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Benefits of Attending
· Meet and network with leading industry players
· Identify the importance of strategic sourcing as part of the operation strategy
· Discover the factors which drive the outsourcing decision
· Understand how to manage onshore and offshore processes in the global corporation
· Review the FSA’s guidance on outsourcing and the impact on offshoring

A unique opportunity to learn from leading industry experts including:
Mike Hampson, Managing Director – Group Operations Strategy, ABN AMRO
Mike Corran, Commercial Director, Smart Sourcing, Lloyds TSB Bank
Paul Jackson, Head of Sourcing Strategy, Barclays Bank
Christian Kronseder, Vice President, Credit Suisse First Boston
Geoff Mizen, Director, Client Services, Merrill Lynch
Andrew Burgess, Director, AJ Burgess Management Consultants, Former CTO Global Ventures, Royal & Sun Alliance
Clive Bellows, Vice President, The Northern Trust
Simon Ashby, Policy Advisor, Financial Services Association (FSA)
Tony Rawlinson, Head of Financial Services, Siemens Business Services
David Cartwright, Partner, Accenture

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

James Doyle

James Doyle, BPO Development Director, Atos Origin

9:10 IN-HOUSE VS OUTSOURCING – THE DECISION

Adrian Quayle

Adrian Quayle, Vice President – Strategic Sourcing EMEA, Gartner

  • Determine in - house capabilities
  • Pros and cons for outsourcing
  • Cost containment for risk
  • Standard and best practice
  • Capabilities and understanding of the options
  • 9:40 STRATEGIC SOURCING AS PART OF AN OPERATIONS STRATEGY

    Mike Hampson

    Mike Hampson, Managing Director – Group Operations Strategy, ABN AMRO

  • Developing an operational strategy
  • Identifying core competencies
  • Sourcing strategies and implementation
  • 10:20 SELECTING AN OUTSOURCE PROVIDER

  • Understanding why you are outsourcing
  • Understanding what you are outsourcing
  • Reputation, references and existing relationships – key factors for choosing a potential vendor
  • Identifying the sort of relationship you want to achieve
  • Defining the appropriate Service Level Agreement (SLA)
  • Putting together Requests for Proposal (RFP)
    Andrew Burgess

    Andrew Burgess, Director, AJ Burgess Management Consultants

  • 11:00 Morning Coffee

    11:20 STRATEGIC SOURCING: A COMMERCIAL PERSPECTIVE FROM LLOYDS TSB

    Mike Corran

    Mike Corran, Commercial Director, Smart Sourcing, Lloyds TSB Bank

  • We are often faced with: - Companies and people who are experienced well organised and motivated a bewildering array of structured solutions How should we respond to these challenges?
  • 12:00 ACHIEVING BOTTOM LINE IMPROVEMENT THROUGH BPO

    Les Mara

    Les Mara, Executive Director, Outsourcing, Cap Gemini Ernst & Young

  • Choosing what to outsource – and how
  • Balancing cost, productivity, quality and innovation
  • Achieving business transformation through outsourcing
  • Moving offshore – hype and opportunity
  • Managing BPO for success – effective partnerships
  • 12:40 Lunch Sponsored by: Invest Northern Ireland

    14:00 WHAT CAN OUTSOURCING DO?

    David Cartwright

    David Cartwright, Partner, Accenture

  • Accenture perspective on the market – who’s doing what
  • Capabilities gained and lost in outsourcing
  • Evaluating single vs multi client services
  • Evolution of outsourcing relationships
  • 14:40 REGULATORY ISSUES FOR OUTSOURCING WITHIN FINANCIAL SERVICES

    Lisa Wild

    Lisa Wild, Operational Risk Policy Advisor, Financial Services Association (FSA)

  • The need for outsourcing standards
  • An overview of policy guidelines for financial services
  • Importance of due diligence
  • Service level agreements
  • A review on current regulations
  • Compliance and regulation developments

    Why is there a need for ongoing monitoring and reporting?

  • 15:20 LEGAL ISSUES FOR BPO

    Mark Lewis

    Mark Lewis, Chairman, Leader of Technology & Outsourcing Group, Tite & Lewis

  • The great structure debate
  • Major risks and how to manage them
  • How to keep control
  • Managing change
  • Good contractual governance
  • Exit routes and why you need them

    People, transfers and TUPE

  • 16:00 Chairman's Closing Remarks followed by Afternoon Tea
    Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Steve Griffin

    Steve Griffin, Director, Rawlings & Co.

    9:10 FACTORS DRIVING THE OUTSOURCING DECISION

    Paul Jackson

    Paul Jackson, Head of Sourcing Strategy, Barclays Bank

  • The rationale behind outsourcing in financial services – the strategic need
  • Why and why not outsource?
  • Why develop a sourcing strategy?
  • Strategic analysis – pinpointing areas to be outsourced
  • ·Corporate planning
    Process and practicalities
  • 9:40 THE EMERGENCE OF OFFSHORE OUTSOURCING

    Alex Blues

    Alex Blues, Head of Offshore Practice, Orbys

  • Who are the main offshore players? Why are companies outsourcing offshore?
  • What is being outsourced offshore?
  • What are the offshore outsourcing statistics?
  • A closer look at the offshore model
  • What are the risks – how can they be managed?
  • Onshore vs offshore
  • 10:20 MAKING OFFSHORE A WINNING STRATEGY

    Tony Rawlinson

    Tony Rawlinson, Head of Financial Services, Siemens Business Services

  • The benefits of offshore outsourcing within financial services
  • Designing the business and operating models for success
  • Challenges and hurdles
  • Future of offshore processing
  • 11:00 Morning Coffee

    11:20 A CASE STUDY OUTLOOK

    Clive Bellows

    Clive Bellows, Vice President, The Northern Trust

  • The rewards of offshore outsourcing
  • Offshore code of practice
  • Managing onshore and offshore in the global corporation
  • The problems encountered
  • Mitigating the risks for a more effective partnership
  • 12:00 MOVING THE MIDDLE AND THE BACK OFFICE FUNCTIONS OFFSHORE

    Geoff Mizen

    Geoff Mizen, Director Client Services, Merrill Lynch

  • Potential benefits
  • Potential risks
  • What to move and timing
  • Various operating model options
  • Further thoughts and conclusions
  • 12:40 Lunch

    14:00 MANAGING AN OFFSHORE INITIATIVE

    Ramkumar Akella

    Ramkumar Akella, Regional Manager (Europe), Progeon

  • How much and when to offshore
  • Benefits management
  • Four tracks of transitioning - Contracting - Knowledge - People - Technology
  • Risk management
  • 14:40 OFFSHORE OUTSOURCING OF HIGH-END FINANCIAL SERVICES

    Selvan Swamy

    Selvan Swamy, CEO, Irevna

  • The macro-economics’ trends
  • Why outsource offshore?
  • What can be outsourced?
  • Benefits and challenges
  • The road ahead
  • 15:20 LEGAL ASPECTS OF OFFSHORE OUTSOURCING

  • FSA’s guidance on outsourcing and impact in offshoring
  • Data Protection issues
  • IPR Protection: de-mystified
  • Tax and financing issues
  • Dos & don’ts
  • Murali Neelakantan

    Murali Neelakantan, Solicitor, Simmons & Simmons

    David Barrett

    David Barrett, Head of IT Practice, Simmons & Simmons

    16:00 Chairman’s Closing Remarks followed by Afternoon Tea
    Close Of Conference

    +

    Workshops

    The Sourcing Life-Cycle – Getting to the Deal and Managing it for Success
    Workshop

    The Sourcing Life-Cycle – Getting to the Deal and Managing it for Success

    The Hatton, at etc. venues
    11th April 2003
    London, United Kingdom

    Managing the Outsourcing Risk
    Workshop

    Managing the Outsourcing Risk

    The Hatton, at etc. venues
    11th April 2003
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues


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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.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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