Conference Day One Thursday: 19th July 2012

08.45 Chairman’s opening address

Miwa Koji
Partner
Deloitte Tohmatsu Japan

09.00 Market Outlook
Onshore, nearshore and offshore: The state of the Japan BPO market in current economic climate

Smart outsourcing services providers are tailoring their skill set to meet the unique demands from Japan. Costs from China and India are expecting to increase at least 10% on a yearly basis which leaves all of us asking the question: How long can cost-arbitrage survive? North Japan and South Japan are newly rising nearshore stars which enjoy no currency fl uctuation when compared to offshore markets, but is this option really sustainable?

• Revealing the impact of Yen appreciation on outsourcing market in Japan
• What statistics say about Japan’s appetite for outsourcing
• Anticipating the future based on the “now”

Noboru Hatakeyama
CEO
Japan Economic Foundation

09.50 LIVE SURVEY

Want to fi nd out what model that the person sitting next to you is using? Or simply benchmark your processes with the others in the room? Use the next 10 minutes to fi ll in a specifi cally designed survey. Findings will be shared with the audience during Day Two.

10.00 A First-Ever Study of Vertical Industry-Specifi c Strategies in Shared Services & Outsourcing

Everest Group and SSON launched a recent global survey to understand the current and emerging state of global services by industry and geography. This marked the fi rst-ever study of industry-specifi c strategies in shared services and outsourcing. Covering more than 10 different industries, the study, titled “Vertical Industry Strategies in Shared Services and Outsourcing”, analysed traditional SG&A functions and industryspecifi c functions across the value chain to understand how companies are approaching the increased benefi ts derived from their global services initiatives. The study was intended to provide a unique understanding of each function in each industry, the role, structure and involvement level of the shared services group and the levers (for example, analytics, process re-engineering, technology enhancements) being pursued to capture the next state of value for each function.

10.20 Formulating sourcing strategy with correct mix of structure, people, process and technology

Whether or not you are beginner at this arena, we are all at a crossroads. The ever-changing economic environment, increasing expectation from stakeholders, unanticipated natural disasters, evolving sourcing drivers, more sophisticated sourcing strategies and other associated issues has impelled all of us to move quickly. Though there is no EXACT formula for you todeploy a sourcing strategy, there are a few key guidelines:

• Top tips to identify what you want from shared services or BPO implementation
• Key areas of introspection before you start to transform
• Road mapping process migration
• Governance structure is key!
• Technology-enabled transformation: ERP integration

Chief Finance Officer Spotlight

11.30 Strengthening your business presence: What does Shared Services & Outsourcing mean to CFOs in Japan?

There is growing recognition that business revenue out of Japanese domestic market has been decreasing for the past few years. Today, Japanese companies are pursuing growth from overseas markets to enhance their market share and increase profi ts. How are CFOs shifting the focus to help organisations stay competitive in domestic market and enhance growth globally?

• Cut down SG&A cost for domestic market
• Better governance, better capital management and better investment for overseas business growth

So, what does Shared Services & BPO mean to a CFO?

Moderator:

Keisuke Hioki
Senior Manager, CFO Services
Deloitte Tohmatsu Japan

Panelists:

12.10 Improving accounting process excellence and re-engineering within a FSSO (Finance Shared Services Operations) structure

• Revisiting your Accounting SSC scope: Where to add and reduce?
• Re-engineering end-to-end processes in FA function to ensure stronger capacity management
• Reaping the benefi ts of offshoring operations to reduce cost further
• Metrics, Benchmarking & Trends in measuring AP (accounts payable) and FSS (fi nance shared services)

Hisashi Sato
Country CFO
ABB (Japan)

13.50 The journey towards globalisation: Integrating SS & BPO into your broader service delivery model – Global Business Services

Top performing organisations typically have 63% of all fi nance activity and 54% of all procurement activity sitting inside a global business services organisation. The Global Business Services model has changed the way world’s top performers operate their business. This session will outline the roadmap to a robust global business model

• The journey from local to region to global
• Enhanced governance structured with excellent process simplifi cation & standardisation
• Consolidation & integration during M&A
• Benchmarking: GBS model for Japanese firms

Michal Gryglewski
Managing Director
Sony Pictures Global Business Services

14.30 Creating synergy with your offshoring partners and driving continuous value creation

Outsourcing relationship is like a marriage – usually happy but sometimes not. Research shows that companies that have managed to drive substantial value, over and above what was contemplated in the original business cases adopt a radically different approach to outsourcing and their relationship with their BPO service providers has fundamental differences. These organisations view their outsourced operations as part of their overall service supply chain; the contract is merely a framework that guides the fl ow of their relationship.

• The challenges of creating, maintaining and sustaining outsourcing relationships
• Characteristics of sustainable outsourcing relationships
• How can organisations set up sustainable partnership with outsourcing service providers to drive value over the life of the contractor?

Sponsorship opportunity is available. Email to sarah.ye@ssonetwork.com for more info

15.30 Reaping the benefi ts of optimised back-offi ce delivery models to be harmonised with your international market growth

• Understanding your expansion strategy overseas and core business sectors
• Planning the back-offi ce delivery model option for your offi ce and evaluating the benefi ts at the top
• Data management and system integration
• Growth and control go hand-in-hand

Anirvan Sen
Global OBO Project and Strategy Leader Global Business Services
GE Corporate

16.10 Launching your offshored centre – Looking into the risks and opportunities at each phase

China? India? The Philippines? Malaysia? Vietnam? Or it’s actually Japan? Over the years, these countries have been slowly winning credibility in offering BPO services. However, savvy leaders are still being hampered by which location can bring signifi cant cost savings, the availability of talent with Japanese language skills, economic benefi ts and which location has the right critical infrastructure to support the Japanese HQ. Go ahead and assess why you should be:

• Capitalising on “policy arbitrage” for your offshoring centre – Gaining insights on government policy
• Assessing business & social environment either mid-term or long-term
• Conducting due-diligence on site selection
• Highlighting key timeline of launching an offshore centre

Toshihiko (TJ) Sakitani
Manager, Japan Process Team, Global Finance Services Asia Pacifi c
Johnson & Johnson

16.50 Chairman’s close

17.00 End of day one