Business Case & Roadmap to Shared Services

2. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 2 ROBERT TOWLE Managing Director North America (East) Tel: (862) 812-7851 roberttowle@chazeypartners.com Robert has over 20 years of experience in Finance, Shared Services and Technology implementations. He has managed multiple shared services transformation projects and has held multiple roles managing shared services operations in the U.S., U.K. and in multiple locations in India. Prior to his recent assignments, he was the Vice President of Finance for Pinkerton Consulting. Prior to Pinkerton, Robert was the Vice President of Global Operations Finance for Travelport Limited, with responsibilities including the management of company’s Indian Shared Service Center, global corporate travel and North American payroll operations. He is well suited to developing transformation activities, but is comfortable focusing on daily operational issues, managing staff at all levels and ensuring a high level of customer service. Robert holds an MBA with dual concentrations in Finance and Information Technology from Auburn University. CHAS MOORE Managing Director North America (West) Tel: (250) 469-4168 chasmoore@chazeypartners.com Chas has 19 years of experience in business leadership, management and Shared Services implementations. He leverages his extensive experience in healthcare and industry to help teams innovate effective and realistic solutions for complex industries. Prior to his recent assignments he was the Interior Health Business Support Director for Corporate Initiatives leading Shared Services implementations involving the Canadian healthcare sector. Prior to the formation of Interior Health, Chas was the CFO of one of the 18 predecessor organizations. In addition to his Canadian assignments, Chas provides subject matter and technical expertise to American clients and holds a US work visa. He has extensive experience in project management, business case development, mentoring & coaching, and public speaking, including facilitation at several international Shared Services events. Chas is a Chartered Professional Accountant, Chartered Accountant, and has a BSc Degree in Microbiology from the University of British Columbia.

3. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 3 What is a Shared Services Business Case, and why is it so essential? Key steps to building a successful Business Case for Shared Services in the Public Sector Developing a multi- phase roadmap for your Shared Services Failure to launch? How to avoid costly mistakes! Lessons learned from highly effective examples of Shared Services in the Public Sector

5. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 5 Strategic advice Project management Business case development Support from concept to realization For new, existing and mature organizations The big four: • Finance • Human Resources • Information Technology • Procurement Other back office: • Facilities • Office Administration • Communications Over 20 Years Experience Offices in North & Latin America, Ireland, United Kingdom, Europe & Singapore Practitioner led Over 50 active full-time staff and over 70 specialized resources Knowledge transfer Client-focused approach Who We Are What We Do Where We Focus Chazey Profile

7. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 7 “Chazey’s team all have a strong background as CFOs or Finance or HR leads in global organizations, and understand the ins and outs of a Shared Services environment. They are familiar with all phases, whether a new launch or a mature operation. That’s the kind of knowledge that even a good consulting team cannot give you. It’s based on real-life experience. In addition, Chazey has access to a wealth of benchmark data based on their own experience across different industries. These best practices proved valuable when analyzing processes to incorporate into our own model.” Manolis Fafalios Shared Services (Transition) Director Coca-Cola Hellenic “Critical to our success was the great partnership that we formed with the Chazey team. By embedding Chazey staff into our GNB work groups we were able to create a collaborative and interactive relationship that was very different from a traditional vendor client arrangement. Phil, Grant and John (and others) brought a depth of shared service knowledge, along with tactical expertise from multiple previous implementations that enhanced the approach developed by our GNB core team. This integration of teams allowed us to produce a dynamic GNB specific service strategy, based on best practices and world class implementation techniques.” “We were impressed by the Chazey team’s responsiveness and professionalism in reacting and managing this assignment at very short notice and with highly restricted timelines. The Study Report we received clearly reflected their depth of first-hand experience and knowledge. In addition, the quality of insight they brought to the assignment resulted in a Study Report which was clear, comprehensive and put us in a position to make a decision on a very sound base.” Andrea Seymour Former Chief Operating Officer, New Brunswick Internal Services Agency Les Gill Senior Director, HR Shared Services Gilead Sciences, Inc. Testimonials

9. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 9 •Treats its internal client with the same level of respect and service that external clients expect Elevator Speech •Provides non-core services to the “business”, employing a specialist team, geographically unconstrained, and focusing on the requirements of the internal client. This involves a philosophy and approach totally unlike traditional “corporate- driven” centralization. Definition •Has the goal of providing high quality, non-core, but mission critical services (which can include both repetitive common processes and more specialized professional services) to the business at lower cost and more efficiently than the business could otherwise provide for itself. Goal •Achieves cost savings and higher quality of service by leveraging organizational re- alignment, economies of scale, technology, lower cost locations, standardized end-to- end processes and best practice. How-To

10. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 10 Centralization/Decentralization Cycle  Remote from business  Unresponsive and inflexible  No Business/ Operational control over costs  Viewed as central overhead  Prevalence of shadow operations Centralized Challenges  Disparate processes  Multiple standards  Duplication of effort  Different control environments  High cost and costs unclear across the business  Not scalable Decentralized Challenges  Responsive to Business and Operational needs  Business/ Operations control decisions  Customized solutions to meet Business/ Operational requirements Benefits Shared  Highly client focused  Commercially driven  Service Partnership Agreements  Clear unit costs  Flexible delivery  Clear understanding of drivers and activities  Common systems and support  Consistent standards and controls  Tight control environment  Economies of scale Benefits

11. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 11 Client • Service orientation in place • Structured way of dealing with customers • Customer satisfaction levels understood • SPAs in place • Reality versus perception • Account management Process • Processes documented • Standardized, controlled & repeatable activity • Recharging methodology • Benchmarking – internal/external • Metrics: Control Based; (ii) Efficiency & Effectiveness Technology • ERP implemented • Document Scanning Solution • Workflow • Automated Payments • Elimination of Side Systems • Self services tools • Automated Score Cards People • Skilled Leadership in place – do not compromise on competencies • Team shape & stability – process shaped/spans of control/staff – perm v temps • Team members – culture, values & behavioral competencies assessed • Team morale, reward & retention • Working environment conducive to team working

12. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 12 Corporatization/Centralization: • Users of service must accept corporate direction • Cost containment is prioritized over performance Transformed Shared Services: • If consumers of service are unhappy, they’ll leave • Performance is prioritized over cost containment Scenario: “Management decides to reduce the hours of their help desk for their information technology services.” What are the key drivers behind the decision? If your organization is not focused on the client, you either: Do not have Will not transformed or have transformation Shared Services for long (it will fail)

13. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 13 Without CIF • Lack clarity on who does what • “Perception versus reality” • Focus is on negative aspects of service delivery • One-way traffic without traction • Strained client relationships • Not proactive; takes effort to maintain morale • Takes emphasis away from customer service With CIF • Outward looking and proactive • Client-orientated • Deliver to pre-defined standards of service to meet agreed client needs • Accountable and measured, using metrics and KPIs • Drive cost of service towards a world-class standard • Active management of client relationships Through a formal framework: The Client Interaction Framework (CIF) distinguishes a leading practices Shared Services from a simple act of centralization and drives a spirit of partnership between the SSO, its clients, and all key stakeholders

14. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 14 Account Management •SSO to client; via reporting, interaction, escalation & communication Client Contact Management •Client to SSO; to manage and resolve queries and drive learning/improvement Service Partnership Agreements •SPAs are 2-way agreements clarifying both SSO services and client inputs Client Feedback •Client satisfaction continuously monitored both informally and formally Continuous Improvement •Mechanisms to identify the areas for improvement and to develop solutions Process Control Database •Documents end-to-end SSO processes; highlights activity of both SSO & client Performance Measurement •Comprehensive KPIs, measures and metrics framework, SSO & client Performance Reporting •Process performance will be reviewed monthly by SSO and client Recharging Methodology •Define basis for charging for SSO services to turn consumers into clients

15. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 15 Output Proces s Input KPIs Operational & Individual KPIs Output KPIs Measure effectiveness and efficiency of SSO “The engine room” Achieving targets? Working as a team? Measures the success, quality and effectiveness of service delivery Downstream part of process Aka “lagging” indicators Measure client input to process Timely, standardized and in the prescribed format? Upstream part of process Aka “leading” or “reverse” indicators Input

17. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 17 Business Case •Provides framework to achieve executive buy-in & sign-off; Acts as essential control mechanism •Key activities: stakeholder interviews, Activity Based Analysis, Leading Practices Diagnostics Design •Provides all templates, plans and frameworks to support actual deployment •Key activities: Design processes & technology, plans for training, hiring & employee transition Build •Building processes & technology, training staff, and set-up of end-state location •Key Activities: Configure processes, build technology, recruitment & training Deploy •Full operationalization of new end-state across organization with new processes and systems •Key activities: Detailed deployment plan, testing, Service Partnership Agreements Stabilize •All functions fully integrated, process-orientated, client-focused, culture of continuous improvement •Key Activities: Optimize work allocation, continuous training, comprehensive feedback review

18. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 18 • Trade cards with other tables to get a set of seven activities that are aligned with your designated phase Purpose • Each table has an envelope containing 8 cards • One card designates your table’s phase • Seven cards describe activities Set Up • Open up envelope and note your table’s designated phase • Discuss at your tables which of the seven activity cards: • Are aligned with your phase • Need to be traded with another table • Trade cards with other tables: you may only trade one card at a time and you must accept another card in return; your table will always have 7 activity cards Instructions

19. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 19 Business Case •Complete Activity Based Analysis •Confirm Baseline Performance •Complete Stakeholder Analysis •Leading Practices Diagnostics •Create Opportunity Matrix •Finalize technology assessment •Develop Financial Business Case Design •To-Be Process Design •Define Required Competencies & Identify Gaps •Develop Initial Technology Specifications •Select Location, Design Facility Confirm Costs •Adapt/Write Job Descriptions •Develop Technology Roadmap •Complete Job Impact Analysis Build •Validate/Test Processes in Conference Room Pilots •Build Technology Enabled Processes •Develop Detailed Deployment & Cutover Plan •Recruitment & Training •Build Service Partnership Agreements (SPAs) •Develop KPIs & Metric tools •Build/Adapt End State Facility Deploy •Resource Deployment Team •Deliver Detailed Deployment Plan. •Test Readiness for Go-Live & Execute •Implement & Sign Off Service Partnership Agreements (SPAs) •Work Shadowing & Knowledge Transfer •Implement Employee Transition Plan •Roll Out Technology with Training Stabilize •Stabilize Operations •Optimize Work Allocation •Assess Client Interaction Framework •Implement Continuous Improvement •Assess Technology Tools •Implement Continuous Training •Conduct Comprehensive Feedback Review

20. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 20 Was this harder or easier than you expected? Did anything surprise you? Were you able to get a set of activities that aligned to your phase? • From the original set aligned with your phase • To accept in trade from other tables • Made it into your final set of activities Was your table able to achieve consensus on which activities: Did any activities fit into more than one phase? Did you discern clear tollgates and logic between the phases? Do you see any benefits or constraints by organizing the activities in this way?

22. North America | Latin America | Europe | Middle East | Africa | Asia North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2014 22 Financial Business Case Organizational Structure Operating Model Governance & Policy Frameworks Change Management & Comms Plan Implementation Plan Report & PresentationBaseline Opportunity Matrix Project Initiation Baseline Reports & Data Stakeholder Interviews As-Is/Client Interaction Workshops Activity Based Analysis Technology Landscape High-Level Benchmarking As-Is Leading Practices Diagnostics To-Be Leading Practices Diagnostics Technology Assessment Location Analysis To-Be Design Principles Stakeholder Analysis

27. FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEU FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FEUD FAMILY FE

28. 0 24 20 17 14 11 7 5 2 Achieve Efficiency Savings Improve Quality & Leading Practices Compliance, Visibility, Control Scalability Innovation & Culture Change Critical Mass for Technology Enablement Free Up Capacity and Enable the Business Enable Alternative Service Delivery Models Cheer SilenceLoseWin Boo Round 1

29. 0 35 28 20 12 5ERP Document Management & Workflow Case Management & Performance Measurement Cloud Social Media Cheer SilenceLoseWin Boo Round 2

30. 0 24 20 17 14 11 7 5 2 Shadow Operations Low Customer Satisfaction Scores Complaints about Paying Chargebacks Losing Clients/ Market Share Lack of Standardized Processes High Employee Turnover, Center is “too quiet” Minimal use of Automation Tools High Cost of Operation Cheer SilenceLoseWin Boo Round 3

31. 0 31 25 18 14 9 3 Lack of senior level sponsorship No Business Case/ Weak Project Management Taking on Too Much/ Too Soon Technology Issues Roles & Responsibilities Poorly Defined Weak processes Cheer SilenceLoseWin Boo Round 4

32. 0 24 20 17 14 11 7 5 2 Executive sponsorship Is key Develop clear Business case Do not Underestimate Change Management Leverage Formal Client Interaction Framework Innovate & Continuously improve Global Standards & Process Ownership Standardize & Integrate Technology Transformation Takes a Team Cheer SilenceLoseWin Boo Round 5