COVID-19 has turned into a global crisis, evolving at unprecedented speed and scale. It is creating a universal imperative for governments and organizations to take immediate action to protect their people. It is now the biggest global event—and challenge—of our lifetimes. As such, it is changing human attitudes and behaviors today and forcing organizations to respond. However, the need to respond won’t end when the virus’s immediate threat eventually recedes.

1. NOW NEXTWhat to do Now, What to do NextCovid-19:
The Role of the CFO in
Response to the COVID-19
Crisis
May 13, 2020

2. Welcome
Alexis Lecanuet
Accenture Middle East
Market Unit Lead

3. Welcome
Xavier Anglada
Accenture Middle East
Managing Director, Strategy & Consulting
Lead

4. COVID-19 has turned into a global crisis,
evolving at unprecedented speed and scale.
It is creating a universal imperative
for governments and organizations to take
immediate action to protect their people.
It is now the biggest global event—and
challenge—of our lifetimes.As such, it is
changing human attitudes and behaviors
today and forcing organizations to respond.
However, the need to respond won’t end
when the virus’s immediate threat eventually
recedes.
Copyright © 2020 Accenture. All rights reserved.

6. 6
The human impact of COVID19 is translating into a massive
business / organization impact, across many dimensions
THE NEW
NORMAL
Leadership
6
Customers
Experience
Supply
Chain
Systems
Commerce
Operations Workplace Outmaneuver
uncertainty

7. 7
CFOs have a massive task today and ahead as...
7
IMPACT ON:
Our Future Systems
research shows
significant
variation in systems
resilience
• Across
industries
• Between digital
adoption leaders
and the rest
Copyright © 2020 Accenture. All rights reserved.
IMPACT ON:
Our Future Systems
research shows
significant
variation in systems
resilience
• Across
industries
• Between digital
adoption leaders
and the rest
Copyright © 2020 Accenture. All rights reserved.
COLLABORATIVEDIVISIVE
SOCIETAL
RESPONSE
MANAGEABLE UNMANAGEABLEDISEASE PROGRESSION
Cyclical containment
Manage chronic COVID-19 outbreaks due to
uncooperative elements
Prolonged chaos
Anticipate & respond to non-compliance on
two fronts (disease and economics)
Radical remission
Rapidly isolate infections until absent
New cases
Economic loss
Flatten the curve
Slow the rate of inevitable infections
New cases
Economic loss
New cases
Economic loss
New cases
Economic loss
Not only they need to plan for different
recovery scenarios…
… but they need to consider materially
different digital/tech readiness

8. It is necessary to correctly grasp the significant paradigm shift triggered by COVID-19 and to
promote an agenda of business opportunities and operational reforms based on a clear future vision,
rather than just dealing with the crisis on an ad hoc basis.
Corporate considerations: setting the Agenda Post Covid
Future
Deal with Crisis
Restructure operations with elasticity
and resilience/recovery, aiming for both
"business continuity under crisis" and
" readiness for change"
War Room Set Up
(Epidemics) Promptly launch the engine that
drives the CxO agenda through governance
by quickly assessing the ever-changing
circumstances of wartime
Redefine the Trajectory
Verify and review plans for existing
businesses based on past assumptions in
response to foreseeable changes, while
seeking new business opportunities
Envision the Future
Correctly capture future paradigm
shifts by creating scenarios of the
range of change in various
external factors
Spread the Message of Purpose
Proactively communicating corporate
responsibility to enhance multi-stakeholder
confidence and cooperation and improve
corporate value in the long term
Forecast
BackcastCrisis
Management needs to strongly promote the above five reforms in parallel
on a bi-stream (Back & Forth) basis.
E D
C B A

9. AGENDA
02:30 – 02:35 pm
02:35 – 02:55 pm
02:55 – 03:30 pm
03:30 – 03:40 pm
03:40 – 03:50 pm
03:50 – 04:00 pm
Welcome Session by Alexis Lecanuet and Xavier Anglada
The role of the CFO in response to COVID19 by Marco Maffei
Workshop session: Exploring how Middle East firms can navigate the COVID-
19 crisis by Marco Maffei and Franca Fasoli
Workshop Debrief by Marco Maffei and Franca Fasoli
Fireside chat and Q&A: Learning from the best practices by Raghvendra
Singh and Marco Maffei
Where do we go from here? Next steps & closing by Marco Maffei and Xavier
Anglada

10. THE ROLE OF
THE CFO IN
RESPONSE
TO COVID-19

11. Copyright © 2020 Accenture. All rights reserved.
The role of the CFO in response to COVID-19
Marco Maffei
Accenture Middle East
Managing Director, CFO & Enterprise Value
Lead
Defining the CFO agenda in an uncertain world

12. THE MOST IMPACTED
• Dependent on global supply chain (e.g. Auto, High Tech and Natural Resources)
• Directly affected by restrictions in people movement and demand (e.g. Travel,
Hospitality, Retail, Tourism and other services)
• Exposed to China-led global slowdown (e.g. Energy)
EVERY INDUSTRY
• is having workforce challenges (e.g. remote working, digital adoption, mental health,
resuming work, layoffs etc.)
FEW EXCEPTIONS
• Some Industries may be able to absorb the negative shock, but will have a spike in
Demand(e.g. Comms & Media and Healthcare & Pharma)
• Some with minimal impact due to being localized or demand inelastic (e.g. Utilities)
FUTURE RISKS
• Recessionary impact is evident across Industries and geographies. Some companies may be
staring at Insolvency and default risks and potential hostile M&A/ Takeovers
• The default risk impact will depend on how certain countries demonstrate swift action and
ability to contain COVID 19, without a total lockdown e.g. South Korea
Source: Accenture COVID 19 – Navigating the human & business impact – Industry Impact Watchtower
TRAVEL AND
HOSPITALITY ARE THE
WORST PERFORMING
LIFESCIENCES IS
CURRENTLY THE BEST
PERFORMING
NO INDUSTRY IS IMMUNE, BUT SOME HAVE
STRONGER DEFENSES

13. Aerospace&
Defense
Comms & Media
Banking
Capital
Markets
Insurance
Travel
CG&S
Non-Essentials
Industrial
Automotive
Retail
Health
Public Service
Energy
Life Sciences
Utilities
Hospitality
MODERATE IMPACT
High negative impact across all dimensions General negative impact (e.g. on supply chain) but
not so deep and pervasive (demand increase)
General negative impact – light. Pandemic as an
opportunity to increase the gap with competition
NEGATIVE IMPACT POSITIVE IMPACT
INDUSTRY
IMPACT
MIDDLEEAST
CONTEXT
CG&S
Essentials
Source: Accenture COVID 19 – Navigating the human & business impact – Industry Perspectives
NEGATIVE IMPACT
High negative impact across all dimensions
MODERATE IMPACT
General negative impact (e.g. on supply chain)
but not so deep and pervasive (demand increase)
POSITIVE IMPACT
General negative impact – light. Pandemic as an
opportunity to increase the gap with
competition
THE SITUATION IS VERYVOLATILE AND IS CONTINUOUSLY EVOLVING AND
IMPACTING INDUSTRIES DIFFERENTLY

14. Source: 1World Health Organization, Situation Dashboard
COLLABORATIVEDIVISIVE
SOCIETAL
RESPONSE
MANAGEABLE UNMANAGEABLEDISEASE PROGRESSION
Cyclical containment
Manage chronic COVID-19 outbreaks due to
uncooperative elements
Prolonged chaos
Anticipate & respond to non-compliance on
two fronts (disease and economics)
Radical remission
Rapidly isolate infections until absent
New cases
Economic loss
Flatten the curve
Slow the rate of inevitable infections
New cases
Economic loss
New cases
Economic loss
New cases
Economic loss
UNCERTAINTY MAY LAST FOR LONG – CFOs NEED TO ENSURE TO
EQUIP THE ORGANIZATION WITH THE RIGHT RESILIENCE
Radical Remission
The risk of uncontrolled transmission appears largely
contained. Life begins to return to normal.
Government measures begin to work quickly to
stabilize the economy
Flatten the Curve
The rate of infections is slowed, but does not go into
remission. The economy shrinks in near permanent
ways. Society bends but does not break, pulling
together to sustain government measures
Cyclical Containment
Infections are controlled in past locations, but spread
to new hot spots, and rebound in old. Patience wears
thin with social distancing, opening up societal
fissures
Prolonged Chaos
The risk of uncontrolled transmission appears largely
contained. Life begins to return to normal.
Government measures begin to work quickly to
stabilize the economy

15. Revenue
SG&A
COGS
Working Capital
PPE,Goodwill,
Other Assets
M&A, Joint
Venture
Organic Growth
MARGIN
CAPITAL
EFFICIENCY
GROWTH
CURRENTFUTURE
ENTERPRISE VALUE
FOCUS AREAS
RELEASE VALUE
ENHANCE VISIBILITY
& DECISION MAKING
IMPROVE
PRODUCTIVITY /
RESILIENCE
INCREASE RISK
CONTROL
Scenario Planning
Zero Based Budget
Revenue Leakage
prevention
Dynamic Spend
management
Cash generation
and WC improv.
Liquidity Control
Tower
Driver based
planning
Continuous
Reforecasting
From cost control
to performance
Management
Intelligent
Operating model
Finance
Digitization
Insolvency /
Default risk control
Financial Risk
management
Portfolio
Management
Platform &
process
consolidation
AFTER THE COVID-19 OUTBREAK THE CFO HAS MORE THAN EVER THE
MANDATE TO PRESERVE AND GROW THE ENTERPRISE VALUE OF THE
ORGANIZATION…

16. Time
Value
NOW - CRISIS
Equip the boat
NEXT - UNCERTAINTY
Navigate the storm
NEW NORMAL - RECOVERY
Build up speed
Increase of the GAP
between leaders and
Laggards
Focus – Liquidity & Cost
adjustment
Review cash and costs
based on the specific
context
Focus –Profitability & Risks
Enhance existing capabilities for
improving visibility on
performance and risks
Focus – Resilience & productivity
Deploy transformations to improve
productivity and resilience
LEADERS
LAGGARDS
As soon you are overcoming the crisis and uncertainty you should take the next action to be on the cutting edge
… AND PLAYS A KEY ROLE TO HELP THE ORGANIZATION TO NAVIGATE
THROUGH THE DIFFERENT PHASES OF THE JOURNEY

17. Requirements /
Software Selection
Design Implement Pilot Deploy
Issue and
priorities
Maintain
1-2 Months 4-6 Months2-3 Months2- 3 weeks Depends on complexity
SWITCHING FROM TRADITIONAL APPROACH…
Design thinking
Minimum Viable
Product
Deploy as a
service
2- 3 weeks 2- 3 Months
Multi sprint deployment plan
Max 2- 3 months each
 Tangible results 3 times faster
 Technology provides ideas - uses cases catalog - to
address issues
 Scaling will happen as a service as cheaper and more
resilient
… TO ‘IN THE NEW’ APPROACH
Instead of embarking in a long term traditional Finance Transformation journey, this approach can help CFO in
• prioritizing and accelerating the deployment of most of the actions which should be taken in the NOW phase
• Implementing in a flexible way all the initiatives can drive value recovery / generation in the NEXT phase
• Rethinking the overall approach for the transformation and continuous improvement in the NEW NORMAL
FOR AN EFFECTIVE AND SUCCESSFUL IMPLEMENTATION OF THE
ACTIONS, THE CFO NEEDS TO EMBRACE A DIGITALLY DRIVEN
APPROACH …

18. TRANSFORMATION IN THE NEW DIGITALLY ENABLED
2-3 Weeks
Design Thinking
2-3 months
Minimum viable product
2-3 months
Multi Sprint
1. IDENTIFY INTERVENTIONS
COMBINING NEEDS AND
TECHNOLOGY ENABLERS
2. BUILD OF A MINIMUM VIABLE PRODUCT TO
CONFIRM ACHIEVABLILITY OF EXPECTED
RESULTS
3. SCALE AS A SERVICE
One session combining needs priorities
and digital use cases
• Adapt solution from libraries to address the specific
use cases
• Test the solution and tune based on the results
• Deploy the solution through the
organization/
locations/functionalities
• Immediate activation of the SLAs
OUTCOME: prioritized list of
interventions (use cases)
OUTCOME: solution ready to be scaled or decision
to decommission
OUTCOME: solution deployed
Scalable
Value
Oriented
Rapid
Agile
Risk Sharing
… TO BE FASTER, CHEAPER, VALUE ORIENTED, MORE AGILE AND
SCALABLE

19. Revenue Leakage Prevention
Zero Based Budget
Cash Generation and WC Improvement
Dynamic Spend Management
• Fraud Analytics
• Fraud Risk Assessment Tool
• ZBB App
• ZBB Budgeting Tool
• Working Capital Review Tool
• The Working Capital Analytics Tool
• Cash Flow Forecaster
• Enterprise Cost Analyzer
• Cost Category (ZBS) Benchmarking
Portfolio Management
• SMART Investments
• Portfolio Management Scenario Modeling
RELEASEVALUE
TO FOSTER INNOVATION WE WILL LEVERAGE ON OUR DIGITAL USE
CASES CATALOG

20. Liquidity Control Tower
From Cost Control to Performance
Management
Continuous Reforecasting
Driver Based Planning
• Cash Radar Implementation
• Debt Management Scenario Modeling
• Liquidity Planning & Cash Forecaster
• Intelligent Cash Management
• Capex & Portfolio Optimizer
• Agile Performance Management
• Dynamic Forecaster
• In Period Forecasting
• Driver Based Predictive Forecasting
• Integrated planning diagnostics tool
• Integrated Enterprise Planning
Scenario Planning
• Strategic Planning Scenario Modeling
ENHANCEVISIBILITY&DECISIONMAKING
TO FOSTER INNOVATION WE WILL LEVERAGE ON OUR DIGITAL USE
CASES CATALOG

21. Intelligent Operating model Finance Digitization
• Visual Process Discovery
• Process Diagnostic
• Digital Finance Strategy Assessment
• Ecosystems Capabilities Assessment
• Digital Finance Transformation
• IA Powered Digital Transformation
• Smart Automation Tool
• Blockchain Strategy Development
• Blockchain - Management of Assets
• RPA for Budget & Forecasting
• RPA - Cash Application Advisor
IMPROVEPRODUCTIVITY/
RESILIENCETO FOSTER INNOVATION WE WILL LEVERAGE ON OUR DIGITAL USE
CASES CATALOG

22. Insolvency / Default Risk Control Financial Risk Management
• Integrated Risk Dashboard
• Risk Control Recommendation Engine
• Control and Compliance Tool
• Risk Management and Quality Tool
• Account Risk Predictor
• Predictive Compliance Advisor
• Risk Based Solution Contingency Calculator
INCREASERISKCONTROL
TO FOSTER INNOVATION WE WILL LEVERAGE ON OUR DIGITAL USE
CASES CATALOG

23. CLIENT VALUE CREATION
Reduce Time to Market to solve
Business Challenges
Secure investments by testing
solutions before scale-up
Maximize successful outcomes
supported by a trusted partner
Support internal change mgmt. by
interacting with innovators
WHEN APPROPRIATE WE WILL LEVERAGE ON THE ECOSYSTEM,
PARTNERING WITH OUR VENTURES TO REDUCE TIME TO MARKET AND
EFFORT

24. EXPLORING
HOW MIDDLE
EAST FIRMS
CAN NAVIGATE
THE COVID-19
CRISIS

25. Exploring how Middle East firms can
navigate the COVID-19 crisis
Workshop sessions on the challenges and methods of safeguarding the future of your organization
Franca Fasoli
Accenture Middle East
CFO & EV Senior Manager
Marco Maffei
Accenture Middle East
Managing Director, CFO &
Enterprise Value Lead

26. FIRESIDE
CHAT AND
Q&A:
LEARNING
FROM BEST
PRACTICES

27. Fireside Chat and Q&A
Learning from best practices
Marco Maffei
Accenture Middle East
Managing Director, CFO & Enterprise Value
Lead
Raghvendra Singh
Accenture Growth Markets
Managing Director, Shared Services and CFO
& Enterprise Value Lead

28. Shifting Priority from Efficient Process to Outcome
Deep domain & industry expertise has enabled the build of data driven analytical models which will drive
insights and provide outcomes as part of Finance Operations
The BOIs tracked for 200+ Clients across all the towers covering more than 15 industries across multiple geographies
PTP (150+ Clients) OTC (120+ Clients) RTR (100+ Clients) FP&A (50+ Clients)
Key
Metrics
Tracked
1. Days Payables Outstanding
2. % Duplicate Payments
3. % Duplicate Payments by value
4. % First time match rate
5. % Invoices paid on time
6. % of invoices received electronically
7. % of invoices where late
payments were incurred
8. % of Transactions on PO
1. Days Sales Outstanding
2. Payment Terms Deviation
(% AR non standard)
3. Past due %
4. Invoice Dispute %
5. Deductions as a % sales
6. Revenue leakage %
7. Time to Resolve Disputes
8. Days Deductions Outstanding
9. Order Processing First Pass yield
10. Unapplied & Unidentified
Cash/Credits
11. Bad Debt % to Sales
1. Enhanced Balance Sheet Integrity
2. Control framework and continuous
compliance assessment
3. Optimized month end close
4. Reduce late adjustments
5. Improve auto-match percentage in
balance sheet reconciliations
6. Reduce no. of manual journals
7. Reduce no. of disputed
intercompany transactions
1. No. of days taken to complete
the forecasting activities
2. % of variance between the forecast
and actuals
3. % accuracy of reports delivered
to the client
4. % of standardization across entities
(Global vs. Local reports)
5. % of automated reports
6. % of standard reports published vs.
ad-hoc reports
Outcomes
Delivered
• Improved working capital
• Improved Efficiency/
Operations Budget Savings
• Drives Savings & Compliance
• Optimize Working Capital
• Maximize Revenue
• Improve Customer satisfaction
• Accelerated and Accurate
Ledger close & Reporting
• Improved Compliance and Control
• Improved Operational Efficiency
• Accelerated and Accurate Forecasting
and Decision Support
• Improved Operational Efficiency

29. A leading Australian property development and management
company collaborated with Accenture to create a more
streamlined, strategic and proactive finance function.
Transactional finance processes were streamlined and automated
and intelligent business insights identified additional ways to
improve process efficiency and cash flow. The company is now in a
strong position to unlock additional value by reinvesting costs
savings into new platforms and technologies, as well as properties
to expand its portfolio.
Leading property developer uses intelligent
finance operations as a foundation for its
transformation
Helped document and consolidate more than 500
Procure to Pay (PTP), Order to Cash (OTC) and
Record to Reports (RTR) process activity documents,
reducing the number of documents by 40%.
Automated transactional processes such as
journal postings, invoice routing and accruals.
Analyzed business insights to improve the
company’s collection strategy and vendor
payment practices.
01
02
03
What we did
The Results
65%
$4.2M
$55M
Decreased invoice processing
time by 65%, from 9 minutes to 3
minutes per invoice.
Reduced invalid urgent payments
to vendors by $4.2M.
Reduced operating costs by
$55M.

30. WHERE
DO WE
GO FROM
HERE?

31. Copyright © 2020 Accenture. All rights reserved.
Where do we go from here?
Marco Maffei
Accenture Middle East
Managing Director, CFO & Enterprise Value
Lead
Xavier Anglada
Accenture Middle East
Managing Director, Strategy & Consulting
Lead

32. Thank you