Day Two: Conference

Wednesday 29 April 2009

8:30 Chairperson’s Opening Remarks

Joseph Soalheira
Advisory Board Member
SSON

8:40 NTT Business Associe: Creating Greater Value For Money Through Tough Economic Times

* Winner of “Best Mature Shared Services Organisation” Award at Shared Services Week 2008.

NTT Business Associe Corporation was established nine years ago to centralise and integrate business support services, including accounting and fi nance, human resource management and payroll administration, employee welfare and company housing management. Bringing together all of these operations under one organisation reduced costs and improved service quality. In addition, the company contributes to the improvement of the competitiveness and profi t of the NTT Group by proposing new measures and system reforms on the basis of knowledge and know-how gained through the provision of these services.

This session will give you an overview of NTT’s impressive multi-function operations.

Yukio Ishijima
Senior Vice President
NTT (NIPPON TELEGRAPH AND TELEPHONE) BUSINESS ASSOCIE CORP

9:20 Rolling Out A Successful Shared Services Model In A Global Mining Company

• Cultural change and building the service mentality: Changing the mindset to cater for employees outside of the Brazilian mining operations
• Overcoming the regional challenges of implementing Shared Services in Brazil to help with Vale’s SSCs in Switzerland, North America, New Caledonia, Indonesia and Australia
• Managing our clients’ perception to achieve enhanced collaboration in the delivery of our shared services
• Examining the critical success factors of the SSC model implemented in Brazil to facilitate a smoother transition in our SSC globally
• Results achieved in Brazil: increased client buy-in and continued engagement and an effective cost model

Marcio Hannas
Global Director Shared Services
VALE

Demonstrating The Value Of Your Ssc

10:00 Moving Up The Value Chain: A Step-By-Step Guide To Moving Beyond Transactional Processes And Surviving Change

Leaders must know how to adapt to change, initiate it and use it to their advantage: Guiding teams and business units through times of signifi cant process re-engineering.

• Recognising SSC as a strategic asset: Service/value profit chain
• Managing the change and the culture shift to achieve high performance
• Developing an engaging model that results in value for all stakeholders, clients and suppliers
• Building an environment of continued process excellence and supporting it through developing leadership capability to ensure progress up the value chain

Andrew Crawford
Executive Manager Operations, Commercial Portfolio
SUNCORP
Chairman, Global Corporate Sector Advisory Committee
CPA

Anthony Tieppo
Head of Billing, Performance and Compliance
TELSTRA

10:40 Creating Value Through Efficient Data Capture And Seamless Collaboration Between Sources

• Improving service and responsiveness to customers and partners
• Reducing costs associated with paper-based information, manual data entry and delivering content to enterprise applications
• Efficiently integrating data capture and content delivery from multiple sources on one platform using one set of business rules
• Enhancing your ability to share information amongst employees, customers and partners

Glen Campbell
Australian BPS Manager
ASI SOLUTIONS & TOP IMAGE SYSTEMS

11:10 Morning Tea And Networking

Stream A: New Shared Services	Stream B: Mature Shared Services	Blue Sky Room
Evaluating The Shared Service Centre Viability	Outsourcing & Offshoring: Capturing & Implementing Innovation	11:40 - 4:10 Pre-Qualified Participants Only Learn more about the Exclusive Blue Sky Sessions
11:40 Building Rapid Capability, Momentum And Moving From Quick Wins To Sustainable Added Value You’ve made the decision to implement a SSC and you want to get the benefits quickly. What can you do to build capability rapidly? Once your SSC is up and running, what’s next? How can you continue to drive value? The Dept of Education and Training (WA), winner of the prestigious SS APAC Excellence Award for “Best New Shared Services Centre”, will tell the story of an incredible transformation journey. Moving from a centralised function to a SSC Establishing commitment to quality and service Using KPIs that focus on customer delivery Developing open and clear communication channels to drive common business objectives throughout your SSC Positioning ETSSC for greater change: Re-engineering systems and processes for enhanced service delivery Kevin Smith General Manager Shared Services DEPT OF EDUCATION & TRAINING (WA)	11:40 Is Outsourcing The Next Logical Step? Fear, ambiguity, uncertainty or lack of knowledge are reasons often cited for not choosing outsourcing. The question in the market remains: Is the SSC a prelude to outsourcing? It appears to be an attractive option, especially when it allows staff to concentrate on more strategic and business critical tasks. However, as with any business decision, there are trade-offs linked to every decision you make. Knowing how to distinguish a better deal is key to your SSC strategy. Is outsourcing necessary? If so, what is to be gained? Why companies choose not to go down the outsourcing path Outsourcing vs captive: When processing quality is paramount, which option should you choose, and why? Leveraging economies of scale by outsourcing some processes with the focus on building productivity reserves Assessing the essential criteria necessary to make your final decision Panellists include: Malti Maharaj Divisional Accountant MEDICARE Andrew Crawford Executive Manager Operations SUNCORP Jeffrey Jin Director of Cost and Resource Management, APAC, Global Sourcing UBS INVESTMENT BANK
12:20 Is The SSC Model Right For Your Organisation? Discussing The Steps That Will Guide Your Decision This presentation will give you the following take-aways: Why companies choose not to establish a SSC Tools to help you identify which functions to centralise How to sell the SSC idea to Management Lessons learnt the hard way Reasons why you shouldn’t under-estimate resistance to change Panelists include: Rod Whittington VP- Finance JANSSEN CILAG Kevin Smith General Manager Shared Services DEPT OF EDUCATION & TRAINING (WA) Michael Vanderheide Head of Shared Services ACT GOVERNMENT Richard Morton General Manager Business Services WESTFIELD Alison Harrop Divisional Director Global Finance Services MACQUARIE GROUP Peter Hogg Head of Finance HEALTH ALLIANCE (NZ)	Understanding The Stages Of Growth In Outsourcing Governance 12:20 Designing And Diligently Overseeing An Organisation’s Outsourcing Governance Model With Strong Leadership If your were to outsource your child minding, you’d spend a fair bit of time finding out if your child would be safe, that the minder will be doing the right things and offering value for money service. It’s no different when seeking an external service provider. No matter which provider you end up choosing, there are fundamental aspects that need to be addressed to ensure you are on the right path: Examining the critical success factors in relationship management Implementing measures to mitigate and manage the risks taken with your chosen outsourcing provider Ensuring optimal operational delivery and efficient compliance tracking Effective strategies to gain and retain the commitment of your management team and staff Zia Qureshi Chairman – Australia INTERNATIONAL ASSOCIATION OF OUTSOURCING PROFESSIONALS (IAOP)
1:00 Big Bang Vs. Small Steps: Setting The Scope For Your New SSC And Adding Value From The Outset Deciding on the processes you want to incorporate into your SSC is key to the overall success of your project. Do you start with Finance and then progress to HR? This session will bring to you the secrets of an ambitious and successful implementation of a multifunctional SSC. Setting the scope to influence all aspects of your planning and implementation Allowing your SSC the optimum remit to ensure a successful launch and implementation Ensuring your labour and workforce are kept motivated and engaged Achieving long-term success: Evolving your scope parameters to deliver greater value to your organisation Michael Vanderheide Head of Shared Services ACT GOVERNMENT	1:00 Defining And Evaluating Organisational Alternatives And Other Dimensions For Managing Governance Outsourcing program management office Creating a link between an outsourcer and its using organisations - at all levels Role of sourcing and other support organisations Tools and reporting mechanisms for creating consistency Jeffrey Jin Director of Cost and Resource Management, APAC, Global Sourcing UBS INVESTMENT BANK
1:40 Lunch
Developing Your SSC’s Blue Print 2:50 Establishing The Shared Services Road Map And Benchmarks To Manage The Life Cycle Of Your Transformation It’s no secret that the initial implementation of the Shared Services model is to cut costs and streamline processes to improve effectiveness and efficiency. However, understanding how to get started and ensuring that the initiative delivers on expectations is never as easy as it looks. Laying the foundations for a robust SSC implementation strategy will ensure your organisation can track progress, visualise goals and ensure that the SSC is a success. Comparing your current position against the aspirations for your SSC to pin-point the capability gaps Knowing exactly what can be realistically achieved to bridge the gaps Managing expectations: Gaining buy-in from your organisation Setting short-term goals to be achieved by your SSC Setting important milestones in your move towards SSC Developing initial benchmarks to ensure delivery of savings Selling your SSC to other areas of your business Suzanne Young Group General Manager for Finance Improvement and Segmentation QANTAS	2:50 What’s Next For Mature SSCs? By choosing the best of what each SSC model has to offer, it is hoped that the rewards will be greater. So how be sure that you are creating a hybrid, not a mongrel? With the fi rst generation of ad hoc outsourcing deals behind us and better judgement derived from hindsight, it’s time to look beyond traditional, reactive outsourcing to embrace a strategic approach that aligns sourcing with business goals. What other functions or transactional activities should you consider outsourcing? Examining the reasons why certain functions and activities should remain captive Who to partner with to ensure the successful execution of your strategic move How to deploy resources for optimal outcomes Choosing and re-assessing your choice of location to protect your SSC from costly mistakes Panelists for this session include: Brian Roche Executive Director DEPARTMENT OF TREASURY & FINANCE, SHARED SERVICES (WA) Michael Lurie Manager Strategy NSW DEPT OF COMMERCE	Blue Sky Room Session continued
3:30 Measuring, Monitoring And Identifying Performance Gaps In Your Newly Established Shared Services Using effective conflict resolution tools and techniques Utilising KPIs and CPIs: Using your data to drive efficiency Inspiring customer confidence: Utilising SLAs to drive transparency Brian Roche Executive Director, DEPARTMENT OF TREASURY & FINANCE SHARED SERVICES (WA)	3:30 The Challenges That Arise On Exiting An Outsourcing Agreement, Whether To A New Provider Or Back To Self Supply The session will go through the use of a case study and look at: Each side’s motivations and key concerns on an exit The pinch points (termination rights, exit support, HR issues, offshore complications) Ideas on how to manage each pinch point This session is a must-attend for all of those currently engaged upon or likely to embark upon the termination of a long-term outsourcing partnership Facilitated Discussions

Developing & Monitoring Service Level Agreements

4:10 Afternoon Tea And Networking

4:30 Negotiating Your SLAs And Managing Client Expectations

It’s not uncommon for different business units within your organisation to have different expectations of the level of service they receive. The lack of standardisation often means that you have to be extra careful when it comes to managing relationships with clients.

• How should you set up an SLA?
• What is your baseline measure before you provide a new service?
• Determining the level of services to be provided
• Ensuring that SLAs agreed at the top of the organisational are adequate for those who use/provide the services
• Managing client expectations by communicating the level of services previously agreed upon and what they are prepared to pay for
• What can you do to diligently monitor the SLAs?
• How can you use SLAs to drive the performance of your SSC?

Joseph Soalheira
Advisory Board Member
SSON

5:10 Pivotal Points When Implementing Commercial Trading Terms For Shared Services

Setting your pricing strategy is one of the trickiest, and important, parameters you have to establish for your Shared Service Centre.

This session will focus on how QR developed and implemented its pricing strategies, including:

• What costs are included in QR pricing structure?
• How much transparency can you offer before it ceases to be useful and turns into a hindrance?
• Hiccups that you may have experienced or have heard of
• Applying the pricing strategy to encourage good behaviour from your internal clients and staff within your SSC

Martin Moore
Group General Manager, Shared Services
QUEENSLAND RAIL

5:50 Developing Strategies To Eliminate Non-Compliant Behaviour Within Your Re-Engineered Processes

Your best efforts to streamline your processes will fail to bear fruit if your business units and shared services centre staff continue with non-compliant behaviour. So how do you get your staff on-side and complimenting the technologies and processes that you have in place? This session will show you how this can be achieved.

Graeme Szetu
Shared Services Manager
AMALGAMATED HOLDING

6:20 Close Of Conference Day One

7:00 Gala Dinner & Excellence Awards 2009

*Whilst entry to the Awards celebration and dinner is complimentary, RSVP at time of booking is essential. Please tick the box on the registration page to indicate whether or not you would like to join us for a night of festivities.

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