Main Conference Day One: Tuesday, 9th February, 2010

7.45 Registration & Coffee

8.00 Chairperson’s Opening Remarks

8.15 Summit Exclusive: The Excellence Corner – On Stage Interview With BP

Philip Whelan
Managing Director, Business Service Centre
BP

9.00 Speed Networking: Find Out Who’s Who In The Captive And Outsourced World

Navigate your way through a sea of faces with a structured meet and greet for the masses. There’s nothing like putting a face to a name – so spend 30 minutes in the plenary room to meet as many of each other as you can. Come away with a pocketful of business cards to help you kick start your networking with a bang.

9.20 Morning Break

9.50 Keynote Panel Discussion: 7 Critical Considerations For Your BPO Contract

As the markets adjust to the new economic reality, what has the impact been on outsourcing contracts? It has become widely acknowledged that “smart contracting” is the key to a successful BPO relationship. The session will provide a rare opportunity to meet senior users of legal contract services, to establish how they really feel about contracts, negotiations and their suggestions for improvement.

During this interactive panel discussion, experienced buyers of outsourcing will discuss the following:

  • 1) What should be focus for negotiation?
  • 2) How do we more effectively manage risk?
  • 3) Who needs to drive the agenda?
  • 4) How do we measure the success and what are the KPIs needed to do so?
  • 5) What are the areas of complexity that cannot be ignored?
  • 6) How do we create shared incentives for scope definitions?
  • 7) How are we as an industry, working to develop standard terms?

Moderator:
Deborah Kops
CMO
WNS

Paul Harrison
VP Global HR Shared Services & Outsourcing
Sun Microsystems

John Hall
SVP, Business Support
DSM

Martin Roe
Head of Outsourcing
Vodafone

10.35 Trial to Learn: Charting a roadmap for BPO success

Join WNS and British Airways as they discuss the journey their respective teams embarked on to change the companies operating model.

During this session you will hear about:

  • Point of entry, starting small to prove the outsourcing concept and obtain buy-in The right time to expand, when the time is right to add new services, geographies and business lines Continuing to build, the best ways to grown an outsourcing relationship over time

Peter Grover
WNS

Trang Quan
Contract Manager
British Airways

11.20 Mid-Morning Break


 

Track One

Track Two

Stream Sponsor: Arvato UK & Ireland

Chair: Mark Osman, VP Client Services, Arvato

Blue Sky Leadership Forum
11.50

Double Session Roundtable Discussion: Improving The Capability & Capacity Of HR: True Transformational Stories

True transformation involves improving HR efficiencies to allow for a greater focus on strategic issues. Whether outsourcing, or shared services, attend this roundtable and learn how these HR leaders have made a strategic contribution, and how they are continually evolving their model to maximise opportunities for growth.

  • Create new attitudes and capacities needed to drive transformation
  • Discuss scalable and cost effective solutions when accommodating a growing workforce
  • Discuss the characteristics of a good HR business partner
  • Learn how HR BPO can improve employee satisfaction and productivity while driving strategic business decisions
  • Discuss future expectations of HR from the wider workforce, and how you must prepare now

Robert Divall
Head of HR Programmes
Lloyds Banking Group

Chris Paull
VP Global HR Shared Services
IHG

Richard Baggaley
Head of HR Shared Services
AstraZeneca

Double Session Roundtable Discussion: Finance Is Changing – How Do You Measure Up? Expanding The Strategic Scope Of Your Financial Processes For True Transformational Success

Next-Generation SSOs who have moved beyond pure transactional processing are utilising complex operating models to identify new opportunities and new ways to drive greater efficiency and effectiveness.

  • Discuss the shifting boundaries of what is captive and what is outsourced, and how you must adapt to focus on new capabilities, harmonisation, standardisation and improvement within retained captives
  • Accelerate the provision of relevant, timely, accurate and – most importantly – integrated business information
  • Build and allow for much stronger internal collaboration among various support functions
  • Think locally when going global, to manage the structural complexities of finance

Simon Newton
VP Shared Services & Business Support Delivery
Kimberly-Clark

Ravindra Rao
Global Finance Transformation Lead
EMEA Honeywell

Double Session Roundtable Discussion: Turnaround Preparation: Shared Services As A Strategic Asset

After the recent turmoil in financial markets, SSOs are now setting increasingly ambitious cost efficiency targets and the focus is landing on operating systems and processes. How are you positioning shared services as a strategic asset?

  • Boost short-term performance with lasting benefit
  • Build flexibility and agility into your SSO to respond quickly to changing business needs
  • Investigate or revisit the opportunities for mining your SSO data to enable cost reductions and cash flow improvements

Nigel Coffey
Service Delivery Director
Pfizer Global Financial Solutions Europe

Philip Whelan
Managing Director, Business Service Centre
BP

Jack Levernes
Director Shared Services (GBS)
HP EMEA

1.20

Networking Luncheon
2.20

ITD Case Study Presentation: Successes With A Hungarian Operation

Mr. Emmanuel Jan
Managing Director
Lexmark International Technology Hungaria kft

Mr, György Rétfalvi
CEO
ITD Hungary

No One Left Behind: Reengineering The Retained Organization

The department most effected by an outsourcing transaction is that portion which is left behind the retained. This development need is somewhat unique compared to other third party service contracts. The nature of the outsourced relationship tends to be more complex as multiple, integrated responsibilities are weaved within a scope of work; tasking various company departments and perhaps other third parties. Making this all work requires an upgrade to internal skill sets.

During this session you will learn the following:

  • What should the retained governance organization look like?
  • How are global companies operating on an area basis structuring this?
  • What is the frequency and kind of interaction with the partner?
  • How can you build trust and hence the collaboration into this relationship

Sharon Finch
Head of Finance Shared Services
Tui Travel

Roundtable: Risk Vs. Profit & Cost: A Model For Corporate Strategy

Regardless of who's providing the BPO service, many companies are questioning the wisdom of relying on only one outsourcing vendor. Meanwhile, many more may be wondering whether they should now bring outsourced processes back inhouse or renegotiate existing agreements to demand better terms or lower fees. Even without the Satyam scandal, all cost-conscious CFOs will be feeling a greater urgency to review their outsourcing strategies. This roundtable will explore some of the measures senior leaders are taking to ensure their agreements are in good standing and highlight some of the conservative measures being taken to prevent mishap.

Simon Newton
VP Shared Services & Business Support Delivery
Kimberly-Clark

Blue Sky Ends for Day One.

3.05

Roundtable Discussion: The Role Of Working Capital On Your Shared Services Strategy

Most companies require significant amounts of working capital to deal with variable and somewhat unpredictable financial inflows and outflows. When viewed collectively, the challenges such as slow processing, unreliable and unpredictable cash flows, costly processes, high DSO and suboptimal credit decisions require higher working capital than necessary. If these challenges were removed, the money saved could be shifted to more valuable uses. In order to strategically address and minimize financial flow challenges and take appropriate action, one must first evaluate the common causes.

  • Understand the power of shared services in realising superior working capital performance
  • Develop mitigation techniques to minimize the effect of globalisation on working capital
  • Improve the speed of cash conversion across your financial cycle

Ravindra Rao
Global Director Procure to Pay
Honeywell

Marcus Demgenski
Director Shared Services Europe
Lyondellbasell

Jacques Perpere
CFO Shared Services
EADS

Session Sponsored By Arvato UK & Ireland

Steve Allison
HR Director
Arvato

Roundtable Discussion: Pricing Strategies: Measuring, Capturing And Retaining Values

Many shared services organisations have difficulties in establishing a pricing strategy because of the difficulties associated with the nature and structure of the costs of their back office support services. Pricing requires establishing a transparent and flexible way of "billing" internal clients, and also demands and understanding of volumes or services usage by the internal client.

  • Define or advance your allocation/chargeback
  • Undertake a comprehensive ABC analysis
  • Understand the activities involved in delivering your services and how they are linked to cost pools
  • Implement innovative client-centric strategies to your pricing structure

Ricardo Lopez Fernebrand
Global Business Controller
Atlas Copco
3.50

Networking Break
4.20

Roundtable Discussion: When Does A Relationship End? Determining The Appropriate Time To Bring Services Back Inhouse

We all know that the decision to outsource is not an easy one. To do so, requires great effort and resources in place to manage the relationship. What happens if and when this goes sour? Can poor relationship management of a contract be the means to an end?

  • How does one go from having no capacity to undertake a function to suddenly having the room to manage the next?
  • Prepare for the internal capability to perform the activity so you can actually bring it back
  • Review the complexities of the contract when looking to terminate – how do you get the hand-over provision

Thomas Juhl
Vice President Shared Service Center
LEGO System A/S

Roundtable Discussion: From Good To Global: Crafting The Strategy For Shared Services Expansion

From start up to Global in 2 years

Let’s face it, in a highly expense-conscious environment; companies have been exploring various options that will generate a better bottom line. Yes, geographic changes can create low-cost labour advantages, but this isn’t the only thing you should be chasing. Done well, your global approach will accrue cost savings and offer improved service regardless of your location choice. Learn how these organisations have turned their global shared services organizations into a strategic asset.

  • Enable additional service delivery capacity when implementing global shared services
  • Design the business case for a global service delivery and preparing for the change management issues involved
  • Align processes and policy to a global business strategy

Dr. Joachim Jaeckle
Corporate SVP, Financial Operations
Henkel Group

Fraser Kirk
Global HR Optimisation Programme Director
Coca-Cola Enterprises

Jack Levernes
Director Shared Services (GBS)
HP EMEA

ERP: A help or a hindrance to organisational change?

The ability of organisations to adapt and respond to quick changing customer needs and market fluctuations is critical to survival in today’s market. For SSCs the demands of supporting change across multiple divisions or organisations magnifies this challenge, and it is the ERP platform that makes change simple – or unachievable.

What does excellence look like in this area? Are all ERPs the same, or are there characteristics to look out for?

How ERP platforms adapt to critical organisational change: Coping with restructuring, M&A and business process change in a fast changing market ERP doesn’t have to be inflexible: how some solutions can help you to adapt your operations model quickly and cost effectively The cost of change, and how your technology platform may be bleeding you dry. Public sector best practice: how ERP is helping public sector learn from private sector success in shared services

David Turner
Director
Unit 4 Agresso

5.05 Creating & Enforcing A Customer Centric Philosophy

How do we provide a consistent customer experience while also increasing operational efficiency? One of the key elements of a successful shared services organization in the ability to provide consistent and measurable customer service to ensure performance excellence. Business units require seamless service delivery as they are increasingly relying on shared services centres for business intelligence and on-going operational support. However, migrating from a primarily cost saving focus in value to becoming a truly customer-centric stand-alone business is no easy task.

  • Understand how each process within your SSO ultimately exists to satisfy your customers
  • Develop strategies for a long-term relationship
  • Focus on the right and critical measures to identify gaps and room for improvements
  • Communicate the costs for services to build trust and increase effectiveness

Nigel Coffey
Service Delivery Director
Pfizer Global Financial Solutions Europe

5.50 End Of Day One & Cocktail Reception