•Howhasthesystemschangesenabledthemovetostandardglobalprocesses?•HowVodafonemanagedthepeopleandchangeaspectofthetransformation.

Niall O’Sullivan, Finance Operations Director, Vodafone

15.40 Plenary 9. How shared services can deliver significant business benefits in emerging marketsJT International (JTI) currently has three finance centres globally with an overall headcount of 350 FTE in St Petersburg, Kuala Lumpur, and Manchester. The model it has adopted is truly global, enabled by standard processes, a global SAP platform and a strong continuous improvement approach. This model has enabled JTI to deliver quality management data and improved controls, whilst also offsetting the relative high cost of their locations.

JTI is now planning to test out the strength of their global approach with the creation of a support model addressing the difficulties in dealing with emerging markets of the Middle East and Africa. Mattijs Backx will discuss:

•Theattributesofatrulyglobalsharedservicesorganisation.•HowtheglobalmodelisenablinganexpansionintoMiddleEastandAfrica.•Theimportantofvalueaddservicesinemergingmarkets:providingbusinessconsultancyandsupportinareaswherelocal

finance lacks scale, skill and maturity.•Canyoumakethecostcaseworkinemergingmarkets.

Mattijs Backx, Vice President Global Business Service Centres, JT International

16.15 Close of conference and transportation to airport

Conference sponsors


Deliver business insight to move up the value chain.



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Leaders Panel

The Leaders’ Panel consists of practitioners who have experience of either shared services, business process outsourcing, or global business services. They’ll be on stage during the plenary sessions to challenge and ask our speakers questions – fuelling debate and discussion throughout the conference.

John Ashworth – Head of Global Finance Transformation at Pearson plc.John is a long time Pearson employee who has performed a variety of Head Office and Business Unit roles including stints in the Internal Audit and Controllership functions as well as being a Commercial Analyst and International CFO.

John stumbled unexpectedly into the world of shared services about seven years ago and ended up running a 1,000 head captive UK shared services centre supporting F&A, IT, Customer Services, Logistics and Facilities.

Latterly John has also been running a global Finance Transformation programme for a business that has operated very conservatively but is now having to transform to survive. Pearson’s transformation journey has embraced the design and implementation of a brand new Target Operating Model, a 700 seat BPO deal with IBM, as well as major technology investments, policy and procedural changes and a significant amount of re-skilling and cultural change. John has also been leading the establishment of a global change and process excellence team covering all aspects of finance and operations.

John lives in the country North West of London and is married to Sue with two daughters (Rebecca and Clare) and a manic Black Labrador called Beethoven who provides some much needed male solidarity!

George Connell, VP Strategy and Glasgow Centre Finance Lead – Finance Operations, ShellGeorge Connell is an accountant by profession having worked for Grand Metropolitan, Avon Cosmetics, Britoil and Whitman Corporation in a variety of finance and general management roles before joining Shell in 1998 to help establish the first of their SSCs in Glasgow, Scotland. He is currently responsible for Shell’s global finance shared service strategy, migration delivery and double hats as Finance Centre Lead for the Glasgow centre where he is based. Outside of work George enjoys spending time with his family and is a keen football fan and hill walker.

Deborah Kops, Founder and Managing Principal, Sourcing ChangeDeborah Kops is the Founder and Managing Principal of Sourcing Change. Formerly a founding partner of one of the first global business processing outsourcing (BPO) units, the CMO of a leading offshore BPO, Managing Director of FleetBoston’s (now Bank of America) Services Group, Managing Director of Global Sourcing Transformation for Deutsche Bank; and consulting partner at Price Waterhouse and Arthur Andersen, Deborah understands the implications of globalising work, the movement of that work from one generation to the other, and the new capabilities required to succeed personally.

Harnessing what she’s learned through sometimes painful experience, Deborah now works with leading companies to manage globalisation challenges through www.sourcingchange.com – the first resource solely dedicated to services change management. She is also a Research Fellow with award-winning analyst firm HFS Research, a member of the Editorial Board of industry-leading publication Outsource Magazine, and sits on the Global Advisory Board for SSON, for whom she writes a weekly blog.

26 www.deloitte.co.uk/beinspired26

Logistics

Conference website: Forfurtherinformationandtoregister,visitwww.deloitte.co.uk/beinspired.

Conference dates: 25 –26 September 2013.

Language: English.

General information: The two day conference and evening event, including refreshments, are free of charge to invited delegates. Other costs such as travel, accommodation and general expenses are not included.

Registration: Toregisterfortheconference,visitwww.deloitte.co.uk/beinspired/registerandcompletetheonlineregistration form. Confirmation of your place will be received within 48 hours, provided you meet our delegate criteria. We recommend you refrain from booking travel until you have received the final confirmation from us. Please note we reserve the right to refuse applications from companies who would be considered ‘vendors’ in this space.

Registration will close when the event is fully booked. Early booking is recommended.

Accommodation: We have negotiated special conference rates with a number of hotels. Information about the hotels and special conference rates are available through the official conference registration site www.deloitte.co.uk/beinspired/register.Pleasenotewehavealimitednumberofroomsateachhotel,so book early to avoid disappointment. Delegates are responsible for all accommodation costs and will need to provide credit card information to secure their room. The cancellation policy for the hotels is available on the conference registration site.

All the hotels in the list are within 10 minutes walk of the conference venue.

Location & transport: The hotels and conference venue are located within 30 minutes of Budapest Ferenc Liszt Airport (BUD). Parking is available at most of the conference hotels. Please check the hotel website for details.

Currency: The local currency is the Hungarian Forint (HUF).

Attire: Casual business attire is recommended at the conference and evening event.

Weather: The average September temperature in Budapest is 12 – 22 Celsius.



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Make the shift from single function shared services to global business services.



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Deloitte LLP is the United Kingdom member firm of DTTL.

This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.

© 2013 Deloitte LLP. All rights reserved.

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