What can Deloitte Consulting Human Capital Advisory Services do for you?

1. Introducing Deloitte Human Capital Services

2. 2 Performance is powered by the effective use of capital:financial capital, technological capital and human capital.In a world in which businesses must compete in an ever-wider arena while doing more with less,human capital is emerging as the most challenging to secure, the most elusive to quantify and the most critical to success. Agenda_________________________________About DeloitteWhat can you expect from Deloitte?Deloitte’s global human capital practice – Client promises and capabilities – Service capabilities – Independent recognition – Case study examplesDeloitte thought leadership_____________________________________

3. 3 About Deloitte Americas Revenue: $12.9 billion (U.S.) People: 68,700 209 offices in 30 countries Europe, Middle East, Revenue: $11.3 billion (U.S.) People: 61,800 342 offices in 92 countries Asia-Pacific Revenue: $3.2 billion (U.S.) People: 30,800 121 offices in 27 countries Deloitte, the world’s only full-service professional services organisation, is comprised of more than 150,000 people in nearly 150 countries with fiscal year 2008 revenues of $23.1 billion. As a global organisation, we offer on-the-ground resources everywhere our clients do business. 3

5. The Sunday Times gives Deloitte UK a Special Award for Work and Home Balance and a Special Award for Engaging with Schools and Colleges

6. In several countries Deloitte is ranked in the top quartile of the “Top 100 Graduate Employers” 2009

7. The Times names Deloitte one of its Top 50 “Companies Where Women Want to Work” 2008

8. Management Consultancies Association awards Deloitte Best Human Resources Consulting Project for HR Strategy and Merger Integration at Thompson Reuters

9. Deloitte wins Outstanding Corporate Social Responsibility award at Volonteurope’s Active Citizens of Europe (ACE) Awards

10. Fortune names Deloitte USA to its “100 Best Companies to Work For” list for the ninth year running

11. Business Week ranks Deloitte as the “#1 Place to Launch a Career” in 2007, moving up two places from the previous year4

12. 5 What can you expect from Deloitte? A successful relationship begins with a vision of value – what needs to be done today and the road ahead. The Deloitte Client Experience keeps our vision sharp. Understanding and Perspective Responsiveness Value to Client Right Team Industry Insight Our Vision – The Deloitte Client Experience Our Deloitte Client Experience is centred on delivering value that matters to our clients, value as you define it, value that is the heart of your business. To always achieve that core goal, we seek to deliver on four tenets – responsiveness, the right team, understanding and perspective, and industry insight. We learned from 1,238 interviews with our clients that these are differentiators in professional services. You told us what is important and we have built a global understanding of service delivery around it. We strive to live these tenets every day that we work with our clients. 5

13. 6 Deloitte’s global human capital practice

14. Our global footprint enables us to deliver globally, nationally, and locally We provide integrated human capital solutions through more than 7,500 consultants and staff in 80 major offices around the world. © 2010 Deloitte Touche Tohmatsu

16. Enable HR to be a strategic business partner

17. Align workforce performance

19. End-to-end HR Service Provider

20. Comprehensive skill-sets

21. Proven tools and solutions

22. Aligned with Top-Tier vendors

23. Deep client experiences

25. HR Transformation

26. Talent Management & Leadership development

27. Organisation and Change

28. Total Rewards and BenefitsDeloitte’s professionals throughout the world have extensive industry experience and certifications in one or more areas of expertise.

29. 9 Service Capabilities

31. Align in-flight and planned technology investments with business demands and workforce patterns in a way that increases efficiencies and leverages economies of scale© 2010 Deloitte Touche Tohmatsu

33. manage change within a structured, intelligent framework that minimises business and productivity disruption and impact;

34. align leaders around a change agenda and develop their skills to deliver the change;

35. harness and retain talent; and

37. An integrated package of interventions is key to delivering success

38. Interventions should focus on delivering the business outcomes that are of strategic significance, and were the original drivers for change

39. We measure our success by the impact that our interventions have on the client’s people and on the business outcomes People Dimension of Transformation 8i Model

40. 12 Employee Cost Reduction Our experience and toolkits enable organisations to proactively take people-related cost out of their organisation in a way that retains short term stability and protects long term performance. Intelligent right-sizing Workforce optimisation Deliver people benefits effectively:Manage risk around people cost reduction Aligning leadership behind cost reduction programme, build capability of managers to deliver messages, managing reputation risk through effective communication and moving to a cost conscious culture People transition management Total reward and benefits: optimise reward – right pay, pensions, benefits People policy & spend Retaining and motivating talent

42. Improving customer service levels and customer compliance with HR policy and process to reduce the costs and effort associated with cleaning up non-compliance and complaints

43. Improving the strategic contribution of HR, and in particular the role of the business partner within the HR organisation and the wider business organisation to add real value and contribute to the success of the business

44. Creating meaningful metrics and benefits tracking – to demonstrate ROI and talk the language of the business

45. What HR services are suitable for outsourcing to an expert provider to remove non-core activities and associated reduce costsBy reviewing the HR organisation against external benchmarks and internal satisfaction levels, alongside assessing the alignment of HR with business requirements, it is possible to develop a clear picture of where HR needs to be to support the business objectives. Costs can be significantly reduced through efficiency improvements throughout the HR organisation. The market for outsourcing has developed significantly in recent years and this option is now available to very large organisations. Ultimately, saving time and effort in routine administration, alongside ensuring that high quality business partners are in place enables HR professionals to be able to contribute more effectively to supporting the delivery of business targets through strategic people management initiatives. In today’s challenging market, cost reduction coupled with drastically improved people management capabilities is a combination which will create success. Deloitte is a global leader in HRT and invests heavily in the on-going development of world-class tools and methodologies. We has undertaken over 70 HRT projects across all industry sectors in the last 10 years Our HR Transformation methodology has been tried and tested around the world on a diverse range of clients across many different industry sectors. It breaks down the different phases of transformation into structured activity, serving as a useful cross reference and supporting successful delivery. Industry Print is a library of HR process maps supporting the fast track mapping of as-is HR processes and the development of to-be HR processes. This facilitates the collective understanding of the impact of transformation and supports the design of new technological solutions. The Enterprise Value Map supports the development of HR Strategy by linking interventions to business priorities and ensuring that HR activity is fully aligned to the core objectives of the business. 13

47. Generating results: Focusing on business goals and the behaviours necessary to achieve them.

49. Provide clear, practical direction for the organisation

50. Develop and coach future leaders

51. Create an environment that encourages innovation whilst balancing commercial needs

52. Build ambition and capability to deliver the strategy

54. Improving operations that are inefficient due to siloed working, ineffective governance or unclear accountability of individuals and teams

55. Identifying the core capabilities should be retained and delivered by the business, and those that can best be delivered outside the organisation

56. Redesigning the organisational operating model due to events such as mergers and acquisitions

57. Addressing the need to cut costs and increase efficiency across the organisation

58. Embedding flexibility throughout the organisation or within specific organisational groupings

59. Ensuring appropriate controls, accountability and governance across the organisation Deloitte’s high level Organisation Design approach

60. 16 Talent…unlocking your people potential Whatever the challenges facing your business, getting the best from your people is a priority in a demanding economic environment. The success of any business strategy you choose will be shaped by workforce challenges. Whether it is acquisition, mergers, downsizing, off-shoring, partnering or a growth strategy, your people are central to driving results. CEOs and HRDs are telling us that developing and engaging talent is a key workforce challenge to be managed both right now and in future – Boards are worried about leadership succession, the scarce supply of critical employees and how to retain and develop the people who deliver results. Failure to address your talent strategy and continuing with the same approach could mean failing to acquire top talent in a less competitive environment, but it could also mean a failure to develop future leadership successors and a workforce and brand that will drive success in the upturn. Deloitte have the breadth and expertise to support you to identify and unlock the people potential in your teams. Our innovative approach and cutting edge thinking in the Talent Management arena is winning us significant praise in the market. Our Mass Career Customisation, Global Mobility and Workplace Transformation offerings are changing the way organisation think about Talent Management. Interactive exercise at www.masscareercustomization.com/interactive.html “In Kennedy’s view, Deloitte has made the most strides in innovation among its peers. The firm has evolved its human capital offerings over time from the more basic employee lifecycle services to a broader-based and sophisticated set of talent management services. Moreover, Deloitte has now raised the bar for other consulting firms.”* * Source: Kennedy; Talent Management Consulting Marketplace 2009-2012; © BNA Subsidiaries, LLC; used with permission

61. 17 Independent recognition Largest Strategy, OM, HR, and BAS Consulting Practices Source: “Healthcare Consulting Marketplace 2009 – 2012” © Kennedy Information, used with permission 1 For comparison purposes, Kennedy aligns consulting revenues to major consulting service lines as defined by Kennedy. With respect to the Big Four as well other firms, this includes certain tax advisory services. Deloitte provided Kennedy its reported Consulting & Advisory revenue aligned against these definitions and disagrees with Kennedy’s interpretation. The discrepancies between Kennedy’s estimates and Deloitte’s C&A revenues center primarily on Kennedy’s interpretation of tax advisory services. 2 FY07 data reflects the combined revenue before the split of Booz & Co. from Booz Allen Hamilton

62. 18 “Deloitte is deep and strong in all four healthcare sub segments: life sciences, provider, payer and government healthcare” “Healthcare Consulting Marketplace 2009-2012” © Kennedy Information; used with permission “Deloitte brings deep and broad capabilities to healthcare clients; its balance of financial, technical and industry consultants allows the firm to respond to more complex and comprehensive engagements” “Healthcare Consulting Marketplace 2009-2012” © Kennedy Information; used with permission “Deloitte’s chief value for customers lies in acting as a ‘client side trusted advisor’. That basically means helping clients formulate and execute their operational strategies, which in turn means helping them formulate and execute the technology-related strategies and programs require to execute these operational strategies” IDC, “Deloitte Prepares for Tough Environment in 2009”, Doc #Q89Q, November 2008 “Among the [Big] four, Deloitte’s consulting service breadth and depth is unparalleled” "Global Consulting Marketplace 2008-2011"; © Kennedy Information; used with permission

63. 19 Recent HR transformation projects

64. 20 Recent HR transformation projects

66. Embedding and fully leveraging existing SAP systems and functionality

68. For Tier 1: The single point of entry for systems support and first point of contact for all HR policy and procedure questions

70. The establishment of a scalable HR Services platform, which will be ready to “acquire” other processes later

71. Improved service quality through delivery of end-to-end process management

72. Significant improvement in data quality resulting in better decision making

73. Integrity of the global process model, enabled by a strong drive to eliminate local variants where they are not legally required

75. Standardising and simplifying global HR processes;

76. Implementing regional HR shared service centres;

77. Implementing a global HR information system (SAP HCM) to support HR administration;

78. Implement employee and manager self service;

79. Outsource HR administration for all HR processes.Project scope The project scope encompasses more than 120,000 employees in 54 countries. Deloitte carries out the work in cooperation with Convergys, the outsourcing party, and has been involved in the global and detailed design, project management and change management activities as well as the country implementations. The scope includes the installation of a SAP human resources technology platform, a human resources portal, transactional services for payroll, compensation, training administration, a human resources contact centre and workforce analytics. It also provides technology to support services already in place, such as performance management, succession planning, recruiting, and staffing. Results The major part of the design work took place in 2007 and the first wave of the implementation began in January 2008 in 11 countries. The start-up phase covers 65,000 employees across Latin America, Asia Pacific, and North America. Another 25 countries will be brought on board in 2009, including the Europe/Middle East/Africa region. By January 2010, the transformation is expected to be complete in all 94 countries covering the company’s total staff.

80. 23 Biomedical and pharmaceuticals Global HR Shared Services Background information The client is one of the world's largest research-based biomedical and pharmaceutical company at a time of significant changes and marketplace challenges. To maintain leadership and prepare for a vibrant future, the company is undergoing a transformation, including smaller, customer-driven business units; lower-cost and more flexible cost structures; and a renewed commitment to innovation and continuous improvement. To properly support the new business, they are also transforming how they provide global HR services Project objectives As a result of this transformation, they not only intend to reduce the cost of operating a complex internal HR organisation, but also create a sustainable model that is positioned to support the business units, increase efficiencies, and enable more manager and colleague focus on high-value activities and less time managing core HR matters Project scope Conduct global assessment of HR department in order to evaluate and recommend a future state service delivery model that supported the new HR organisational model by transitioning transactional work into an HR Shared Services environment. Determine which processes are appropriate candidates for Shared Services. Identify geographical reach for the future model. Results Developed current state assessments Narrowed focused on eight HR processes, prioritised for their ability to be standardised, transactional component, current cost and applicability to Shared Service adoption Developed process responsibility models Evaluated and recommended Shared Services Model, Analysed and identified potential location proxies for the Shared Services Centres Identified 31 selected countries for the future model based on criteria such as existing client footprint, projected business growth, cost of labour, etc Assessed current technology and identified improvements and opportunities Developed a financial model to support the recommendation with identified costs and savings

81. 24 Recent organisational design projects

83. Implemented a globally scaleable sourcing process across all European affiliates

84. Designed and implemented a P2P SSC, European Indirect Procurement Organisation and an Information Management Support Organisation

85. Implemented a single instance eProcurement system (Ariba), centralised SAP system and EAI environment

87. General consensus was reached that a TOM is required to fully understand how the new customer-focused operating unit is organised

88. Ownership and actions were allocated for the following objectives:

89. Transform EMEA Business Services from a project organisation to a true customer-oriented operating unit

90. Create clear accountability and transparency on EMEA Business Services performance and costs

93. 29 Energy & Infrastructure Major upstream oil company - Deployment of Advanced Collaborative Environments Background information The client is one of the world’s largest energy companies, providing its customers with fuel, energy, retail services and petrochemicals. With global revenues of $361bn and c92,000 employees, the company operates across six continents in over 100 countries. The client wanted to improve the working practices between on shore and off shore teams, to enable “better decisions faster” through enhanced collaboration and information sharing. This engagement contributed to the exciting ‘Field of the Future’ programme. Project objectives Identify and implement Advanced Collaborative Environments (ACE) initiatives in five areas: People, Process, Technology, Organisation and Physical Environment Through the adoption of multiple ACE initiatives, assist the client in reducing cost and improving working efficiency Create a greater sense of ‘one team’ between on and offshore teams Project scope Working with the client to identify ACE opportunities with functional teams around the world Develop a design framework to assess ACE opportunities Implementing ACE initiatives through piloting and full roll out. Managing the training and communications to ensure successful implementation Change management and embedding behavioural change to support the ACE initiatives Results Location 1 Reduced downtime due to faster incident resolution (£2m) Eliminated a planned shutdown as onshore could continue operations (£2m) Many smaller incremental benefits add to total (total benefits of £15m per year) Location 2 Improved decision making in reduced cycle time ($1m per month) Operations efficiency – 92% in first year Increase in Gas Plant Handling Capacity (10%) Regional GoM DW Centre being developed (est. benefits of $70 Million/year) General Benefits Continuous monitoring of events Continuous access to shore sub-surface expertise during drilling programme Improved skills transfer and development of new staff Promotes greater sense of team and community between onshore and offshore Provides a mechanism for sharing best practice as it is required across the globe

94. 30 Consumer Business People transformation and organisation redesign for a postal service client’s IT service delivery function Background information The client’s technology organisation’s vision is to be “an integrated team of IS professionals, passionate about creating value”. A review in 2007 highlighted fundamental people issues hindering its ability to deliver value and support their Transformation agenda. Project objectives To overcome its people issues and enable the technology organisation to achieve its vision a full redesign of the technology organisation was undertaken. A critical dimension of this redesign involved attracting, selecting, developing and retaining a team of top performing IT professionals. Project scope Deloitte’s role was to support the people stream via the following initiatives: Organisation Design: Support the design of the IT service delivery function. Assessment & Appointment: Develop assessment strategy, support in interpreting and managing assessment centre date and develop associated appointment principles. Exit Management: Develop exit management principles. Learning & Development: Rollout a comprehensive learning & development curriculum to address employees’ capability gaps. Results Supported the client in the appointment of a group of top performing IT professionals, focused on providing real added value to the business; Conducted comprehensive learning needs analysis to identify gaps in the knowledge, skills and behaviours required to support the new organisation along with a robust learning & development strategy to address these gaps. Supported assessment process through provision of expert advice and guidance on assessment centre design and administration and delivered pre-assessment centre workshops for candidates. Developed a competency framework to underpin assessment and recruitment Developed approach for providing feedback to candidates following the assessment centre including provision of 1-to-1 feedback to unsuccessful candidates Also supported the design of the IT Service Delivery (SD) function, as follows: Initial definition of the scope and mandate of SD function Participated in the IS organisation design workshops, acting as SMEs Defined the structure of the SD function (i.e. SD roles, role levels, staff numbers and reporting lines) Developed detailed job descriptions for all new SD roles

95. 31 Deloitte thought leadership and resources

96. 32 CHRO strategist and steward booklet series New business and work force challenges are making the chief human resources officer (CHRO) role and human resources (HR) function more visible and important than ever. Deloitte Consulting LLP’s CHRO Strategist and Steward booklet series offers our perspective to help CHROs and the C-suite better understand and tackle these emerging issues and trends. Each booklet provides fresh insights to help inspire creative problem-solving, as well as a framework for in-depth analysis and discussion. Taking the Reins: HR’s Opportunity to Play a Leadership Role in Governance, Risk Management and Compliance This booklet focuses on HR’s growing role in governance, risk management and compliance (GRC). Until recently, most HR functions focused only on GRC issues in traditional HR areas such as recruiting and hiring, performance evaluations and compensation. More and more HR leaders are being asked to step up to a new more strategic role: supporting and enabling GRC activities across the entire enterprise. Smart Moves: A New Approach to International Assignments and Global Mobility This booklet outlines a new approach to international assignments and global mobility for today’s CHRO. It examines the latest global mobility trends and challenges, and offers practical and proven advice to help organisations make global mobility a core competency. Strategist and Steward: The Evolving Role of the CHRO in the 21st Century HR has the potential to be a critical differentiator in today’s increasingly competitive markets. This booklet takes an expansive look at a range of challenges facing today’s CHROs and offers some thoughts on what it takes to be effective.

97. 33 CHRO strategist and steward booklet series HR That Means Business: Focusing on Value Creation The future of HR is not just about improving operations inside the HR function – it’s about improving company performance outside the function. This booklet explores the changes that HR should consider to shift its focus from internal operations to the talent and labour market issues facing the global economy. Rewards Revisited: From “Me Too” To Value Driver This booklet outlines a new approach companies can consider to help improve their rewards programs by transforming rewards from a cost to be controlled to an investment for growth and improved performance. Putting People First: The Driving Force for Sustained Transformation To achieve and sustain an effective organisational transformation, companies should adopt a comprehensive, focused and structured transformation approach that puts the primary emphasis on its people. This booklet presents a framework to address the people-related challenges associated with organisational transformation and offers insights to help make people-driven transformation effective. Who Moved The Finish Line? Redefining Readiness in a World Obsessed with Go-Live Understanding the change barriers and effectively handling them can help executives achieve organisational readiness. This booklet offers time-tested techniques to help a company prepare for change and achieve project effectiveness.

99. Centre for Corporate Governance

100. Centre for Energy Solutions

101. Centre for Health Solutions

102. Centre of Network Innovation

103. Chief Financial Officer (CFO) Centre

104. Chief Human Resources Officer (CHRO) Centre

107. Reduce Demand: Focus on prevention and better coordination of chronic care to reduce avoidable admissions and problems.

108. Leverage Information Technology: Use technology to reduce error, improve clinical outcomes and improve coordination of care.

109. Change Incentives: Shift from use/volume driven care to outcome driven, value-based purchasing.

111. Orchestrating and supporting people-related risk, governance and other matters with the board, its committees and regulatory authorities

113. 39 Industry expertise and thought leadership Oil & Gas reality check- Ten of the top issues facing companies in the coming year To help your company respond to the current market challenges we have identified 10 of the top issues oil and gas executives will face in the near term. We identified these issues and developed this report in consultation with Deloitte oil and gas practitioners from around the world and trust you will find it useful in charting your course over the coming months The cash crunch: Economic uncertainty may spark supply shortages Counting the costs: Elevated expenses squeeze margins Regulatory complexity: Global operations demand robust processes Missing in action: Talent shortages loom Boosting reserves at bargain prices: The pace of mergers and acquisitions accelerates Nowhere to go: Market access limited by resource nationalism The end of easy oil: Reserves are getting harder to reach and extract Playing it safe: Health and safety remain critical concerns An inconvenient truth: Carbon reduction targets rise in prominence Its not easy being green: An alternative strategy is mandatory “Oil and gas companies must be prepared to explore new forms of partnership- not only between national oil companies and private companies, but also between technology companies and service companies. Industry stakeholders must share their strengths if they hope to strive in the future” Dr Joseph A. Stanislaw, Independent Senior Advisor , Energy & Resources, Virginia, U.S.

114. 40 InfoHRm – measures that matter Deloitte works with Infohrm to provide clients with meaningful benchmark information during the course of our engagements. Clients can also partner directly with Infohrm, ensuring that quality benchmark data is available at all times – not just during an engagement. Infohrm is the global leader in workforce planning, reporting, and analytics, providing business leaders with tools to improve the quality of their data-driven human capital decisions. These tools range from enablement technology, human capital dashboards, strategic consulting, HR professional development, thought leadership, to human capital benchmarking. Infohrm clients achieve success by using information to gain greater insight into their workforce to allow for greater business impact across the organisation. A known market leader, Infohrm shares its unique philosophy with over 160 public, private, and non-profit sector organisations. With over 25 years of human capital measurement experience, Infohrm has developed a reputation for the integrity and quality of data capture and analysis, exemplarily client partnerships, and commitment to building a community of highly skilled HR professionals. With a database of over 2 million employees, Infohrm possesses the most comprehensive set of human capital benchmarks, covering workforce diversity, performance, staffing, and turnover metrics, in the marketplace. "Deloitte is licensed to access InfoHRM information and data under the terms of a Licensed Intellectual Property that is owned by and has been provided by InfoHRm"

116. The programme draws on the deep technical expertise of our firm combined with our broad practical experience, organised into a curriculum that can be customised to fit the specific needs of individual directors.Lectures and seminars: designed to react swiftly to market trends and provide up-to-the-minute information on key issues Board/committee workshops: training applicable to an entire board or board committee on a specific topic One-to-one training: personal training that is genuinely bespoke and is particularly appropriate for busy senior executives

117. 42 Deloitte HR Directors Academy Four times per year Deloitte facilitate the HR Directors Academy, an exclusive HR forum designed to assist senior HR professionals to understand current issues and associated people management implications. The sessions take the format of a round table discussion, and are chaired by a senior HR director from a participating company. Members of the forum operate in businesses across a wide variety of industries. Personal and professional networks are enhanced through the sessions, and participation results in fresh perspectives and thinking for all involved. The aim of the HR Directors Academy is topromote understanding among its members of how global human resource disciplines can add shareholder value to multi-national companies The members of the HR Directors Academy are individuals who are or advise senior officers of large multi-national organisations with responsibility for setting the direction of global HR Recent topics include: The role of HR function in business success Talent management Strategy and Employee Cost Reduction Executive remuneration strategies in the current environment