- Quantify ideas - Monitor progress - Challenge status quo Co-Owner HR Co-Owner IT Co-Owner Facilities Co-Owner R&D Co-Owner Mktg Co-Owner Manufacturing Co-Owner Sales Co-Owner Quality Co-Owner Legal Co-Owner Regulatory Co-Owner Medical Co-Owner Supply Chain Co-Owner Clinical Co-Owner Business Dev Co-Owner Project Mgmt Co-Owner Finance Co-Owner Finance Co-

2. Changing role of the controller
22th May 2013

3. Upcoming events
Events Date
Alum.Nights: the spring edition 23/05/2013
"Dat heet dan gelukkig zijn" - Zingeving voor de huidige tijd:
ongewone antwoorden voor ongewone uitdagingen
03/06/2013
14th Vlerick Alumni Golf Challenge and Golf Initiation 15/06/2013
Vlerick Alumni Sailing Cup 2013 20/09/2013
Meet the industry: media Sept 2013
Estafette event Sept 2013
Microfinancing Oct 2013
Chief economists Mar 2014

4. Keynote Speakers
Speaker Company and Function
Filip Roodhooft Prof. Vlerick Business School
Serge Vigoureux Solutions Director, TriFinance
Ann Desender VP corporate finance & controlling, Barco
Guy Van den Dorpe Vice-President Financial Control, UCB

5. AGENDA
 Introduction
 How did the world of the controller change over the past 10 years
 What constitutes a good professional controller at TriFinance?
 Controlling @ Barco and the changing role of the controller
 Implementation of Finance transformation at UCB
 Q&A
 Networking reception
5

6. Filip Roodhooft
Prof. Vlerick Business School

7. Serge Vigoureux
Solutions Director, TriFinance

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FROM INSIGHT
TO REALIZATION
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TO REALIZATION
Agenda
8
TriFinance
• Who am I ?
• What is TriFinance ?
• Offering of MI&S
• Framework for controllers

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FROM INSIGHT
TO REALIZATION
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Who am I ?
From Insight
to Realization

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
What we do at TriFinance :
a new combination of services
10
From Insight
to Realization
Staffing Consultancy
Advisory
&
Implementation
Intelligent capacity
We deliver new value added solutions by
combining the value of staffing & secondment
with the value of pure consultancy into the new
combination of do-how and know-how.
Price and Added Value
Elevator pitch : “we solve the needs of
finance departments on project -, or
permanent basis”

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FROM INSIGHT
TO REALIZATION
Click to edit Master title style
FROM INSIGHT
TO REALIZATION
TriFinance lifecycle
11
From Insight
to Realization
2001 2003 2005 2007 2009
Tri ICT
Morgan Clark
2011
Economies of
Motivation
Competence
Centers
Hub
Management
Incorporation
TriFinance
Brussels Office
Antwerp Office
Amsterdam Office
Düsseldorf Office
Ghent Office
Rotterdam Office
Louvain-la-Neuve Office
Start Financial
Institutions
Acquisition
Eagle staffing &
advisory
Start Public Sector
ParkLane Group – people
0
100
200
300
400
500
600
700
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
BaseCamp
Self employed
Consultants
TriLegal
BU
organisation

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FROM INSIGHT
TO REALIZATION
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Competence centers – matrix organisation
BU’s were account driven
and regionally organised
Competence centers work
for all BU’s and P&L’s were
counted twice
From Insight
to Realization
BU Bxl BU Antwerp BU FI Bu n TF
revenue
support services
projects cc C&R sum()
projects cc WC
R&S

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
TriFinance Business Units
0
Corp
Antwerp Corp
Brussels
Corp
Gent
Louvain-
la-Neuve
Central
Gov
Lokale
besturen
Public
Vlaams
FI BE
Banking
FI BE
Insur.FI NL
Amster-
dam
Rotter-
dam
Tri ICT NL
Tri ICT BE
TriLegal
MI & S
Risk
Process
Change
Data to
Insight
Services
Regional BUs
Industry based
specialties
Expertise based
specialties
p. 13
From Insight
to Realization

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
What we do:
a new combination of services
14
From Insight
to Realization
Staffing Consultancy
MI&S
From
data to
insight
Corps
Brussels Public
sector
federal
Corps
Brussels
FI

15. Click to edit Master title style
FROM INSIGHT
TO REALIZATION
Click to edit Master title style
FROM INSIGHT
TO REALIZATION
MI & S’s Information Pyramid
From Insight
to Realization

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TO REALIZATION
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FROM INSIGHT
TO REALIZATION
• Elevator pitch
• We have organisations as client, but also our
consultants and interim managers
(freelancers) are seen as client
• Strong believers of the networked economy
• TriFinance offers a ‘platform’ for those willing
to be engaged in interesting projects
 We have to invest in our people and offer
them an added value in their development
Who are the clients of TriFinance ?
16
From Insight
to Realization

17. Click to edit Master title style
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TO REALIZATION
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FROM INSIGHT
TO REALIZATION
What constitutes a good professional?
17
Controller skills
Experience
TF talent frameworkhard skill framework
TF projects

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Controller = hard and soft skills...
18
Controller skills

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TO REALIZATION
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FROM INSIGHT
TO REALIZATION
Soft skills – TriFinance Talent Framework
19
Controller skills
Talent for
relationing
Talent for task
management
Talent for
communication
Talent for
coaching
leadership
Talent for
analysis and
problem solving
Core talents
• Self-starting
• Self-propelling
• Organisational and team
commitment
• Add the one thing more
• Perform under difficult
conditions and veer back
from hardship
• Respect personal and
professional values and
act accordingly
enables or blocks
other talents

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FROM INSIGHT
TO REALIZATION
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TO REALIZATION
Which soft skills distinguish a normal from an
excellent controller?
• Helicopter view
• Impacting with confidence
• Analytical and synthetic thinking
• Drive to achieve goals
• Communicating simplicity
Key differentiators for excellence
20
Controller skills

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
Hard skills
21
Controller skills
Taxation
Acquisitions,
Divestments &
Alliances
Investor
Relations
Create an
optimal finance
function
Financial
accounting
Corporate
Governance
Managing Risk &
Internal Control
Treasury
Management
Decision support
Steering
business
performance
Information
management
Financial
transaction
processing

22. Click to edit Master title style
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TO REALIZATION
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FROM INSIGHT
TO REALIZATION
• Not every role in Finance requires the same skills
– e.g. accountant versus controller versus CFO
– e.g. junior versus senior level
• Skill profiles are an indication which skills can
reasonably expected in a certain role
Skill profiles
22
Controller skills

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
• Junior controller
• Senior controller
• Group controller
• CFO
Types of controllers
23
Controller skills
• Commercial Controller
• Logistics controller
• Plant controller
• Business unit controller

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
1. Basic Understanding
– Have a general theoretical awareness of the field
2. Operational
– Able to perform standard operational tasks
3. Proficient
– Able to perform most operational tasks and capable of solving
some problems
4. Advanced
– Able to perform almost all operational tasks and capable of solving
moderately complex new problems
5. Expert
– Full mastery of the field, ability to solve the most challenging
problems, acting as a person of last resort
Skill levels
24
Controller skills

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
Hard skills - Junior Controller
25
Controller skills
Junior Business Controller
Required Skill Level 1 2 3 4 5
Decision Support 3 1 1 1
Steering Business Performance 2 1 1
Information Management 2 1 1
Financial Transaction Processing 2 1 1
Financial Accounting 2 1 1
Corporate Governance 1 1
Risk Management & Internal Control 1 1
Treasury Management 1 1
Taxation 1 1
Acquisitions, Alliances & Divestments 0
Investor Relations 0
Create an optimal finance function 0

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FROM INSIGHT
TO REALIZATION
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FROM INSIGHT
TO REALIZATION
Senior Controller – expanding knowledge
26
Controller skills
Senior Business Controller
Required Skill Level 1 2 3 4 5
Decision Support 4 1 1 1 1
Steering Business Performance 4 1 1 1 1
Information Management 3 1 1 1
Financial Transaction Processing 2 1 1
Financial Accounting 2 1 1
Corporate Governance 1 1
Risk Management & Internal Control 1 1
Treasury Management 1 1
Taxation 1 1
Acquisitions, Alliances & Divestments 1 1
Investor Relations 1 1
Create an optimal finance function 2 1 1

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TO REALIZATION
Training philosophy
27
Controller skills

28. Ann Desender
VP corporate finance & controlling, Barco

29. Guy Van den Dorpe
Vice-President Financial Control, UCB

30. Jérôme and Raffaele, living with epilepsy
Implementation of
Finance transformation
at UCB
Inspired by patients. Driven by science.
May-2013

31. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
Our drivers for change
Macro-Economic
• It’s the debt !
• Population growth & age pyramid
Increasingly high health care cost bills for already overburdened payers
Industry - specific
• Industry challenges on:
• R&D productivity
• Market access and Reimbursement
• Accelerated generic entries
• Industry still perceived as « a rich industry with high % of inefficient spend
in marketing & selling »
• Big pharma is still facing major patent cliffs
• Trust barometer
• Above market margins (30%+ Ebitda) will come under pressure
• Value-based pricing, Pharma-economics become predominant themes for
payers
=> Existing operating and business models will change

32. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
Transformation in finance: focus shifts from transactional to
value adding business partnering activities
Finance scope and activities
Transactional &
Compliance
activities
Specialised
activities
Business Partnering
activities
Prior situation
 Majority of resources is used for
transactional activities
 Focus on reporting and getting the
numbers right instead of
interpretation and providing advice
Ambition
 Focus on high value adding business
partnering activities
 Automate and outsource
transactional activities
 Explore further elimination potential
especially in reporting and planning
SCHEMATIC
Note: More information on the transformation journey
can be found in earlier presentations
32

33. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
3
3
UCB’s new global Patient Centric organization
- announced Tuesday 5th Feb 2013 -
Practice
NewMedicines
Biopharma
Development
Solutions
Biopharma
Brands&Solutions
EstablishedBrands,
Solutions&Supply
Practice
Practice
Practice
Patient
Discovery
researchand
pipeline
romosozumab
epratuzumab
brivaracetam
…
Cimzia®
Vimpat®
Neupro®
Keppra®
Xyzal®
Zyrtec®
…
33

34. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
Global Controlling - ALTERNATIVE
34
Investment &
Portfolio
Controlling
Controlling
4 Unit CFO’s
Group
+Support
Function
controlling
Activity Based
Budgeting
Ensure that UCB’s science and patient-centric investments deliver
appropriate return for shareholders always keeping patients at the
heart of everything we do.
Asset CFO’s
focused on
 Asset Value
optimization
 Business
Partnership
Group Controllers focused on
 Planning & Performance measurement
 Resource Allocation methodologies &
best practices
Global Business Services
Transactional
excellence
 Reporting
 Outsourced
controlling activities
 …

35. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
 Deep understanding of business issues
 Acting as a true partner – Solution driven, complementary experts in
steering decision making for business
 Specialized financial expertise, driving business on most relevant criteria,
providing required rigor in analysis and co-steering implementation
 Critical path activities analysis – robustly challenging towards optimal
allocation of resources
 Keeping group objectives and values in mind
Controllers
=> Business
Partnering
Controlling: What’s new, why good
Fully aligned to support the Units as Business Partners
Each Unit CFO to focus on the value creation for assets in the Unit portfolio
Asset CFO thinking applied – always keeping patients at the heart of everything we do
Group controlling to support the Units by steering towards optimal resource allocation
Transactional activities transferred to the GBS – allowing controllers to spend more time
on genuine Business Partnering activities

36. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
Where do we want to be?
People & Organization
• Decision support > 50%, Planning < 25% and Processes <25%
• Business insight & Decision support improvement (measured by tangible outcomes)
• Total cost of ownership reduced (but not on Decision Support !)
Controlling toolbox & Systems
 Decision relevant (geography, product, ownership, projects & activities, cost element, ….)
 Enabling resource allocation (enabling prioritization, based on relevant quantitative & qualitative criteria)
 Integrated from process and architecture perspective (activity planning - resource planning – costing –
aggregation and consolidation)
Reporting & Performance measurement
 Standardized & automated for KPI’s and dashboards - providing decision relevant info on timely basis
 Standard reports are complemented with flexible and user-friendly tool for ad-hoc analysis
Resource allocation
• Prioritization based on relevant quantitative & qualitative criteria (where applicable) has become part of
our DNA
• Resource allocation is taking place across the company (ie intra-functional and inter-functional)
Planning cycle
• Increased efficiency … whilst keeping effectiveness
• Less time spent on planning / Less iterations
• Reinforcement of accountability

37. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
37
Resource Allocation and Activity Based Budgeting
<in practice>
Primary responsibility of Units is allocation of resources on selected
Missions & Activities
Primary responsibility
of ABB Triangle is
finding Smarter Ways
and Best Practices on
resources required to
deliver desired
output.
100
120
20%
100
120
20%
100
120
20%
Input 100
Output 120
Return &
Productivity
20%
Mission x
–
Activity A
90
120
30%

38. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
38
ABB Cost Category Triangle
Finance: monitor target delivery
Pro-actively indentify & quantify
smarter way and best practice ideas
Mediate conflicts between Cost
Category and Functions
Actively challenge volume
dimension of spend where
appropriate
Own
ers
Fina
nce
Co-
Owner
Purc
hasin
g
Purchasing: reduce unit costs
Manage vendors (bundling, unit
costs, negotiation, contract dvpt)
Assist in collecting best practices
Cost Category Owners: deliver targets per CC
Set aspiration, policy and guidance
Generally member of Executive Committee
Cost Category Co-Owners: coordinate
Subject Matter Expert (SME) for the topic
Run the cost category team
Drive for smarter ways and best practices
Challenge volume of spend/activities across
functions
Propose corrective actions for deviations to
rules and behaviors
Challenge budgets and LE across functions

39. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
39
ABB serves to create Closed Loop cost Mgt
Closed Loop Cost
Management as
an enabler for
sustainable
efficiencies
Implementing
Activity Based
Budgeting as a
first step of the
Closed Loop…
30/05/2013
39
Closed Loop
Cost Mgt

40. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
Aim: Better decision process, supported by Structured Quant + Qual Analysis,
propelled by Transparency and promoting Accountability
Transparency
Accountability
Accurate
Assumptions
Robust
Valuation Gut Feel
“Pushing &
Pulling”
Harmonized
+
Structured
Analysis
Quant
+
Qual
Analysis
Portfolio & Investment controlling effort to further strengthen investment
decisions

41. Draft,fordiscussiononly,pleasedonotshareoutsideFinanceasdecisionsarestilltobemade
Result: accurate project ranking on the intra-functional
and eventually also on the cross-functional level
Moving to portfolio optimization across an entire organization requires an evaluation
framework that compares and trades-offs financial and strategic benefits both within and
across functions
Copyright: 2012
Deloitte Belgium
We
are
here
“Food Fight” – no
clear criteria to a
allocate funds
Silloed yet optimal
intra-functional
ranking
Cross-functional
ranking, based on
broad portfolio
view
Step
1
Step
2

42. Q&A
Finance Alumni, Your Financial Network

43. Thank you
Finance Alumni, Your Financial Network

44. Networking Drink
Finance Alumni, Your Financial Network