Kertios Consulting Presentation

Kertios ConsultingPresentation of Kertios Consulting

October 2021

Who are we?

Our mission

Our offers

Take away

References

Kertios Consulting Moscow at a glance

3

15+ in Russia

15+ Oracle Application Consultants

7 JDE Consultants

7 OeBS/Fusion Consultants

3 NetSuite Consultants

#Proximity #Expert

#Innovation #Processes

#Solution #Results

#Agility #International

50+ clients

trusting us

ru.kertios.com

Partners

1718

10% Turnover increase in

Russia from 2019 to 202010+ ERP/HCM successful

projects delivered by our

Russian teams

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90%+ of Russian

Revenue coming from

ERP/HCM projects over the

last 3 years

20% Net profit in 2020 for

Russian branch

1 M €+ Yearly turnover in Russia

20

4

Some words about Kertios’ approach

Consulting firm in Management, Organization and Information Systems, Kertios Consulting accompanies you in your

projects and your transformation. It is indeed that way we conceive our job:

« Perfectly assimilate your stakes and needs,

propose you an approach to make your objectives become real»

While assimilating its customers’ environment (job, culture, constraints…), Kertios Consulting intervenes as advisor and

is source of proposals to help you to find more performing organizations models. We then develop your strategic

decisions in operational Business or IT objectives .

Our experience in the areas of organization, processes, systems and applications with the understanding of your

business allow us to bring you a global and consistent approach.

Our consultants have accumulated a concrete experience on multiple functional domains, for international and

multicultural customers. On the international markets, we have developed strong business networks within Eastern

Europe and Northern Africa.

To complete this range of skills and guarantee you a high-quality service, Kertios Consulting has established, in total

independence, partnerships to get and bring ant additional required expertise. Those partnerships can be Industry sector

based, geographical or solution driven.

History of Kertios Consulting

5

Creation of Kertios Consulting

The company was founded in Paris by Xavier Boissonnet and

Jean-Paul Choquel and operated for the first 6 years exclusively in

France.

First HR project in Russia

Completion of the project of corporate Société Générale HRIS

solution implementation in Rosbank.

First Cloud implementation

Kertios Consulting continues to develop HCM and JD Edwards

domains, as well as realizing the project of Oracle HCM Cloud

implementation for Aquarelle Group.

Setting Up a Branch Office in Russia

The branch in Moscow was headed by Frederic Glenat

who has been successfully developing the Russian

division for almost 10 years.

First JDE project

JD Edwards implementation project

completed at Pernod Ricard.

International projects

Realization of 2 large projects: for Froneri company

(rollout of the JD Edwards system in Russia) and

AfrAsia Bank in Mauritius (implementation of 9

modules of the HCM Cloud system).

Global software Vendor

(Confidential)

Social HCM Cloud projects

Development of our Cloud HCM practice and extending our HR

domains with latest Oracle tools such as Worklife Solutions

(Wellness, Volunteering, Personal Brand).

2020

Kertios Consulting in Moscow

6

Mostly operating on Business Applications market (Cloud and On-Premise)

15 Consultants

A wide experience of Global/Local successful projects

Balanced Functional and Technical skills

A strong culture of Delivery supported by a creative Consulting mindset

Deep knowledge of ERP and HCM Russian localization requirements

A process driven approach in most of our engagements

Human Capital

Management

Focusing on Finances and HCM areas

Our service offering is built around four main lines of activities

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Implementation of HCM solutionsProcess DesignHRIS Architecture designTraining

ERP implementation

Financial Processes and Accounting architecture

Supply Chain Management

Procurement processes

Assessment of current Information SystemIT architecture Design

Information System strategyApplication Maintenance Services

Program and Project managementQuality AssuranceProcess design and alignmentOpportunity studies and Business CasesImpact analysis of new system implementationBusiness Transformation and Change Management

IT Consulting HCM Consulting

Finances and Supply Chain Management Consulting

Who are we?

Our mission

Our offers

Take away

References

We help our clients to define and deliver their Transformation journey by the right

mix of three levers ….

9

Operational

model A

Operational

model B

Processes lever

Change Management

lever

Information

System lever

Human Capital and Finance Management Projects in Russia for Khrunichev

10

Processes

Information Systems

Change Management

Lessons learned

• Creation and maintenance of Payroll

processes and reporting submission

with consideration of new legal changes

in 2016.

• Analysis, comparison and deployment of

new legal requirements for current

processes in Enterprise.

• Maximum usage of current solution

based on Oracle e-Business Suite for

project technical realization.

• Maintenance of existing HR, Time and

Labor and Payroll modules .

• Preparation and support of technical team and

Key users for new changes in the system.

• Project team training for new functional

changes.

• Project documentation maintenance for all

project team: starting from requirements

definition to technical documentation of

realized functionality.

✔Quick project realization due to preliminary deep Analysis of Legal changes in Payroll calculation and reporting submission for

2016.

✔Simplification and standardization of Payroll processes and reporting despite the complexity of Russian legal obligations.

Asset Management Project in Azerbaijan for Bakcell and Azerfon

11

Processes

Information Systems

Change Management

Lessons learned

• Audit of IBM Maximo project functional

scope.

• Documentation of High Level Processes

included in designed solution (retro-

engineering).

• Design of End-to End Asset

Management Processes in all functional

dimensions (Finances, Procurement,

Asset Management, Procurement,

Maintenance).

• Audit of IBM Maximo implementation

project.

• ERP/EAM Application Architecture.

• Support to RFI and RFP new project

steps (Functional and Technical

Specifications, BRs for PoC, technical

evaluation of offers).

• Training client Business Analysts to Process

Design.

• Executive communication to support project.

• Business Case and ROI model.

✔Efficient integration of ERP and EAM domains is not straightforward

✔Asset Management for Telcos is special

✔Specialized solutions versus extended ERP solutions shall be assessed in detailed

.

Human Capital and Finance Management Projects in Russia for Russkiy Svet

12

Processes

Information Systems

Change Management

Lessons learned

• HR Admin Processes alignment and

GAP analysis.

• Time&Absence Processes alignment

and GAP analysis.

• Payroll Processes alignment and GAP

analysis.

• Engagement of Finance transformation

toward Management Accounting .

• HRIS Business Case.

• HR Admin, Time&Absence and Payroll

set-up in ERP.

• Functional Specifications of Reporting

requirements.

• Support to RS IT teams for develop Data

Migration programs and reports.

• Streamlining of processes and practices

related to Fixed (Legal) and Variable

(Corporate) Payroll dimensions.

• Training of Project teams and Key Users on

HR Admin, Time&Absence and Payroll

domains.

• Ramping-up of internal IT teams on ERP

solution (Now fully autonomous).

✔Standard ERP implementation without customizations

✔Benefits of centralization to improve control and management reporting

✔Fast implementation approaches

✔Transformation of Russian Company to International practices/standards takes time

Human Capital Management Projects in Russia for Société Générale and Rosbank

13

Processes

Information Systems

Change Management

Lessons learned

• Payroll blueprint for 10 Russian

subsidiaries.

• Payroll convergence GAP analysis.

• HR Process Documentation and

Rebuilding.

• HR Admin Process alignment and GAP

analysis for RB.

• HRIS Feasibility study.

• HRIS Program management.

• HR Admin Processes functional

specifications and testing.

• BRAHMS technical architecture in

Rosbank.

• Unification of Payroll Systems at

Rosbank and BSGV merger time.

• BRAHMS Change management program in

Rosbank.

• Convergence of Payroll practices between

subsidiaries with various levels of

internationalization.

✔Global/Local projects in Russia are complex.

✔Incorporation of European HCM good practices into Russian HCM usual practices (ex: Payroll & Compensation) is a challenge.

✔HR and Payroll Processes can be simplified despite complexity of Russian legal obligations.

ERP Transformation Project on JD Edwards for Froneri in Russia

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Processes

Information Systems

Change Management

Lessons learned

• Russian legislation requirements and

Gap Analysis of Russian corporate

system.

• Optimization of corporate system for

RAS accounting requirements and

document flow.

• Transformation of accounting practices

in regards to corporate reporting.

• Full-packaged ERP system setup

including the following modules:

Procurement, Logistics, Finances.

• Russian Localization setup and

optimization.

• Functional specifications for primary

documents and additional developments

for Russia.

• Conducting UAT for company business-

processes and developments in Russia.

• Development of Finance architecture that

supports requirements of IFRS, RAS and

Russian Tax reporting.

• Project teams training and Key users training

for Procurement, Logistics and Finance

modules.

• Solution Development for Services in

specialized Queris system.

• Creation of internal control scheme.

✔Usage of corporate accounting approaches in Russian accounting considerably simplifies and optimizes company finance reporting.

✔Not well-defined processes of goods return and correction for distribution can lead to serious problems with customers.

✔Incomplete development of primary documents can significantly influence on business processes.

✔Russian company transformation to international practices and standards takes time.

✔Creation of internal control scheme significantly influences on decrease of issues in the system.

ERP Transformation Project on JD Edwards for Fanuc in Russia

15

Processes

Information Systems

Change Management

Lessons learned

• Analysis of As-Is processes for

Finances, Sales, Procurement, Logistics

and Services domains.

• Design of To-Be processes.

• Identification and major Gaps between

To-Be Processes and ERP (JDE).

• Alignment of Processes on standard

ERP features and good practices

whenever possible.

• Coverage of IFRS and RAS

accounting/reporting requirements

• Construction of implementation

methodology.

• Evaluation of program workload and

timelines.

• Up to date JDE 9.1 platform for Retailers.

• Special architecture for IFRS/RAS

integration based standard JDE

functionality.

• Customizations to support Russian legal

obligations and usual business practices.

• Construction of Change Management

approach.

• Design of Training strategy and approach.

• Training of Key Users.

✔Global/Local projects in Russia are complex

✔Incorporation of European good practices into Russian usual practices is a challenge

✔Business Processes can be aligned on IFRS requirements despite complexity of Russian legal obligations

✔Adoption of modern ERP practices and tools takes time and requires change management leadership

Who are we?

Our mission

Our offers

Take away

References

Overview of our offering

17

Audit and IT Consulting

Learning

Supply Chain Processes and

Information System

Procurement Processes and Information

System

Budgeting and Management

Reporting

Financial Information

System

FinanceReporting IT Strategy and

Planning

Packaged SW Implementation

Application Maintenance

Services

Management and organization

Human ResourcesFinance &

Supply Chain Information

Systems

Compensation and Payroll

HR Information System

Recruiting

Coaching

Talent Management

Business and User Assistance during

projects

Performance Management

Change Management

Organization and Processes

Program and Project

Management

Opportunity studies and Business Cases

Incentive Compensation

Offers - Program and Project Management

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Project Management Office definition and set-up

Complex transformation programmes• Global/Local projects

• Mixing Processes, IT Systems and Change Management

• Risk Management

• Management of Executives

Definition and deployment of Packaged implementation Methodologies driven by•Prototyping

•Process and Package alignment

•Gap identification and Closing

•Multi-stream task descriptions

Project Management of large projects

•Budget , Actuals and Estimate to Complete follow-up

•Weekly Reporting

•Issue Tracking

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❑Process Design and Alignment,

❑HRIS Application Architecture,

❑Opportunity and Feasibility studies,

❑Assistance to HRIS tenders,

❑Project scoping, prototyping and sizing,

❑Packaged implementation of international software.

Functionalareas

AttractTalent

Recruitment Management

GoalsManagement

Performance

Variable compensation

Talent Management

Learning Management

Time Management

Optimize Workforce

Payroll

Manage Organization

Offers – Human Capital Management

On-Premise or On Cloud

Offers – JD Edwards

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JDE

Implementation

Real Estate

E1 Russian

Localization

Services

Who are we?

Our mission

Our offers

Take away

References

Kertios assets for our customers

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▪ An office in Moscow with a deep understanding of CIS market and Regional management culture

▪ A very senior and English/Russian speaking team ready to start a project▪ Ability to work at all levels of the organization

▪ Expertise in most business systems used in the region

▪ Balanced Functional and Technical skills

▪ Capability to locally create consensus while keeping straight Corporate directions

▪ A wide experience based on Global/Local successful projects

▪ A strong culture of Delivery supported by a creative Consulting mindset

▪ Oracle Gold Partner

▪ Certified Oracle Excellence Implementer (Core HR)

▪ Capability to create alliances with major Local Services providers (If required)

▪ Off-shore delivery IT capabilities in Mauritius with very competitive rates

▪ Good IT eco-system in Poland, Turkey, Czech Republic, Romania, Hungary and Ukraine

▪ Flexibility in commercial and contractual relationship

Why Kertios Consulting ?

23

Our strengths Our values

• Our field experience in IT or business operations

departments makes a more relevant and adapted advice for

your specific needs

• Our consultants have gained valuable know-how in large

consulting groups

• We’re a human-sized company, which allows for a closer

and more responsive relationship with our customers

• We guarantee impartial advice thanks to total

independence from market stakeholders–software

editors, IT services companies, auditors, etc.

• A presence and a powerful network in Eastern

Europe countries

• Our rigorous approach and the quality of our deliverables

materialize our main concern to achieve the level excellence we owe to

our clients

• We nurture close relationships with our clients, because we believe it

is an essential step to ensure our correct understanding of their business

context and their needs in assignments entrusted to us

• We make sure of our complete availability to ascertain delivery in line

with commitments taken at the beginning of an assignment

• Team spirit and close collaboration with our clients help build trust and

guarantee quality professional relationships

Our Certificates Oracle HCM Cloud

Kertios consultants are constantly passing different Oracle certifications to confirm our skills and

experience in different areas. Today, Kertios Consulting team has the following Oracle certificates:

✔Oracle Global Human Resources Cloud Implementation Essentials (5 certificates)

✔Oracle Talent Management Cloud Implementation Essentials (3 certificates)

✔Oracle Workforce Compensation Cloud Implementation Essentials (2 certificates)

Kertios Consulting has also achieved CIS (Cloud Excellence Implementer) status in two areas: Human

Resources and Talent Management.

To be accepted into the CIS Program, partners must meet the following criteria:

▪ Minimum of two certified consultants (current software release) assigned to each module being

implemented.

▪ Minimum of one (1) project manager with 2 successful Oracle Cloud project implementations.

▪ Two (2) successful customer engagements (within the past 12 months) with a minimum satisfaction

score of 7, and a goal of 9/10, by cloud service module.

This status testifies the success of our work in recent years. It is a great honor for us to be a two-time CIS

partner for Oracle.

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Contact us

26

Фредерик Глена

Директор

Телефон Россия: +7 926 135 36 29

Телефон Франция: +33 6 03 42 43 92

Email : [email protected]

Our office in Moscow

Address:

Derbenevskaya emb., 11,

Business Center Pollars

8 (499) 426-05-51 https://ru.kertios.com/en

Atanas NenovHCM Sales Manager

Phone:

+7 915 083 45 92

Email: [email protected]

Anna LebedevaERP practice lead

Phone:

+7 965 351 31 50

Email: [email protected]

Frederic GlenatDirector

Phones:

+7 926 135 36 29 (RU)

+33 6 03 42 43 92 (FR)

Email :

[email protected]

mailto:[email protected]

Who are we?

Our mission

Our offers

Take away

References

Extract of our major references

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Cost Controlling / Performance management

IFRS/RAS Accounting

Supply Chain Management

Procurement processes

ERP implementation

IT s

yste

ms

Managem

ent &

Org

aniz

ation

Hum

an

Resourc

es

Fin

ances a

nd

Pro

cure

ment

Program management

Project management

Process design & alignment

Business Cases

Impact analysis

Training

HR Strategy

HCM Process design

HCM System Implementation

IT Governance

Master plan

System Architecture/ SOA

Software Implementation

http://www.afrasiabank.com/

Project objectives and scope Kertios realization and Achieved results

Additional information

Thermo FisherJD Edwards E1 Roll out project in Russia

Context:

Thermo Fisher Scientific experience growth of their business in Russia. To leverage

new opportunities, the company will move their business from Representative and

Distribution model to using a Russian legal entity. Such transformation brings impacts

in many aspects, including necessity of enhanced business support thanks to a proper

Information system. The system should support the new business model and provide

effective communication of data to Headquarter.

JD Edwards EnterpriseOne, which is also a corporate system in Thermo Fisher, was

selected as a system for support all core business process in Russia.

Functional scope of the project: ▪ Purchases

▪ Sales orders

▪ Accounts Payables

▪ Accounts Receivable

▪ General ledger for Sales and Purchases

▪ Costing for Sales and Purchases

▪ Tax and Accounting operations and reporting for Sales and Purchases

Operations Transformation scope of the project:▪ As-Is processes assessment and To-Be E2E Business Process on high level

design

▪ Russian certification of SKUs recommendations

Objectives:▪ Implement a system which would support a core Business processes in

Russian branch of Thermo Fisher

▪ Re-engineering of processes for Products and Services

▪ Supply chain optimization and 3PL’s service implementation

▪ Analysis phase is finalized, busines requirements gathered

▪ Design phase is in progress, preliminary business process model created and

approved by a Client

Next actions:

▪ Finalize Proof of Concept for finalizing Business process model

▪ Setup a system for Proof of Concept

▪ Setup a system for Design Review

▪ Conduct Design Review 1, 2 and 3

▪ Detailing and adjustment of future Business processes

▪ Contribute to internal organizational Impact Analysis and Change plan

▪ Contribute to Impact Analysis and Change plan on third parties and 3PL

▪ Oracle JD Edwards EnterpriseOne

▪ Contacts:⮚ Brian O'Neil - Global Head of Finance projets

29



VEON KazakhstanGlobal solution roll-out based on Oracle Cloud in VEON KZ Legal Entities.

Project goals:

▪ Roll-out of global ESS template in Kazakhstan:

▪ Optimization of local business processes

▪ Delivering new functionality to business users

▪ Replacement of existing systems

Main tasks:

▪ Develop business processes for Kazakhstan based on global business

processes and legal requirements

▪ Ensure appropriate changes in business practices

▪ Determine the list of necessary changes relative to the global template

▪ Define and develop the necessary customizations, integrations and reports

▪ Convert data from existing systems

▪ Provide trainings for business users and the IT team

▪ Ensure the transition to the new system

Project scope:

Source to Pay (S2P), Invest to Capitalize (I2C), Billing to Collect (B2C), Record to

report (R2R), Plan to Perform (P2P), Treasury (TRY), Hire to Retire (H2R), Master

Data Management (MDM)

In this project Kertios team is fully responsible for Hire to Retire (H2R) stream

which includes 3 main directions:

▪ Core HR

▪ Absences and Time&Labor

▪ Compensation and Benefits

▪ Stage 1: Deep dive (October – November 2020):▪ Analysis of Global Template configurations and creation of the list of discrepancies

▪ Validation of the final list of processes in scope

▪ Creation of application architecture schema

▪ Preparation of the list of localizations, customizations

▪ Creation of Validation sessions plan

▪ Stage 2: Validation (November 2020 – February 2021):

▪ Preparing and organizing 10 validation sessions in 3 domains (Core HR, Absences and

Time&Labor, Compensation and Benefits)

▪ Organization of additional sessions for open questions

▪ Creation and analysis of GAP list and Customization list

▪ Creation of the Integrations list

▪ Preparation of lists of referentials for data migration

▪ Stage 3: Configuration and Design (February 2021 – July 2021):▪ Gathering requirements for reports and interfaces

▪ Creating Functional Design documents for reports and interfaces

▪ Prototype setup (DEV environment) in accordance with approved list of requirements and

localizations

▪ Creating and updating Configuration workbooks

▪ Designing Role Matrix

▪ Support of Data Migration stream

▪ Client contact: ⮚ Nikolay Yefremov (Project Manager)

30



ServierJD Edwards finance improvement project

Servier Laboratories is a privately owned French pharmaceutical company that

specializes in medication for cardiological and rheumatological conditions, as well as

for diabetes and clinical depression.

Servier Russia implemented JDE E1 several years ago for automation of business

processes in Finance, Accounting and manufacturing areas. Current JDE version is

8.12 with a plan for a migration to SAP but with no clear timescale at this point in time

(more than 2 years).

Functional scope of the project: ▪ Accounts Payables

▪ Accounts Receivable

▪ Fixed Assets

▪ Manufacturing accounting/Costing

▪ Tax and Accounting operations and reporting

Objectives:▪ Assess the problems that are faced by users of JDE Finance face in their work,

▪ Establish the causes of these problems and prepare recommendations for their

elimination in the system,

▪ Propose an approach and a work plan with the aim to:

• Fix problems

• Increase the overall value of JDE for all users.

▪ Work sessions were conducted with 9 users of JDE Finance (from Accounting

department),

▪ All requirements were gathered and systematized,

▪ 68 issues were identified by results of work sessions;

▪ All issues were divided by the following priorities:▪ Business Critical (12)

▪ Critical (34)

▪ Non Critical (22)

▪ All recommendation and proposed solutions were presented as result of Audit phase.

Next actions:

After an Assessment conducted by Kertios Consulting, Servier has decided to implement

some of the proposed changes into JDE and requested Kertios Consulting to assist them

in their delivery. Those changes cover 2 areas:

▪ Sales Order quantity correction:▪ Setup SO correction process

▪ Development Correction VAT Invoice

▪ Update Sales/Purchases Books creation

▪ Purchases Orders process for Non-Stock Items

▪ Oracle JD Edwards ONEWORLD E811

▪ Contacts:▪ Lukianova Olga – Deputy Chief Accountant (Servier)

▪ Matrosov Anton - IT Manager (Servier)

31



32

VTB BankJD Edwards support project

VTB Bank is one of the leading universal banks of Russia. VTB Bank and its subsidiaries form

a leading Russian financial group – VTB Group, offering a wide range of banking services and

products in Russia, CIS, Europe, Asia, Africa, and the U.S.

Project Context:

▪ JDE real estate implementation is live in Bank VTB since 2014. The solution supports

operations of real estate department (real estate characteristics, agreements, payments).

The solution was developed based on JDE E1 and modified according to internal

requirements.

▪ JDE Real Estate will be migrated to Sap by May 2020. Between July 2019 and October

2020, VTB is considering to outsource JDE Maintenance and Support activities (AMS) and

has requested to Kertios Consulting to assist them in delivering it.

Project Phases

1. Analysis Phase▪ Review the list of current issues,

▪ Interview with key users to understand their current pains and potential requirements

for changing the solution over the next period,

▪ Perform a technical audit of solution including Customizations and CNC scope,

▪ Create Issue Log that should be addressed from start of Service Phase,

▪ Create list of CRs that should be implemented from start of Services,

▪ Document SLA that will be applied during Service Phase.

2. JD Edwards Real Estate Data base migration to a new server▪ Determine data scope for transfer, evaluate and validate tasks and timelines,

▪ Deploy Oracle data base at a new Server,

▪ Configure access rights between 2 server,

▪ Copy data bases (PY and PD),

▪ Create testing scenarios,

▪ Test all processes after migration to a new Server (by validated scenarios),

▪ JDE reconfiguration for a data base at a new server.

Analysis Phase:

▪ Consolidated list of issues is created,

▪ Solutions and recommendations are presented for a list of issues,

▪ Workload of Functional and Technical tasks is evaluated for determined issues.

▪ List of system improvements is determined,

▪ SLA document is created and validated with Customer.

JD Edwards Real Estate Data base migration to a new server:

▪ Scope for migration is determined,

▪ Installation packages are built before migrating to a new server,

▪ Testing scenarios are created and validated with Customer,

▪ Data base is transferred to a new server,

▪ All processes are successfully tested by validated scenarios after migration to a new

Server,

▪ Installation packages are built after migrating to a new server.

Next actions:

▪ Support of JD Edwards module until April 2020 (ongoing)

▪ Data Migration from JD Edwards to SAP

▪ Oracle JD Edwards EnterpriseOne 9.1

▪ Project Management:▪ Alexandr Sarry – Project Manager (VTB)



MTSPoC project of Oracle Wellness solution

Context:

▪ MTS is a leading company in Russia and the CIS countries providing

mobile and telecommunication services.

▪ MTS is one of the largest Russian employers having more than 70

thousand employees.

▪ Currently, MTS hosts various sport programs, but almost all of them are

realized unsystematically and on project basis.

▪ There is no centralized channel of communications about sport events

and sport plans available to employees.

▪ Current level of employees’ involvement in sport life is quite low(only

1000 employees).

Goals:

▪ Acquaint MTS employees with Oracle HCM Cloud and its features.

▪ Basing on MTS requirements configure and demonstrate the working

example in Oracle HCM Cloud. Evaluate compliance of the proposed

modules to Customers’ expectations:▪ Employee Sport Profile;

▪ Tracking everyday sport activities in the system;

▪ Sport News in the system;

▪ Sport goal setting;

▪ Participation in competitions;

▪ Enrollment to Sport programs and different plans such as Yoga and

Football (using Benefits module).

During demo sessions with MTS representatives Kertios consultants

have presented Wellness and Benefits modules of Oracle HCM

Cloud solution to comply with Client requirements.

Next steps:

Realization of the Pilot project for 1000 employees in selected

subunit.

Supposed project timelines:

▪ Phase I (2,5 months):▪ HR Base (Self-service + Integration with external systems)

▪ Wellness + Competitions + Integration with wearable devices

▪ Phase II (2,5 months):▪ Benefits (Sport programs + plans)

▪ Duration: 2 weeks

48



FitecOracle HCM Cloud training

Context and project goals:▪ Fitec Group is a major player in IT and technical training, educational engineering

and distance learning in France.

▪ Fitec Group has invited Kertios consultants to conduct a 4-weeks training for 20

trainees related to the topics of Oracle HCM Cloud implementation

Plan of delivered training:▪ Week 1 (30/09 – 04/10)

❖ Core HR module review (Functional part):

• Basic Setups

• Management of Organizational Changes

• Positions Management

• Employment cycle

• Personal Data Change

• Self-Service Management

❖ Core HR module review (Technical part):

• Security roles

• Approvals

• Sandboxes (Page Composer and Appearance)

• Flexfields

• BI reporting

▪ Week 2 (07/10 – 11/10)❖ Preparation to Oracle certification

• Topics Review

• Self-Control Tests

• Reviewing additional topics

▪ Week 3 (14/10 – 18/10)❖ Passing Oracle certification

❖ Oracle Performance Management review

• Competency catalogue maintenance

• Job Profile maintenance

• Goal library maintenance

• Employee goal setting

• Assignment of performance document

• Running employee evaluation

• Additional functionality (Anytime feedback, Check-In meetings, etc.)

▪ Week 4 (21/10 – 25/10)❖ Oracle Talent Management review

• Talent Review meeting

• Career Development

• Talent Pool

• Succession Plans

❖ Preparation of the presentation for final exam (as Proposal for the client)

▪ Client contacts: ▪ Fabien Munoz (Training Director)

▪ Olivier Benanou (Pedagogical Director)

49



AfrAsia BankOracle HCM Cloud Project

▪ AfrAsia Bank is a Private and Corporate Bank in

Mauritius. They engaged in a Digital Transformation journey,

HCM domain being a key area to engage first projects.

▪ Project organizational scope: ▪ 2 Legal entities: 1 in Mauritius, 1 in South Africa

▪ 3 Business Units: 2 in Mauritius (ABL,ACM), 1 in South

Africa

▪ 350 currently working employees growing to 500 within the

next 18 months

▪ 10 HR users to be working in the system

▪ Oracle R12 HCM cloud modules in scope:▪ Core HR + Performance Management (Phase 1)

▪ Learning + Recruitment + Compensation + Benefits +

Talent Management (Phase 2)

▪ Time and Labor + Payroll (Phase 3)

▪ Phase 1 (Lot 1): November 2017 – April 2018

Core HR and Absence Management

▪ Phase 1 (Lot 2): November 2017 – May 2018

Performance Management

▪ Phase 2 (Lot 2.11): March 2018 – June 2018

Taleo Recruitment

▪ Phase 2 (Lot 2.12): March 2018 – June 2018

Learning Management

▪ Phase 2 (Lot 2.21): April 2018 – July 2018

Compensation and Benefits

▪ Phase 2 (Lot 2.22): May 2018 – July 2018

Talent Management

▪ Self-Service Training for End Users in all domains: August 2018

More than 350 employees of the company were trained.

▪ Upgrade to Release 13: September 2018 - ongoing

▪ Client contact: ▪ Maureen Treanor (HR Director)

▪ Sandeep Chagger (Digital Transformation Director)

http://www.afrasiabank.com/



36

FRONERIJDE Roll out project in Russia

▪ Context:▪ Froneri is a joint-venture brand successfully launched by Nestlé and R&R in Octobre

2016.

▪ JDE Roll out of the JDE system in Russia is a part of the ambitious implementation

project that has been initiated by Froneri company which takes place more than in 18

counties all over the world.

▪ Project Scope:▪ Sales

▪ Procurement

▪ Inventory

▪ Finance

▪ Manufacturing

▪ Quality

▪ Integration with other systems in scope of the project:▪ IPC, AZAP, eRMS, Queris

Project description:▪ Phase 1: June 2017 – July 2017 (Fit-Gap Analysis)

▪ Data Migration approach

▪ CRP0 Minutes

▪ As-Is ERP Application Architecture / To-Be ERP Application Architecture

▪ Gap List - V1 / Russian processes list

▪ RICEF List V1

▪ Training strategy

▪ Phase 2: July 2017 – September 2017 (Design)▪ Essential IFRS/RAS Mapping

▪ Scenarios Cases description

▪ CRP 1/2 minutes

▪ Functional Specifications - Lot 1 / Lot 2

▪ Updated Gap list / RICEF list

▪ Phase 3: September 2017 – November 2017 (Build)

• Training Plan

• Key Users Foundation training

• Training Materials

• Functional Specifications - Lot 1 / Lot 2

• All transcodifications rules documented

• CRP 2/3 minutes

• Coding - Lot 1 / Lot 2 (Integration testing)

▪ Phase 4: November 2017 – December 2017 (Test and Go-live)

• Key Users training by function/area

• UAT (UAT Results / UAT Issue Log)

• Functional Cut-over

• Setup Description

• End Users training

▪ Phase 5: December 2017 – ongoing (Post Go-Live support)

▪ Support of the daily operations in system after Go-live, issue solving

▪ Creation of the list of controls for all areas of the company activities

▪ BCM project (Integration of Bank file into JDE)


▪ Executive Management: ▪ Robert Griffin - Head of IT (Froneri Global)

▪ Galina Bogdanovich – General Manager (Froneri Russia)

▪ Project Management:▪ Tom Simpson - Project Manager (Froneri Global)

▪ Dmitriy Kirienko – Project Manager (Froneri Russia)



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FANUC JDE E1 Roll out project in Russia

▪ Context▪ Fanuc Europe is the European subsidiary of Fanuc Japan, a leading global

manufacturer of factory automation

▪ Main Fanuc businesses: Robotics, Robot Machine and CNC (Computers

Numerical Control also called FA) in Europe are under Fanuc Europe

▪ Kertios conducted the following activities:

▪ Assist Fanuc business analysts in its scoping & gap analysis phase for JD

Edwards Fanuc template roll-out in Russia on Finance, distribution, services

domain and basic manufacturing if required,

▪ Suggest and document workaround to conciliate Fanuc Europe template

requirements and Russian legal and statutory requirements,

▪ Provide usual practice to deploy and adapt Russian localization objects

▪ Objectives▪ Integration of IT system corporate template with procedures and business

processes

▪ Fulfilment of current needs of FRU and CIS customers

▪ Sustain potential aggressive growth of the Russian subsidiary

▪ IFRS Accounting software certification and traceability, Remote financial

controlling and auditing, Segregation of Duties (SOD) implementation, Russian

legal and statutory reporting, Landed Costs for import goods to manage actual

COGs

▪ Automatic export control on billing and delivery addresses

▪ Corporate business processes are shared between FEC and FRU

▪ Unicity of Master data

▪ Shared maintenance of a global/local solution

▪ Stage 1: January 2016 – June 2016 (Analysis)

• Conference Room Pilot (CRP) with Russian key users for main area: Sales, Service, Purchases, Finance and Accounting

• Identifying the gaps between the Global JD Edwards E1 template and Russian legal and statutory requirements

• SWOT analysis of potential architectures (1C, 1C/E1, E1)

▪ Stage 2: July 2016 – October 2016 (Design)

• Users workshops and CRP 2 sessions

• Perform setup Update according specific of Fanuc Russia business reality

• Define Training strategy

• Creation of Functional specifications

• Final decision for Finance Architecture and IFRS/RAS mapping

▪ Stage 3: November 2016 – January 2017 (Build)

• Creation of Technical specifications, local Development / Unit test

• CRP 3 sessions to review with user whole cycle of processes

• Creation of Training Materials

• Developing Impact Analysis

• Master Data conversion

▪ Stage 3: February 2017 – May 2017 (Test and Go-live)

• Key users training and UAT testing support

• Creation of Work instructions

• Open Balance Conversion for GL, AP, AR, FA and stock availability update

• Go-live support


▪ Executive Management: ▪ Joachim Clemens-Stolbrink - Head of Information & Communication Technology (ICT)

Europe (FEC)

▪ Marco Delaini – General Manager (FRU)

▪ Project Management:▪ Alexander Klauss - Manager ERP systems (FEC)

▪ Lev Cherepanov – CFO (FRU)



Aquarelle GroupHCM Cloud Project

▪ Aquarelle Group is a leading textile designer and manufacturer in

Mauritius. They launched this project with the aim to implement a full

fledge HCM system to sustain its continuous growth and to be the

incubator of the new HCM system to be rolled out in CIEL Group

▪ The solutions chosen to drive this innovation are:▪ Oracle HCM Cloud

▪ Oracle Taleo Learn

▪ Phase 1: April 2017 – June 2017▪ Learning management and skeletal HR

▪ Phase 2: May 2017 – August 2017 ▪ Performance management and HR – Solution Construction and

Pilot

▪ (Analysis and Design - Build – Test and Go-live)

▪ Conduction of CRP workshops

▪ Detailed Business requirements (PM and HR)

▪ Creation of processes descriptions

▪ Setup of the system (PM and HR)

▪ GAP Analysis

▪ Key User training (PM and HR)

▪ Conduction of UAT (PM and HR)

▪ Initial and PROD data upload (input)

Phase 3: 2018

▪ Time Management and Global Payroll

Goals achieved:

▪ Phase 1 delivered

▪ Phase 2 delivered

▪ Phase 3 in preparation to launch

▪ Client contact: Harry Maulloo

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OeBS HCM Khrunichev Payroll Legal changes 2016

▪ Khrunichev is one of the leading enterprises of the Russian

space industry.▪ Khrunichev using Oracle e-Business Suite for all Core

HCM business processes – HR Administration, Time and

Abcense, Payroll calculation for ~25 000 employees.

▪ Khrunichev started the project to achieve following result:

▪ To ensure compliance of the customer system with the

new legal requirements of 2016

▪ To answer on emerging risks:

▪ Increase of number of labor disputes

▪ Increase of number of claims from state authorities

▪ Non compliant management reporting

▪ To ensure correct state reporting from Q1 2016

▪ To have correct salary and tax calculation from 1st of

January

▪ February 2016 – May 2016

▪ To analyze the changes in the legislation

▪ To develop all the necessary technical documentation

▪ To update lookups

▪ To develop changes

▪ Test and Accept the changes by Kertios project team and

Customer users

▪ To transfer the changes to the Production environment

▪ The customer system fully complies with the requirements of the

legal requirements

▪ Successful reporting to State authorities

▪ Client Contact: Anatoly Malnev (CIO)



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Auchan Retail RussiaOeBS HCM / Payroll Pilot

▪ Auchan Retail Russia launched a project of construction of

Pilot solution on the basis of OeBS HCM to achieve following

results:

▪ Unification of HR processes for all store formats

▪ To get prove that application can support all Auchan

requirements to HR, Time and Absence and Payroll

processes

▪ To get unified rules of payroll calculation

▪ To define Data Migration strategy for Pilot and all

population scope

▪ To define scope of data for Migration

▪ To define required resources for solution support and

development

▪ Define roll-out plan for all employee population

▪ Phase 1: December 2015 – March 2016▪ Auchan Project team training and CRP

▪ Auchan project team training

▪ Conduction of CRP 1 workshops

▪ GAP analysis of Auchan requirements

▪ Key business process analysis

▪ Define scope and acceptance criteria of Pilot project

▪ Data migration strategy definition

▪ Client Contact : Yulia Zolotareva (Project Manager HR - IT)

▪ Client Executive: Laurent Pourbaix (CIO)



Azerconnect Asset Management Assessment and scoping

▪ Azerconnect is a JV of 2 leading Mobile operators in Azerbaijan, Bakcell and

Azerfon. In 2012 Bakcell purchased IBM Maximo, an Asset Management system

and started the implementation project. The end of the implementation project was

planned for July 2013 but was not achieved.

▪ Goals of the Assessment project

• Review Design deliverables against Maximo good project practices

• Provide high level end-to-end processes for Asset Management, Material Management, Contract Management and Procurement Management domains on the CFO, CTO and Procurement organizations scope

• Provide an opinion on the currently designed application architecture between Maximo, OeBS and Remedy,

• Evaluate feasibility of implementation of forecasted interfaces within the current project scope and plan,

• Select an approach to move Maximo project ahead and reach Go-Live in Azerconnect

▪ December 2013 – February 2014: • Project launch

• Design review

• End-to-end As-Is process design

• Application Architecture review

• Management approval of results

▪ July 2014 – November 2014: • To-Be detailed process design• EAM program definition• Decision to launch new EAM project and tender

▪ December 2014 – September 2015: • Request for Information (RFI)• Request for Proposal• Proof of Concepts with IBM Maximo and Oracle EAM• Evaluation of the 2 offers

Goals already achieved:• Executive Levels in Azerconnect, Bakcell and Azerfon reengaged and supportive• Clarified Design with identification of changes to be applied• 16 EAM detailed processes in Visio• Selection of one couple Integrator/EAM solution

Next steps:• Implementation project

▪ Client contact: Mr Malcom Triggs (CEO)

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Russkiy SvetOeBS Implementation HRIS, Time Management & Payroll project

▪ LLC «Russkiy Svet» ( 6 000 employees) launched the HRIS Project based on

OeBS with the following goals:▪ To increase efficiency and optimized operating costs by centralizing HR / Payroll

operations and commands

▪ Effective control of the main indicators of Personnel Management

▪ Minimize operational risks and to obtain consistent data by improving the security and

management mechanism

▪ Integrate Corporate and Legal views of organization

▪ Flexibly respond to business needs

▪ Stage 1: February 2013 – July 2013: HR Administration▪ Description of target processes of HR Administration

▪ Analysis of system requirements

▪ Design and construction of the system

▪ Launching the HR Administration in trial operation

▪ Stage 2: May 2013 – August 2013: Time and Absence ▪ Description of target Time Management project processes


▪ Identification of use of working time

▪ Design and construction of the system

▪ Launching the Time Management Administration in the trial operation

▪ Stage 3: June 2013 – March 2014: Payroll▪ Description of Payroll target processes

▪ The unification of the rules of payment between the different departments of the

company

▪ Analysis of system requirements and components charges and deductions


▪ Building an interface costing

▪ Launching in the trial operation

▪ Goals achieved▪ Survey of current HR practices

▪ Preparation of detailed resource plan for the project, approved

project scope

▪ Business Plan

▪ Documentation of target HR Administration , T&A and Payroll

processes

▪ Setting up the system according to customer requirements

▪ Data Migration

▪ HR Administration in Production in July 2013

▪ Time and Absence in Production in September 2013

▪ Payroll in production in March 2014

▪ Client Contact in RS: Veselova Julia (Head of ERP department);

Elena Romanova (HR Director); Denis Vlasov (General Manager)



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Bakcell Enhancements on HR and Financial systems

▪ Bakcell is one of the largest Mobile operators in Azerbaijan

▪ During the past years, Bakcell has implemented OeBS Finances and

Procurement• To increase business support efficiency

• To better manage operational risk and optimize costs

▪ Bakcell has started in 2013 several enhancements projects:• Interfacing Retail systems with OeBS AR to monitor installments of mobile

hand-sets

• Implementation of Oracle Time&Labor to charge time spent by HQ teams to

Bakcell subsidiaries

• Migration from R12.0.6 to R12 .1.3

▪ Stage 1: April 2013 – May 2013: AR- Retail interface• Analysis and design

• Off-shore development

• Testing and go-live

▪ Stage 2: June 2013– July 2013: OTL pilot• Analysis and design

• Off-shore development

• Testing and go-live

▪ Stage 3: July 2014 – October 2014: Migration from R12.0.6 to R12.1.3• Migration strategy definition

• Migration of Customization (150)

• Execution of 3 Migration Runs

• Reduced time to market of critical enhancements• Optimized development costs• AMS operated by Kertios

▪ Client Contact: Andrew Guszcza, CFO.



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SG/RosbankPayroll Convergence Project

▪ SG/RB have launched the Payroll Convergence Project in Russia with

the following goals:▪ To increase business support efficiency

▪ To unify Payroll practices and systems in Russia

▪ To better manage operational risk and optimize costs

▪ The project has the following streams:▪ Convergence of payroll practices between the four Russian banks

(OeBS platform)

▪ Unification of RB and BSGV Payroll systems in one single solution

(OeBS platform)

▪ Stage 1: September 2009 – January 2010▪ Realization of a Payroll Blueprint for 9 entities in Russia, as a first Payroll convergence

▪ Stage 2: May 2010 – September 2010 ▪ Detailed gap Analysis of Payroll rules and practices between RB and BSGV

▪ Resolution of gaps by unification

▪ Planning of implementation project

▪ Stage 3: October 2010 – July 2011▪ Analysis and Design of all local required modifications to TL and Payroll

▪ Data Migration of existing systems into Corporate solution

▪ User Acceptance Testing

▪ Go-live of Unified Payroll solution based on converged Payroll practices

▪ Goals already achieved:▪ Definition of functional solution for « HR Administration » and

«Career Management » in Russia

▪ Definition of the common HR language between Corporate SG

and local business entities

▪ PSFT HR Russian localized and customized solution

▪ Payroll Practices and Unified System live for RB and BSGV

▪ Go-live of HR Admin for all HO during 4th Quarter 2011

Next steps:▪ Further unification of Payroll for all SG Russia entities

▪ Client Contact in SG Corp: ▪ Didier Di Marco (Director of HRIS Strategy at SG Group)

▪ Client Contact in SG Russia: ▪ Anastasia Anpilova (BSGV Head of Compensation & Benefits

Department)

▪ Michael Dugaev (RB Head of Applications Design & Development)



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Société GénéraleHRIS Project in Russia

▪ SG has launched the HRIS Mutualization Project in Russia with the following goals:• To increase business support efficiency

• To enforce communication between SG Corporate and local entities in Russia

• To better manage operational risk and optimize costs

▪ The project has the following streams:

• Convergence of payroll practices between the four Russian banks (OeBS platform)• Design and Rollout the Corporate PSFT HR Solution for HR administration• Application of Corporate Best of Breed practices in the HR development and Recruitment

domains

▪ Stage 1: April 2009 – September 2009▪ Definition of the HRIS project scope in Russia

▪ Construction of the HRIS architecture and solution

▪ Design and Construction of a 5 years TCO model

▪ Presentation of Corporate HR solutions to SG users in Russia

▪ Stage 2: September 2009 – May 2010 ▪ Collection of system business needs from the HR users in the Russian entities

▪ Construction of a PSFT “HR Administration” prototype localized according to the Russian

legislation

▪ Realization of a Payroll Blueprint for 9 entities in Russia, as a first Payroll convergence

▪ Construction of a deployment took kit

▪ Stage 3: July 2010 – June 2012• Training of SG/RB Key Users and project team members

• Process Alignment workshops to build single solution for all Russia

• Analysis and Design of all local required modifications (focus on Payroll)

• Data Migration of existing systems into Corporate solution

• Construction of a full scope PSFT HR application for Russia

• Go-live of Unified Payroll solution based on converged Payroll practices

• User Acceptance Testing

• Training of all HO Users

▪ Goals already achieved:• Definition of functional solution for « HR Administration » and «Career Management » in

Russia• Definition of the common HR language between Corporate SG and local business entities• PSFT HR Russian localized and customized solution• Payroll Practices and Unified System live for RB and BSGV• Go-live of HR Admin for all HO during 4th Quarter 2011

• Client Contact in SG Corp: Didier Di Marco (Director of HRIS Strategy at SG Group)

• Client Contact in SG Russia: Marc-Emmanuel Vives (First Deputy Chairman)

thank you.

Kertios Consulting Presentation

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