10003-International Series - Welcoming Address and Oracle E-Business Suite Rollouts in Europe and Middle East-Presentation - 2

Complexity of European and Middle East Rollouts of the Oracle E-Business Suite
International Series
Session ID: 10003
Complexity of European and

Middle East Rollouts of the Oracle
E-Business Suite Release 12.2
Prepared by:
Martin Dvorak
www.martindvorak.com
Agenda
• Global and international management challenges
• Changes in HR, digitalization and nature of work
• How to cope with the new challenges
• Project failures - reasons, causes and effects, common pitfalls
• How to deal with multicultural work related context
• Impact on European / Middle East challenges
• Cultural types: linear active, multi active and reactive
• Putting the Lewis Model into context
• Natural similarities (languages, culture, history)
• Different ease of implementation levels (Tier 1 – Tier 5)
• How to deal with cultural shock before and during the project
• Why objectives have different meanings in different cultural patterns
• Localizations - the big picture
• Conclusions, Considerations and Recommendations
Appendix (1/4)
• Communication and negotiation styles in different countries
• Understanding Oracle EBS Localizations (Doc ID 1478018.1)
• What is a Localization?
• What is a Regional or Shared Localization?
• Globalization
• Globalization Guide for Oracle Applications R12 (Doc ID 393861.1)
• Product Localizations
• Add-on Localizations
• Partner Localizations
• Release 12 Localizations
• Upgrade Advisor: EBS 11i Upgrade to 12.2 (Doc ID 1614508.1)
• E-Business Suite Globalization Center (Doc ID 973912.2)
• Introduction
• Internationalization
• Translation
• Localization
• Country Specific Data Sheets
• Add-On Localization
• Legislative Updates Center
Appendix (2/4)
• Country Sheet Sample: Germany
• R12 EMEA Add-on Localizations - Germany [ID 412792.1]
• EBS Financials Legislative Updates Center (Doc ID 871204.2)
• Overview
• Asia Pacific
• Europe, Middle East and Africa
• Americas
• All Countries
• Globalization Center
• R12 Documentation via OTN
• R12.2 Documentation Library
• Oracle Financials Localizations
• Europe User Guide Release 12.2
• HCM Localizations, such as Payroll, Benefits and
Compensations
• E-Business Suite Documentation – Release 12.2.2
• R12+ Add-on Loc. Introduction Note - Doc ID 429042.1
• EBS Localizations Delivery Model
Appendix (3/4)
• Oracle E-Business Suite R12.2 Information Center (Doc ID 1581299.1)
• Where to find Information in My Oracle Support
• Where to find Training for Localizations Doc ID 807319.1
• Recap: The R12 global approach dilemma
• Global Financial Management enabled by Multi-Org Access
• Subledger Accounting
• General Ledger: Ledger Sets
• Centralized Global Tax Engine (E-Business Tax)
• European and Middle East Considerations, Ease of
Implementation Level and Ease of Reconciliation Level
• General Ledger
• Payables
• Receivables
• Cash Management
• Purchasing
• Assets
• Internet Expenses
• Human Resources
Appendix (4/4)
• Financial Reporting with XML Publisher
• Common European Set ups and Reports
• Norway, Finland, Germany, Austria and Switzerland Specific
Reports
• Belgium and Croatian Specific Reports
• Portugal Specific Reports
• Hungary and Turkey Specific Reports
• France, Czech Republic and Israel Specific Reports
• Spain Specific Reports
• Poland and Italy Specific Reports
• Greece Specific Reports
• Data Protection
International Management Challenges
Compliance Mandates Competitors & Technology

Increased global surveillance The Internet eliminated
and varying regulatory / borders making all markets
security requirements exert global markets.
additional burdens on
Industry 4.0
businesses
Customers & Employees Suppliers

Manage employees and Margin pressures force
customers dispersed across companies to search for
geographic and cultural goods & services anywhere
in the world resulting in
boundaries complex supply networks
7
To Meet These Challenges, Businesses Must…
 Think Globally to make the right decisions
 Work Globally to be more productive
 Manage Systems Globally to lower cost

and increase performance
8
Three Global Challenges we are facing today and in the future

HR Aspects Digital Revolution Nature of Work
Require flexibility and Automation revolutions is The most profound disrupter of current work
adaptability underway (Industry 4.0) practices is technology itself
New staff has to be brought 50% of existing jobs will Positive impact: the tech-enabled workplace
and onboarded quickly disappear in Europe is freeing us to work from anywhere and
access the latest information in real-time
IT and Business often Global surveillance Negative impact: resulted in an environment

disconnected full of distraction
Tsunami of data requires The business world is heavily Employees overwhelmed with instant
more people who welcome devoted to compliance, not ethics messages, alerts and overloaded email
change inboxes
Veteran staff needs to be Cyber crime, security issues We are facing a productivity crisis
retrained
Existing roles need to Increased data volume and Big Organizations have to ensure they have the
change Data. Data getting out of control, right technology in place that streamlines
i.e. personal data communication
“…todays employees ….therefore ….therefore

want to take part in “if you think you can control “remove processes that do not add
decisions and need to see such a complex and global value…. simplify the context of work ….
a sense in what they are system centrally, you still ensure that your workforce devote their
doing…” cannot avoid risks…” time and energy to the value-adding
activities that really underpin
performance.
9
….and how about Europe?

“We just create a template and then we do the roll out…”
How to meet the needs of
complex, struggling and
regulative European
businesses?
 Complete
 Integrated
 Standards-based
 Adaptable
 Accessible
 Secure
 Scalable
10
….and the Middle East?

“We just manage everything by offshore development…”
How to meet the needs of
dynamic, contradictory and
fast changing Middle East
businesses?
 Complete
 Integrated
 Standards-based
 Adaptable
 Accessible
 Secure
 Scalable
11
Large Roll outs – major causes of project failures

•These are general failure causes – put this into context of a multinational roll out
Source: http://www.it-cortex.com/Stat_Failure_Cause.htm
12
Large Roll outs – causes and effects of project failures

•“Hardware” techniques: equipment we can use to nail down, screw and
saw the things rationally needed during the project journey.
•“Software” techniques: personal ownership, awareness, trust and
openness, commitment, engagement, a joint culture, a shared vision.
Source courtesy of Calleam Consulting Ltd.: http://calleam.com/wp-content/uploads/components-in-failure1.png
13
Large Roll outs – common pitfalls in ERP rollouts

•European and Middle Easter diversity is underestimated by US companies
•Legal and statutory requirements, mentalities, post M&A’s issues
Area Issue Resolution Sample
Data and Data is corrupt, Master Data Management ETL, API’s
Conversion uncleansed Sequences and Dependencies 6 iterations
Responsibilities Too many 1 programme and 1 project % Benefit recipient
director only
Interfaces Not working Core system (i.e. ERP) Simplify, use standards – no
customizations
Systems Drift apart Consolidate Single Server
Centralize IT Distributed DB (Blockchain)
Expectations The green tick in Validate local requirements Check legal and statutory first
Powerpoint
Organization Subsidiaries lose Empower local subsidiaries Local segment values
power due to
centralization
Approach Top down Bottom up External people for Change
Management
People network Informal network, 2- Mixed team M&A’s
class levels
14
Large Roll outs – common pitfalls in cross cultural collaboration
•The following slides and the Appendix will overstate on purpose on the
“pro’s” and “con’s” of different mentalities in Europe and the Middle East.
•A foreign culture has not your cultural mores and morality.
•Every country is very unique and different in Europe / Middle East, even
with common languages.
•Influencers of your interactions in an organizational context:

• National culture
• Ethnic culture
• Belief
• Age / generation
• Gender
• Professional culture
• Organization culture
…. diversity enables companies to solve the hardest

problems and stay competitive. …. 15
What do the cultural types mean?

Linear Active Multi Active Reactive
Talks half of the time Talks most of the time Listens most of the time
Plans ahead step by step Plans grand outline only Looks at general principles
Does one thing at the time Does several things at once Reacts to partner’s action
Polite and direct Emotional Polite and indirect
Confronts with logic Confronts emotionally Never confronts
Job orientated People orientated Very people orientated
Sticks to the facts Feelings before facts Statements are promises
Result oriented Relationship oriented Harmony oriented
Sticks to the agenda Roams back and forth Often asks for “repeats”
Written word important Spoken word important Face-to-face contact
important
Restrained body language Unrestrained body language Subtle body language
Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com
16
Explaining cultures of the world through the Lewis Model

17
Explaining cultures of the world through the Lewis Model
Cultural types
are only one
factor in a
multinational
rollout.
You must also

consider the
legal, statutory
and common
business
practices in each
country you
implement.

18
Natural Similarities of more linear active countries:

language, culture, history, political development, etc.
Block Membe Common aspects Deviations

rs
Anglo UK, IRL Same language as US. Currency in UK £, Ireland has the €. Class
sax High productivity. distinction.
“hands on and pragmatically”
Benelux NL, BE, Core EU countries. Belgium 2 languages, inflexible labour law, people
LUX Pushing EU standards. understand quite well English.
“open mentality”
German DE, AT, Same language and similar culture. Inflexible labour law in Germany and Austria,
speaking CH “hard working” strong unions “Betriebsrat”. Low working attitude
in Austria. Switzerland is not part of EU and
different currency such as CHF, flexible labour law
but high costs. Switzerland having 4 official
languages.
Nordic SE, SF, Similar languages, mentalities and Finnish completely deviates from the other
DK, NO, law requirements, high taxes and languages. Currency issues, i.e. only Finland has
ICL labour costs. High level of English the €.
speaking.
“cool approach”
Baltic LIT, Same political legacy, large Estonia more common with Finland, also language
LET, potential. wise. Different stages of transformation, i.e. EST
EST “Baltic nearshore tigers” in better shape than the other 2 Baltic countries.
19
Natural Similarities of more multi active countries:

language, culture, history, political development, etc.
Block Members Common aspects Deviations
South FR, SP, Latin legacy. Similar mentalities. Same Rigorous legal and statutory requirements. Different
ITA, PT, currency € language and character set in Greece.
GR “laid back working approach” Large legal requirements in Italy.
Language barrier towards English.
Inflexible labour law, often strikes and strong unions.
Eastern PL, CZ, Same political legacy, good transformers. High skilled labour, low labour cost. Hungarian completely
Europe SK, HU, Medium level of English language skills, deviates from the other languages. Different pace of
and RU still some communist mentality and large transformation, i.e. Slovakia fast, Hungary struggling.
Russia economical problems in Russia. Different working standards. Different mentality and
“fast learners” character mode in Russia.
Balkan SRB, Same political legacy, slow transformers, Large differences between and even in between single
SLO, BIH, bad economy, low level of language skills, countries. Slovenia has same standards as Western
CRO, small elite, large unemployment, political Europe whereas Serbia needs approx. another 10 years to
MTN, instability. Low labour costs. achieve European standards. Political issues in Serbia and
ALB, BUL, “challengers” Albania. Russian influence in Montenegro. Different
RO, TK character mode in Serbia and Bulgaria. Romania plays in
IT near shore competition.
Middle IL, BH, Common standards across GCC IL very smart, sophisticated and lively. GCC on one side
East QA, KW, countries. Booming economy slowing very open towards modern western management style and
OM, SA, down from oil price. Western Education. at the other side executing sharia law (SA, QA). Different
AE Family ruled countries. Political hotspot. safety levels (QA, AE, and BH).
“not predictable”
20
Ease of implementation Level: Tier 1 (easy) – Tier 5 (most difficult)

Block Members Explanation
Tier 1 UK, IRL Simple legal and statutory requirements.
Common language to the US.
Pragmatic working approach.
Tier 2 NL, GER, CH, AT, Medium legal and statutory requirements.
SE, SF, DK, NO Hard working approach, unemotional and down to earth mentality.
Different Currencies.
Tier 3 BE, FR, ES, PT, Medium to High legal and statutory requirements.
CZ, SK, HU, IL, TK, Subledger Accounting replaced Global Accounting Engine.
CR Complex Payroll and allowance requirements in GCC countries.
GCC countries and Document Sequencing.
Middle East Difficult to handle mentalities and languages.
Different Currencies.
Tier 4 ITA, PL High legal and statutory requirements.
Subledger Accounting replaced Global Accounting Engine.
Document Sequencing.
Organizational and mentality issues.
Reports and Solutions have software issues, dependency of Oracle Support
Services.
Tier 5 GR Very complex and rigorous state dictated legal and statutory requirements.
Chart of Accounts dictated by law.
From GAE -> SLA rules required in Greece.
Organizational, language and working approach issues.
Different character mode (Greek alphabet).
21
Historical resistance towards Oracle EBS in Europe?

Different system landscape in
Europe and the Middle East
• SAP No 1 in Europe and strongest market

share in DACH
• Oracle EBS often forced from US rollouts.
• Large resistance from end users.
• No real local management involvement
and package evaluations.
• Software selection more thorough in the
Middle East.
• Oracle and SAP are equal rivals in the
Middle East – SAP strong in oil and gaz,
Oracle strong in Government.
• Oracle and SAP recognized as inflexible,
complicated and too expensive.
• Raise of more agile or more user friendly
ERP’s such as NetSuite or Infor.
• Middle East more open towards build–
operate–transfer (BOT) models.
Magic Quadrant for single-instance ERP for product-centric mid market companies
22
How does a ERP Rollout kick off meeting begin?
23
How to translate British English…..

•common language but different meaning
and different perception:
•Global Project Manager during kick-off:

“Our target is January 1st go live!”
•Local UK Project Manager responds: “I

hear what you say. With the greatest
respect, January 1st go live date is very
brave!”
•Local UK Project Manager means: “I

disagree and do not want to discuss it
further and yes, I think you are insane
and an idiot.”
•What the kick-off participants

understand: “Great, he accepts his point
of view and is listening to him. He thinks
we have courage with our January 1st go
live date.”
24
How to deal with the cultural shock?
Working in cross cultural teams during a multinational roll out is not about liking every culture
and seeking cultural synergy.
It is about understanding the different mores and morality from each country / region in order
to execute a smooth transition.
25
How are objectives negotiated?
USA Latin America Japan

(UK, German, (Southern Europe
Benelux) and Middle East )
1. Current Deal 1. National “honor” 1. Harmonious
relationships and
“direction taking”
2. Short term profit and 2. Personal prestige 2. Securing market
rapid growth of chief negotiator share
3. Consistent profit 3. Long term 3. Long term profit
relationship
4. Relationship with 4. Current deal 4. Current deal
partner
Do not underestimate body language: Be aware of the difference between «how do I appear»
vs. «what do I mean».
Remember: the tongue can lie, but the body cannot.
26
Conclusions and Recommendations for Large Roll Outs

•Some tactics, samples and approaches for selected countries
Country Known Problem Proposed Solution Sample
Scope often not existing Inception (OUM) CR.010/CR.030
or created during Scope, Objectives &
Development Phase Approach (AIM)
Precise and exhaustive Involve DE in Scope UPK
level of detailed planning Involve CH in Training
Endless discussions and Individual interviews RD.020 Current Business Baseline
meetings with little results RD.030 Future Business Model
Hidden problems not Dig deeper to find the Due diligence for critical parts
admitted dead bodies
Other countries resistant ITA for Change Change Management Framework
towards Change Management Initiative
After deliverables agreed Personal control Data Conversion Template
“waiting for instructions” during delivery
You must be able to read Ask questions until Any meeting

between the lines you get the answer
Super busy appearance Ensure stakeholder Critical deliverables which require
but not related to agreed involvement written sign off
deliverables
27
Source: www.martindvorak.com
European Union – what about Globalizations, Localizations, add-on

Localizations, Translations and Release Notes?
•With the increased member states, legal and statutory requirements will be standardized
28
Conclusion
• A combination of following may be needed:
• Global Capabilities in E-Business Suite
• Product Localizations
• Add-on Localizations
• Check what’s needed in your project and what’s available.
• Review Country Localization Datasheets

• MUST for scope evaluation.
• Do not take legal requirements from Oracle Local Consulting for
granted – they may became standardized or outdated in the
meantime. Check with your local external auditors.
• My Oracle Support:
• Review My Oracle Support Notes – MUST for details
• Review the documentation on My Oracle Support
• Support available through My Oracle Support
• Make sure to log an SR using the right product info:
• Product Code: 1713
• Product Description: EMEA Add-on Localizations
29
Localizations – where to start in My Oracle Support

Localization Purpose Doc ID
Understanding Oracle E-Business Suite Explaining Product, Add-on and Partner Localizations 1478018.1
Localizations
E-Business Suite Globalization Center Introduction, Internationalizations, Translations, Localizations 973912.2
with Country Data Sheets
E-Business Suite Financials Legislative Overview, Asia Pacific, EMEA, Americas, All Countries. Legal 871204.2
Updates Center requirements such as SEPA, DAS2 for France, Irish Tax
Registration Format, UK Reverse Charge, etc.
Introduction to Add-On Localizations for Add-On Localizations are extensions to the standard product 429042.1
R12 and are released on a country by country basis.
EMEA Add-on Localizations - Notes and patches regarding which Oracle EBS Release you 1668516.1
Implementation considerations are installing or upgrading
Add-on Localizations - Upgrade Features and enhancements in R12.2 1491965.1
consideration
Oracle Financials for Europe Release Overview of latest European Localizations and changes such 2064380.1
Notes for Release 12.2.5 as Section What's New, Documentation Resources, New and
Changed Features, Known Issues, Change Log
EMEA VAT: Oracle Financials Release Changes to the European Union Value Added Tax (EU VAT) 974979.1
12 Setups for 2010 EU VAT Package - provisions, effective January 1, 2010
Solution based on Tax Rates
Globalization Guide for Oracle Key information for using Oracle Applications in global 393861.1
Applications Release 12 organizations, check also NLS Frequently Asked Questions 399789.1
and NLS Release Notes, Release 12.2 1314621.1
Troubleshooting EMEA VAT reporting Assist in diagnosing EMEA VAT reporting issues 1392535.1
issues in Release 12
30
Conclusion
• Think about your countries & subsidiaries before you start with your roll out.
• Cooperation beats resistance.
• The sum of ideas is better than the single best solution.
• When you add a poorer solution to the best solution, you would expect a worse
result? The opposite is the case.
• Diversity beats the best solution (culture, nationality, job design and working arrangements).
• Collective intelligence.
• Guided self organization.
• Head office only fixes the problem if it cannot be solved locally.
….therefore
“ensure professional guidance….define a clear
scope……make clear rules….empower your roll out
team…. Build trust….
31
Recommendations
1. Get executive support
2. Keep it simple
3. Start with the processes
4. Become business driven
5. Involve users early
6. Hire real package experts
7. Recruit real business experts
8. Train users well
9. Use reliable technology
10. Plan architecture *
11. Be aware of the organizational and cross cultural impact
12. Outsource with care
* Single Server vs. Regional Hubs, Cloud (Data as a Service (DaaS), Software as a Service (SaaS),
Platform as a Service (PaaS), Infrastructure as a Service (IaaS)), BOT, etc.
32
Appendix
33
A chart to show different communication and negotiation styles

in different countries
34
Starting with the head office…
Characteristics Leadership Communication Style

Style
Easy to approach
Individualism
Imprudent & Busy
Exaggerated Structures,
individualism, speed,
Insensitivity to non-US values drive
Feel superiority American managers
are assertive,
Expansionism aggressive, goal and
action oriented,
Do not trust others confident, vigorous,
optimistic, and ready for
Looking at “go live” and not change. They are When meeting with Americans, expect
of a long term sustainable capable of teamwork
ERP system and corporate spirit, but them to lay all their cards on the table, get
they value individual upset when there's a disagreement, and
Not willing to go into details freedom and their first
interest is furthering resolve as fast as possible with one or
Time is money their own career.
both sides making concessions.
Bottom-line focus
35
UK, IRL: Ease of implementation Level: Tier 1

Style
Polite
Reasonableness
Self control
Good humor Casual Leadership
Hands on and
Easy to get on with pragmatic
Direct British managers are

diplomatic, casual,
English tend to avoid confrontation in an
Business driven helpful, willing to understated, mannered, and humorous
compromise, and
Tolerant seeking to be fair, style that can be powerful or inefficient.
though they can be
Best multi ethnic handling in ruthless when
Europe necessary. English speaking countries: easiest
Unfortunately, their implementations
Stiff adherence to tradition
can result in a failure to •common language
Other languages barrier comprehend differing •no localizations required
values in others.
Eccentric •often first subsidiary from US
Source: Richard D. Lewis "When Cultures Collide" www.crossculture.com and Martin Dvorak “Complexity of European Roll Outs” www.martindvorak.com
36
Netherlands: Ease of implementation Level: Tier 2

Style
Multilingual
Open
Tolerant
Transparent Consensus with
tendency to be
Friendly unmanageable
Direct Leadership in the
Netherlands is based
The Dutch are focused on facts and
Resistant on merit, competence, figures but "are also great talkers and
and achievement.
Informal Managers are vigorous rarely make final decisions without a long
and decisive, but
Modest consensus is
'Dutch' debate, sometimes approaching
Flat hierarchies mandatory, as there are the danger zone of “over analysis."
many key players in the
Every opinion considered decision-making
process.
Cooperative
37
Benelux: different levels within the countries (Tier 1-3)

•high level of English spoken
•Few localizations required
•Netherlands used to be often chosen as Shared Services for European Countries
Country Overstated Stereotype Overstated Stereotype (contra) Ease of
(pro) impl. level
Consensus driven Not open to change Tier 2
Open minded Like to say No
Social Everyone involved in decisions
Flexible Level of higher free space required
Non-hierarchical Stubborn, arrogant
Inventive in proposing Ideas Too loud, assertive, too less focused
Direct Dutch openly strive for their goals/deal, and don't want
Taking initiative to hear the story about the others first
Assertive Higher absence (sickness days) then the rest of
Humour and political incorrect European countries
Difficult labour termination right
Pragmatic Disorganized Tier 3

Humour Level of bureaucracy and irresponsibly
Relaxed Difficult labour termination law
Small scale Monotonous, golden cage Tier 1

Consensus driven Lack of entrepreneurial mind
Open State looks after me
Multi lingual Lack of work force
Source: Martin Dvorak “Complexity of European Roll Outs” www.martindvorak.com
38
Germany: Ease of implementation Level: Tier 2

Style
In-depth approach
Hierarchy driven
Efficient
Well organized Hierarchy &
Consensus
Precise and exhaustive level
of detailed planning
Open and direct / tough German managers
strive to create a
Humorless, strict, harsh, perfect system. There
arrogant, aggressive and is a clear chain of Germans rely on logic but "tend to amass
command in each
vain. department and more evidence and labor their points more
information and
Submissive regarding
instructions are passed
than either the British or the French."
management down from the top.
Nonetheless,
Local work council thinking considerable value is
placed on consensus.
39
German Appearance and Reality
Appearance Reality
“on time” all the time Time is central to German culture
Very lengthy explanations Lay a proper foundation
Pace of business life is too slow Complete action chains and wish to be
thorough
Too private Not a melting pot society like the USA
Too much secrecy in German organizations Believe good procedures and process solve
most problems
Make things too complex when developing Life is complicated
ideas
Disagree with people openly and lack delicacy Frankness is honest
Rarely compliment subordinates on the job Perfectionists - Expect a job to be well done
Heavy, boring, not visual enough advertising Entertainment is an unnecessary distraction
40
German speaking countries: differences between the German speaking countries

•Common language and high level of English spoken
•Few localizations required (Tier 2)
•Germany often large Subsidiary of US due to economical and geographical power
Country Overstated Overstated Stereotype (contra) Ease of
Stereotype (pro) impl.
level
In-depth approach Exhaustive level of detailed planning Tier 2
Hierarchy driven Humourless, masters in moaning
Efficient Strict, tough, harsh, arrogant, aggressive, vain, cold
Well organized Submissive regarding management
Precise Local work council thinking
Open and direct
Easy going Not open to change Tier 2
Cozy Lack of engagement, masters in grumbling and being pessimistic
Comfortable Conflict avoiders
Social Lack of focusing on business
Employee friendly law Deliver on pressure not on deadline
Sloppy working attitude
Reliable High significance of money and status Tier 2

Hard working Indirect
Deliver on time Lack of humour and imagination
Stick to scope Vain
Polite Slow
Controlled Taking professional criticism often personally
Source: Martin Dvorak “Complexity of European Roll Outs” www.martindvorak.com 41
France: Ease of implementation Level: Tier 3

Style
Style and ingenuity
Charming
Positive attitude to life
Amicable working relationship Autocratic
Using logic
Good rhetoric French managers tend
to be autocratic and
Love independency paternalistic, with an
Endless discussions and impressive grasp of the
many issues facing
meetings with little results their company.
Too self-assertive Opinions of
experienced middle
When meeting with French, be prepared
condescending
managers and technical for a vigorous logical debate.
Level of nationalism / top staff may be dismissed.
down approach
Language barrier –
sometimes on purpose
42
French Appearance and Reality
Appearance Reality
Obstinate, always hold a different Stick to what they believe is right

opinion from each other
Think themselves are clever than The length and magnificence of their historical
anyone else achievements
Don’t like to speak foreign languages, French was once the internationally accepted
especially English language of diplomacy and spoken widely in four
continents. However, comeback is predicted due
to demographic evolution.
Overemotional Rarely abandon rationality
Talk too much at meetings Like to consider every aspect of a question

before making decisions
Cannot keep to an agenda Must go back and forth to balance their
decisions
Make poor team members A good education encourages them to go it
alone
Prefer ideas to facts Facts are not always as they seem. What is
wrong with exploring ideas?
43
Latin Countries: the bigger challengers for US implementations

•Different languages
•Medium to heavy localizations required (Tier 3-4)
•Completely underestimated by the US (i.e. Italian legal requirements)
Country Overstated Stereotype Overstated Stereotype (contra) Ease of impl. level
(pro)
Style and ingenuity Endless discussions and meetings with little results Tier 3
Charming Too self-assertive
Positive attitude to life Egocentric, Arrogant
Amicable working relationship Level of nationalism / top down approach
Warm, Friendly Hot-headed Tier 4
Open to change Machos
High level of passion Corruption
Positive attitude Mafia
Style and elegant Meetings can be misinterpreted as fights
Relaxed and energetic Problems are rather hided then solved Tier 3
Strong sense of belonging You need more people to clean the chaos
Individualism Organizational issues
Helpful Inefficiency
High level of contribution “Manana”
Warm-hearted Not punctual
Buoyant, temperamental Macho attitude
Smart, tolerant Difficulty to understand what deadlines mean
Sensitive Cannot take people too seriously – answers are not binding Tier 3
Gentle, calm, cozy Lack of innovation, unable to make decisions
Amusing Inconvenient, hypocritical
Cordial, cautious Bureaucratic, cumbersome
Like to celebrate Slow, chaotic
Social Melancholic
Live today, not tomorrow

44
Sweden Ease of implementation Level: Tier 2

Style
Functional team work
preferred
More freedom and more
responsibility
Planning and consensus
High level of self-control Primus inter pares
Reserved and friendly

Modest and conflict avoiders Swedish management
is decentralized and
High level of transparency democratic. The The Nordic countries often have entrenched
rationale is that better
Appointment driven informed employees opinions that they have formulated "in the long
Facts and statistics
are more motivated and dark nights," though they are reasonable
perform better. The
drawback is that
conversationalists. Swedes often have the most
Everyone involved in decisions can be wide-ranging discussions, Finns tend to value
decision delayed.
concision, and most Norwegians fall somewhere
There are no mistakes, only in between.
system failures
45
Nordics: similar languages and mentalities

•High level of English spoken
•Few localizations required (Tier 2)
•Often small scale subsidiaries from US companies
Country Overstated Stereotype (pro) Overstated Stereotype (contra) Ease of
impl. level
Subtly humour Cannot show emotions neither joy or misery Tier 2
Progressive Stiff
Liberal Silent
Modest Rediscuss decisions made (too much consensus)
Friendly Very silent Tier 2
Disciplined Difficult to approach
Honest Not so open
Work independently Smalltalk does not exist
Modern
Well educated
Open to technology
More women in management positions
No hectic or pressure but in the meantime hard working
Likeable Lack of politeness (impression only) Tier 2

Remain cool, regardless of the situation Get easily offended
Feel good Lack of communication
Comfortable
Friendly Level of distance Tier 2
Helpful Sarcastic
Direct and open Strong contrast between tradition and modernism
Sensitive Loose working attitude
Interested
Polite
46
Eastern Europe: the hidden challengers for US implementations

•Different languages
•Different working attitude
Country Overstated Overstated Stereotype (contra) Ease of
Stereotype (pro) impl. level
Kind Materialistic orientation Tier 3
Helpful Envious
Confident Dissatisfied
Determined Passive
Good sense of humour Xenophobic
Highly educated Inferiority complex
Still some level of corruption
Fast to learn Not willing to take responsibility Tier 3
Modest Unable to work independently
Intelligent To achieve a higher salary is more important then the project success
Fast to learn Taking the law as an excuse not to deliver Tier 4

Merchants Not solution orientated
Highly educated Know-it-all
Good sense of humour Language barrier Tier 3
Hospitable Careless
Jovial Pessimistic
Enjoy life
Profound
Motivated and hungry for Legacy of past impacts Tier 3
success
47
Middle East: Ease of implementation Level: Tier 3-4

Style
Great greenfield opportunities
Official law, daily law, no law
Curious
Restrained Nepotism
Unpredictable In Latin and Arab
countries, authority
Contradictory
is concentrated in
Unspoken rules the chief executive, Westerners want to be fair, but just; Arabs want to be
and family relations just, but flexible.
Constant alert
are very important, The West believes in organizations and institutions;
No show up in meetings with ubiquitous Arabs believe in people (guided by God).
Unreliable (deadlines, sign nepotism. Westerners in principle wish to modernize. Arabs
offs) – things take time strive to find a way of adopting modern modes of
behavior without disrupting the traditions they value.
No equality (gender, local, When negotiating, Westerners try to find logical
GCC, expat, labor law, Kafala) conclusions, whereas Arabs use personalized
arguments, appeals and persistent persuasion.
48
The rest of Europe and Middle East: the underestimated challengers for
US implementations
•Different languages and fonts (Greek, Hebrew, Arabic)
•Unknown areas
Country Overstated Stereotype Overstated Stereotype Ease of impl.
(pro) (contra) level
Polite Money driven Tier 4
Family honour Country of contrasts
Open to apply western standards Too many unspoken rules "ayip"
Helpful High level of adrenalin
Generous Aggressive
Hospitable Macho
Lack of understanding European mentalities
Smart Special requirements Tier 4

Very friendly and lively Different from the rest
High level of discussion Level of control
Easy going Organizational issues Tier 5

Friendly Discipline
Generous Commitment to deliver
Being punctual
Highly educated, mostly in US or UK Constant surveillance Tier 3
High level of collective intelligence due Not keeping scope Tier 4
to large portion of expats. Constant change of what was agreed
Open to modern business methods Lack of empowerment for non locals
while keeping the tradition. Status of law
Fast change / can do approach Harsh punishments
49
Understanding Oracle E-Business Suite Localizations (Doc ID 1478018.1)
What is a Localization?
Localization is the process of developing application specific functionality designated to
certain regions or countries. It is a functional enhancement to Oracle Applications,
developed by an Oracle subsidiary or International Applications Development, to meet a
legal or business requirement of most customers in a given country.
An example of localization is the adjustment of the standard financials functionality of

Oracle E-Business Suite to suit the legal and tax requirements for each country. The
localized functionality is described in the Country-Specific Financials User Guide for each
region.
There are 3 types of Localizations:

• Product Localizations: Delivered in the standard product by Oracle Applications
Development
• Add-on Localizations: Delivered by the Regional Field Centers (Add-on Localization
Teams) via My Oracle Support
• Partner Localizations: Delivered by partners including ISVs and system integrators
What is a Regional or Shared Localization?

A Localization required by two or more countries. They have been called Oracle Family
Packs. From Oracle R10.6 onwards, direct enhancements to core product were called
Globalizations in order to meet global requirements.
50
Globalization
Globalization is the process of designing and deploying software that meets the needs of a
global enterprise via Internationalizations, Translations and Localizations. While
Internationalization and Translations involve national language support and UI translation
strategies, Localizations focuses on the business processes to meet the statutory, legal, and
cultural practices of a given locality. In Oracle E-Business Suite, this is achieved through
national and regional extensions called "country-specific functionalities" or "Localizations".
Because localization functionalities are all compatible with each other, installation of all
required country-specific functionalities results in a globalized implementation.
Globalization Guide for Oracle Applications Release 12 (Doc ID 393861.1)

Provides more details regarding National Language Support (NLS), Multiple Language
Support (MLS), Unicodes, Date and Number Formatting, lightweight MLS feature, Oracle
Applications Internationalization Architecture, NLS related profile options and values,
Customizing, Translating, Troubleshooting, Appendix B: Oracle Applications Locale Data –
Languages, Client Character Encodings and IANA Encodings, Client Character Sets and
Native Client Encodings, Territories: The asterisk (*) marks territories that are supported in
12.2.2 and later such as Bosnia and Herzegovina*, Iran* and Malta*.
The Oracle Applications Globalization Guide, provides key information for using Oracle
Applications in global organizations.
51
Product Localizations
Product Localizations are standard product features and are installed when you run Rapid
Install. You simply need to license those you wish to use; this can be achieved from Rapid
Install during the initial install, or from License Manager in Oracle Application Manager at a
later stage. Some countries do not have Product Localization features either because the
standard product is able to meet the local requirements, or because those requirements are
beyond the scope of Oracle’s current Product Localizations offering.
Product Localizations are available for Asia Pacific, Europe, Americas, China and India. They
are divided into four main categories:
• Regional Localizations (JG)

• Asia/Pacific Localizations (JA)
• European Localizations (JE)
• Latin America Localizations (JL)
In general, the legal requirements apply to countries located on a particular region. Those
functionalities are included in the localizations available for the region where the country is
located. For example, if you want to install the localization for Argentina, then Latin American
Localizations (JL) will be activated, In addition, there are other legal requirements that are
common for several countries. Those "shared functionalities" are included in the Regional
Localizations (JG). JG is automatically activated for any country that require localizations.
The main sources of information for Oracle E-Business Suite Localizations are:
• Release 11i: 67101.1 -> 1478018.1: Global Financials Product Documentation (11i)
• Release 12: 973912.2: E-Business Suite Globalization Center
52
Add-on Localizations
Add-on Localizations are additional localizations delivered by regional field centers.
They are installed as extensions to the standard product and may require special
configuration instructions. This type of localizations can't be activated from Rapid Install
nor License Manager. Instead, they are installed via special patches and manual steps
posted in My Oracle Support articles. Add-on localizations are available to all
customers at no additional cost and are considered as "Service Deliverables". Add-on
localizations are released on a country by country basis.
Please consult the following document for more information:
• 429042.1: Introduction to Add-On Localizations for R12
Note: If a country is listed in the above note, then it is assumed that Add-On Localizations are
available for that country.
Partner Localizations
Partner Localizations are delivered by partners including ISVs and system integrators.
This type of localizations are not activated or maintained by the standard products
included in Oracle E-Business Suite. Please contact your local partner for additional
information.
53
Release 12
• The Oracle Release 12 has different localizations manuals grouped in the section
Global Financials. This has been consolidated into guides covering Americas,
Asia/Pacific, Europe, India and international public sector financials. The country
specific installation supplement remained as in Release 11i.
• Since for European countries the core applications in Release 12 manage many
features that were previously managed at the regional and country level, the single
country guides have been consolidated into the Oracle Financials for Europe User
Guide and have been made as Country Specific Feature Data Sheets in the E-
Business Suite Globalization Center (Doc ID 973912.2)
• The localizations are now visible per applications modules such as General Ledger,
Payables, Receivables and Assets. There are separate sections for the Regions such
as feature changes between Release 11i and Release 12, VAT and Statutory
Reporting. Related Guides such as the Tax Guides show country specific tax
requirements.
….so
Where do we start…
searching in Oracle Support?”
54
Upgrade Advisor: E-Business Suite (EBS) 11i Upgrade to 12.2 (Doc ID 1614508.1)
• Evaluate -> Globalizations
55
E-Business Suite Globalization Center (Doc ID 973912.2)

• Introduction
56

• Internationalization
57

• Translation
58

• Localization: Country specific data sheets and Add-On Localization at the bottom left corner
59
European R12 Localization – Country Specific Feature Data Sheets

• E-Business Suite Globalization Center (Doc ID 973912.1)
For those countries where

localizations are only available
within Oracle Fusion, you can
use for some legal and
statutory requirements or
business practices DFF’s in
Oracle EBS R12. For example
in Qatar.
60
Country Sheet Sample: Germany
61
Country Sheet Sample: Germany
62
German Localization –with patch sets: Product Short Name is CLE, Product Code is 1713 for EMEA
• R12 EMEA Add-on Localizations - Germany [ID 412792.1]
63
E-Business Suite Financials Legislative Updates Center (Doc ID 871204.2)

• The Legislative Update Center Tab in E-Business Suite Globalization Center (Doc ID 973912.2) opens a
new Doc ID 871204.2
64
E-Business Suite Globalization Center (Doc ID 973912.2) European Union

• Legislative Update Center – E-Business Suite Financials Legislative Updates Center (Doc ID 871204.2)
65

• Legislative Update Center – E-Business Suite Financials Legislative Updates Center (Doc ID 871204.2)
• Example: France
66
R12 Documentation via OTN

• Latest Oracle Application Documentation -> Web Library
67
R12.2 Documentation Library -> http://docs.oracle.com/cd/E26401_01/index.htm

• For Localizations, select the Financials and HCM Tabs
68
R12.2 Documentation Library

• Oracle Financials Localizations, i.e. Europe User Guide Release 12.2: Part No. E48767-04 (2015/09)
69
R12.2 Documentation Library

• For HCM Localizations, such as Payroll, Benefits an Compensations.
70
These are not the latest Localization Guides – use the link from OTN within Oracle Support
• Online Documentation – E-Business Suite Documentation – Release 12.2.2 Documentation
71
R12+ Add-on Localization Introduction Note - Doc ID 429042.1
72
EBS Localizations Delivery Model
73
Oracle E-Business Suite Release 12.2 Information Center (Doc ID 1581299.1)

• Navigates you to E-Business Suite Globalization Center (Doc ID 973912.2) and the E-Business Suite Financials
Legislative Updates Center (Doc ID 871204.2).
74
Considerations
• Oracle Localization Guides
• Oracle Localization Quality
• Technical Skills to support European Rollouts
• Currencies and SEPA
• New Payment Standard ISO20022 affects payment formats
• Roll out plan (big bang vs. staged roll out)
• Language skills of the delivery team
• GAE in R11i – SLA in R12 replaces Global Accounting Engine
AX
• EBTax (VAT rules not yet harmonized in Europe)
• SAB 101 Revenue Recognition Rule
• VAT Compliance Issues
• Commissionaire Accounting
• Increased Governance, Risk and Control Restrictions
75
Where to find information in My Oracle Support

My Oracle Support Links
Country Add-on Localization Notes

• Details on Country Add-on Localization, Links to Patches
and Documentation
Country Localization Datasheets

• Comprehensive overview of both Add-on and Product
• Localizations
Product Localization Notes
76
Localizations – where to find Training for Localizations: Doc ID 807319.1
Module Country Subject
Oracle Various 12.2: Implement and Use Internationalization

Internationalization
and Translation
Oracle Assets UK 12.2: Implement and Use Assets - UK Local Authority Revaluation and Impairment
Oracle Bill UK 12.1.1: Oracle Bill Presentment Architecture and European Localizations Functional
Presentment Overview: UK Reverse Charge VAT
Architecture
Oracle Cash UK 12.2: Implement and Use Cash Management - UK Bank Account Validation
Management
Oracle Financials for IT, SP, 12.1.1: Oracle Financials for Europe Functional Overview: Enhanced Report Extracts
EMEA PT, EU Oracle Financials for Europe Functional Overview: Italian Annual Customer and Supplier
Listing
12.2: Implement and Use Financials for EMEA - Italian Invoices Above Threshold Report
Implement and Use Financials for EMEA - Portuguese Billing Software Certification
12.2.3:Implement and Use Financials for EMEA - Enable EMEA Tax Reports for Reverse
Charge
12.2.4: Implement and Use Financials for EMEA - Italian Polyvalent Declaration
12.2.5: Implement and Use Financials for EMEA - Italian B2G Electronic Invoicing
Implement and Use Financials for EMEA - Spanish B2G Electronic Invoicing
77
Localizations – where to find Training for Localizations: Doc ID 807319.1
Module Country Subject
Oracle Payables South 12.1.1: Oracle Payables Functional Overview: Calculation Points for Withholding Tax
EU
Oracle Payments EU 12.1.1: Oracle Payments Functional Overview: Positive Pay File with Additional Parameters
Oracle Payments Functional Overview: SEPA Credit Transfer Initiation Messages
Oracle HRMS RO 12.2: Implement and Use Human Resources - HRMS EMEA Romania Localizations
Localizations
Oracle Human South 12.1.3: Implement and Use HCM - Separation Certificate and Withholding Tax Report for
Resources EU Termination
Implement and Use Human Resources and Self-Service Human Resources
Oracle Payroll EU 12.1.2: Implement and Use Oracle Payroll: Enhancements in EMEA Localizations
12.1.3: Implement and Use HCM - Separation Certificate and Withholding Tax Report for
Termination
Implement and Use Payroll - EMEA Localization Enhancements
12.2: Implement and Use Human Resources & Payroll - EMEA Localization Enhancements
Oracle Supply Chain EU 12.1.1: Oracle Supply Chain Globalization Functional Overview
Globalization
78
From the original R12 intention to increase the efficiency of shared services and
single database operations with streamlined processing, reporting, and access
across operating units….. , centralization, control and flexibility…..
Drive
Shared
Shared Services Service
Single
Global
Center Database
with R12
Financial
Management
Initiatives
Org 1 Org 2 Org 3
Examples: Payables, Purchasing, Collections, HR

Centralized architecture, accounting model (SLA), tax engine, bank model and Intercompany
2004 (11.5.10) – 2016 (12.2.5) Challenges

• European Languages
• European Currencies
• Different Legal, Tax, Compliance, Data Protection and Statutory Requirements
79
Recap: Global Financial Management enabled by Multi-Org Access

• Increase the efficiency of shared services and single database operations
• Streamline access, processing and reporting across operating units
Belgium Holland Denmark

Perform multiple Legal Entity Legal Entity Legal Entity
tasks across
operating units (OUs)
without changing Belgium Holland Denmark
responsibilities Operating Unit
Operating Unit Operating Unit
Single Responsibility
• Define and manage OUs from a central location

• View and manage customers across OUs
For Example: • Enter and pay invoices across OUs
• Receive goods across any OU
• Negotiate with suppliers for your enterprise, not just your OU
80
Recap: Subledger Accounting

• Increase the efficiency of shared services and single database operations
• Streamline access, processing, and reporting across operating units
• Ensure both corporate

Ledger A visibility and local
compliance by
US GAAP
US COA automatically creating
US Calendar accounting for all legal
Single subledger USD entities
Dr Cr
transaction (e.g. • Simplify inter-account
invoice, payment) reconciliation for key
Subledger
can create multiple Transaction business flows such
Ledger B
accounting entries as procure-to-pay or
French GAAP/IAS order-to-cash
Plan Comptable
French Calendar • Streamline reporting and
EUR inquiries by leveraging a
common and consistent
data model across all
subledger applications
81
Recap: General Ledger: Ledger Sets

Increase the efficiency of shared services and single database operations
Streamline access, processing, and reporting across operating units
Must Share:
Ledger Set Chart of Accounts
Calendar
Ledger C
US GAAP
US COA
Ledger B Ledger A US Calendar
US GAAP Defined by 4 C’s: USD
French Rules
Plan Comptable US COA • Accounting
French Calendar US Calendar Convention
EUR EUR • Chart of Accounts Ledger D
• Calendar US GAAP
• Currency US COA
US Calendar
GBP
Ledger Set Benefits:
• Cross/Multiple Ledger processing and reporting
Reporting Currency
• Data and definitions that can be shared and secured
• Native support for multiple accounting representations
82
Recap: Centralized Global Tax Engine (E-Business Tax)

• Less Complex Global Tax Compliance
Transactions
Purchasing
Parties
Single Interface for Transactions
Payables Places
Calculate
Determine Applicable Tax Status Taxable Tax
Products Regimes Taxes & Rate Basis Amount
Sales Orders
Processes
Transparent Integration with Tax Partner Services
Receivables
… Tax
Transactions
Taxes,
Rules
83
General Ledger
• Migrations / Re-implementations: Ledger Concept in R12 replaced SOB R11
European and Middle Eastern Considerations Ease of Ease of

implemen- reconci-
tation level liation
level
-Chart of accounts might be dictated by Government or global chart of Tier 2 Tier 3
accounts is missing local requirements.
-Currency issues, i.e. requirement of foreign exchange daily loader
program
-Profile Values
-Legal and statutory reporting requirements
-Payroll interfaces from feeder systems if Oracle HR is not in place
-Extracts to Corporate reporting systems such as Hyperion
-Define Consolidations, i.e. requirement to have in addition to USGAAP or
IFRS a local set of book, for example HGB
-VAT Reports
-Customized Trial Balance
-Autopost Criteria
-Tax Calculation Options
-Document Sequencing
84
Payables
• Payment Module in Release 12 – challenge for technical migrations

implemen- reconcili-
tation level ation level
-Payment Formats and Programs Tier 2 (R11i) Tier 2
-EFT Payment files for local banks
-XML templates need customization – cannot be used out of the box (i.e. SEPA) Tier 4 (R12)
-ISO20022 standard affects payment formats (i.e. new ESR in Switzerland in 2018)
-PPR (name) visible in all organizations -> agree on naming conventions
-Profile Values – required for each operating unit
-Bank Accounts (issues with migrated bank accounts – new banking / access rules)
-Credit Cards
-Complex Payment Terms
-VAT and VAT Reports
-Tax codes, assignments and recovery rules (issues with migrated tax regimes. Requires
additional manual post migration steps and patches.)
-Supplier Conversion Standards
-Localized Remittance Advice (out of the box solutions need enhancements)
-Localized aging buckets
-Withholding tax and tax calculation options
-Special calendars such as recurring calendars
-Tax Reporting Entities
-Lookups, i.e. different pay groups such as domestic and foreign pay groups
-Bank Charges
-Work structure locations (HR)
85
Receivables
• Migrations / Re-implementations: Advanced Collections, iReceivables

implementation reconcili-
level ation level
-Tax Codes Tier 4 (Advanced Tier 4
-Transaction Types and Auto Accounting Collections)
-Local Invoice Formats
-Local Payment Slips for Cash Invoices Tier 2
-Local Dunning letters (out of the box solutions need enhancements) (iReceivables)
-Customer Data interfaces from feeder systems
-Revenue interfaces from feeder systems
-Customer Chargebacks customizations
-VAT Reports, i.e. in Discoverer
-Customer Statements
-Profile Options – required for each operating unit
-Address Flexfields – different formats in Europe and Middle East
-Quick Codes (customer class, invoice types, etc.)
-Payment Terms
-Invoicing and Accounting Rules, i.e. 12 month even spreads
-Transaction Sources
-Receivables Activities, i.e. Accounting Rules for Adjustments
-Receipt classes, i.e. cash or direct debit
-Aging buckets and statement cycles
86
Cash Management
• Migrations / Re-implementations: Banking Concept in Release 12
European and Middle Eastern Ease of Ease of

Considerations implementation reconciliation
level level
-Bank Codes Tier 1 (re- Tier 5
-File Formats implementations)
-Different electronic bank statements
-Interfaces to 3rd banking software systems, Tier 2 (technical
i.e. ELBA migrations)
-Middle East not SEPA ready and behind
standardizations (ISO20022)
-Interfaces from Direct Debit payments
-Automatic receipt creation customization
-Single bank account shared by organizations /
multiple operating units
-Advantage when Shared Services
-Disadvantage when operated per organization
87
Purchasing
• Buyer Work Centre

level ation level
-Purchase Order lay out and format Tier 3* Tier 1
-Approval workflow
-Minimal Inventory set up required when items are
used
-Locations
-System Profiles required for each operating unit
-Categories for Items
-Job groups and levels for approval matrix
-Approval groups and assignments
-Expense charge account rules
* Depending on chosen purchasing approval hierarchy, i.e. Jobs or Position based set up and also if workflow
is customized or AME (Approval Management Engine) is used.
88
Assets
• Few enhancements in Release 12 – low impact on technical
migrations or re-implementations

Considerations imple- reconci-
mentation liation
level level
-Tax books (sometimes multiple tax books Tier 2 Tier 2
used, i.e. one statutory and one internal)
-Account generator workflow
-Customized Asset reports such as Asset
Movement and enhance Asset Register
(“Anlagenspiegel”) still required to customize
or to develop
89
Internet Expenses
• Some legal requirements are difficult to implement
• Plan your Expense Report Templates carefully

Considerations imple recon
mentation ciliation
level level
-Different Per diem policy schedules Tier 3 Tier 1
-Different mileage schedule
-Different vehicle allowance laws
-Different meal policy schedules
-VAT and Tax considerations for Expense
Report Templates
90
Human Resources
• Payroll, Allowances, Company Loans
European & Middle Eastern Considerations Ease of Ease of
level ation level
-Different legal and statutory requirements for payroll Tier 4 Tier 2
process (every European country)
-Overtime handling
-Middle East: pending on local / GCC / Arab / non Arab,
education, family and marital status
Payroll outsourcing
-Transportation Allowance options are often
-Social Allowance considered by US
-Housing Allowance (relocation, temporary housing)
-Marriage Benefits
companies for their
-Furniture Allowance / Car Loan / Salary Advance Loan subsidiaries in
-Burdens of Life Company Loan Europe and Middle
-Water and Electricity Allowance
East.
-Nature of Work Allowance
-Incentives, Enrollment Incentives
-Supervision, Delegation, Shift, Cashier Allowance
-Hazard Allowance
-Phone Allowance
-Leave Allowance
-Schooling Allowance
-Medical Treatment
-Financial Loan
-Airline Tickets
91
Financial Reporting with XML Publisher

• Nearly 400 Modifiable Formats
• Enhancements required for SEPA and Direct Debits – out of the box solutions cannot
be deployed without customization
Product Formats Product Formats
Assets 22 IT Audit 2
Cash 3 Loans 6
Collections 15 Payables 9
Common
10 Payments 120
Modules
Financials
Consolidation 21 Public Sector 6
Hub
General Ledger 14 Receivables 10
Globalizations 92 Subledger Accounting 17
Internal
Controls 25 Tax 23
Manager
92
Common European Set ups and Reports
Setting up VAT Reporting: Set up legal entities, Set up tax profiles, Set up tax
registrations, Set up tax regimes, Set up tax codes and rates, Define VAT
Transaction Types and assign them to tax codes (define lookup codes for different
transaction types), Define reporting entities, associate the tax calendar, define
allocation rules and record VAT register information. Document Sequences. EMEA
VAT Selection Process, EMEA VAT Allocation Process, EMEA VAT Allocation Listing,
EMEA VAT Allocation Errors Report, EMEA VAT Final Reporting Process, EMEA
VAT: Summary All Extract. ECE Payables VAT Register Unpaid Invoices Annex, ECE
General Ledger VAT register, EMEA VAT: Audit GL Extract, ECE Payables VAT
register, Self Invoices, EU Purchase VAT Register, EU Sales VAT Register, Self
Invoices Purchase Register, EMEA VAT: Audit AP Extract, EMEA VAT: Journal AP
Extract, EMEA VAT: Summary AP Extract, EMEA VAT: Audit AP Non TRL Extract,
EMEA VAT: Turnover AP Non TRL Extract, Self Invoices Sales Register, Customs
Bills, ECE Receivables VAT Register, Regional Dunning letter, EMEA VAT: Audit AR
Extract, EMEA VAT: Journal AR Extract, EMEA VAT: Summary AR Extract, EMEA
VAT: Audit AR Non TRL Extract, EMEA VAT: Turnover AR Non TRL Extract, Regional
Fixed Assets Register Report, Statutory Asset Ledger Report, Statutory Asset Cost
Detail report, Statutory Asset Reserve Detail report
93
Norway, Finland, Germany, Austria and Switzerland Specific Reports

•GL, AP, AR, FA - Tier 1 and Tier 2 Countries
• Norwegian Government EDI reporting (GEI) functionality
• Norwegian VAT Reconciliation
• Finnish Payables Account by Detail report
• Finnish Deferred Depreciation Expense report
• German Payables VAT Reconciliation Detail Report
• German Payables VAT Reconciliation Detail report
• German VAT for on account receipts
• German VAT for On-Account Receipts report
• German Z-Reports (Meldungen für Aussenwirtschaft)
• German Anlagenspiegel
• Austrian HGB Anlagenspiegel
• Austrian VAT Reconciliation Report by Tax Code
• Austrian VAT Reconciliation Report by Tax Account
• Swiss Payables VAT Report
94
Belgium and Croatian Specific Reports

• GL, AP, AR, FA
• Tier 3 Countries
• Belgian VAT Allocation Rule

• Belgian VAT Monthly VAT Preparation report
• Belgian VAT Annual Declaration Process report
• Belgian VAT Annual Return Report
• Belgian VAT Annual Audit Report
• Belgian VAT Purchases Journal
• Belgian VAT Sales Journal
• Croatian Vendor Invoice Tax Report
• Croatia Customer Invoice Tax report
95
Portugal Specific Reports

• GL, AP, AR, FA
• Portuguese General Ledger Detail Trial Balance Report

• Portuguese General Ledger Summary Trial Balance Report
• Portuguese General Ledger Results Trial Balance Report
• Portuguese General Ledger Begin Year Trial Balance Report
• Portuguese General Ledger End Year Trial Balance Report
• Portuguese Periodic VAT report
• Portuguese Annual VAT report
• Portuguese Payables Taxpayer ID Exception report
• Portuguese Suppliers Recapitulative Extract File
• Portuguese Suppliers Recapitulative Report
• Portuguese Suppliers Recapitulative report and Extract File
• VAT Allocation Rule
• DFF for Receipt acknowledgment designation. Valid values are Yes or No.
• Receipt Acknowledgment Letter
• Portuguese Receivables Taxpayer ID Exception report
• Portuguese Customers Recapitulative Report
• Portuguese Customers Recapitulative Extract File
• Portuguese Customers Recapitulative Report and Extract File
96
Poland, Hungary, Czech Republic and Turkey Specific Reports

• GL, AP, AR, FA
• ECE* General Ledger VAT register

• ECE* Payables VAT Register Unpaid Invoices Annex
• ECE* Payables VAT register
• Hungarian Payables Invoice Aging report
• Regional Invoice Format
• ECE* Receivables VAT Register
• Hungarian Asset Movement Schedule
• Hungarian Accumulated Depreciation Movement Schedule
• Hungarian Depreciation Analysis report
• Turkish Trial Balance Report
*ECE: Doc ID 1490178.1 Development decided that the ECE Payables VAT Register, ECE GL VAT Register and ECE
Receivables VAT Register are supported for Poland, Hungary and the Czech Republic.
97
France, Czech Republic and Israel Specific Reports

• GL, AP, AR, FA
• French DAS2 file
• French DAS2 Verification Report
• French DAS2 Type 210 Updates Report
• French DAS2 Consultant Letters
• French Receivables Bank Remittance
• French Deductible VAT Declaration report
• French Deductible VAT Declaration Report
• Czech Regional Invoice Format
• Israeli Withholding Tax Detail/Summary Report
• Israeli Withholding Tax File Form 856
• Israeli Withholding Tax Reconciliation report
• Israeli Withholding Tax Annual Certificate to Vendors report
• Israeli VAT AP Detailed
• Israeli VAT Files - Related to 835 and Not Related to 835
• Israeli VAT Summary Declaration to Tax Authorities
• Israeli VAT AR Detailed Report
98
Spain Specific Reports

• GL, AP, AR, FA
• Spanish Modelo 190
• Spanish Input VAT Journal report
• Spanish Payables Inter-EU Operations Summary Data Extract (Modelo 349)
• Spanish Payables Operations with Third Parties Data Extract (Modelo 347)
• Spanish Payables Canary Islands Annual Operations Data Extract (Modelo 415)
• Spanish Inter-EU Invoices Journal report
• Spanish Inter-EU Invoice Format (Documento Equivalente)
• Spanish Operations with Third Parties Magnetic Format (Modelo 347)
• Spanish Inter-EU Operations Summary Magnetic Format (Modelo 349)
• AutoInvoice importing invoices. DFF for Rental location.
• AutoInvoice importing invoices. DFF for the correction year and correction period
• AutoInvoice importing invoices. DFF for property location.
• Spanish Periodic Modelo Reports
• Spanish Output VAT Journal report
• Spanish Receivables Inter-EU Operations Summary Data Extract (Modelo 349)
• Spanish Receivables Operations with Third Parties Data Extract (Modelo 347)
• Spanish Receivables Canary Islands Annual Operations Data Extract (Modelo 415)
• Spanish Annual Modelo Magnetic Format Report
• Spanish Canary Islands Annual Operations Magnetic Format (Modelo 415)
99
• Polish General Ledger Journal Entry Report

Poland and Italy • Polish General Ledger Trial Balance Reports
Specific Reports • Polish Supplier Statement
• Polish AutoInvoice importing invoices. DFF for Bank Account Number.
• GL, AP, AR, FA • Polish Regional Invoice Format

• Polish ECE Receivables VAT Register
• Tier 4 Countries • Italian Payables Withholding Tax Letter
• Italian Remittance EFT Format
• Italian Annual Supplier Listing, Italian Annual Customer Listing
• Italian Exemptions
• Italian Payables Exemption Limit Manager
• Italian Annual Supplier Listing report
• Italian Purchase VAT Register
• Italian Payables Purchase VAT Register Annex
• Italian Payables Sales VAT Register (Self Invoices, EEC, VAT)
• Italian Payables Sales VAT Register Annex (Self Invoices, EEC, VAT)
• Italian Payables Summary VAT Report
• Italian Payables Exemption Letter Process, Italian Payables Exemption Letter Register
• Italian Supplier Exemption Limit Consumption report
• Italian Payables Exemption Limit Declaration report
• Italian Annual Customer Listing report
• Italian Receivables Sales VAT Register report, Italian Receivables Sales VAT Register
Annex
• Italian Receivables Deferred VAT Register report, Italian Receivables Deferred VAT
Register Annex
• Italian Statutory Headings Report
• Sequence Numbering
100
Greece Specific Reports

• GL, AP, AR, FA - Tier 5 Countries – most difficult to implement
• Greek Fiscal Trial Balance Report, Greek Fiscal Trial Balance File
• Greek General Ledger Trial Balance Report, Greek Statutory Trial Balance Report
• Parent Account Structure such as class, sub-class and group
• Cutoff Rules
• Supplier / Customer turnover rules
• Greek Payables Supplier Turnover Listing and Greek Payables Supplier, Turnover File Format
• Greek Receivables Customer Turnover Listing and Greek Receivables Customer, Turnover File Format
• DFF for public sector company Reporting. Valid values are Yes or No.
• DFF for Receipt acknowledgment designation. Valid values are Yes or No.
• Receipt Acknowledgment Letter
• Greek Statutory Headings Report
• The 15-Day Posting Rule, The 15-Day Posting Rule, 15-Day Posting Rule Exceptions
• Accounting Sequence Numbering
• Analytical Accounting
• Investment Law (EPENDYTIKOS NOMOS) and Commitment (DESMEYSEIS) Storage
• Company Statutory Information Storage, Company Statutory Report Headings Report
101
Data Protection
• Has becoming an issue for certain branches and countries
Country Link
EU Directives http://ec.europa.eu/justice/data-
protection/index_en.htm
Data Protection Guides per http://ec.europa.eu/justice_home/fsj/privacy
country /guide/index_en.htm
Estonia http://www.aki.ee/en/inspectorate
Greece www.dpa.gr
United Kingdom https://ico.org.uk/
Latvia www.dvi.gov.lv/
Lithuania www.ada.lt//
Austria www.dsb.gv.at/
Poland www.giodo.gov.pl/en/
Slovakia www.dataprotection.gov.sk
102

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Complexity of European and Middle East Rollouts of the Oracle E-Business Suite

Session ID: 10003

Complexity of European and

International Management Challenges

Compliance Mandates Competitors & Technology

Customers & Employees Suppliers

To Meet These Challenges, Businesses Must…

 Think Globally to make the right decisions

 Work Globally to be more productive

 Manage Systems Globally to lower cost

Three Global Challenges we are facing today and in the future

IT and Business often Global surveillance Negative impact: resulted in an environment

“…todays employees ….therefore ….therefore

….and how about Europe?

….and the Middle East?

Large Roll outs – major causes of project failures

Large Roll outs – causes and effects of project failures

Source courtesy of Calleam Consulting Ltd.: http://calleam.com/wp-content/uploads/components-in-failure1.png

Large Roll outs – common pitfalls in ERP rollouts

Large Roll outs – common pitfalls in cross cultural collaboration

•Influencers of your interactions in an organizational context:

…. diversity enables companies to solve the hardest

What do the cultural types mean?

Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com

Explaining cultures of the world through the Lewis Model

Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com

Explaining cultures of the world through the Lewis Model

You must also

Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com

Natural Similarities of more linear active countries:

Block Membe Common aspects Deviations

Natural Similarities of more multi active countries:

Ease of implementation Level: Tier 1 (easy) – Tier 5 (most difficult)

Historical resistance towards Oracle EBS in Europe?

• SAP No 1 in Europe and strongest market

How does a ERP Rollout kick off meeting begin?

Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com

How to translate British English…..

•Global Project Manager during kick-off:

•Local UK Project Manager responds: “I

•Local UK Project Manager means: “I

•What the kick-off participants

How to deal with the cultural shock?

How are objectives negotiated?

USA Latin America Japan

Remember: the tongue can lie, but the body cannot.

Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com

Conclusions and Recommendations for Large Roll Outs

You must be able to read Ask questions until Any meeting

European Union – what about Globalizations, Localizations, add-on

• Check what’s needed in your project and what’s available.

• Review Country Localization Datasheets

Localizations – where to start in My Oracle Support

A chart to show different communication and negotiation styles

Source: Richard D. Lewis "When Cultures Collide“ www.crossculture.com

Starting with the head office…

Characteristics Leadership Communication Style

UK, IRL: Ease of implementation Level: Tier 1