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A Smarter Enterprise by Veolia


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A Smarter Enterprise by Veolia
by Laurent Pulce - CIO -Veolia Water

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A Smarter Enterprise by Veolia

  1. 1. A Smarter Enterprise CFO Event - June 2011 Laurent PULCE – Veolia Water Business Intelligence & Back Office CIO
  2. 2. <ul><li>Veolia Environment </li></ul><ul><li>Veolia Water </li></ul><ul><li>Veolia Water Finance </li></ul>1 Finance within Veolia Water
  3. 3. VEOLIA ENVIRONNEMENT <ul><li>35bn€ in revenues </li></ul><ul><li>330,000 employees </li></ul><ul><li>70 countries </li></ul><ul><li>4 activities: </li></ul><ul><ul><li>Water: Veolia Eau </li></ul></ul><ul><ul><li>Waste management </li></ul></ul><ul><ul><li>Energy efficiency </li></ul></ul><ul><ul><li>Public transportation </li></ul></ul>World leader in environmental services
  4. 4. VEOLIA WATER <ul><li>World leader in water activities </li></ul><ul><li>Operation and maintenance of municipal and industrial water treatment plants and networks </li></ul><ul><li>EPC and technology provider for water treatment plants and networks </li></ul><ul><ul><li>12 bn€ in revenues </li></ul></ul><ul><ul><li>95,000 employees </li></ul></ul><ul><ul><li>70 countries </li></ul></ul><ul><ul><li>750 legal entities (+ branches) </li></ul></ul>
  5. 5. VEOLIA WATER: revenues per activity
  6. 6. VEOLIA WATER: revenues and HC per region (2010) N. America 0.5 billion 2,900 HC France 3.5 billion 19,400 HC Europe 2.8 billion 24,000 HC Asia-Pac 1.4 billion 18,500 HC MENAG 0.6 billion 6,800 HC VWST 2.3 billion 9,700 HC SADE 1.1 billion 9,500 HC Not including VWST and SADE
  7. 7. FINANCE ORGANISATION <ul><li>Corporate Finance </li></ul><ul><ul><li>Global objectives </li></ul></ul><ul><ul><li>Global tools and procedures, </li></ul></ul><ul><ul><li>Coordination/facilitation of finance community </li></ul></ul><ul><li>Finance community worldwide: 3,000 </li></ul><ul><li>CFOs responsible for: </li></ul><ul><ul><li>Zones (7) </li></ul></ul><ul><ul><li>Operational Units (22) </li></ul></ul><ul><ul><li>Business Units (300) </li></ul></ul>
  8. 8. <ul><li>BI Tools stakes </li></ul><ul><li>Finance Tools </li></ul><ul><li>Legal / Governance Tools </li></ul>Our Business Intelligence Approach 2
  9. 9. 2.1 - BI TOOLS STAKES <ul><li>OUR Business Intelligence Approach </li></ul>
  10. 10. 2.1 Our Business Intelligence Approach <ul><li>BI Tools Stakes : </li></ul><ul><li>Ensure to provide : </li></ul><ul><ul><li>A reliable, comprehensive level of information </li></ul></ul><ul><ul><li>A fast and smooth flow of information </li></ul></ul><ul><ul><li>A uniform way to manage business information in line with internal procedures </li></ul></ul><ul><ul><li>Flexible systems supposed to be amended accordingly to business and organization changes </li></ul></ul><ul><li>Having to face to : </li></ul><ul><ul><li>A worldwide and very scattered environment </li></ul></ul><ul><ul><li>Very diverse business types </li></ul></ul><ul><ul><li>A strong rhythm of business acquisitions </li></ul></ul><ul><ul><li>The normal internal turnover of people for such kind of group </li></ul></ul>
  11. 11. 2.1 Our Business Intelligence Approach <ul><li>Key Factors of success : </li></ul><ul><li>A strong and reliable network : </li></ul><ul><ul><li>To promote centralized corporate applications </li></ul></ul><ul><ul><li>To ensure a good level of performance for the users </li></ul></ul><ul><li>Stable IT systems and tools : </li></ul><ul><ul><li>to ensure the 7/7 24/24 required service </li></ul></ul><ul><li>A reduced number of tools : </li></ul><ul><ul><li>To be able to share and leverage on knowledge </li></ul></ul><ul><ul><li>To ease the roll out process </li></ul></ul><ul><ul><li>To avoid diverse solution to address the same problem </li></ul></ul><ul><li>Define properly the threshold between centralized and decentralized tools administration tasks : </li></ul><ul><ul><li>To avoid the corporate departments to be the bottleneck of the processes </li></ul></ul><ul><li>… The proper level of support in the mind changes processes… </li></ul>
  12. 12. Main prejudices about Business Intelligence Business Intelligence & Security BI is not an IT Concept !! BI is not (only) dedicated to finance !! BI is not an add-on to ERP !! 2.1 Our Business Intelligence Approach Business concept, driven by business people using IT tools !! Any kind of business topic including Operations, HR, Purchasing… It must operate on any block of information, and should be fully part of it
  13. 13. Scope Reporting Risk Assesment Governance Budget elaboration / Simulation Business Intelligence VECTOR MQRT / TRT HORIZON EQUINOXE TRUST LEGAL REPS MQRT TRT 2.1 The Business Intelligence Approach
  14. 14. IT Solutions overview Web Reporting <ul><ul><li>Monthly/Quarterly business reporting </li></ul></ul><ul><ul><li>Forecast/Budget reporting </li></ul></ul><ul><ul><li>Net indebtness follow up </li></ul></ul><ul><ul><li>Governance tools </li></ul></ul><ul><ul><li>Major Projects reporting </li></ul></ul>Datawarehouse <ul><ul><li>Interfaces (ETL) </li></ul></ul><ul><ul><li>Management Reports </li></ul></ul><ul><ul><li>Dashboards </li></ul></ul><ul><ul><li>KPIs </li></ul></ul>Web Collaborative <ul><ul><li>Collaborative applications </li></ul></ul><ul><ul><li>Major Projects processes & Documents follow up </li></ul></ul><ul><ul><li>Commercial activity reporting </li></ul></ul>Business Intelligence & Security 2.1 Our Business Intelligence Approach
  15. 15. 2.2 – FINANCE TOOLS <ul><li>OUR Business Intelligence Approach </li></ul>
  16. 16. 2.1 Our Business Intelligence Approach <ul><li>Besides the mandatory “Consolidation Software”, a real need of : </li></ul><ul><ul><li>Business analysis tools : Flexibles, easy to roll out, covering all types of business, able to reflect quickly the business organization changes. </li></ul></ul><ul><ul><li>Budget/Forecast elaboration tools : To speed up the budget/Forecast elaboration and consolidation process </li></ul></ul><ul><ul><li>Operational Cash Follow Up tool : To ensure a very close cash follow up enable on a monthly basis </li></ul></ul><ul><ul><li>Investment committee follow up tool : To ensure a safe, comprehensive, collaborative way of decision making for our major projects </li></ul></ul>
  17. 20. EQUINOXE
  18. 21. EQUINOXE
  20. 23. 2.3 – LEGAL & GOVERNANCE TOOLS <ul><li>OUR Business Intelligence Approach </li></ul>
  21. 24. 2.3 Legal & Governance Tools <ul><li>A strong decentralized organization implies a strong governance procedures scheme : </li></ul><ul><ul><li>As a listed company, to be fully compliant with SOX requirements </li></ul></ul><ul><ul><li>To ensure the straight respect of the group procedures </li></ul></ul><ul><ul><li>To avoid fraud & Forensic </li></ul></ul><ul><li>Because of the very scattered organization, electronic processes : </li></ul><ul><ul><li>Ensure the smooth process of workflows </li></ul></ul><ul><ul><li>Speed up the validation processes </li></ul></ul><ul><ul><li>Keep trace of the demands </li></ul></ul>
  22. 25. 30/06/11 Nom de la Direction ou du Département Automatic feed of the linked information People information including attached resume (pdf, doc, ppt formats) Detailed information about the proposal and position 
  23. 26. Proposals follow up Automatic filtering accordingly to the user « role » Custom filtering (by name, year, status, Active / Refused / Finished) Date & user who validated or rejected the request  Mail sent to the next people involved… 
  24. 27. 2