Presentations

How to Effectively Deliver HR Support to Over 200,000 Employees in Australia

How to Effectively Deliver HR Support to Over 200,000 Employees in Australia

In the last 18 months, Woolworths has undergone a massive HR transformation, with the transition of all HR support services and 270 staff to a new shared services centre in Brisbane in November 2015.

In this presentation from Shared Services and Outsourcing Week Australasia 2016, Tanya Eales, Group Head of People Service, Woolworths, discusses this new operating model, set to support Woolworths 200,000 employees as well as their existing HR CoEs and strategic business partners, including:
  • Moving all transactional HR processes to a centralised SSC in order to allow CoEs and HR business partners to focus on strategic, valueadd tasks
  • The challenges of building a brand new team from the ground-up
  • Identifying core competencies, deliverables and what services to enhance
  • Key pillars in people services: transitioning to a new model, developing people capabilities, delivering service, adding value, minimising business risk and enhancing services
  • Future goals: Getting the SSC functional/operational and focusing on driving a continuous improvement culture
Leveraging Outsourcing and Shared Services to Re-Define Finance at Sandvik

Leveraging Outsourcing and Shared Services to Re-Define Finance at Sandvik

Sandvik is a global engineering group in tooling, materials technology, mining and construction, operating in over 130 countries worldwide.

In this presentation from Shared Services and Outsourcing Week Australasia 2016, Jonathan Nichol, Sandvik Country Finance Manager (Australia) and GFSS Regional Service Delivery Manager APAC, Sandvik, explores Sandvik ANZ’s finance transformation, where the majority of transactional finance functions were outsourced to their business partner in India and how this changed the finance functions that remained in Australia, including:
  • Outsourcing AP, AR and General Accounting transactional finance processes to India
  • Implementing an effective formal change management program and gaining staff buy-in through leadership and communication
  • Aligning the residual finance functions in ANZ into a shared service
  • Realising the benefits of the transformation including reduced costs; increased focus on residual finance functions and business support; improved internal controls and standardisation
Implementing a Centralised Shared Service Model at QUU to Benefit from Economies of Scale

Implementing a Centralised Shared Service Model at QUU to Benefit from Economies of Scale

Queensland Urban Utilities provides services to 1.4 million through its $5 billion infrastructure network. They are currently in the 2nd year of a 3 year large-scale transformation journey, where they moved from a decentralised to centralised operating model and have cut down their shared services team by 50%.

In this presentation from Shared Services and Outsourcing Week Australasia 2016, John Gearing, General Manager Finance Shared Services, Queensland Urban Utilities, explores:
  • Centralising all core transactional functions into a shared services team - AP, AR, GR, Payroll, Reporting, Fleet etc
  • Halving the SS team from 120 to 65 by implementing automation and other systems and processes to better manage work and the team
  • Drastically transforming billing processes from issuing bills 2-4 months after a meter reading to a new model where bills are issued 1-2 days after meter reading
  • Future goals: driving cost reductions and efficiencies through the 3 year transformation agenda and then focusing on lean concepts and continuous improvement


Does your Supply Chain Match your Procurement and Business Strategy?

Does your Supply Chain Match your Procurement and Business Strategy?

Lynn Penny, Group General Manager, Procurement, Mirvac, leads Mirvac’s maturing procurement function and is currently working on understanding how procurement can collaborate with the supply chain to offer more value to the rest of the business.

In this presentation from Shared Services and Outsourcing Week Australasia 2016, Lynn details the related projects she is working on, including:
  • Outsourcing finance in June 2015 and managing the vendor relationship
  • Piloting P2P since Sept 2015 across the construction unit with the potential of rolling it out across the rest of the business
  • Conducting supply chian analysis – 80/20 rule and understanding how to engage with the top 80% and the tail end
  • How to capture strategic data; know what’s coming down the pipe line and use it to provide value in terms of understanding the next procurement exercise


Driving a Whole of Enterprise Corporate Services Transformation in the Department of Education WA

Driving a Whole of Enterprise Corporate Services Transformation in the Department of Education WA

In 2009,John Leaf, Former Deputy Director General Finance and Administration, Department of Education, began leading a whole of enterprise shared service transformation to achieve the State Government Policy of autonomous Independent Public Schools. The drivers of change were the devolution of responsibility and accountability to schools for staff recruitment and one line budgets. John successfully delivered an integrated strategic, cultural and systems transformation, and in this presentation from Shared Services and Outsourcing Week Australasia 2016, he highlights the project and key successes:
  • Piloting the program across 34 schools in 2009 to now covering every public school in WA
  • Business intelligence: aggregating metrics across all schools and monitoring resource control and improved outcomes based visibility
  • NAPLAN results 2015: WA achieved one of the highest levels of improvement in years 3 to 9
  • The benefits of a fully integrated Cost and Demand Model and Business Intelligence Dashboard