Spoon Consulting Presentation...Finances, Supply Chain & Distribution Kertios Consulting in Moscow 5...

Kertios ConsultingPresentation of Kertios Consulting

April 2018

Who are we?

Our mission

Our offers

Take away

References

Confidential3

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.

Kertios Consulting overview

Confidential4

In Management, Finances, Human Resources and IT consulting business

Headquarted in Paris

Created in 2004 by Xavier Boissonnet* and Jean-Paul Choquel **

50+ experienced consultants technical specialists

A wide network of specialized Partners and individual entrepreneurs

A portfolio of clients who regularly ask for our services

A branch in Moscow created in 2010 and managed by Frederic Glenat ***

An yearly turnover between 4 M and 5 M Euro over 2014, 2015 and 2016

* Xavier Boissonnet previously led the Business Intelligence practice at PricewaterhouseCoopers and Partner in charge of the IT

and Finance teams at KMPG Consulting France

** Jean-Paul Choquel was previously Deputy Managing Director at PriceWaterhouseCoopers and President of KPMG Consulting

France

*** Frédéric Glénat was previously Partner at PwC Consulting, then Vice-President of Oracle Corp.

Change Management

Information System & IT Consulting

Human Capital

Management

Management &

Organization

Finances, Supply

Chain

& Distribution

Kertios Consulting in Moscow

Confidential5

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

Confidential6

• Program management

• Project management

• Process design and alignment

• Opportunity studies and Business

Cases

• Impact analysis of new system

implementation

• Master plan

• IT Governance

• System Architecture/ SOA / MDM

• Package Software implementation

• Managers’ coaching

• Training

• Talent Management

• Recruitment

• HCM Process design and

alignment

• HCM System implementation

Organization &

Management

Change

Management

Human Capital

Management

Finances,

Supply Chain

& Distribution

IT Management

• Performance management /Cost

Controlling

• Activity Based Management

• IFRS/RAS Accounting

• Supply Chain Management

• Procurement processes

• ERP system implementation

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 ….

Confidential8

Operational

model A

Operational

model B

Processes lever

Change Management

lever

Information

System lever

ERP Transformation Project on JDEdwards for Fanuc in Russia

Confidential9

Processes

• 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

Information

Systems

• 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

Change

Management

• Construction of Change

Management approach

• Design of Training strategy

and approach

• Training of Key Users

LESSONS LEARNED:

•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

EN

GA

GE

ME

NT

S

Human Capital Management Projects in Russia for Société Générale and

Rosbank

Confidential10

Processes

• Payroll blueprint for 10

Russian subsidiaries

• Payroll convergence GAP

analysis

• HR Process Documentation

and Rebuilding

• HR Admin Process

alignment and GAP analysis

for RB

Information

Systems

• 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

Change

Management

• BRAHMS Change

management program in

Rosbank

• Convergence of Payroll

practices between

subsidiaries with various

levels of internationalization

LESSONS LEARNED:

• 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

EN

GA

GE

ME

NT

S

Confidential11

ProcessesInformation

Systems

Change

Management

• HR Admin Processes


• Time&Absence Processes


• 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)

LESSONS LEARNED:

• 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

EN

GA

GE

ME

NT

S

Human Capital and Finance Management Projects in Russia for

Russkiy Svet

Asset Management Project in Azerbaijan for Bakcell and Azerfon

Confidential12

ProcessesInformation

Systems

Change

Management

LESSONS LEARNED:

• 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

EN

GA

GE

ME

NT

S

• 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.

Who are we?

Our mission

Our offers

Take away

References

Overview of our offering

Confidential14

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

Confidential15

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 - Program and Project Management

Confidential16

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

Offers – JD Edwards

Confidential17

JDE

Implementation

Real Estate

E1 Russian

Localization

Services

Who are we?

Our mission

Our offers

Take away

References

Kertios assets for our customers

Confidential19

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

A very senior and English/Russian speaking project team ready to start 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

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 ?

Confidential20

Our strengths

• 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 values

• 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

Contact us

Confidential21

Contact details

Kertios Consulting Moscow11, Derbenyovskaya naberezhnaya

Moscow 8 (499) 426-05-51www.kertios.com

Frédéric Glénat

Branch Director

Mobile RU : +7 926 135 36 29

Mobile FR : +33 6 03 42 43 92

Email : [email protected]

Sergey Kuznetsov

HCM practice lead

Mobile RU : +7 910 439 64 76


Anna Lebedeva

Finance and SCM practice lead

Mobile RU : +7 965 351 31 50


Who are we?

Our mission

Our offers

Take away

References

Extract of our major references

Confidential23

Performance management /

Cost Controlling

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

System Architecture/ SOA

Software Implementation

IT Governance

Master plan

http://www.afrasiabank.com/

Project objectives and scope Kertios realization and Achieved results

Additional information

AfrAsia Bank

Oracle 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: Project Launch

CRP1 sessions and gathering business requirements

Proto preparation and CRP 2 workshops

Creation of processes descriptions (RD011)

Gap analysis and System setup

UAT

Go-Live

Phase 1 (Lot 2): November 2017 – ongoing (Go-live in May 2018)

Performance Management: Project Launch

Performance Management and Talent Management strategy

Goal Management methodology

CRP1 sessions and gathering business requirements

Proto preparation and CRP 2 workshops

Creation of processes descriptions (RD011)

Gap analysis and system setup

UAT

Phase 2 March 2018 – ongoing (Go-live in July 2018): Taleo Recruitment, Learning,

Talent Management, Compensation and Benefits

Client contact: Maureen Treanor (HR Director)

Sandeep Shagger (Digital Transformation Director)

http://www.afrasiabank.com/



Confidential25

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)

Oracle JD Edwards EnterpriseOne 9.1

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)



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

Confidential26



Confidential27

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)



Confidential28

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)



Confidential29

OeBS HCM KhrunichevPayroll 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)



Confidential30

Pernod Ricard Russia Local ERP migration to JDE E1

Pernod Ricard Russia is distributor of all Alcohol strategic brands of Pernod Ricard

Group also developing range of local brands.

PR Group is in favor of a JD Edwards deployment into Russia to:• Increase the reusability of Group investments in JDE solutions and

infrastructures

• Leverage Group processes and good practices when applicable

• Improve integration of local systems with Corporate systems

• Ease consolidation of data from local to Corporate

• Improve capabilities to “plug” standard Group solutions on top of JDE, especially in the Reporting area

PR Russia wants to engage the renovation of their Information System with a

Process angle to: Use the IS project as an opportunity to improve current issues and known

limitations in business processes

Insure that Russian obligations and usual practices are identified before any implementation project

Put under control any gap or limitation between the selected ERP and PRR requirements

Develop the appropriate Change Management plan that should be executed in parallel with the IT oriented implementation project

Identify and put under control ERP impacts on existing business practices and processes

Reduce Operational risks at conversion time between current and future system

Phase 1: September 2013- February 2013: Corporate Workshop follow-up actions• Initiate ramping up of a local project team

• Pilot analysis of 3 key business processes

• Propose a target RAS/IFRS accounting scheme based on Russian good practices

• Analyze main ERP focus points and potential Gaps

• Identify potential Application Architectures to support RAS and IFRS

• Formulate potential project planning and major milestones

Phase 2: March 2014– June 2014: Process and GAP analysis• Accelerate ramping-up of local project team

• Analysis of 15 key To-Be processes required for project launch

• Propose a target RAS/IFRS accounting scheme based on Russian good practices

• Validate Application Architecture to support RAS and IFRS

• Analyze remaining ERP focus points

• Define Change Management approach

Phase 3: July 2014–December 2015 : JDE implementation• Design and Build phases fully validated

• User Acceptance testing idone.


Client Contact in Pernod Ricard Russia: Laurent Ramounet (CFO)



AzerconnectAsset 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)

Confidential31



Confidential32

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)



Confidential33

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)



Confidential34

BakcellEnhancements 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.



Confidential35

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.

Spoon Consulting Presentation...Finances, Supply Chain & Distribution Kertios Consulting in Moscow 5...

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