Annual Shared Services and BPO Conference 2013 The art of the possible for shared services how to streamline your local finance organisation

Size: px
Start display at page:

Download "Annual Shared Services and BPO Conference 2013 The art of the possible for shared services how to streamline your local finance organisation"

Transcription

1 Annual Shared Services and BPO Conference 2013 The art of the possible for shared services how to streamline your local finance organisation Denes Lang & Vazul Toth

2 DIAGEO AND GLOBAL SHARED SERVICES The art of the possible for shared services how to streamline your local finance organization

3 DIAGEO IS THE WORLD S LEADING PREMIUM DRINKS COMPANY No.1 Scotch Whisky No.1 Premium brand No.1 Vodka & No.1 Premium spirit by volume No.1 Imported Gin in the US No.1 Canadian Whisky No.1 Liqueur No.1 Stout A truly global company, with net sales of 11,433 million in 2013 and 7 out of the top 20 brands. Trading in over 180 markets, with over 28,000 people in around 80 countries Source: Impact data

4 GETTING STRONGER: INCREASING PRESENCE IN THE FASTEST GROWING MARKETS Now almost 40% of our net sales Organic performance in emerging markets Net sales growth Operating profit growth Diageo announced results for the year ended 30 June, 2013 The results for this half show that we are on track and that our strategy is making our business stronger. The key measures of performance are strong: 9% operating profit growth, 9% eps growth and stronger cash flow

5 DIAGEO S STRATEGY Our strengths Leading brands combining heritage and innovation Route to market advantage through scale Global balance across developed and emerging markets Drive sustainable and responsible performance Our industry leading capabilities: Marketing Sales Supply Management Our flexible operating model Agility and scale Our financial discipline To deliver our medium term goals Faster organic net sales growth 6% CAGR in the medium term Organic operating margin improvement 200 bpts by year ending 30 June, 2014 EPS growth Double digit growth in core EPS GDBS supports the Diageo strategy in a number of key ways: Standardised systems and processes to provide accuracy, efficiency and powerful business analytics and insights Support of M&A activity, enabling fast integration with minimal business disruption Empower all employees with the technology tools and support to do their jobs

6 WE HAVE 21 MARKETS IN FIVE REGIONS Net sales by region, at 30 June, 2013

7 WHAT WE DO Competitive advantage for our markets through new capabilities Deliver efficient and compliant services Provide a great experience for our employees

8 GDBS STRATEGY Goal Efficient services, driving YOY productivity Target areas 1. Reduce IS costs by F15 to achieve world class IS costs 2. Leverage shared services asset Competitive advantage for our markets 3. Leverage assets and build new capabilities to deliver competitive advantage for our markets Grow our talent/best place to work Controls centre of excellence 4. Achieve top quartile service performance (80% Employee Satisfaction) & a more engaged GDBS work force 5. Safeguard our reputation, whilst achieving efficiency in our controls agenda through world class level of automation

9 BUSINESS SERVICES FOOTPRINT & SERVICE LINES Common back office processes supported by SAP across 87% of business and 15,000 employees Global/ regional service XL Budapest Regional service S Accenture Shanghai Regional service M Genpact Bogota Regional Service M Current PTP Secondary OTC (Order capture, credit, bill and collect) RTR General Accounting RTR Statutory Compliance Financial Controlling Service Management & process improvement New Service Development Genpact Nairobi Genpact Delhi Global back office S Service lines Accenture Manila Regional Service & Global Back office L Future RTR Supply Finance (Product costing, budgeting & Capex) BPM reporting Customer service & order management Business process analytics Control and CARM reporting Supply Chain back office

10 DIAGEO BUSINESS SERVICES BUDAPEST ESTABLISHED IN 2001 Speak 2+1 languages 40% male 60% female Average age is 31 yrs old 730 employees 98% graduate Our external recognitions include: Special Recognition by Association of Women s Career Development in Hungary 2012 Business SuperBrands 2012 SSON Excellence in People & Communications Award 2011 Aon Hewitt Best Employer among Shared Service Centres in Hungary 2010 SSON Best Mature Captive Service Centre Award 2010 Budapest wins 'Greenest Office in Hungary title 2010

11 DIAGEO S SHARED SERVICES JOURNEY The role and contribution from business services has increased due to strong executive sponsorship and a need to reduce operating costs in Diageo Standard financial process Single technology platform Central repository/ controls Budapest operation expands Higher value & complex activities First direct migrations to BPO in Africa and AP Migrate treasury & parts of financial planning & reporting Budapest DBS manages core financial processes for most European & NA markets. Extended to global network Hybrid captive & outsourced model Accenture as outsourced partner Global Diageo Business Services is formed, merging with Global IS Controllership model implementation

12 VALUE DELIVERED TO GDBS DELOITTE SUPPORT ALONG THE JOURNEY T&E exception handling improvement Change Management assessment and planning Controllership CoE development (Project Butterfly) ABC Assessment 11/ /2009 SAP training and implementation PM support CoE Centre of Excellence ABC Activity Based Costing T&E Travel and Expenses RTR Record to Report CCD Cash Cycle Department 11/ / / / / / / /2012 CCD Exception Handling Process RTR Transformation Improvement (ishape RTR) CCD Innovation Process Implementation Process Improvement Culture Change New Service Implementation

13 CONTROLLERSHIP AS A NEW SERVICE LINE Phase 3 (controllership) Phase 1 (traditional scope) Controllership RTR OTC PTP Financaial Analysis & Control OH reporting A&P reporting COGS reporting BS / CF reporting Gross Margin / TI reporting Supply Finance Financial Accounting & reporting General accounting ICO accounting Bank accounting BFC reporting Statutory Compliance Indirect TAX VAT Duty Green Tax Statutory reporting Financial statements Corporate Income TAX Phase 2 (high-end RTR) More for less the benefits The controllers take full ownership for management reporting and statutory compliance - including tax - and are responsible for the overall control environment Controllership drives value by developing deep insight of their relevant markets/countries (through their areas of responsibilities) and through excellent business partnering. Controllership will elevate current process performance & practices to new level by: Improved quality of reporting -better tax and legal compliance Enhanced control and compliance Quicker and more efficient issue resolution

14 NEW SERVICE IMPLEMENTATION Controllership CoE development Background Significant business model change for Statutory Compliance Controllers take full responsibility for reporting, tax, overall control env. Lift and shift migration Deloitte Role Define new vision, governance structure Develop collaborative and performance focused way of working with a motivated and committed team Detailed implementation approach developed including key development areas, ways of working challenges Value Delivered Definition, vision and value proposition of the migrated function New organizational structure alternatives with accountabilities Implementation and Change Management Action Plan

15 DELIVERABLE SAMPLES Risk Assessment: Vision of CoE: Definition of CoE: Proposed Organizational structure of CoE: Value Proposition of CoE: Action Plan of developing CoE:

16 THE TALENT JOURNEY Culture Structure Talent Leadership Sensing to intuition Local to global Single to family Local to multigeographycal (team and influence) Feeling to thinking Silo to teamwork Efficiency to insight Fast growth to valued experience Delivering to owning Bridgeable gaps to big gaps between grades People manager to specialists Junior to senior Permanent to project Execution to analytics, re-design, innovation SME on top of process and technology expert Increased mobility Functional expert to leader Big team to small teams Suggestion to decision making Delivering through BPO Stakeholder management to business partnering

17 I SHAPE RTR RTR Transformation (ishape RTR) Background There were several challenges GDBS RTR faced due to the large-scale global change initiative: Shift from market based to process based operations Standardization of core processes Continuously maintain operational stability Achieve one-off and continuous cost savings Large project portfolio and limited visibility of human resource allocation Demonstrate proven capability to take on additional support processes Value Delivered Project Portfolio Management process Skill gaps identified and covered with training plan Accelerated professional development and increased employee commitment Reduced employee turnover and related costs Active involvement of leadership team improving sense of ownership Deloitte Role Develop Action Plan and prioritize actions Enhance Project Portfolio Management process and system Develop Rules of Engagement Enhance internal communications Lay down team level responsibility split (RASCI) Define Coaching and Mentoring approach Develop Career Path concept

18 SAMPLE DELIVERABLE Action Plan: Rules of Engagement: Team level responsibility split (RASCI): Prioritization of actions: Coaching and Mentoring approach: Project Portfolio Management process : Internal communication materials: Career Path concept:

19 IN SUMMARY Diageo is the world s leading premium drinks company Brilliant execution through our shared services and common platform Delivering significant efficiency for Diageo We are empowering our markets to make informed decisions Through our exceptional shared services, we deliver competitive advantage for Diageo

20 QUESTIONS?

21 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ( DTTL ), 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 for a detailed description of the legal structure of DTTL and its member firms. 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 Deloitte LLP. All rights reserved. Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC and its registered office at 2 New Street Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) Fax: +44 (0) Annual Shared Services & BPO Conference Deloitte LLP. All rights reserved

Annual Shared Services and BPO Conference 2013 Shared services from feasibility through to implementation. Tibor Nagy & Jeppe Larsen

Annual Shared Services and BPO Conference 2013 Shared services from feasibility through to implementation. Tibor Nagy & Jeppe Larsen Annual Shared Services and BPO Conference 2013 Shared services from feasibility through to implementation Tibor Nagy & Jeppe Larsen Key considerations Will the corporate vision and goals be reached by

More information

Deloitte Shared Services, GBS & BPO Conference Shared Services Design Through to Implementation

Deloitte Shared Services, GBS & BPO Conference Shared Services Design Through to Implementation Deloitte Shared Services, GBS & BPO Conference Shared Services Design Through to Implementation Jo Hart & Charlotte Allen, Deloitte 22 23 September 2015 Berlin, Germany Agenda Shared Services Approach

More information

Global Mobility for Professional Practices Managing a mobile workforce

Global Mobility for Professional Practices Managing a mobile workforce Global Mobility for Professional Practices Managing a mobile workforce Overview Global Mobility has become a prominent theme as Professional Practice Firms have expanded internationally. Their global strategies,

More information

Enhanced Portfolio Management in uncertain times

Enhanced Portfolio Management in uncertain times Enhanced Portfolio Management in uncertain times How businesses can generate and protect value through enhanced, risk return techniques improving portfolio and capital allocation decisions Contents Executive

More information

Annual Shared Services and BPO Conference 2013 Continuous improvement end to end - who dares wins. Geoff Gibbons & Mathew Shreeve

Annual Shared Services and BPO Conference 2013 Continuous improvement end to end - who dares wins. Geoff Gibbons & Mathew Shreeve Annual Shared Services and BPO Conference 2013 Continuous improvement end to end - who dares wins Geoff Gibbons & Mathew Shreeve Agenda Who Dares Wins Introduction What tools should you have in your shared

More information

Deloitte Shared Services, GBS & BPO Conference SMAC / Enabling Technologies and Shared Services in the Public Sector

Deloitte Shared Services, GBS & BPO Conference SMAC / Enabling Technologies and Shared Services in the Public Sector Deloitte Shared Services, GBS & BPO Conference SMAC / Enabling Technologies and Shared Services in the Public Sector Carolyn Williamson, Hampshire County Council; David Harker, Deloitte 22 23 September

More information

Transforming customer management in the water sector How to become a leader in customer service

Transforming customer management in the water sector How to become a leader in customer service Transforming customer management in the water sector How to become a leader in customer service management strategies have always been important to water companies, with a focus on resolving issues first

More information

Developmental assignments Enablers not solutions

Developmental assignments Enablers not solutions Developmental assignments Enablers not solutions In this article we will look at the roots of this phenomenon, and outline some strategic principles followed by organisations which successfully optimise

More information

Financial Planning & Analysis The Next Frontier of Business Process Outsourcing?

Financial Planning & Analysis The Next Frontier of Business Process Outsourcing? Financial Planning & Analysis The Next Frontier of Business Process Outsourcing? Financial Planning & Analysis (FP&A) outsourcing is increasingly being used by leading global firms to provide a competitive

More information

Current issues and trends in the Aerospace supply chain

Current issues and trends in the Aerospace supply chain Current issues and trends in the Aerospace supply chain Iain Subtitle Kirwan runs here 1 line max Director Supply Chain Consulting Global A&D insights and trends Overall global A&D industry expected to

More information

Extract of article published in International HR Adviser magazine 2013. The role of HR in global mobility

Extract of article published in International HR Adviser magazine 2013. The role of HR in global mobility Extract of article published in International HR Adviser magazine 2013 The role of HR in global mobility Increasingly the regional HR director for Asia Pacific for many large multinationals will be based

More information

A guide to investing. Appendix 10 Choice of business entity

A guide to investing. Appendix 10 Choice of business entity A guide to investing in Wales Appendix 10 Choice of business entity August 2013 Appendix 10 Choice of business entity 1. Principal forms of doing business Business organisations in the UK usually take

More information

BEPS Action 13: Transfer Pricing Documentation and Country-by-Country Reporting

BEPS Action 13: Transfer Pricing Documentation and Country-by-Country Reporting United Kingdom BEPS Action 13: Transfer Pricing Documentation and Country-by-Country Reporting On 16 September 2014, ahead of the G20 Finance Ministers meeting on 20-21 September, the OECD published seven

More information

Addressing Cyber Risk Building robust cyber governance

Addressing Cyber Risk Building robust cyber governance Addressing Cyber Risk Building robust cyber governance Mike Maddison Partner Head of Cyber Risk Services The future of security The business environment is changing The IT environment is changing The cyber

More information

UK Indirect Tax Conference 2015 Automating Indirect Tax Compliance. Jilly McCullagh 11 November 2015

UK Indirect Tax Conference 2015 Automating Indirect Tax Compliance. Jilly McCullagh 11 November 2015 UK Indirect Tax Conference 2015 Automating Indirect Tax Compliance Jilly McCullagh 11 November 2015 What we will cover today Setting the scene Step 1 Understanding the problem Step 2 - Outline current

More information

Finance Transformed. Changing the focus Finance Business Partnering

Finance Transformed. Changing the focus Finance Business Partnering Finance Transformed Changing the focus Finance Business Partnering Contents Out of the shadows of the back office 1 Striking the right balance in finance 2 Finance finds multiple barriers to becoming a

More information

Indirect Tax Conference VAT and Pensions. Alistair Jones & Andrew Dalah Financial Services VAT 14 November 2014

Indirect Tax Conference VAT and Pensions. Alistair Jones & Andrew Dalah Financial Services VAT 14 November 2014 Indirect Tax Conference VAT and Pensions Alistair Jones & Andrew Dalah Financial Services VAT 14 November 2014 Agenda 1. Introduction 2. Liability Wheels ATP Pension Service United Biscuits 3. Employer/Scheme

More information

Advertising effectiveness

Advertising effectiveness Advertising effectiveness Budget Battles Proving our Worth Thursday, 25 June 2015 Agenda Advertising effectiveness over the business cycle Measuring digital and traditional media effectiveness 2 2014 Deloitte

More information

Keeping sight of your business Hot topics facing Financial Services organisations in IT Internal Audit

Keeping sight of your business Hot topics facing Financial Services organisations in IT Internal Audit Keeping sight of your business Hot topics facing Financial Services organisations in IT Internal Audit 2014 Welcome to our third annual review of the IT hot topics facing Internal Audit functions within

More information

Robotic Process Automation Overview and RPA Case Study. November 2015

Robotic Process Automation Overview and RPA Case Study. November 2015 Robotic Process Automation Overview and RPA Case Study November 2015 Big data?! Effective data management?! 2 What is Robotic Process Automation (RPA)? Software! Robots are Robots are not Computer coded

More information

Charity Audit Committee performance evaluation Self assessment checklist. October 2014

Charity Audit Committee performance evaluation Self assessment checklist. October 2014 Charity Audit Committee performance evaluation Self assessment checklist October 2014 With increasing responsibilities and complexities, being a member of the Audit Committee has never been more challenging

More information

The robots are coming. A Deloitte Insight report

The robots are coming. A Deloitte Insight report The robots are coming A Deloitte Insight report Definitions For the purpose of this report robotic process automation is defined as the software (commonly known as a robot ) used to capture and interpret

More information

Do what matters to you. School leaver opportunities

Do what matters to you. School leaver opportunities Do what matters to you School leaver opportunities Whatever it is, you ll find it here Keep learning and get some more qualifications under your belt? Or start earning and develop your experience in the

More information

Tax Incentives in the Gaming Industry

Tax Incentives in the Gaming Industry Tax Incentives in the Gaming Industry Garry Tetley 6 September 2012 Overview of UK Tax Regime for Dynamic Creative Companies Favourable and improving R&D credits, Patent Box, Creative Industries Relief

More information

Your guide Directors remuneration in FTSE 250 companies. The Deloitte Academy: promoting excellence in the boardroom October 2015

Your guide Directors remuneration in FTSE 250 companies. The Deloitte Academy: promoting excellence in the boardroom October 2015 Your guide Directors remuneration in FTSE 250 companies The Deloitte Academy: promoting excellence in the boardroom October 2015 Overview from Mitul Shah 2015 is the second year in which UK companies have

More information

The Internal Audit fraud challenge Prevention, protection, detection

The Internal Audit fraud challenge Prevention, protection, detection The Internal Audit fraud challenge Prevention, protection, detection Contents Introduction to survey 1 Key findings 2 What are the views of senior management? 3 Adequately resourced? 6 Current trends and

More information

A guide to investing. Appendix 7 Raising finance

A guide to investing. Appendix 7 Raising finance A guide to investing in Wales Appendix 7 Raising finance August 2013 Appendix 7 Raising finance Wales benefits greatly from the prominence of the UK in the global economy. The UK has the best developed

More information

Mobility cost optimisation Managing the whole mobility investment

Mobility cost optimisation Managing the whole mobility investment Mobility cost optimisation Managing the whole mobility investment Extract of article published in International HR Adviser Magazine June 2014 We don t have budget for this! is a common cry from business

More information

IFRS industry insights

IFRS industry insights IFRS Global Office Issue 2, June 2011 IFRS industry insights Joint arrangements in the energy and resources industry The most significant change will likely be the removal of the option to proportionately

More information

Managing Complex Transformations Achieving excellence

Managing Complex Transformations Achieving excellence Managing Complex Transformations Achieving excellence A summary of our transformation management and programme leadership capability in the mining industry February 2009 Contents Introduction 1 Our approach

More information

The enhanced auditor s report bulletin 1 A review of the first reports for early adopters

The enhanced auditor s report bulletin 1 A review of the first reports for early adopters The enhanced auditor s report bulletin 1 A review of the first reports for early adopters Background The new requirements of ISA (UK & Ireland) 700 The auditor s report on financial statements apply for

More information

Salesforce.com capability. 2014 Deloitte MCS Limited. All rights reserved.

Salesforce.com capability. 2014 Deloitte MCS Limited. All rights reserved. 2 4 5 Gartner: Magic Quadrant for CRM Service Providers, Worldwide, 2013 IDC: Global salesforce.com capability 2014 6 7 9 10 11 12 Basic Reporting & Analytics Inventory Campaigns Opportunities & Quotes

More information

CIIA South West Analytics in Internal Audit - Tackling Fraud

CIIA South West Analytics in Internal Audit - Tackling Fraud CIIA South West Analytics in Internal Audit - Tackling Fraud 10 December 2014 Agenda Intro to Analytics When to use analytics and how to get started Risk Monitoring and Control Automation Common Pitfalls

More information

Treasury Advisory Services Stability through effective financial risk and liquidity management. Audit. Tax. Consulting. Financial Advisory.

Treasury Advisory Services Stability through effective financial risk and liquidity management. Audit. Tax. Consulting. Financial Advisory. Treasury Advisory Services Stability through effective financial risk and liquidity management Audit. Tax. Consulting. Financial Advisory. Treasury Health Check Identify gaps and benchmark to make informed

More information

D-G5-L4-304 Indirect Tax elearning Tool Deloitte LLP Service for G-Cloud V

D-G5-L4-304 Indirect Tax elearning Tool Deloitte LLP Service for G-Cloud V D-G5-L4-304 Indirect Tax elearning Tool Deloitte LLP Service for G-Cloud V April 2014 Contents 1 Service Overview 1 2 Detailed Service Description 2 3 Commercials 3 4 Our G-Cloud Services 4 5 About Deloitte

More information

UK Indirect Tax Conference 2015 How does the EU do VAT? Aili Nurk 11 November 2015

UK Indirect Tax Conference 2015 How does the EU do VAT? Aili Nurk 11 November 2015 UK Indirect Tax Conference 2015 How does the EU do VAT? Aili Nurk 11 November 2015 Contents EU Policy lifecycle of a tax change Influencing making it work in practice EU VAT agenda open dossiers Q&A 2

More information

A guide to investing. Appendix 11 Protecting your business intellectual property rights

A guide to investing. Appendix 11 Protecting your business intellectual property rights A guide to investing in Wales Appendix 11 Protecting your business intellectual property rights August 2013 Appendix 11 Protecting your business intellectual property rights Intellectual property rights

More information

Product Life Cycle Management in Life Sciences Industry

Product Life Cycle Management in Life Sciences Industry Life Cycle Management in Life Sciences Industry Evolving from siloed to cross-functional management Audit. Tax. Consulting. Corporate Finance. A need for Lifecycle Management Life Sciences companies are

More information

Global Business Services Better together

Global Business Services Better together Global Business Services Better together Contents What is Global Business Services and why should you care? 1 What is driving the Global Business Services trend? 2 Getting granular: The ins and outs of

More information

ISO27032 Guidelines for Cyber Security

ISO27032 Guidelines for Cyber Security ISO27032 Guidelines for Cyber Security Deloitte Point of View on analysing and implementing the guidelines Deloitte LLP Enterprise Risk Services Security & Resilience Contents Foreword 1 Cyber governance

More information

A guide to investing. Appendix 12 Checklist of items to consider when planning a project

A guide to investing. Appendix 12 Checklist of items to consider when planning a project A guide to investing in Wales Appendix 12 Checklist of items to consider when planning a project August 2013 Appendix 12 Checklist of items to consider when planning a project Early in the evolution of

More information

Talent & Organization. Change Management. Driving successful change and creating a more agile organization

Talent & Organization. Change Management. Driving successful change and creating a more agile organization Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s

More information

IFRS industry insights

IFRS industry insights IFRS Global Office April 2011 IFRS industry insights The Leases Project An update for the energy and resources industry Several respondents from the energy and resources industry requested that the Boards

More information

Deloitte Shared Services, GBS & BPO Conference

Deloitte Shared Services, GBS & BPO Conference Deloitte Shared Services, GBS & BPO Conference Building a shared service organisation in the public sector: how to attract and on-board new customers Dr Jaime Quesado Entidade de Serviҫos Partilhados da

More information

Contracts with Participation Features First set of decisions after extensive preparation and outreach activities

Contracts with Participation Features First set of decisions after extensive preparation and outreach activities Contracts with Participation Features First set of decisions after extensive preparation and outreach activities Francesco Nagari Deloitte Global IFRS Insurance Lead Partner 6 July 2015 Agenda Highlights

More information

D-G4-L4-126 Police contact management and demand reduction review Deloitte LLP Service for G-Cloud IV

D-G4-L4-126 Police contact management and demand reduction review Deloitte LLP Service for G-Cloud IV D-G4-L4-126 Police contact management and demand reduction review Deloitte LLP Service for G-Cloud IV September 2013 Contents 1 Service Overview 1 2 Detailed Service Description 2 3 Commercials 6 4 Our

More information

Finance Business Partnering Less than the sum of the parts. Organisational perception of Finance, percentage of respondents agreeing with statements

Finance Business Partnering Less than the sum of the parts. Organisational perception of Finance, percentage of respondents agreeing with statements Finance Business Partnering Less than the sum of the parts Key points Deloitte s research into Finance Business Partnering has analysed the responses of 75 senior Finance executives from UK headquartered

More information

Oracle Fusion Financials The Future Unearthed

Oracle Fusion Financials The Future Unearthed Oracle Fusion Financials The Future Unearthed What is Oracle Fusion Applications? Over the last ten years Oracle has acquired numerous competitors in the applications and technology market, which has resulted

More information

D-G4-L4-231 Data Governance Assessment Design and Implementation Deloitte LLP Service for G- Cloud IV

D-G4-L4-231 Data Governance Assessment Design and Implementation Deloitte LLP Service for G- Cloud IV D-G4-L4-231 Data Governance Assessment Design and Implementation Deloitte LLP Service for G- Cloud IV September 2013 Contents 1 Service Overview 1 2 Detailed Service Description 4 3 Commercials 8 4 Our

More information

Operational continuity in recovery and resolution planning Exploring the Service Company structure

Operational continuity in recovery and resolution planning Exploring the Service Company structure Operational continuity in recovery and resolution planning Exploring the Service Company structure Contents The requirement for operational continuity 1 in recovery and resolution planning Operational

More information

Assetbox The future of asset management out of a box

Assetbox The future of asset management out of a box Assetbox The future of asset management out of a box Audit. Tax. Consulting. Corporate Finance. Assetbox? Driven by reality, inspired by a vision The asset management market is facing continuous change:

More information

Governance in brief BIS and the FRC consult on options for UK implementation of the EU Audit Directive & Regulation

Governance in brief BIS and the FRC consult on options for UK implementation of the EU Audit Directive & Regulation January 2015 Governance in brief BIS and the FRC consult on options for UK implementation of the EU Audit Directive & Regulation Headlines The UK will take the option to extend the mandatory auditor rotation

More information

IFRS industry insights

IFRS industry insights IFRS Global Office Issue 1, April 2012 IFRS industry insights IASB issues a revised exposure draft on revenue recognition insights for the financial services industry The revised ED is the next step in

More information

Deloitte Consulting High Impact HR Operating Model. Point of View

Deloitte Consulting High Impact HR Operating Model. Point of View Deloitte Consulting High Impact HR Operating Model Point of View 10 human capital trends for 2015 % VERY I M P O R TAN T Culture & engagement 78 83 1 50% 60% Leadership 78 82 2 51% 57% Learning & development

More information

Darling, do you want to marry me? Business process outsourcing, a shared future together. A possible new business in Luxembourg?

Darling, do you want to marry me? Business process outsourcing, a shared future together. A possible new business in Luxembourg? Darling, do you want to marry me? Business process outsourcing, a shared future together. A possible new business in Luxembourg? 2015 Darling, do you want to marry me? - Business process outsourcing, a

More information

Exposure Draft Statement of Recommended Practice: Financial Statements of Investment Trust Companies and Venture Capital Trusts

Exposure Draft Statement of Recommended Practice: Financial Statements of Investment Trust Companies and Venture Capital Trusts Deloitte LLP 2 New Street Square London EC4A 3BZ Tel: +44 (0) 20 7936 3000 Fax: +44 (0) 20 7583 1198 www.deloitte.co.uk Direct: 0207 007 0884 Direct fax: 020 7007 0158 vepoole@deloitte.co.uk John Stevens

More information

Digital Influence in UK Retail

Digital Influence in UK Retail Digital Influence Digital Influence in UK Retail The true value of digital in-store Digital technology is influencing 33% of in-store retail sales in the UK, equivalent to almost 100 billion in 2014. Digital

More information

IFRS industry insights

IFRS industry insights IFRS Global Office April 2012 IFRS industry insights IASB issues revised exposure draft on revenue recognition insights for the insurance industry The revised ED is the next step in developing an entirely

More information

D-G4-L4-235 Supply Chain Analytics Deloitte LLP Service for G- Cloud IV

D-G4-L4-235 Supply Chain Analytics Deloitte LLP Service for G- Cloud IV D-G4-L4-235 Supply Chain Analytics Deloitte LLP Service for G- Cloud IV September 2013 Contents 1 Service Overview 1 2 Detailed Service Description 3 3 Commercials 7 4 Our G-Cloud Services 8 5 About Deloitte

More information

THE 7 STEPS TO A SUCCESSFUL CRM IMPLEMENTATION DEPLOYING CRM IN THE NEW ERA OF CONNECTED CUSTOMERS

THE 7 STEPS TO A SUCCESSFUL CRM IMPLEMENTATION DEPLOYING CRM IN THE NEW ERA OF CONNECTED CUSTOMERS THE NEW ERA OF ABOUT THE AUTHOR Paul Rogers is the Head of Customer Experience and CRM within HCL s Applications Division. Based in London, Paul is responsible for leading HCL s CRM consulting and technology

More information

HR Business Partnering A Custom Approach

HR Business Partnering A Custom Approach HR Business Partnering A Custom Approach Human Resources is at a turning point CEO s expect the Human Resources function to play a much more active role in enabling business strategies. For a decade now,

More information

Visual Enterprise Architecture

Visual Enterprise Architecture Business Process Management & Enterprise Architecture Services and Solutions October 2012 VEA: Click About to edit Us Master title style Global Presence Service and Solution Delivery in 22 Countries and

More information

Governance in focus Describing your strategy and business model

Governance in focus Describing your strategy and business model Governance in focus Describing your strategy and business model The Deloitte Academy: Promoting excellence in the boardroom Contents Summary of the requirements 1 Making the most of the new requirements

More information

Indirect Tax Conference Union Customs Code. Customs & Global Trade Jeffrie Mann Oliver Clegg 14 November 2014

Indirect Tax Conference Union Customs Code. Customs & Global Trade Jeffrie Mann Oliver Clegg 14 November 2014 Indirect Tax Conference Union Customs Code Customs & Global Trade Jeffrie Mann Oliver Clegg 14 November 2014 Session Overview Union Customs Code ( UCC ) 1. Background of UCC 2. Changes in the UCC - AEO

More information

D-G4-L4-094 Asset Management Systems Strategy and Roadmap Deloitte LLP Service for G-Cloud IV

D-G4-L4-094 Asset Management Systems Strategy and Roadmap Deloitte LLP Service for G-Cloud IV D-G4-L4-094 Asset Management Systems Strategy and Roadmap Deloitte LLP Service for G-Cloud IV September 2013 Contents 1 Service Overview 1 2 Detailed Service Description 2 3 Commercials 6 4 Our G-Cloud

More information

January 2015. Senior Insurance Managers Regime Strengthening accountability in insurance

January 2015. Senior Insurance Managers Regime Strengthening accountability in insurance January 2015 Senior Insurance Managers Regime Strengthening accountability in insurance Contents Introduction 1 Key points 2 Implementing Solvency II 3 Implications for Non Executive Directors 4 Practical

More information

Internal Audit at the University of Cambridge.

Internal Audit at the University of Cambridge. Internal Audit at the University of Cambridge. Contents Introduction to Deloitte 1 Our team 2 What is Internal Audit? 4 Our approach to Internal Audit 5 Authority and reporting lines 7 Planning 8 Ad Hoc

More information

Actuarial 20/20 Canada: in focus

Actuarial 20/20 Canada: in focus Actuarial 20/20 Canada: in focus This page has been intentionally left blank Table of contents 2 1 Canada: in focus 4 2 Actuarial teams: a vision for the future 6 3 Technological and data advancements

More information

A closer look The requirement to include a full listing of related undertakings within annual financial statements

A closer look The requirement to include a full listing of related undertakings within annual financial statements GAAP: Clear vision A closer look The requirement to include a full listing of related undertakings within annual financial statements This change does not alter which entities need to provide such disclosures,

More information

Under control 2015 Hot topics for IT internal audit in financial services. An Internal Audit viewpoint

Under control 2015 Hot topics for IT internal audit in financial services. An Internal Audit viewpoint Under control 2015 Hot topics for IT internal audit in financial services An Internal Audit viewpoint Introduction Welcome to our fourth annual review of the IT hot topics for IT internal audit in financial

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

MiFID II/MiFIR. Implications for Fund Managers. May 2014. 2014 Deloitte LLP. All rights reserved.

MiFID II/MiFIR. Implications for Fund Managers. May 2014. 2014 Deloitte LLP. All rights reserved. /MiFIR Implications for Fund Managers May 2014 Webinar participants Manmeet Rana Senior Manager Audit Deloitte UK mrana@deloitte.co.uk +44 20 7303 8624 Manmeet Rana is a Senior Manager within Deloitte

More information

Diageo Marketing Excellence Andy Fennell. Chief Marketing Officer

Diageo Marketing Excellence Andy Fennell. Chief Marketing Officer Diageo Marketing Excellence Andy Fennell Chief Marketing Officer Outstanding brand portfolio No.1 Vodka & No.1 Premium spirit by volume No.1 Scotch Whisky No.1 Premium brand No.1 Tequila No.1 Imported

More information

Charities Alert. Which Charities SORP to apply?

Charities Alert. Which Charities SORP to apply? July 2014 Charities Alert. Which Charities SORP to apply? In a nutshell This Alert is for small charities who are small in accordance with Companies Act definitions. Under current UK GAAP, small charities

More information

WELCOME MIKE STRAWSON LEAD ASSOCIATE CHAMBER INTERNATIONAL

WELCOME MIKE STRAWSON LEAD ASSOCIATE CHAMBER INTERNATIONAL WELCOME MIKE STRAWSON LEAD ASSOCIATE CHAMBER INTERNATIONAL Premier Farnell Chamber International Rob Rospedzihowski, Director - Global Supplier Management Slide 3 Slide 4 Our Premier Farnell Brands Our

More information

English UK VAT & Overseas Agents

English UK VAT & Overseas Agents English UK VAT & Overseas Agents Deloitte Contacts Simon Prinn, Partner Tel. 0118 322 2825 Jack Stoakes, Senior Manager Tel. 01293 761249 Charlotte McMillan, Assistant Manager Tel. 01293 761392 July 2012

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

Annual Shared Services and BPO Conference 2013 Design and building a multi-function global business services organisation

Annual Shared Services and BPO Conference 2013 Design and building a multi-function global business services organisation Annual Shared Services and BPO Conference 2013 Design and building a multi-function global business services organisation Michael Donnellan, Sandy Price, Nick Pragnell, Aaron Albury & Mark Craddock Designing

More information

Low Default Portfolio (LDP) modelling

Low Default Portfolio (LDP) modelling Low Default Portfolio (LDP) modelling Probability of Default (PD) Calibration Conundrum 3 th August 213 Introductions Thomas Clifford Alexander Marianski Krisztian Sebestyen Tom is a Senior Manager in

More information

Wealth Advisory Services Winning with clients

Wealth Advisory Services Winning with clients Wealth Advisory Services Winning with clients About Us Deloitte, with more than 500 professionals operating out of offices in all major cities is one of the largest and fastest-growing professional services

More information

Need to know Financial Reporting Council issues FRS 103 Insurance Contracts

Need to know Financial Reporting Council issues FRS 103 Insurance Contracts ukgaap: Beyond the detail Need to know Financial Reporting Council issues FRS 103 Insurance Contracts In a nutshell The Financial Reporting Council (FRC) has issued FRS 103 Insurance Contracts. The standard

More information

2013 Global Shared Services survey results. Tóth Vazul, Igazgató, Pintér László, Menedzser Vezetési Tanácsadás, Deloitte

2013 Global Shared Services survey results. Tóth Vazul, Igazgató, Pintér László, Menedzser Vezetési Tanácsadás, Deloitte 2013 Global Shared Services survey results Tóth Vazul, Igazgató, Pintér László, Menedzser Vezetési Tanácsadás, Deloitte About the survey 1 Deloitte s 2013 Global Shared Services survey attracted 277 respondents

More information

Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent

Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1 Agenda The Big Picture

More information

Commercial claims A customer focussed claims journey

Commercial claims A customer focussed claims journey Commercial claims A customer focussed claims journey Contents Introduction 1 Commercial claims overview 2 Claims responsibilities throughout the distribution chain 3 Remuneration arrangements 4 How to

More information

Towards the Smarter Back Office

Towards the Smarter Back Office Towards the Smarter Back Office Russell Ives, Partner IBM Global Process Services Shared Services for the Public Sector Forum Sydney, 11th October, 2011 Agenda Smarter Social Services Smarter Back Office

More information

EU referendum planning

EU referendum planning EU referendum planning Should the United Kingdom remain a member of the European Union or leave the European Union? Background The UK s EU referendum will take place on Thursday 23rd June. Over the last

More information

Global Payroll is not a Myth. It s a Journey. Are you ready to take that first step?

Global Payroll is not a Myth. It s a Journey. Are you ready to take that first step? Global Payroll is not a Myth. It s a Journey. Are you ready to take that first step? Presenter Strategic, global HR leader with extensive, high impact service delivery experience covering payroll, benefits,

More information

Coming to an end of joint decisions before re-exposure IFRS 4 Phase II Update

Coming to an end of joint decisions before re-exposure IFRS 4 Phase II Update Coming to an end of joint decisions before re-exposure IFRS 4 Phase II Update IASB/FASB meetings January 2013 Francesco Nagari Deloitte Global IFRS Insurance Lead Partner 6 February 2013 Agenda Highlights

More information

IBM Software IBM Business Process Management Suite. Increase business agility with the IBM Business Process Management Suite

IBM Software IBM Business Process Management Suite. Increase business agility with the IBM Business Process Management Suite IBM Software IBM Business Process Management Suite Increase business agility with the IBM Business Process Management Suite 2 Increase business agility with the IBM Business Process Management Suite We

More information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

Simplification of work: Knowledge management as a solution

Simplification of work: Knowledge management as a solution Simplification of work: Knowledge management as a solution Second line optional lorem ipsum B Subhead lorem ipsum, date quatueriure 2 Content 4 Simplification of work: Knowledge management as a solution

More information

LITTLE BLACK BOOK CONTACT CENTRE & CUSTOMER COLLABORATION

LITTLE BLACK BOOK CONTACT CENTRE & CUSTOMER COLLABORATION LITTLE BLACK BOOK CONTACT CENTRE & CUSTOMER COLLABORATION WHAT DO CUSTOMERS WANT FROM CONTACT CENTRES 41 % % % Person who answers the phone handles the whole call 40 To be treated as a valued customer

More information

01/ 02/ 03/ 04/ 05/ Beyond borders Deloitte Discovery April 23 rd 2015 Cyprus 1 Going beyond borders to move our clients ahead Deloitte Discovery Services - Deloitte Legal 2 The Deloitte

More information

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

The National Commission of Audit

The National Commission of Audit CA Technologies submission to The National Commission of Audit November, 2013 Kristen Bresch CA Technologies Executive Summary CA Technologies is pleased to present the National Commission of Audit the

More information

D-G4-L4-025 Mobile Working Technology Feasibility Study for a Healthcare Body Deloitte LLP Service for G-Cloud IV

D-G4-L4-025 Mobile Working Technology Feasibility Study for a Healthcare Body Deloitte LLP Service for G-Cloud IV D-G4-L4-025 Mobile Working Technology Feasibility Study for a Healthcare Body Deloitte LLP Service for G-Cloud IV September 2013 Contents 1 Service Overview 1 2 Detailed Service Description 2 3 Commercials

More information

G Cloud III Framework Lot 4 (SCS) Project Management

G Cloud III Framework Lot 4 (SCS) Project Management G Cloud III Framework Lot 4 (SCS) Project Management Contents Executive Summary 3 Project Management 4 Why Deloitte? 6 SFIA Rate Card 7 Contact 8 Service Definition (a) to (p) 9 Executive Summary PROJECT

More information

Achieving High Performance with Application Outsourcing

Achieving High Performance with Application Outsourcing Achieving High Performance with Application Outsourcing 2 Needed now: The right team to get the most from your application portfolio now, next year and every year To be sure that your applications can

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information