Kertios Consulting Presentation of Kertios Consulting April 2018 - - PowerPoint PPT Presentation

Kertios Consulting

Presentation of Kertios Consulting April 2018

Who are we? Our mission Our offers Take away References

Confidential 3

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

Confidential 4

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

Confidential 5

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

Confidential 6

• 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 ….

Confidential 8 Operational model A Operational model B Processes lever Change Management lever Information System lever

ERP Transformation Project on JDEdwards for Fanuc in Russia

Confidential 9

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

ENGAGEMENTS

Human Capital Management Projects in Russia for Société Générale and Rosbank

Confidential 10

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

ENGAGEMENTS

Confidential 11

Processes Information Systems Change Management

• 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) 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

ENGAGEMENTS

Human Capital and Finance Management Projects in Russia for Russkiy Svet

Asset Management Project in Azerbaijan for Bakcell and Azerfon

Confidential 12

Processes Information 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

ENGAGEMENTS

• 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

• ffers).
• 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

Confidential 14

Audit and IT Consulting Learning Supply Chain Processes and Information System Procurement Processes and Information System Budgeting and Management Reporting Financial Information System Finance Reporting IT Strategy and Planning Packaged SW Implementation Application Maintenance Services

Management and

• rganization

Human Resources Finance & 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

Confidential 15

 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. Functional areas

Attract Talent Recruitment Management Goals Management 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

Confidential 16

 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

Confidential 17

JDE Implementation

Real Estate

E1 Russian Localization Services

Who are we? Our mission Our offers Take away References

Kertios assets for our customers

Confidential 19

• 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 ?

Confidential 20

Our strengths

• Our field experience in IT or business
• perations 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
• ur 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

Confidential 21

Contact details

Kertios Consulting Moscow 11, Derbenyovskaya naberezhnaya Moscow 8 (499) 426-05-51 www.kertios.com

Frédéric Glénat Branch Director Mobile RU : +7 926 135 36 29 Mobile FR : +33 6 03 42 43 92 Email : frederic.glenat@kertios.com Sergey Kuznetsov HCM practice lead Mobile RU : +7 910 439 64 76 Email : sergey.kuznetsov@kertios.com Anna Lebedeva Finance and SCM practice lead Mobile RU : +7 965 351 31 50 Email : anna.lebedeva@kertios.com

Who are we? Our mission Our offers Take away References

Extract of our major references

Confidential 23

Performance management / Cost Controlling IFRS/RAS Accounting Supply Chain Management Procurement processes ERP implementation

IT systems Management & Organization Human Resources

Finances and Procurement

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

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)

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 25

FRONERI

JDE 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)

Project objectives and scope Kertios realization and Achieved results Additional information

Aquarelle Group

HCM 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

Confidential 26

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 27

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
• Oracle JD Edwards EnterpriseOne 9.1
• 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)

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 28

Auchan Retail Russia

OeBS 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)

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 29

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)

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 30

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.
• Oracle JD Edwards EnterpriseOne 9.1
• Client Contact in Pernod Ricard Russia: Laurent Ramounet (CFO)

Project objectives and scope Kertios realization and Achieved results Additional information

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

• n 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)

Confidential 31

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 32

Russkiy Svet

OeBS 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
• perations 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
• Analysis of system requirements
• 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
• Analysis of system requirements
• 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)

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 33

SG/Rosbank

Payroll 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)

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 34

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.

Project objectives and scope Kertios realization and Achieved results Additional information

Confidential 35

Société Générale

HRIS 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.