CHINA SHARED SERVICE CONFERENCE A More Strategic Approach To Survive In Economic Downturn March 26th-27th, 2009, Shanghai CHINA SHARED SERVICE CONFERENCE With more and more companies, including over 30% of Fortune 500s implementing their Shared Service Centers in Asia in recent years, Shared Service in this region has moved to a more maturing phase to embrace "implementation wisdom" and suffer from "optimization challenges" now, especially when a cluster of new technologies and fresh cases emerging as a wave--They need to ﬁnd a place to announce their new concerns and ﬁnd solutions for that. A dditionally, companies who are still out of the door of Shared Services are urgently seeking for solutions to streamline their diversiﬁed geographical operations, tackle their redundant workforce and tanglesome corporate structures to be better positioned and beat the global economic meltdown which has already affected the world in an unprecedented way--They have to be informed of the risks and learn something in Shared Service. To meet the above demands and general concerns all over the Shared Service chain, CCH is going to host the “China Shared Service Conference” in the next Mar. to fully discuss the Shared Service focusing on China, where has long been praised as one of the most ideal country for putting up a Shared Service operation and has already been a home for many companies Shared Service Centers, vertically from business functions as Finance & Accounting, Human Resources, Information Technology, Procurement, Legal, etc., while horizontally looking deeply into topics skirting around of being a successful Shared Service implementation, operation and optimization. This conference will be designed as a two days set, featuring with Hot Topic Debates, Tangible Case Studies, In-depth Panel Discussions and Workshops generating by a panel of top-tiered speakers, a group of +100 delegates with thoughts and working problems and a super class of solution providers with leading technologies. Beneﬁts of Attending • Shape thinking on the current situation of shared services in China • Form the awareness of the Chinese features(laws and policies) in a Shared Service operation • Provoke thoughts on how to achieve initial stage of success by good well-planned preparation • Illustrate the attributes that have made the shared services jump-going from good to great • Reinforce the direction and processes of the change management • Discuss how to steer clear of common pitfalls in rational, political and emotional issues during a Shared Service project • Deﬁne transnational, decision supporting and strategical business functions when housing a function into a Shared Service Center • Select and customize the appropriate operating model aligned with the organization vision • Develop ways to increase timeliness of response, improve internal controls and effective governance • Gain access to truly customer-centric stand-alone shared services • Approach more executive sponsorship and mandate • Understand the alignment of IT and Shared Service strategy • Identify a set of processes that, once streamlined, can add value to the business • How to take shared services to new levels of effectiveness and efﬁciency Delegate Segmentations • From different business parts • From job titles 3 General Manager/Director/ 5 4 Shared Service 5 10 Senior Manager of different Human Resources 55 15 business parts 35 Finance & Accounting Head / Manager of Human Information Technology 18 Resources / Finance & Customer Services 25 Accounting/ Information Logistics & Procurement Technology, etc. Shared Services Centers Marketing 25 Vice President / General Manager of Shared Services CXO, including Chief Financial Ofﬁcer, • From industries Chief Information Ofﬁcer, etc. 10 Manufacturing 15 Banking & Finance 15 Energy 20 Chemical Logistic and Transportation 10 Pharmaceutical 5 Telecommunication 15 10 Retail CHINA SHARED SERVICE CONFERENCE 26th, March For What Contributes to a Successful Shared Service in China? Morning Session Start with the planning and designing and end until the project has business sign off, avoiding a lack of vision, strategy and planning upfront, a lack of organization-wide “buy-in” during the initial stages, a lack of leadership, and a lack of understanding of the cultural implications within China. 09:00-09:40 The Establishment Of An Award-Winning Shared Kuan-Thye, Sean Service Center In China-The Story About FeDEx’s Wuhan Shared Managing Director Service Center Human Resources Service, China & APAC HR Services Center, FedEx Express • Deﬁne structures and make-versus-buy strategies Kuan-Thye (K.T.) Sean, a mother of three teenagers, joined FedEx twelve years • Decide whether to take single leap or a step-by-step approach and ago as Personnel Manager for Singapore & Indonesia. She was promoted as how to lay out the steps if it is the latter Managing Director Human Resources (HR) for South Paciﬁc in 2000 and • Identify the links to customers and monitor them from the beginning subsequently, as part of career development, relocated to Hong Kong on a work • What processes to house in their SSO, how and in what areas to use assignment with HR Asia Paciﬁc responsibilities. In July 2006 she moved to outsource providers, and where they should locate their shared Shanghai as part of the merger and acquisition team to launch FedEx domestic service in China where she led close to 80 HR professionals to set up FedEx ﬁrst services locations around the globe HR Services Center in Asia and ensure a smooth transition of close to 2,300 new • Manage expectations: Gaining buy-in from your organization hires located across 63 cities in China. She is now HR Managing Director of FedEx China and APAC HR Services Center. 09:40-10:20 Planning A Successful Shared Service Conversion-A Sanjay Khanna Transition To The Shared Services And A Transformation Of The Managing Director, Global Head of Implementations – Retained Functions Treasury and Trade Solutions Citigroup • Develop and outline a clear vision with a workable implementation Sanjay is responsible for working with clients on implementing new Treasury and strategy and realistic goals Trade solutions business that has been awarded to Citibank. His team manages • Identify inefﬁciencies and develop remediation after thoroughly the client interaction from the post sale process through to handing over the examining the existing BPM client to the operations and service teams within the bank. • Select the technology that will best enable companies to achieve In his prior assignment, as the Head of Operations - Treasury and Trade Solutions, Asia Paciﬁc, Sanjay was responsible for operational delivery to our clients for the business goals, automate workﬂow management processes Cash and Trade business in Asia. He works in partnership with the Senior Country • Provide better facilitation through comprehensive, real-time, ﬂexible Operations Ofﬁcers, Regional Processing Center Managers, Product and Sales reporting teams and GTS Heads on delivering a robust and effective operating infrastructure for our business in the region. Sanjay has been with Citi for 22 years and has spent a large portion of his career with the Global Transaction Services, in both front ofﬁce and operations roles. 10:20-10:40 Morning Tea Break 10:40-11:20 Benchmark The Process Performance Of Shared Paul Aram Services Regional Director – China ITT Corporation • To meet customer requirement with SLAs, KPIs and charging • Actual requirements based on statutory, internal and customer As Regional Director – China for ITT Corporation, Paul Aram is responsible for manufacturing strategy in China, the sourcing and supply chain infrastructure, requirements and the implementation of lean processes on a worldwide basis. He currently • Why and what to measure and how to go about measuring focuses on a manufacturing footprint rationalisation project involving the • Staff involvement in producing the required information must also creation of three new manufacturing sites over the next 12 months, and the set be consideration to ensure continuous effective reporting, and up of a new centralised sourcing team. He says ITT’s manufacturing will be lean, clear recognition of the work content in producing that information. ﬂexible, and fast. Mr Aram joined ITT in the UK in 1996 and worked in a variety of operational roles • Apply maximum automation on data gathering, reviewing the in Europe before moving to Shanghai in March 2005. reporting requirements frequently and aim to provide quality of He received his BSc degree from Loughborough University and is a Six Sigma information as well as quality data Black belt specialising in lean-order fulﬁlment tools. CHINA SHARED SERVICE CONFERENCE 11:20-12:00 Outsourcing in China Charles Hunting Managing Director, Outsourcing Great China • Ideal locations for off-shoring activities in China Accenture • Back ofﬁce operations to up stream activities Charles Hunting is the Accenture Managing Director – Outsourcing, Greater • Outsourcing Vs Shared Services China. Charles is responsible for all aspects of the Accenture outsourcing business in China, including growth and operations. Prior to his current role, Charles led the Accenture outsourcing business in India. Previously, he worked for Capgemini and led their ﬁnancial services and manufacturing, retail and distribution practices in Melbourne. He was also account executive for the General Motors account across the Asia Paciﬁc region. Before joining Capgemini, Charles worked for Accenture in the company’s Market Maker team to identify, develop and close opportunities of more than $50M in the Asia Paciﬁc region. Charles holds a bachelor in information technology from Queensland University of Technology. 12:00-13:30 Luncheon 26th, March Managing People, Process, Organization, Technology in Optimizing Your Shared Afternoon Session Service Leading organizations will address the top operational challenges and introduce their experiences in the implementation and optimization period Wee Gee Ong Vice President, Finance and Administration of Shared Service from which their organization get the real economy of Equinix Asia Paciﬁc scales, reduce cost and process inefﬁciencies 13:30-14:10 How To Do Further Cost-Controls To Reach Greater Economic Returns • Fully utilize workforce capacity • The organizational span of control issue Wee Gee, based in Singapore, he is responsible for all ﬁnancial and ﬁscal • Consolidate activities in the existing regional hubs management aspects of Equinix Asia Paciﬁc operations. He oversees the • Implementing a project plan company ﬁnancial planning, accounting and budgeting, treasury, tax and internal • Hidden Costs and Issues in implementation audit functions. Equinix is the leading global provider of network neutral data centers and internet exchange services. Wee Gee, prior to joining Equinix in December 2006, was with IBM for 13 years, covering all major ﬁnance functional areas such as accounting, pricing, contract ﬁnancial management and cost control. In his last role as Chief Financial Ofﬁcer of IBM Singapore, he was responsible for the ﬁnance and administration operations of all business units ranging from hardware and software sales and delivery, to IT services. Prior to this role, he has assumed different roles in IBM in the Asia Paciﬁc region including one 3 years and another 2 years assignments in Tokyo and Hong Kong respectively. CHINA SHARED SERVICE CONFERENCE 14:10-14:50 ZTE Financial Shared Service Center: What Dong Hao Technologies Could Bring Director For Shared Services ZTE • Collecting and formalizing different businesses and geographies into one center • How to provide service in specialized functions David Dong, graduated from City University of Hong Kong International • Deﬁne and manage a common design/build project across functions Accounting Professional. Business process director and senior project manager of • Consistent agendas of the various functional areas on different ZTE current ﬁnancial shared services center. schedules, avoiding rendering implementation of Shared Services for His main research direction is ﬁnancial shared services, ﬁnance and enterprise all functions unrealistic management information system. With others, co-author of "shared service of ﬁnance and accounting," 14:50-15:10 Afternoon Tea Break 15:10-15:50 HR shared service strategy and practice- Talent Elaine Lin Strategy in Financial Crisis Human Resources Director, Baxter China • Steep role changes of a traditional functional leader to become more internal and client-facing As Human Resources Director of Baxter China, Elaine Lin oversees all human resource activities for staff of 2,500 employees working in 9 ofﬁces and 5 • How to drive internal talent retain and development in reducing the manufactures across China. Since she joined Baxter in February 2005, Elaine has cost of hiring new developed and enhanced the HR function of Baxter China through the creation of • Typical staff changes and typical function changes the shared service module and a better performance management process. Elaine also provides expertise and guidance in talent acquisition and development for Baxter China, in particular for the career development of the middle management. Meanwhile, she is a key member of Baxter China Operation Committee, responsible for fostering the company's culture, increasing employee morale and maintaining a sense of community. Prior to Baxter, Elaine held several high-level HR posts at Accenture and Schering -Plough in the past 10 years. Elaine holds an MBA from the University of Strathclyde, UK. 15:50-16:15 Designing Excellence through Recruitment Process Wallace Gao Outsourcing For Your Organization General Manager Career International • Steps involved to help you assess what recruitment solutions you As General Manager of Career International, Wallace Gao draws upon his 13 require, what should be outsourced. years of experience in the recruitment and stafﬁng industries. He established • Operational structure of the Recruitment Process Outsourcing Career International in 1996, together with his partners. In these 13 years, Career (RPO) for best results International has become one of the largest China Specialist Recruitment solution providers, offering Permanent Recruitment; Recruitment Process • Where RPO ﬁts into the overall strategy of HR and the organization Outsourcing (RPO) and Stafﬁng Services. As GM, Wallace has overall • Maximizing the partnership between RPO and in-house HR responsibility for the group's activities nationally, delivered from eight ofﬁces. Wallace is well known in the industry as a thought leader, sharing his ideas, experience and theories in many regional and national HR conferences. Through his vision and innovation, Wallace was the ﬁrst to introduce RPO service model into China, and is responsible for the strategic positioning and execution of growth strategies for Career International’s RPO business. He is passionate about the development and globalization of world class recruitment and HR Consulting products, services and best practice. Wallace won an EMBA from Peking University China. 16:15-17:00 Panel Discussion/ Mineﬁeld Discussion: • The choice between BPO or Shared Services–or the decisions on the structure of a hybrid model • The challenges of executive support and change management • How to bring out the extra performance of the workforce • How to do cost allocation and control in a further extent • How to continue consolidating activities into the existing portfolio • How to achieve quick wins here-and-now 17:00 End of Day 1 CHINA SHARED SERVICE CONFERENCE 09:00-11:30 Workshop A: Addressing Rational, Political and Emotional Issues during the Whole 27th, March Shared Service Implementation • Staff motivation and et executive support • Plan for and implement necessary, practical steps to support people through the transition • Reporting structures-Resistance to new reporting relationships • Gain buy-in from business unit and other managers Workshop • Change management Sanjay Singh Vice President, Human Resources, Whirlpool Asia Sanjay Singh, 40 is Vice President (Human Resources) Whirlpool - Asia : including India, China, Hong Kong, Taiwan, Australia & SEA. A leading player in the Indian consumer durables industry, Whirlpool’s workforce of approx 2000 is spread across 3 manufacturing units and 18 branch ofﬁces. Sanjay, located at the Corporate Ofﬁce reports to the Managing Director and is a member of the senior leadership team. Sanjay has had 15 old years of solid experience with pedigreed companies like ITC, GE, Coca Cola & Gillette with high quality HR practices in place, before joining Whirlpool in June 05. 14:00-16:00 Workshop B: After Shared Services go-live, is it all done? • Interactive: How far is your Shared Service journey • Interactive: Why would your company and/or yourself be interested in HR shared services or outsourcing? • Interactive: Your reasons determine how you approach the journey - What will you emphasize in your journey, under each different reasons? • Interactive: The radical changes to HR if you want HR to reach analytical and strategic levels - How will you structure the team? - What are the programs you'll do to solidify the new structure? - Firm up your HR people's ability to operate at analytical / strategic level? • Interactive: How to Build Shared Services? - Deﬁning what is a project, and the structuring of projects • Ideas on what to include in project activities - Include a discussion on e-capabilities • Things about project management I learnt from Stanford • Post-live improvement - Factor in governance and improvement thinking during project phase Raymond Pun Certiﬁed Project Management Professional Raymond is a certiﬁed project management professional by the world Project Management Institute. He is currently ﬁnishing his advanced certiﬁcation by Stanford University. He was on the pioneering team of Standard Chartered’s journey in setting up HR Shared Services and electronic platforms. From 2000 to 2004 he led various HR and IT teams to move many HR and manager / employee self-service activities into the new model, covering countries from Asia to Middle-East to the West. If you would like further Before that, he was the global HR system support lead for Standard Chartered. information, please call His current customer assignment is again with his old employer Standard Chartered, providing us on 400 816 8080 or coaching and leadership on project management discipline, for their payroll outsourcing project to ADP visit our website: His previous assignment was with Marsh & McLennan, the parent company of Mercer. He provided thought leadership to help them organize their Asia end-state picture and project activities, for the www.cchchina.com.cn company’s HR outsourcing initiative with IBM.