ADVANCED RPASTRATEGIC SHARED SERVICES CONFERENCE, BUDAPEST, 26th APRIL 2017

PRESENTED BY: Abhinav Pandey || abhinav.pandey@hotmail.co.uk || +44 781 486 9604

AGENDAOUR LEARNING OBJECTIVES TODAY…

1. INTRODUCTIONRPA Introduction, Benefits, Drivers

2. STARTING YOUR JOURNEYStages, Steps, Strategy, Opportunity Assessment, Business Case, ROI, Governance & Risks

3. USE CASE EXAMPLESTactical use cases, Applications in Finance and Banking

4. VIRTUAL WORKFORCEOperating models for continuous innovation

INTRODUCTIONBENEFITS, DRIVERS, CAPABILITIES, TOOLS ETC

WHAT IS RPA?

• Robotics is software that automates activities that humans performon their computers

• Robotics enables organizations to automate existing high volumeand/or complex process handling actions as if the business userswere doing the work

• Software robots should be thought of as a virtual workforcecomparable to on-shore and off-shore workforces

• Robots utilize existing applications with the same trusted userinterfaces used by people

• Robots can interact with electronic documents, spreadsheets, coresystems, web applications

• Traditional robotic process automation (RPA) automates repeatable,mostly non-judgmental tasks

• Cognitive robotic process automation allows certain decisions to bemade with judgment

ROBOTIC PROCESS AUTOMATIONINTRODUCTION

WHAT ARE THE BENEFITS?

✓ Achieve fast speed-to-value

✓ Reduce people expense by automating frequent manual tasks,improving exception handling and moving work to best location

✓ Improve auditability, consistency and control over error-proneactivities that elevate risk, noncompliance, financial or reputationalharm

✓ Reduce end-to-end time to handle of peak periods, meet deadlines

✓ Smooth post-M&A integration by virtually connecting disparatesystems and data sources

✓ Improve knowledge worker value-add by increasing focus bestactivities and improve satisfaction by eliminating dull routines

✓ Supplement architecture for functional ETL, virtual API, and simulatedweb service to speed deployments without scarce IT/capitalresources

ROBOTIC PROCESS AUTOMATIONINTRODUCTION

WHAT ARE THE BUSINESS DRIVERS?

ROBOTIC PROCESS AUTOMATIONINTRODUCTION

• Shareholder demands and increased regulatory expectationscontinue to increase cost management pressures

• Emerging fintech-based threats are challenging large institutions’ability to react quickly and support costly legacy applicationplatforms

• Expectation to do more without increasing headcount

• Repeatable manual processes continue to result in quality issues anddata inconsistencies

• Application development lifecycles that create sustainable long termsolutions continue to drain capital expenditures and take too long

AUTOMATION STATESDIFFERENT STAGES OF AUTOMATION

EXECUTION COGNITION

NEEDASSIST REPLACE ASSIST REPLACE

Assist staff with process execution at their workstations

Remove staff from process execution in the database

Assist staff with decision making by filtering and providing quality data

Remove staff with cognitive learning in the data center

SOLUTION

DESKTOP AUTOMATION ROBOTICS MACHINE LEARNING

►Scripting of individual tasks►Runs on each agent’s desktop►Increases efficiency of workers►Consolidates information and

provides consistent customer experience

►Streamlines work and optimizes processes

►Large scale unattended processing►Must respond to fluctuation in system response, unknown events,

unanticipated business scenarios without interruption►Considers security, scheduling, audit, exception management►Secure, centralized collection of management information, audit

records, process logs►1:Many support requirement: 2 humans can supervise 200+ robots

►Aids or replaces subjective decision-making based on large data samples

►Interprets contextual information and provides consistent reasoning

►Helps streamline of processes and route inquiries

►Applies human-like reasoning in large volumes, (e.g., transaction monitoring, fraud identification, call filtering)

QUICK CAPABILITIES OVERVIEWROBOTICS ENABLES AS IF BUSINESS USERS WERE DOING THE WORK

DESKTOP

Spreadsheets, Word documents, PDFs, Emails, Collaboration tools,

Local Analysis tools

ENTERPRISE

Digital Channels, Imaging, Workflow, Analytics and Reporting,

Collaboration Tools

CLOUD

Third Party Applications, Intranet and Internet systems, Data

Storage, Utilities

LEGACY SYSTEMS

Core Accounting, Reporting, Transaction Processing, Core

Account Management

➢ Link existing IT assets together to simplify, accelerate efficiency and provide flexibility

➢ Sit atop of existing technology

➢ Operate unattended by people

➢ Access systems the same way as people

➢ Perform repetitive tasks rapidly and reliably

➢ Scale up and down to match peak loads

➢ Emulate the best user behavior

➢ Deliver ROI in cycles measured in weeks

THREE DISTINCT OFFERINGS THE AUTOMATION VENDORS DELIVER..

Software tools that enable the digitisation of text from a scanned

document or image

Widgets that sit within individual PCs – providing

support for everyday processes

DESKTOP ASSISTANT OPTICAL RECOGNITION VIRTUAL WORKFORCEA suite of robots that interact with

existing systems in the same manner as users, actioning rules-

based processes

Software that assists the user with minimal enterprise-level control (e.g.

Excel)

Specialised software that reduces manual workload in processing and inputting data

An enterprise solution akin to ERP (e.g. SAP), allowing organisation-wide maintenance,

control and delivery

RPA TOOLS EXAMPLESIT’S A DIVERSE AND EVOLVING MARKET..

RPA technology vendors

Not Exhaustive

MARKET LEADERS

key points of view on the current state of the RPA market:► The landscape is rapidly developing, but 4

firms are currently top of class

► An innovative, high growth technology; it is expected that the marketplace will continue to change as it reaches maturity in the coming years

► The software bots will grow increasingly smarter and more capable as artificial intelligence and machine learning become more mainstream

► Tools fall into two main categories:• Attended automation, where bots prompt

humans to take actions in a workflow, such as next best action in a call centre

• Unattended automation, where bots operate independently in ‘lights out’ style

RPA WITHIN AUTOMATION SPECTRUMWHERE DOES RPA SIT WITHIN THE SPECTRUM..

BUSINESS PROCESS MANAGEMENT TOOL

DATA / SERVICE BUS (TECHNICAL) INTEGRATION TOOL ROBOTIC PROCESS AUTOMATION DESKTOP ACCELERATION / UI

INTEGRATION

DESCRIPTION Tool that is helpful in designing business process models, data flow models and business rules. It can optimise, monitor and maintain processes that need to occur to achieve a task.

Tool that integrate and consolidate all data types from internal and external sources into target destinations such as databases, data-marts, data-warehouses and files.

Software that captures and interprets existing applications for processing a transaction, manipulating data, triggering responses and communicating with other digital systems.

Call centre tool which focuses on assisting and accelerating user productivity through manually triggered desktop routines

SAMPLE VENDORS Pega, IBM, Appian Informatica, Oracle , IBM, SAS, Microsoft

Blue Prism, UIPath, Automation Anywhere

OpenSpan, UIPath

IMPLEMENTATION CHARACTERISTICS

► IT-led implementation►12-18 months to go-live►ROI in 2 to 5 years

► IT-led implementation►12-18 months to go-live►ROI in 2 to 5 years

►Agile, Business-led, IT Support►3-4 month implementation►2-3 week release cycles►ROI < 1 year

► IT-led implementation►3-6 month implementation►1-3 month release cycles►ROI 1-2 years

STRENGTHS ►Tight control and full transparency of activities

►Real-time monitoring►Potential for significant uplifts in MI,

quality and consistency►Enterprise class

►Supports high speed, high volume, low-latency, resilient integration

►Enterprise class

►Rapid implementation►Supports volatile processes►Low investment cost►MI, quality, consistency and

compliance►Enterprise class

►Call center automation►Attended automation where need

multiple human handoff points and manual trigger

►Unified UI on top of legacy systems

WEAKNESSES ►High investment cost►Complex integration►Propensity for “work arounds” for

unstructured processes►Slow release cycles

►High investment cost►High cost of change due to

Integration-test scope ►Slow release cycles

►Doesn’t support low-latency, (very) high volume use-cases

►Back office automation►Unattended automation►Scalability through physical users

rather than via virtual workforce

REALISATION ►Long-term benefit realisation ►Long-term benefit realization ►Rapid benefit delivery ►Medium term realization

RPA v TRADITIONAL AUTOMATION v BPMOFTEN CONFUSED WITH THE ABOVE..RPA IS MUCH MORE

RPA is the outcome of evolution of automation and other productivity improvement tools with increased ROI and ease of delivery

TRADITIONALAUTOMATION

BPM RPA

Across all types of processes for a particular activity

Custom developed for a specific use case and technology, involves strong technical knowledge

Faster processing, reduced error rate

Better monitoring, stronger control

Integrated with the other business applications

Across all types of processes

Significant savings in FTEs, faster processing, reduced error rate

Technology agnostic, and easily configurable by business users

Rules based, non judgmental processes

Automate steps basis rules and functionality is often restricted to one particular application

Manages end to end business process through workflow

Replicate human behavior and execute non judgmental sequence of activities across applications

FUNCTIONALITY

APPLICABILITY

TECHNOLOGY

IMPACT

STARTING WITH RPA

MANY WAYS TO PUT ROBOTICS TO WORK..WHERE TO START YOUR JOURNEY – OPPORTUNITY DRIVERS

• Accessing and gathering data from multiple systems•Moving Data from one system

to another• Checking Data Consistency

across systems• Updating same info in multiple

systems• Remediating data across

several accounts

IDENTIFY..

Robots provide flexibility and connectivity between applications, increase the effectiveness of applications, and complete routine activities that previously required manual effort, but they do not replace existing computing capabilities, and they do not generally replace entire roles.

•Well Defined – rule based rather than judgement• Time consuming, while being

time critical• Repetitive – executed daily or

weekly• Using multiple disintegrated

systems• Needing improvement in quality

and control• Require high level of accuracy

and compliance

SELECT..

➢ Identify and handle exceptions➢ Quality control and review➢ Sync data across multiple disparate systems➢ Assembly of consolidated reports➢ Digitally-enable legacy systems➢ KYC compliance➢ Status monitoring, changes and alerts➢ Intercompany transfers ➢ Reconciliations ➢ Amend standing order, direct debit, address

details across multiple systems➢ Middle and back-office operations

SOME IDEAS…

DATA MOVEMENTExtract and transform data from legacy source to target systems,

landing zones and excel workbooks

DIGITAL ENABLEMENTAdding digital/mobile front-end to application(s), such as customer

preference/profile, sales or service transactions

TRIAL BALANCE FOR MONTH ENDAutomate extract of monthly entity-level information from SAP GL, and load into

tax provisioning system (Corptax)

SUB LEDGER RECONCILIATIONMonthly reconciliation of 44,000 sub-ledge accounts handling thousands of disbursements valued in the billions of

dollars

QUALITY ASSURANCEAutomate loan modification quality

assurance testing including gathering information from external sites and

exception identification

SUITABILITY REVIEWAutomating the file gathering and

collation activity required to support timely and efficient product suitability

reviews

SOME TACTICAL EXAMPLESOF ROBOTICS USAGE IN FINANCIAL SECTOR

HEADCOUNT OR OPEX SAVINGSAT WHAT POINT WOULD ROBOTICS REALLY MATTER TO YOUR ORGANISATION

26%

35%

55%

0%

35%

40%

19%

30%

43%

SEEN IN 2015 EXPECTED BY 2016-17 EXPECTED BY 2017-20

Cost savings in banking

Back-office/Support Middle office Front office/customer facing

Average 23%

Average 33%

Average 46%

N/A

21%

35%

53%

12%

25%

39%

18%22%

46%

21%

41%

49%

SEEN IN 2015 EXPECTED BY 2016-17 EXPECTED BY 2017-20

Cost savings in insurance

Claims mgmt New biz / cust servicePolicy services and contract admin Risk, fraud and compliance

Average 18%

Average 31%

Average 47%

Source: Mindfields, Robotics Process Automation, October 2015. Mindfields predictions are based upon its analysis of BPO providers using unattended robotics and desktop automation.

RECENT TRENDS IN FINANCEFROM LABOUR COST ARBITRAGE, WHERE NEXT? – DEMAND CHALLENGE, SIMPLIFICATION AND STANDARDISATION

10%

15%

75%

0%

20%

40%

60%

80%

100%

Labor cost

Technology

Overhead

Process costs-Current

30 - 70%

20 - 30%

Labor costarbitrage

Automation

20 - 30%

Standardization

Process costs Future

70%

20%

10%*

2Organization: De-layering and simplifying the finance organizational structure, improving accountability and responsibility

1Demand Challenge: Reducing cost to serve the business and improving perceived ‘value for money’ across lines of business, products and channels

Project portfolio: Reviewing all in-flight projects and business cases, delivering improved benefits tracking and portfolio management to optimize use of resource

Sourcing: Rationalizing suppliers, re-negotiating with suppliers, and increasing governance on discretionary spend

7

Offshoring: Optimize use of low cost locations for finance operations and extend use for ‘higher value’ finance processes

Governance: Simplifying internal governance and manage change portfolio across the finance organization84 IT Landscape: Consolidating administration, rationalizing and optimizing applications,

architecture and legacy systems

3Processes: Standardizing and automating finance processes, implementing straight through processing, and lean methodologies

6

5

Majority of firms have taken advantage of wage arbitrage first

Simplification and Automation is complimentary to wage arbitrage

Standardization allows for the optimization of processes and

systems and serves as the base to drive continuous improvement and

further savings

Typical Savings ~ 15% - 40% of baseline costs

ROBOTICS JOURNEY STEPSGETTING STARTED WITH ROBOTOCS

Job design

Capacity planning

Change management

Audit management

Reporting and optimization

STAGE 1

POC & PILOTS

STAGE 3

ROBOTICS COE

STAGE 2

ROBOTICS TEAM

STAGE 4

ADVANCED ROBOTICS COE

STAGE 5

VIRTUAL WORKFORCE

Operating model

Business process evaluation and prioritization

Business process re-engineering

Robot “training” / configuration (scrum teams)

Configuration and development standards

Design and implementation documentation

Release management

Process and object maintenance

Scheduling and resource management

Selecting and prioritizing functions

Software comparisons and selection

Solution installation and hosting (internal, remote

managed service)

Configuration and testing

Demonstrating and measuring value

Preparing for growth and expansion

STAGE 3 AND BEYONDMASTERING STAGE 3 WITH A VIEW BEYOND IS CRUCIAL

STAGE 1

POC & PILOTS

STAGE 3

ROBOTICS COE

STAGE 2

ROBOTICS TEAM

STAGE 4

ADVANCED ROBOTICS COE

STAGE 5

VIRTUAL WORKFORCE

Stage 3 – Robotics CoEExpand automation function-wide, framing a business-oriented development center with a fully functional approach and acting as an interface between the Business and IT; serves existing business units

Stage 4 – Advanced Robotics CoEServes a holistic view of business processes, crossing organization boundaries and expanding the use of robotics to include adjacent (e.g., OCR, digital) and evolving technologies as available (e.g., cognitive, speech, unstructured)

Stage 5 – Virtual Workforce (future)Robotics-enabled automation treated as a normal part of business, included in strategy, budgeting and operations management in ways similar to how onshore and offshore are handled

ADOPTION ROAD MAP

KEY STEPS TO ROLL OUTKEY CONSIDERATIONS FOR ROLL OUT AND CONTINUED SUCCESS…

PRIORITISATIONSequencing & Benefits

In what order do we deploy automation solutions to realise benefits?

What complexities should we consider that will inform our implementation path

How do we ensure that the right solutions are selected, tested and deployed effectively, with the right level of buy-in from businesses, countries & regions

What is needed for Business-as-Usual to support and maintain Automation Solutions, and other continuous improvement opportunities?

What alignment to other functions and services is needed to promote enterprise wide efficiencies?

What production architecture for infrastructure, applications and services needs to be defined and employed?

What level of industrialization is needed to serve production level policies and procedures?

DELIVERY EXCELLENCEExperiment & Scale

FOUNDATIONAL SERVICES & BAUEnterprise Infrastructure & Operating model

USE CASES & EXAMPLES

ROBOTICS IN FINANCEILLUSTRATIVE USE CASES..

FINANCE PROCESS AUTOMATION OPPORTUNITY

EXAMPLE USE CASE

Journal Entry Processing

HIGH Automated Journal Entries:• Prepare and enter corporate and consolidated GAAP journal entries to close the company books during quarterly

closing process• Prepare and enter journal entries for other regulatory process needs - e.g. for Tax ledger

Reconciliations MEDIUM Intercompany Difference Reconciliation :• Triage and action exception items from intercompany differences regionally and aggregating into parent• Support intracompany match and elimination for multi-national reinsurance business•Match and reconcile operating expenses eliminating duplicated controls and chargesBank Reconciliation :• Reconciliation of balances and transactions on the bank statements to GL/cash flow systems. This could also include creating balancing journal entry to handle discrepancies.

Entity and Account Maintenance

HIGH Entity, Account, mappings & adjustments maintenance for downstream systems (e.g. Tax systems):• Identify and synchronize master data (Legal Entities-Jurisdictions, Non-legal Entities, Partnerships, BU-cost centers, Accounts & adjustments) from finance / legal systems to downstream systems (e.g. Tax systems)

Close MEDIUM Controller focused management review deck preparation:• Prepare management review deck by collecting data from GL & multiple systems for non-operating expenses and cash balances. Builds confidence in data lineage.Mock close & mock conversions:• Support mock close, mock conversions and testing during system implementation of a new GL System Implementation project (e.g. automate process flow from mock conversion to mock close to balance reconciliation – to be repeated of all involved entities)

ROBOTICS IN FINANCELEVERS FOR EFFICIENCY IMPROVEMENT

Simplification, automation and standardization are the next frontier in finance that organizations are exploring further.

Simplificationand automation

Standardization

Lever Measure Why is this important?

Rationalizefootprint

Realize cost savings from alignment to business setup► Country exits

► Reduce entities► Centralize bookings ► Reduce complexity

Reflect rationalized business setup

Streamline organization

Reduce complexity in Finance organization

Provide functional input for integrated data model

Sole source for financial & regulatory reporting and

analysis

Leverage self-servicing Manage demand for ad-hoc analysis and reporting

Focus on process efficiency gains and efficient controls

Replace manual procedures and controls by automation

Reduce business complexity and streamline organization to

save cost

Realize quick wins from efficiency hotspots

Implement Robotic Process Automation

I

II

III

IV

LABOR COST ARBITRAGE

AUTOMATION

STANDARDIZATION

ROBOTICS IN HUMAN RESOURCESILLUSTRATIVE USE CASES..

FINANCE PROCESS AUTOMATION OPPORTUNITY

EXAMPLE USE CASE

Data Management VERY HIGH Automate management of business and people requests:• Processing of multiple person, job data and position management administration requests across multiple systems in multiple formats (e.g. ESS, MSS, smart forms etc)• Builds confidence in data accuracy, ensuring managers and employees own their person data

Remove processing delays:•Manager and employee requests acted upon in real time therefore approvals are raised with immediate effect and system changes are made in real time, removing delays for users requiring data changes in place

On Boarding HIGH Assess, prepare and create new joiner data:• Identify and review new joiner documentations, validate approvals and update system or tracker• Update new joiner person, job and organization data in core HR systems to create person ID

Streamline information across disparate corporate systems for preparation on Day 1:• Trigger notifications to internal departments including IT, security and Payroll to initiate laptop requests, building access, payroll validation, line manager and third parties to commence background screening

Payroll Reconciliation

HIGH Conduct standard payroll processing activities:• Confirm that earning and deduction files are complete and request additional information for any incomplete files• Import earnings and deductions batch files into payroll system and initiate and review gross-to-net calculations• Review prior period reports for exceptions and escalate exceptions to designated reviewer• Close payroll and notify Treasury/Accounting & generate trial GL entries

Termination MEDIUM Consolidate leaver input from business areas and feed to downstream systems:• Identify and synchronize data from various business units, accounting for variances (e.g. email notifications, online forms, self-service)• Update to leaver person, job and organization data in core HR systems, enabling notifications to line manager, payroll • Accelerated notification to security to remove corporate access to internal systems

ROBOTICS IN PROCUREMENTILLUSTRATIVE USE CASES..

FINANCE PROCESS AUTOMATION OPPORTUNITY

EXAMPLE USE CASE

Category Analysis & Planning

MEDIUM Spend Analysis to support category strategy :• Collate spend information from different systems for different categories (planning, requisitioned, approved, paid) • Conduct spend analysis on all categories and generate reports based on the analysis• Report to category owners on category performance

Create Requisition MEDIUM Spend Analysis to support category strategy :• Collate spend information from different systems for different categories (planning, requisitioned, approved, paid) • Conduct spend analysis on all categories and generate reports based on the analysis• Report to category owners on category performance

Budget Approval HIGH Budget validation and action :• Review validity of cost codes provided as part of PO• Ascertain budget availability in cost codes and communicate with respective stakeholders based on scenarios• Provide analytics on budget consumption and communicate with budget owners

Generate payment proposals• Generate payment proposals based on status of GR and circulate for payment execution• Review payment runs for errors and resolve where possible

Issue Payment HIGH Analyze disbursements:• Analyze disbursements and print checks• Review bank reports and update check register – communicate with owner for exceptions based on policy•Monitor liability and report on checks open for > 180 days (as defined in policy)

QUESTIONS?