Managing M&A and Delivering Operational Excellence Through Transformation

Simon RookeGlobal Human Resources Technology DirectorWillis Towers Watson

Willis Towers Watson

Managing M&A and Delivering Operational Excellence Through Transformation

1st February 2017

Simon Rooke

Global HR Technology Director

Simon Rooke

Global HR Technology Director

Simon Rooke is the Global HR Technology Director for Willis Towers Watson. He has worked with Oracle HR

products since 1995 and has industry experience in Retail Operations, HR Services, along with consulting experience

deploying Oracle EBS to FTSE 100 companies and Central Government. Over the last few years he has worked at

Watson Wyatt who merged with Towers Perrin to from Towers Watson where Simon oversaw the merger and

implementation of HR systems to re-platform on Oracle EBS 12.1.3, this has subsequently been upgraded through a

project to Oracle EBS 12.2.5. Simon is now working on the implementation of Oracle HCM Fusion for Willis Towers

Watson formed through the merger of Willis Group and Towers Watson. This project, ‘Unify’, will see HR move to the

Cloud, but for now retain Oracle EBS on premise.

Willis Towers Watson

Watson House

London Road

Reigate

RH2 9PQ

D + 44 1737 273141

M + 44 7904 654 304

simon.rooke@willistowerswatson.com

www.willistowerswatson.com

Synopsis

This session will cover how the new entity undertook a transformation

to implement an integrated global HR platform that would provide

enhanced service delivery, and help manage the complexity and risk of

providing services in a global environment

About Willis Towers Watson

Willis Towers Watson (NASDAQ: WLTW ) is a leading global advisory,

broking and solutions company that helps clients around the world turn risk

into a path for growth. The firm was formed out of the merger between Willis

Group and Towers Watson in January 2016. We design and deliver solutions

that manage risk, optimize benefits, cultivate talent and expand the power of

capital to protect and strengthen institutions and individuals. Our unique

perspective allows us to see the critical intersections between talent, assets

and ideas — the dynamic formula that drives business performance.

Together, we unlock potential.

A Truly Compelling Combination

A strong client focus, an emphasis on teamwork, unwavering integrity, mutual respect and a constant

striving for excellence are the values at the core of the new Willis Towers Watson organization.

39,000 colleagues

in 120+ countries

Scale, diversity and financial strength

$8.2 billion revenue

A deep

historydating back to

1828

Willis Towers Watson Colleagues Can Be Found All Around the World

Total: 39,000

Great Britain: 16%

North America: 36%

Western Europe: 18%

International: 30%

We Aim to Be the Leading Global Advisory, Broking and

Solutions Company

We have relationships with:

85% of the U.S. Fortune 1000

90% of the Global Fortune 500

The Strategic Vision Behind Our MergerA Comprehensive and Powerful Offering

Clients

Business

Synergy

Values

Acceleration of growth and

strategic priorities

Financially compelling, clear

integration roadmap

Expanded colleague

opportunities and common

values

Powerful client proposition

A leading integrated, global advisory, broking and solutions company

For Clients: Deliver innovative, integrated, global solutions, tailored to client needs and underpinned by data and analytics

For Colleagues: Provide global development opportunities in a dynamic, meritocratic work environment, underpinned by clear values

For Investors: Generate significant value through synergies in the short term and create the platform for long-term, profitable growth

Project Unify

HR Business Objectives for an HCM Platform (Taleo & HR)

• Development of an integrated global technology platform

• Enhanced service delivery models

• Multiple Legislation

• Improved reporting

• A key goal for the program is to streamline our operations

• Decreasing risks

• Reducing Errors

• Reduce internal complexity while providing for better organizational planning

• Increase communication and collaboration

• Full collaboration between Finance and HR

Strategic Improved user experience, mobile enablement, and embedded analytics enable managers and leaders to access information, initiate transactions, and provide approvals quickly and easily

Robust, delivered analytics and reporting that can be tailored and targeted to all levels of the organization

User-friendly configuration reduces the need for development –functionality can be deployed more quickly at a lower cost

Why Cloud

HR Infrastructure Objectives Future

Vision Strategic platform that automates processes for the

organization – not fitting one company into the other’s process/system

• Provide transparency in HR services, service levels, and

operational costs.

• Deliver rich, accurate, and timely analytics to support

business improvement and change.

• Improve the associate and manager experience through

enhanced usability of systems and processes.

• Minimize the total cost of ownership and operation across

the full end-to-end process.

• Enable people processes with efficient, robust service

operations delivered through integrated systems.

• Provide flexibility to operate efficiently and effectively in an

agile market and as our business needs evolve.

So

cia

lM

ob

ile

An

aly

tics

Clo

ud

Why Cloud

Migrate from various legacy solutions to a common Oracle HCM cloud platform to increase effectiveness, improve

user experience, align to Oracle product roadmap, and achieve net annual savings.

Oracle HCM

Cloud

Oracle

PeopleSoft

Sopra

HR

Oracle

HR - EBS

International

DB

30+SourcesOracle

EBS

Oracle

OBIEE

PeopleFluent

Job

Science

International

TA

Various

Unify HR Program Scope

Substream Project Substream Project

Service Delivery Model HR Operations and Service Delivery

Organization

Enterprise Systems Oracle EBS 12.2.5 Upgrade

Service Operating Model Global HR Systems Architecture Design

Global Process Architecture and

Opportunity Identification

Oracle HCM Cloud Implementation

Service-Enabling

Technologies

Service-Enabling Technologies Roadmap Foundation

Colleague / Manager / Leader Portal Taleo (Applicant Tracking System)

Implementation

Case and Knowledge Management Core HR and Absence Management

Implementation

Records and Document Management Mergers, Acquisitions & Divestitures DB

Telephony Functional Solutions

Support for integration with

Talent | REWARD.

Career Framework Support

Workforce Analytics & MI Analytics and Reporting Strategy Annual Cycle 2016

Headcount Planning & Analysis Annual Cycle 2017 and Beyond

Oracle Business Intelligence Learning Management

Succession Planning

Implementation Approach

Create a common foundation followed by functional implementations

Initiate &

Plan

Program & Change

Infrastructure

Resource

Identification

Detailed Project

Planning

Foundation Phase Implementation Phase

Design GCMSocialize

GCM

Preliminary Info

Gathering

Definition of Design

Principles

GCM Design &

Fit/Gap

Socialization of GCM

Local Resource

Engagement

Talent Acquisition Workstream

Core HR & Absence Workstream

TestDesign &

Build

Deploy &

Sustain

TestDesign &

Build

Deploy &

Sustain

Global Common Model

Foundation Phase Objectives

Establish the common cross-functional, global platform

Identify and engage global resources required to support and inform the implementation

Develop standard processes to build a Global Common Model (GCM) that will be enabled through HCM

Construct an approach for obtaining legal and regulatory requirements that augment the GCM

Socialize the GCM at a local level to establish expectations for local design

Document interface architecture, conversion, integration, and reporting strategies to service as guide

posts for the implementation

Establish project and change management infrastructure that will carry forward through the

implementation

Global Common Model

Define a standard foundational design

Approach to configuration design that allows a business to define global technologies, processes, workflows and

approvals to achieve commonality worldwide.

Country specific legislative fields and other adjustments will be made during the Implementation phase to ensure the

needs of individual locations are fulfilled.

The Global Common Model standardizes:

Data definitions for consistent reporting

Work processes that allow greater flexibility in sharing and distributing work within the service delivery model at the local, regional,

and global levels

Technology footprint to simplify training, deployment, and maintenance.

The Willis Towers Watson Global Common Model will reflect the business requirements 12 markets that represent

nearly 80% of the colleague population.

Countries included are the ten Phase 1 markets for the compensation program design plus France and Germany.

This set provides representation of all geographies and regions with the exception of CEEMEA.

The Journey - HR Infrastructure Integration Program Timeline

Release

2016 2017 2018

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Service Delivery Model

SDM Framework and Design

Global Process Design

Service Delivery Model Implementation

Corporate Systems

Oracle EBS 12.2.5 Upgrade

Global Architecture Design

Payroll Integration (North America / UK)

Workforce Administration & Analytics

Oracle HCM Cloud Implementation

Oracle Business intelligence Cloud

Oracle Business Intelligence

Service-Enabling Technologies

Colleague / Manager / Leader Portal

Case & Knowledge Management

Functional Solutions

Talent Acquisition (ATS / Onboarding)Phased deployment by regions is likely

NA: Smart Stream; UK: ADP

Phase 1

Interim Workforce Analytics

Enterprise Solution

Corporate Intranet + Corporate Functional Sites

Service Now

Oracle or iCIMS (TBD)

Program Harmonization + 2016 Annual Cycle 2017 Annual Cycle

LMS / Succession

NA

1

UK

2

1 Phase 2 2

Multiple Sources of The Truth

MAD

Mergers Acquisitions & Divestitures

The MAD Database

Mergers Acquisitions & Divestitures

We Need All Our People In One Place

• There are a number of benefits to our MAD design:

• Fast implementation of MAD firms into/out of WTW

• Full visibility of all people

• Full reporting capability across all businesses

• We can maintain a full Supervisory Hierarchy

• Data can be controlled downstream to other systems

• Early transformation of basic data

• Quicker data migration of full records

• Output to Finance to allow for PA and Approvals

• A single source of the truth

Fully Searchable Hierarchy

HCM – Organization Chart Functionality

Overall Summary

Benefits & Concerns

Benefits:

• Enables development and continuous improvement of business processes and solutions on a common, modern platform

• Aligns to Oracle’s long-term product development strategy

• Improves user experience that leverages intuitive design which result in improved leader adoption

• Patching

• Upgrades

• New functionality

• Leading edge technology

Concerns:

• Change management

• Change in business process

• EBS still on premise with customization (Finance)

• The business keeping up with constant change

Thank You