SSOWeek India

• Main Conference:
6 - 7th December 2011
• Pre-conference Site Tours:
5th December 2011
• Post-conference Industry Roundtables:
8th December 2011
• Venue:
Leela Palace Kempinski Bangalore

Where The Captive and Outsourcing World Shapes Its Future
Leveraging globalisation, verticalisation and specialisation to
provide agile, cost-effective, value-driven business services

Featuring The Following Experts:
Arindam Banerrji Philip P. Whelan
Global Head, GBS Service Centres, Head of European
Deutsche Bank Business Service Centre – BP

Sammy Rashed Aveek Mukherjee
Global Head of Productivity Strategy Managing Director
and PMO, Novartis Pharma AG Wells Fargo India Solutions

Rita Soni Sudhir Banerjee
CEO, NASSCOM Foundation General Manager, Global Customer
Support Center (GCSC), Honeywell

Media Researched &
Partners: Developed By:

T: (65) 6722 9388 F: (65) 6720 3804 E: enquiry@iqpc.com.sg www.ssoindia.com

Introducing Your Eminent SSOW Dear Colleague,

INDIA Speaker Faculty Long-established as the destination of choice for delivering captive and outspurced services to the global markets, India faces a
new challenge in the wake of the global economic shake-up. Put simply, it must re-invent it’s itself to retain pole position
on the captive and BPO/ITO landscape in the face of growing competition from emerging delivery hotspots such as China,
• Arindam Banerrji • Sudhir Banerjee Eastern Europe and South Africa.
Global Head, GBS Service Centres, General Manager, Global Customer
Deutsche Bank Support Center (GCSC), Honeywell Rising local wages and global inflation has increased delivery costs to the point where labour arbitrage and cost-advantage no
longer offer the backbone to the business case, and yet the Indian captive and outsourced communities have managed to
• Sammy Rashed • Shiva Prasad Bebarta retain their edges in the global arena in terms of market share. Nasscom recently reported India’s share of the $US2.9bn KPO
Global Head of Productivity Strategy and Global Outsourcing Executive and segment alone as over 70%.
PMO, Novartis Pharma AG Vice President, Morgan Stanley
How does India continue to thrive in offering cutting edge delivery? By adapting and reacting to business and client
• Rita Soni • Benny Augustine demands for more specialised services and domain expertise. Businesses are demanding greater value from their
CEO, NASSCOM Foundation Director – HR delivery and actively seeking competitive alternatives to the traditional cost-based model that. Cost is now considered hygeine
• Philip P. Whelan Unisys Global Business Services - and while hygeine will always remain a necessity - it’s a now cinsidered a given in today’s delivery landscape. The captives
Head of European Business Service Centre – BP • Vinod Sivarama Krishnan and Outsourced centres that pave the way for tomorrow’s best practice Indian centres, are now focussing their efforts on the
CIO-Global, Jubilant Life Science next level of operational delivery through increased strategic value. This forum is the first event in India to bring together
• Vijay Sethi BOTH service delivery communities to harness the competitive strategies from both groups and examine areas where they
VP – IS & CIO, Hero MotoCorp • Sandeep Mehta can learn from one another’s experience.
• Samik Basu Director, E.I. DuPont Service Centre
Chief People Officer India, PepsiCo Foods Today’s outsourcing strategies: Outsourcing models are becoming more complex, value-driven and specialised. Emerging
• Anirvan Sen
trends such as rural BPO and domain specific outsourcing are gathering speed. Core areas of focus are:
• Manish Munshi Global OBO Project and Strategy
Executive Director –Global Leader, Global Business Services, GE • Stronger domain expertise • Niche-to-niche outsourcing
• Consultative end-to-end outsourcing solutions • Customer proximity
Procurement Shared Services, Dell • Parag Deodhar
• Global services delivery standardisation & consolidation • Outcome-based pricing models
• Sebastian Chua Chief Risk Officer, Vice President - Process • Verticalisation by industry sector • Strong focus on data analytics
CPO Asia Pacific, Alcatel Lucent Excellence & Program Management,
Bharti AXA General Insurance Today’s captive strategies: With the increase in global service delivery benchmarks, captive centres are marching into the
• Mohammed Ismail Abdu Hassan next level of development as centres of excellence, profit centres, process efficiency enablers and innovative business partners.
GM – Supply Chain Management, • Naveen Mohan
Managing Director APAC Savvy leaders are quickly leveraging on Global Business Service models and capitalising on its business value through:
Bharti Airtel Lank Private
Siemens Global Shared Services • Standardisation and governance across functions
• Deenanath Harapanahalli, • Leverage to the best talent pools in the world
Country Head, Invesco • Manish Dugar
Senior Vice President & Global Head, WIPRO • Skill arbitrage: Value derived from access to higher-skilled workers knowledge
• Penny Bongato • Value creation through migration of more high-end processes and services
Executive Director of Talent • Harpreet Duggal • Hybrid models to maximise on external & internal capabilities
Management, Business Processing Senior Vice President, India to India,
Association of the Philippines Genpact The Indian market would stand to both gain from retaining it’s global lead across both the captive and outsourcing
communities, and also lose the most if it did not evolve. Competition adaption is an imperative in the new Indian economic
• Aveek Mukherjee • Krish Shanky Shankar landscape - what your chosen delivery model, be it captive, hybrid or outsourced, you can’t afford to get left behind
Managing Director Executive Director – HR, Bharti Airtel with yesterday’s drivers and services delivery offerings. It’s no wonder the world’s eyes remainn on India’s next move in
Wells Fargo India Solutions • Samrat Das advancing shared services and outsourcing - make sure yours are to stay ahead of the game.
• Krish Shanky Shankar CIO, Tata AIG Insurance
See you in December!
Executive Director – HR, Bharti Airtel • Vinod Sivarama Krishnan
• Jaya Vaidhyanathan CIO-Global, Jubilant Life Science
Executive Vice President & Head – Global • Vijay Sethi
Technology & Strategic Transformation, Sarah Ye
VP – IS & CIO, Hero MotoCorp
Asian Programme Director
Standard Chartered Bank - Scope
SSON
International


Invited Companies Sponsors PO Executives
http://linkd.in/pYY23b
Ÿ ACC Ÿ Oil and Natural Gas
Ÿ Adani Enterprises Limited Corporation Genpact is a global leader in business process and technology management,
Ÿ Allahabad Bank Ÿ Oil India offering a broad portfolio of enterprise and industry-specific services. The
Ÿ Axis Bank Ÿ Oriental Bank of Commerce company manages over 4,500 processes for more than 600 clients worldwide.
Putting process in the forefront, Genpact couples its deep process knowledge www.the-outsourcing.com
Ÿ Bank of Baroda Ÿ Power Finance Corporation and insights with focused IT capabilities, targeted analytics and pragmatic
Ÿ Bank of India Ÿ Power Grid Corporation of reengineering to deliver comprehensive solutions for clients. Lean and Six
Ÿ Bharat Heavy Electricals India Sigma are an integral part of Genpact’s culture and Genpact views the
management of business processes as a science. Genpact has developed
Ÿ Bharat Petroleum Ÿ Punjab National Bank Smart Enterprise Processes (SEPSM), a groundbreaking, rigorously scientific www.wordlabs.com.my
Ÿ Bharti Airtel Ÿ Reliance Industries methodology for managing business processes, which focuses on optimizing
Ÿ Canara Bank Ÿ Reliance Infrastructure process effectiveness in addition to efficiency to deliver superior business
outcomes. Services are seamlessly delivered from a global network of centers
Ÿ Central Bank of India Ÿ Rural Electrification to meet a client’s business objectives, cultural and language needs and cost
Ÿ Corporation Bank Ÿ State Bank of India reduction goals. Learn more at www.genpact.com. New Features of the Event
Ÿ DLF Limited Ÿ Steel Authority of India
Ÿ Grasim Industries Ÿ Sun Pharmaceutical Media Partners I6 Visionaries India Sourcing Think Tank:
Due to the continued popularity of the G6 sessions worldwide with
Ÿ HDFC Bank Ÿ Syndicate Bank our practitioner members, SSON have now launched I6 (India 6) as the
Ÿ Hero MotoCorp Ÿ Tata Motors localised version of G6, this time designed specifically to tackle the global
Ÿ Hindalco Industries Ÿ Tata Power and domestic challenges and advances of the Indian market.
Ÿ Hindustan Petroleum Ÿ Tata Steel The Shared Services & Outsourcing Network (SSON) is the largest and
most established community of shared services and outsourcing professionals. Vertical Focus: Industry-aligned Post-conference Working Group
Ÿ Housing Development Ÿ UCO Bank Discussions:
Finance Corporation Ÿ Union Bank of India We provide the roof under which key industry experts and organizations share Uncover what your industry peers are activating and initiating in their
Ÿ ICICI Bank their experience, knowledge and tools, and your practitioner peers connect global business service strategies. Post the main conference; find your
Ÿ IDBI Bank with other all over the world, face to face and online. seat with us in the following sectors:
• Banking, Financial Services & Insurance Sectors
Ÿ Indian Bank SSON focuses on developing its members through providing training, tools, • Pharmaceutical Sector
Ÿ Indian Oil and networking opportunities. Our staff works from international offices in • FMCG & Retail Sectors
Ÿ Indian Overseas Bank New York, London, Singapore, Sydney, Johannesburg, Berlin and Dubai to • Manufacturing & Other Sectors
research current trends and developments in shared services.
Ÿ ITC www.ssonetwork.com Excellence Awards India:
Ÿ Jindal Steel and Power To honour, recognise and promote both captive and outsourced SSOs
Ÿ Larsen & Toubro BPOIndia.org that demonstrate winning practices. It’s time to get recognition for your
www.bpoindia.org
Ÿ Mahindra & Mahindra outstanding shared services and out sourcing journey. There are five
award categories which can be entered:
Ÿ National Aluminium
Company BPO Watch India
www.bpowatchindia.com 1. Excellence in Customer Service
Ÿ National Mineral 2. Excellence in Innovation & Value Creation
Development 3. Excellence in Culture Creation
INDIA OUTSOURCING 4. Excellence in People & Communications
Corporation
http://linkd.in/nIVH3G 5. Individual Contribution to the Industry
Ÿ NHPC The LinkedIn group India Outsourcing is there
for Serious Outsourcing / Insourcing business *Visit www.ssoindia.com for application details.
professionals.


Day One Main Conference
Tuesday, 6th December 2011

08:45 SSON Welcoming Speech
09:00 Chairman Opening Speech
09:15 Serving the globe from India: Breaking the myths of an evolving global outsourcing landscape and sustaining how India’s pole position
India has long been the leading location globally for outsourcing opportunities, however, the push towards globalisation has raised some serious questions around India’s value proposition to the
world: Is there a big enough pool of skilled talent? Is the ever-increasing cost in India still justifying an offshoring fundamental - the labour arbitrage? Hear what experts have to say:
• What is India’s new edge to compete with emerging world outsourcing destinations? • Rural BPO: What strategies should be undertaken to supplement the outsourcing market?
• High demand on skilled-based talent: Is being India stretched to its limits? • Trend setters: How are leading BPO players advancing the value proposition?
Rita Soni, CEO, NASSCOM Foundation
09:45 Topic to be further confirmed
Manish Dugar, Senior Vice President & Global Head, WIPRO
10:15 Executive Agenda: Delivering enterprise expectations and creating strategic impact with Global Business Services
Delivered through cost reductions, centralized operations and process simplification, Shared Services has been viewed as a key enabler of overall business strategy and provides business leaders with
the opportunity to help translate strategic intent into reality. However, we all know it is not the end game. The sourcing model keeps evolving with extra value expected as business realities change.
With more GBS structures being created in 2010/2011 than ever before, it’s time to spread the wealth to the rest of the organisation – What we are capitalizing from the GBS model and how are we
sweetening the stakeholders?
Arindam Banerrji, Global Head, GBS Service Centres, Deutsche Bank
10:45 Networking & Refreshment Break
Harpreet Duggal, Senior Vice President, India to India, Genpact
11:35 Beyond business: Transformational leadership and strategies for succeeding in the new economic order
The BPO sector is teeming with change. It’s no more about being good at everything. It’s about the piece that you do best. Questions that you must ask yourself: Are you taking care of your business
well? Are you harnessing cutting-edge, innovative ideas to enable your business units, teams and strategies? This session will ask leaders in the market to deliberate on how to design and maintain cultural
harmony in your business, and use it to move forward.
Linsey Simpson, Managing Director, Thomson Reuters
Aveek Mukherjee, Managing Director, Wells Fargo India Solutions
12:05 Organisational transformation from a global platform: Driving greater efficiency and synchronized productivity through end-to-end standardisation
• Identifying the drivers behind the changes • Integrating productivity enablers and maximising service delivery outcomes
• Assessing the current operation model and a streamlined approach to rolling out an execution plan • Reinforcing simplification, standardisation and the role that technology plays in achieving this
Sammy Rashed, Global Head of Productivity Strategy and PMO, Novartis Pharma AG
Senior Executive, IBM
13:10 Lunch

Captive/Hybrid Outsourced

14:10 Managing multi-tower Shared Services Centres: Ensuring sustainability, productivity 2012 Vendor management prediction: Innovative contracting and relationship
and cost optimisation management
• Integrated talent solutions in multi-functional centre
• Investment & ROI: Finding the right balance when the centre is scaling up
• Designing right governance model
• Developing an integrated talent management model
Aveek Mukherjee, Managing Director, Wells Fargo India Solutions


Day One Main Conference
Tuesday, 6th December 2011

14:40 Enabler rather than administrator: Delivering upstream value through Shared Services The bill for skills? Marrying your expertise with your BPO partner’s expertise to create
to support better business decision win-win partnerships
Established in 2010, SCOPE has grown a true global business service paradigm with over 8500 It is critical to ensure dynamic, flexible and successful service relationships with your outsourcing
employees, and services most of 75 countries that Standard Chartered Bank can be found in. Scope partners as a foundation to achieve business growth. As a service receiver from external BPO
has moved ahead from being a cost-effective venture for the Group, to becoming an integral providers, Shiva will share how to leverage on knowledge from your partners to maximise the
part of its operations. Along with handling a wide range of value-added services, Scope has added relationship and get the service outcomes you need.
more complex processes to its offering in areas such as Basel, Anti-Money Laundering, Compliance,
Legal, and Credit Analytics. In Jaya’s capacity, strategic transformation for IT management of the Shiva Prasad Bebarta, Global Outsourcing Executive and Vice President, Morgan Stanley
entire Standard Charted Group is a big component of her overall contribution to the business.
Jaya Vaidhyanathan, Executive Vice President & Head – Global Technology & Strategic
Transformation, Standard Chartered Bank - Scope International

15:10 Networking Break

15:30 Achieving agility through Hybrid Shared Services – The evolution of Honeywell’s Process-driven transformation: Realigning outsourcing operations to enable your journey
sourcing model towards top quartile performance
Honeywell Global Customer Support Centre (GCSC) was set up in July 2004 as a global offshore While your initial set up of the outsourcing operations might have followed a conventional
commercial contact and business services centre of excellence. The hybrid model was born route with one partner in one region for certain processes, decisions may have to be shifted as
and reshaped along the journey of centre maturing. Sudhir will explain the journey to a hybrid model service requirements change. Based on a real case study, examine an example of process-aligned
and reveal how they are still evolving. transformation with global reporting lines that demonstrates proven benefits in relation to improving
performance.
Sudhir Banerjee, General Manager, Global Customer Support Centre (GCSC), Honeywell

16:00 Employee branding: Attracting & retaining best-in class talent through a strong value LIVE DEBATE ON THE STAGE:
proposition & integrated talent management solutions Chasing the dollar or searching for value? Knowing what you need and keeping the
This is the question that 99.9% of captive leaders are concerned with: How do I ensure the supply of perfect balance on Cost, Value, Quality & Sustainability
ready-to-deploy talent to meet growing business needs. And at the same time, train and retain them • When must value take a backseat to cost and vice versa?
with multiple dimensions of leadership, domain expertise, increasing skills and so forth. The panel • Finding the right balance – developing decision metrics
will explore the proven strategies and best practices to create optimum talent development paths • Designing the partnership to meet the cost/value quotients
and how to develop effective training programs that dramatically impact attrition rate.
Panellists:
Panellists: Samrat Das, CIO, Tata AIG Insurance*
Sudhir Banerjee, General Manager, Global Customer Support Centre (GCSC), Honeywell Vinod Sivarama Krishnan, CIO-Global, Jubilant Life Science*
Krish Shanky Shankar, Executive Director – HR, Bharti Airtel* Shiva Prasad Bebarta, Global Outsourcing Executive and Vice President, Morgan Stanley
Naveen Mohan, Managing Director APAC, Siemens Global Shared Services Vijay Sethi, VP – IS & CIO, Hero MotoCorp*

16.30 Topic to be further confirmed
Senior Executive, WNS

17:00 Chairman Speech

17:20 Cocktail Reception

18:20 Awards Gala Dinner


Day Two Main Conference
Wednesday, 7th December 2011

08:45 Re-Registration

09:15 Chairman Remarks

09:30 Executive Insight - Gazing into the Crystal Ball: What is the next phase of Global Business Services Unlocking new value from the “extended global enterprise” model
When labour arbitrage is no longer key driver behind your business model and value of offshoring business delivery stagnates, savvy executives are revising their approach on to global business services.
Advanced operating models are on the top of the boardroom agenda to drive internal service integration, leverage third-party resources, adopt new technologies and pursue highly-skilled services into a cross-
functional portfolio. This is how Global Business Services are born. But then what comes next?
Arindam Banerrji, Global Head, GBS Service Centres, Deutsche Bank
Philip P. Whelan, Head of European Business Service Centre, BP
Jaya Vaidhyanathan, Executive Vice President & Head – Global Technology & Strategic Transformation, Standard Chartered Bank - Scope International

10:10 3-Way Interview: Sourcing trio insights - Improved business performance with innovative delivery
India has always been trend setter - breaking the mould of outsourcing and meeting the challenges of next level delivery. During the session, you will witness a 3-way interview from different model owners.
Each industry group (captive, outsourced and advisory) will share how innovations are being encouraged, facilitated and executed from both strategic and operational perspectives.
Sudhir Banerjee, General Manager, Global Customer Support Centre (GCSC), Honeywell
Shiva Prasad Bebarta, Global Outsourcing Executive and Vice President, Morgan Stanley

10:50 VISIONARIES 2011: INDIA SOURCING THINK TANK
Identifying who to listen o has just become easier – learn what your chosen thought leaders from the sell side has to say as 6 pioneering sourcing strategies shape a
common industry agenda.
VOTE NOW: www.ssoindia.com

11:50 Networking & Refreshment Break

Senior Executive, IBM

12:40 Reaping the benefits of evolving sourcing matrices - Building Process-centricmulti towers for tomorrow
Despite the best efforts to anticipate needs for scalability, extensibility and flexibility, global business process strategies must constantly adapt to marketplace demands on an organization. BP was one of the first
companies to exploit the advantages of outsourcing and today has multiple relationships with BPO companies across finance, customer services, IT and HR services. Global Business Service Strategy in BP has
been reshaped and re-strengthened with a hybrid model delivering multiple ‘Service Towers’ on a regional and global basis.

In order to better align the different elements of their services organisation, BP is moving away from pure regional/business focused service delivery to a process-centric model across its in sourced and
outsourced centres. During this session, Philip will discuss how this new focus is helping to drive global BSC strategy and change across the organisation:
• Growing hybrid model to successfully deliver shared services globally
• Aligning the BPO partners with the internal shares services organisations to deliver better value and transformation.
• Reaping the benefits of adopting a service/process tower model as opposed to pure regional/business based models
Philip P. Whelan, Head of European Business Service Centre, BP

13:20 Lunch

14:00 Technology Marketplace


Day Two Main Conference
Wednesday, 7th December 2011

15:00 Introducing strategic advantages into your procurement function: Achieving high Maturity cycles in outsourcing: Delivering innovative outsourcing processes and pushing
performance through Procurement Shared Services the edge of value creation
With extensive experience in Procurement Transformation field in the context of either outsourced or What are the next steps you must take after realising significant cost savings and transformation
captive delivery models, Sebastian will share the four pillars which are critical for a successful of processes through your outsourced partner? When outsourcing cycles get matured, how do you
Procurement Transformation. initiate a new change combining technology with knowledge-intensive processes with your services
• People & Organisation providers? Learn how DuPont has made this happen with their partners:
• Stakeholder Alignment & Supplier Partnership • Developing end-to-end process transformation
• Process & Programme Excellence • Beyond transaction & cost reduction: Embedding value-added outsourcing services into
• Controls & Compliance current portfolio
Sebastian Chua, CPO Asia Pacific, Alcatel Lucent • Capitalising on your outsourcing partner’s domain expertise
Sandeep Mehta, Director, E.I. DuPont Service Centre

15:30 Global strategies & local approaches: Delivering performance-focused agenda in alignment Achieving delivery excellence through Centre of Excellence (CoE) programs
with global structure and local resources • What does Centre of Excellence mean to Kraft?
Often, it is the case that local regulations & market uniqueness constrains the implementation of • Creating business-aligned CoE structure
global strategy. The session focuses on how you execute global strategy and maximize local • Delivery, enhancement and optimisation
capacity & resources:
• Integrating & managing local resources to ensure excellence delivery
• Creating multisourcing framework in alignment with business needs & local business environment
• Synchronising process locally & globally
Deenanath Harapanahalli, Country Head, Invesco

16:00 HR Matters: Operating efficient & effective HR services under a globalised service model Defining effective outsourcing governance structures and nurturing collaboration
• Developing HR agenda in the context of Global Business Services Outsourcing makes new and unique demands in terms of collaboration - between multiple
• Technology + Systems = Effective HR tiered model globally and locally cultures, locations, and time zones. What human skills do we need to develop and nurture? Also,
• Governing HR services delivery an integral part of productive partner relationship management is to define and structure the roles,
governance, responsibilities and procedures. Explore how to achieve effective governance and
Benny Augustine, Director – HR, Unisys Global Business Services nurture collaboration in this session.
Parag Deodhar, Chief Risk Officer, Vice President - Process Excellence & Program Management,
Bharti AXA General Insurance*

16:30 Closing Keynote Speech from the winner of “Individual Contribution to the Industry Award”

16:50 Chairman Closing Speech

17:00 End of Main Conference


Pre-conference Site Tour and Post-conference Industry Roundtables
Monday, 5th December 2011 / Thursday, 8th Dec 2011

PEER-TO-PEER: Interested to meet you with your peers in the same industry to get updates on the environment, trends, solutions and regulations? These dialogue-driven formats
bring the nuts & bolts back into the session. Here, we provide the context and you provide the discussion. Four vertical-aligned / Industry-aligned groups have been formed to ensure the
relevance & effectiveness of the discussion.

Group A: Finance Institutions (9.30am – 12.00 pm) Group C: Retail & FMCG (2.30pm – 5pm)
Led by
Pre-conference Site Tour
Shiva Prasad Bebarta, Global Outsourcing Executive
and Vice President
Facilitator to be updated
to IBM Delivery Centre in
Morgan Stanley
Bangalore
As part of Morgan Stanley’s Global Technology Resourcing
(GTR) leadership team, Shiva leads all IT Outsourcing oversight Monday, 5th Dec 2011
along with a dual role as technology risk officer for all global IT
outsourcing activities. His main focus areas will be to manage For further information, please visit www.ssoindia.com
strategic engagements , risk , location strategy globally

Parag Deodhar, Chief Risk Officer, Vice President - Group D: Manufacturing & Others (2.30pm – 5pm)
Process Excellence & Program Management, Bharti
AXA General Insurance
Led by
Over decades of experience in Enterprise Risk Management, Audit, Anirvan Sen, Global OBO Project and Strategy Leader,
Consulting and Program Management, Parag is experienced in Global Business Services, GE
handling large programs including setting up of new business
initiatives, IT systems and companywide initiatives. Previously, Anirvan has 17 years of experience in various global assignments
Parag has worked with KPMG as a consultant to various captive spanning Strategy, LEAN Six-Sigma, Commercial, IT, Sales and
and third party shared services entities. He has also worked with Manufacturing. Currently, he is the global One-back office project
captive shared services companies like AXA Business Services, and strategy leader and is running the latest strategic business
Deutsche Bank Operations International and Mahindra British transformation of GE’s shared services organization. In the current
Telecom. In his current role he is responsible for governance of role, he is responsible for establishing global operating model,
various service providers for his company. enhancing country based services, leveraging ERP Implementations,
PMO, Outsourcing and consolidation of all back-office activities in
the shared services.

Group B: Pharmaceutical Sector (9.30am – 12.00 pm) Philip P. Whelan, Head of European Business
Service Centre, BP
Led by
Sammy Rashed, Global Head of Productivity Strategy Philip Whelan is the Head of BP’s European Business Service
and PMO, Novartis Pharma AG Centre in Budapest, Hungary. He’s leading the preparation, set-up,
building-to-scale and running of the European BSC to operate
With over 20 years in Procurement/Sourcing, Sammy heads Finance, Customer Service and Operational Procurement activities
Productivity Strategy and Program Management Office at Novartis of BP’s Refining and Marketing across Europe. Philip joined BP in
Pharma AG, a newly created role aimed at transforming the February 2009 from Genpact where he was Senior Vice President
organization into a recognized productivity champion, to drive and Managing Director, Romania and Poland Operations and
margin improvements and fund future business growth. successfully built Genpact’s European organization across sites in
Hungary, Romania and Poland


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Protection Act 1984. Your data may be passed to other companies who wish
Round Table 1,299 to communicate with you offers related to your business activities. If you do
By Credit Card Visa MasterCard Amex not wish to receive these offers, please tick the box below.
Please do not pass my information to any third party.
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PAYMENT TERMS
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Registrations/orders received without immediate payment or credit card details will
incur a processing fee of USD99 per registration/order. Payment is due in full upon
receipt of invoice. Full payment prior to the event is mandatory for attendance.
Name of Cardholder: ........................................................................................................................................ IQPC WORLDWIDE PTE. LTD.
*SSON members receive an additional 10% discount on all packages
Company Registration No: 199702288Z
*Discounts DO NOT apply to workshop(s)-only bookings Copyright@ 2011 IQPC Worldwide Pte. Ltd. All rights reserved. This brochure may
*Registrations without immediate payment or credit card details will incur a processing fee of USD99 per registration Signature: .............................................................................................................................................................. not be copied, photocopied, reproduced, translated, or converted to any electronic
or machine-readable form in whole or in part without prior written approval of
(Signature is mandatory) IQPC Worldwide Pte. Ltd

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