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Financial services businesses throughout the world are increasingly using third parties to carry out activities that businesses themselves would normally have undertaken, in a bid to reduce costs and increase efficiency. Industry research and surveys by regulators show financial firms outsourcing increasing amounts of back and front office operations to near and offshore companies. These outsourcing arrangements are also becoming increasingly complex.

This conference aims to identify opportunities in this growing market, including where the new developments will be and identifying potential difficulties and solutions, using case studies and past experiences of industry leaders in the financial services.

Speakers at this event include:

  • Lars Erik Skjutare, Chief Executive Officer, Sparbanken Finn
  • Kamal Boushi, Senior Vice President & Managing Director, Mastercard
  • Simon Pilkington, Vice President, State Street Investor Services
  • Marcus Hill, Director, Business Development, BT
  • Chris Norris, Director, Systems Integrators, Energis
  • Terry Cotton, Director, Procurement, Westminster City Council
  • Shrinath Bolloju, Managing Director, Global Head Securities & Custody Operations, Deutsche Bank
  • Peter Richards, Head of Marketing for the Financial Services, BT

Conference programme

9:00 Chairman's Opening Remarks

Mike Havard

Mike Havard, Managing Director, CM Insight Limited

9:10 OUTSOURCING BEYOND COST CUTTING

Lars Erik  Skjutare

Lars Erik Skjutare , Chief Executive Officer, Sparbanken Finn

  • Tools for increased customer satisfaction
  • Tools for organisational development
  • Tools for increased effectiveness
  • Tools for a more focused leadership
  • 9:50 DELIVERING STRATEGIC VALUE FROM GLOBAL SOURCING

    Adam Munton

    Adam Munton, Partner, Accenture

  • Value delivered from global sourcing to date
  • Changing client demands for value through global sourcing
  • Future growth in outsourcing (content and location)
  • Current and future risks
  • Implications for providers of global sourcing services
  • 10:30 Morning Coffee

    11:00 BUILDING REALISTIC OFFSHORE BUSINESS MODELS

    Kamal  Boushi

    Kamal Boushi, Senior Vice President, MasterCard

  • Gaining independent information
  • Corruption levels within the offshore country
  • Realistic cost structures and economies of scale
  • The cost of moving information and work
  • The human resource expenses cost
  • Hidden costs you may not anticipate
  • 11:40 TAKING THE ROUGH WITH THE SMOOTH

    Chris Norris

    Chris Norris, Director of Systems Integrators , Cable & Wireless

  • Recognising success and failure
  • Preparing a strategy for all eventualities
  • Maintaining knowledge within the business
  • 12:20 Networking Lunch

    13:50 IS OUTSOURCING SUSTAINABLE?

    Oliver Sanders

    Oliver Sanders, Head of Business Development, AXA

  • What is the current status of global outsourcing?
  • Where are the new hotspots?
  • What impact have the new EU member states had on the market?
  • Advantages and disadvantages of outsourcing to the new member states?
  • Where will outsourcing expand to in the future?
  • Is the current rate of growth in the industry sustainable?
  • 14:30 PANEL DISCUSSION

    Chris Norris

    Chris Norris, Director of Systems Integrators , Cable & Wireless

    Shrinath Bolloju

    Shrinath Bolloju, Managing Director, Global Head Securities & Custody Operations, Deutsche Bank

    Adam Munton

    Adam Munton, Partner, Accenture

    15:10 Afternoon Tea

    15:40 OUTSOURCING IN PAYMENT CARDS

    Susanne Brønnum

    Susanne Brønnum, Vice President, International Sales, PBS A/S

  • Trends and figures for the card processing market
  • Outsourcing alternatives
  • Defining core and non-core card payment services
  • Outsourcing planning and migration alternatives
  • A case study
  • 16:20 FROM OUTSOURCING TO SMART SOURCING

    Peter Richards

    Peter Richards, Head of Marketing for the Financial Services Sector, BT

  • Technology trends in retail financial services
  • Driving your technology strategy to realise the true benefits across the organisation
  • 17:40 Chairman’s Closing Remarks and Close of Day One

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    Adam Munton

    Adam Munton, Partner, Accenture

    9:10 SUCCESSFUL STRATEGIC PARTNERSHIPS

    Terry  Cotton

    Terry Cotton, Director of Procurement, Westminster City Council

  • Delivering improved customer service and efficiencies
  • Transforming the business and the service
  • Ingredients for successful partnership
  • Bear traps to watch out for
  • 9:50 OUTSOURCING SOLUTIONS FOR ASSET MANAGERS

    Simon Pilkington

    Simon Pilkington, Vice President, State Street Investor Services

  • The challenge
  • The approach
  • Risks and mitigation
  • Benefits
  • The future
  • 10:30 Morning Coffee

    11:00 MANAGING FINANCIAL RISK IN FINANCIAL SERVICES

    Yuban Moodley

    Yuban Moodley, Solicitor, Cameron McKenna

  • Managing operational risk
  • Managing liability
  • Managing differences
  • Managing regulation
  • Balancing benefits against risks
  • 11:40 THE REAL COST OF OUTSOURCING

    Mike Havard

    Mike Havard, Managing Director, CM Insight Limited

  • Where are the best savings and investments being made?
  • Where are costs exceeding expectations?
  • How to assess the price of expatriate labour
  • How do costs break down and how can they be used to mitigate risks?
  • Are the savings 'real'? How to identify intangible losses
  • Improving understanding to build a better business case
  • 12:20 Networking Lunch

    13:50 CORPORATE COMPLIANCE, GOVERNANCE AND BUSINESS CONTINUITY

    Marcus Hill

    Marcus Hill, Head of Business Development - Corporate Mid-Market, BT Global Services

  • The legal case underpinning outsourcing
  • Disasters can and do happen – be prepared
  • How implementing and outsourcing critical networked IT systems can help your business in the face of a disaster
  • 14:30 CHALLENGES IN VENDOR MANAGEMENT

    Shrinath Bolloju

    Shrinath Bolloju, Managing Director, Global Head Securities & Custody Operations, Deutsche Bank

  • Operating model - single vs multiple vendor, location strategy, relationship model
  • Utility service provider vs multipurpose resource provider
  • Transition management
  • Labour cost arbitrage vs productivity and quality gains
  • Contract management
  • Managing performance - oversight functions, retained organisation functions, MIS
  • 15:10 Afternoon Tea

    15:40 OUTSOURCING IT

    Steve Norton

    Steve Norton, Business Director - Financial Services, Fujitsu

  • An overview of the changing face of outsourcing
  • Why outsource contracts need to be managed differently, and why they don't have to be a risky bet
  • Why outsourcing should transform customer service
  • How a different approach can deliver results, while managing risk
  • 16:20 INVESTING IN OUTSOURCING

    Peter Gordon

    Peter Gordon, Partner, European Buyouts, 3i Group Plc

  • The institutional perspective
  • Attractive business models, the importance of a value plan and exit route
  • The outsourcers perspective
  • Benefits of independence, selecting the right backer, role of management
  • 17:00 Chairman’s Closing Remarks and Close of Day One

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

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