january 11 , 2019 prosiebensat.1 media se · • 7xpense (sap concur) • s/4 hana conversion poc...

January 11th, 2019

ProSiebenSat.1 Media SEVon TV zu Digital Entertainment:

Erfolgreiche Financial Transformation bei innovativen Geschäftsmodellen

Agenda

2

Strategie: TV zu Digital Entertainment2

Änderung der Finanzfunktion3

Financial Transformation 4

Digital Roadmap 5

Vorstellung ProSiebenSat.1 Media SE1

3

STRATEGIC PRIORITIESACROSS OUR THREE PILLARS

HOLISTIC CONSUMER-FIRST APPROACH

NEW BUDGETS & CLIENTS

FAN COMMUNITIES, AGGREGATORS, DIGITAL CHANNELS

LINEAR & DIGITAL REACH MADE TARGETABLE

MORE LIVE, MORE LOCAL, MORE OWN IP

LARGE MARKETS SERVING STRONG NEEDS

ORGANIC GROWTH AND BOLT-ON M&A

ASSETS ALONG FOUR CORE VERTICALS

INCREASE SHARE OF IN-HOUSE PRODUCTION FOR ENTERTAINMENT

INCREASE INTERNATIONAL FOOTPRINT AND PROFITABILITY

BUILD-&-BUY OF LOCAL FOOTPRINT

Note: Red Arrow Studios refers to the segment Content Production and Global Sales; NuCom Group refers to the segment Commerce incl. travel

4

STRATEGIC BRAND PORTFOLIO OF PROSIEBENSAT.1 GROUP

Agenda

5




Digital Roadmap 5


6| June 2018 |

7| June 2018 |

8| June 2018 |

9| June 2018 |

10| June 2018 |

11

DIGITALIZATION PROJECTS AT PROSIEBENSAT.1

New aggregator platform with strategic partner (Discovery) offering large amount of content, exclusive material and live shows & sport eventsNew partner: ZDF

7TV

Increasing smart reach by special targeting and TV campaign optimization e.g. switch-ins and addressable TV-Spots

Addressable TV

360° monetarization of full value chain through better usage of brands and TV formats

e.g. Germany‘s next Topmodel, The Voice

360°

Daily live quiz at 8 pm. The hosts ask 10 questions via app. Everybody who answers all questions right, can win up to 500 €.

Quipp

Agenda

12




Digital Roadmap 5


Our heritage – quo vadis P7S1?

13| June 2018 |

2000 - 2008

▪ Merger P7 & S1

▪ Kirch bankruptcy

▪ PE Ownership

▪ Penny Stock

2009 - 2017

▪ Strong M&A activities

▪ Inorganic growth

▪ „Make it happen“-mentality

▪ DAX

2018+

▪ Refocusing

▪ Efficiency / Standardization

▪ Automatization

▪ Digitalization

Agenda

14




Digital Roadmap 5


Necessity to speed-up digital transformation of A&T

15| June 2018 |

Der Effizienzdruck im CFO-Bereich wird zunehmen

Routineprozesse werden verschlankt und basieren auf klaren Entscheidungsregeln

Rolle und Kompetenz in der Finanzfunktion ändern sich umfassend

Der Finanzbereich integriert neue Kompetenzen, schafft Effizienz und verantwortet die Governance

Auf Datenverfügbarkeit und -verknüpfung kommt es an

Unternehmens- und die Wertschöpfungskette übergreifende Daten ermöglichen eine verbreiterte

und bessere Steuerung

Steuerung wird anders funktionieren

Unternehmenssteuerung wandelt sich von reaktiv-analytisch zu proaktiv-prognostizierend

16| June 2018 |Angenommener Fokus

Standardisierung8 Prozessabweichung punktuell toleriert 100% Prozesstreue erforderlich

Zielsetzung1 Qualitätsfokus Kostensenkung

Standort4 Unterföhring Nearshore DE Nearshore EU Offshore

Geschäftsmodell-Flexibilität7 Abbildung von flexiblen Geschäftsmodellen Abbildung von stand. Geschäftsmodellen

Systeme Anbindung6 Aktuelles SAP System Fremdes/ neues System

Make vs. Buy5 P7S1 Extern

Asset Scope3 Aktueller Asset Scope Ausweitung Asset Scope

Geltungs-bereiche2 Transaktionales FA FA

E2E Support Funktionen

E2E Accounting

Hybrid

Teilfokus

Optimize financial accounting – Internal process optimization

Agenda

17




Digital Roadmap 5


Our project approach

6Change management & communication

01.08.18 31.12.18

1 2 3 4 5

Maturity

assessment & pilots

Digital experience

sessions

RoadmapImprovement

Opportunities

Target picture

„A&T Digital“

Technology & data

Service delivery model

Process architecture and controls

Organization & roles

People & culture

Performance & service management

| October 2018 18

We want to mobilize and engage our A&T staff as much as possible

19

Digital experience sessions

Presentation

of digital tools

for A&T

Agile working

sessions

• Robotics

• Accounts Payable 4.0

• Process Mining

• Halo

• Predictive Analytics

• Contract Analytics

• SWIFT (Tax)

1

Robotic process automation is intuitive and fun

| November 2018 20

1

21

We strive for a best in class A&T function – strongly focusing on our customers, functional excellence, and employees

Ensuring 100% compliance

Covering all statutory and internal requirements

5.4 million SAP transactions annually

239 entities consolidated in group reporting

Integration of ~4 new entities per year*

27% increase in “revenues under management”*

Our A&T and project goalsChallenges

In 2020, A&T will be a customer-centric,

growth enabling, and agile function.

A&T will be a vital partner and pioneer for (digital)

projects, ensuring 100% compliance,

providing efficient & high-quality services, and

empowering the best A&T talents.

Empowered

Employees

Functional

Excellence

Customer &

Growth Focus

* 2018 vs 2015

3

Attractive work environment fostering

fun, authority for decision-making

and ownership for results

Transformative mindset - ready to

build a more innovative, agile, and

collaborative organization

Talent and career path

management based on systematic

skill development

100% compliance for customers,

investors, and leadership

1-stop-shop with bolt-on, value-

added (finance & non-finance)

services at market prices with an

end2end view

Entrepreneurial mind-set - enabling

the profit generation and growth of

our P7S1 assets

A&T LEADERSHIP ASPIRATION

100% compliance and customer satisfaction

A&T ROLES

Guardian and Enabler

A&T is the center of expertise for all

P7S1 assets, deeply integrated with

other corporate functions

Balancing standardization & flexibility

in support of heterogeneous and

fast-emerging businesses

Leverage of tech and digital

opportunities to realize quality and

efficiency potentials

FUNCTIONAL EXCELLENCECUSTOMER AND

GROWTH FOCUSEMPOWERED EMPLOYEES

22| October 2018

3A&T’s high-level target picture combines its role as guardian and enabler and is built on three pillars

23

The evolution of intelligent process automation with digital technologies

E2E Process

Standardization1

Process Mining2

Automation /

Robotics

Artificial

Intelligence

Future-proof Digital Platform

SAP S/4 HANA

Blockchain

2

1

3

4

Adjacent

Technologies

5

NLP

…

1 Standardization includes review of customer value and potential elimination of processes with neg. cost-benefit ratio2 Process mining is a fast and efficient method to identify automation potentials in transactional processes

Blockchain

4

Overview of digital measures

24

4

Relevant for P7S1 A&T

Currently not relevant for P7S1 A&T

Process Mining

Process Automation

SAP S/4 HANA

Data Analytics

Blockchain

Artificial Intelligence

Bu

sin

ess R

ele

van

ce

• Cryptocurrencies

• Mobile Payment

• Pattern Recognition Projectors

• Crowd Sourcing

• Augmented Reality

• Beacon

• Holograph

• Virtual Reality

• Internet of Things

• Think Tank

• Natural Language Processing

• Chat Bots

• 3D-Printing

• Cognitive Intelligence

• Text Mining

• Data Lake

high

low

New aspects

• Digital signing (F/S, CL)

• Digital report of auditor

• iXBRL/ESEF

• Automatization of ICS

• VAT Report Look / ID Tool

• Tax declaration – GTC

• High-end reporting (mobile,

web-based)

• SAP moduls & add-ons

• Data & workflow management

Blockchain

SAP S/4 HANA

Process KPIs

Process Mining

(Celonis)

Automation▪ SAP

▪ Robotics (RPA)

Ease of Implementation

Artificial Intelligence

(Machine Learning)

easyhard

Finance Analytics

A&T improvement opportunity ideas in a nutshell

25

• Optimize AP processing via

artificial intelligence (AP 4.0)

• Leverage RPA for e.g.

automatization of account

reconciliations, processing of

upload files, WHT declaration

• Establish agile working

methods

• Build further A&T training formats

(hard-/soft-skills), e.g. to foster

business acumen, change and

continuous improvement skills

• Further differentiate A&T’s role

model to separate transactional

& knowledge-driven tasks

• Strengthen process management

roles

• Drive knowledge sharing through

internal A&T wiki

• Add further value-add services

in A&T service portfolio, e.g.

CoE for RPA with SAP-KO

– Business Partnering 2.0

– Working Capital Management

• Implement a BP dashboard to

facilitate the analytical review

with the business

• Implement service management to

professionalize A&T’s customer

focus

• Automate control environment

(within SAP, smart reports)

• Comply with new reporting

requirements (e.g. iXBRL)

• Leverage Microsoft 365 for a

closing cockpit light and to

digitalize the asset/CFO list

Performance & Service

Management

People &

Culture

Organization & Roles

Process Architecture &

Controls

Technology & Data

Service Delivery

Model

4

Major A&T improvement opportunities

26

SHORT TERM MID TERM

PILOTS LHDF 2019 2020

• Autom. processing of upload

files in A/R

• Business Partner Dashboard

• Digitalization of asset & CFO list

• Digitalization of withholding tax

checklist for quarterly

declaration

• Leverage Microsoft Office 365

• Closing Cockpit light

• Credit card automation

• Automated supplier master

data transfer & processing

• Digitalize IC Training

• Indebtedness monitor

• Automated BS & P&L

formatting & generation

• Asset list and certification

letter workflow

• Leverage all features of

disclosure manager

• Share disclosure manager with

other A&T teams

• Tax Tech Training (TTT)

• A&T org and roles

• Industrialize PMI across A&T

• Service Management

• Talent Mgmt. + A&T Academy

• Workflow, RPA & AI

• 7Xpense (SAP Concur)

• S/4 HANA Conversion PoC

• MDM platform

• KPI based process mgmt.

• BP Dashboard 2.0

• Digital HGB manual & memos

• Digital Signature

• Autom. GLC/TM1 reconciliation

• Autom. @equity consolidation

• Autom. WHT process

• Autom. monthly VAT application

• TAX CMS

• Task mgmt. system for deals

• Process governance for deals

• Digital Audit Process

• Digital change champions

• Control Dashboard

• Digital SLA Management

• Contract Analytics for VAT

• SAP S/4 as ready-to-use ERP

• Integration of G/L und CA BP

• Data analyst recruiting

• Automate recapitulative

statements (ZM/VAT) prep.

• Advanced & predictive analytics

for working capital mgmt.

4

Opportunities break-down

Up to 4 Pilots, 19 low hanging digital fruits, 49 Tactical Use Cases and 44 Roadmap Cases

Fragen? Anmerkungen? Ergänzungen? Diskussion…

27

Jochen Hanke

Chief Accountant & Tax Officer

Accounting & Taxes

ProSiebenSat.1 Media SE

Medienallee 7 · D-85774 Unterföhring

Tel. +49 89 950 726 20

Fax +49 89 950 792 620

Mobil +49 151 40 65 61 32

[email protected]

january 11 , 2019 prosiebensat.1 media se · • 7xpense (sap concur) • s/4 hana conversion poc...

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