17/04/2020

OUTSOURCING
PRACTICE
REVIEW
 GI BPO ADVANCED OUTSOURCING
AGENDA.

1 2020 FEBRUARY GLOBAL OUTSOURCING

FIGURES

2 SUSTAINABLE BUSINESS MODEL (2020 Target 1)

UPDATE (FEB 2020)

3 HOW TO MANAGE THE 2ND FACE OF COVID-19.

OUTSOURCING STRATEGY TO RECOVER.

2 GI BPO OUTSOURCING
1. 2020 FEBRUARY GLOBAL OUTSOURCING
FIGURES

3 GI BPO OUTSOURCING
1. 2020 FEBRUARY GLOBAL OUTSOURCING FIGURES
• Outsourcing is growing +14,2% with respect to 2019 in revenues and +11,1% in GP.
Experience in the execution of KYC Procedures GLOBAL
• We are over budget +10,3% in revenues +10,4% in GP, and +61,81% in EBITDA.
and application of risk rules in contracting for all
• Except Poland and Romania,
customer segments. all the Outsourcing Community are over budget in GP.
Application of technology in all phases of the
• We forecast that March also is going to be a good month. However in March we will begin to
process.
suffer the collateral Efficientof
effects evolution.
Coronavirus, and Outsourcing figures will decrease.
YTD - FEB
Pioneer team in the implementation of Due
Delta vs Delta % Delta %
Diligence Process for all the target
PY of contracts
ACT BDG Delta vs PY
BDG vs PY vs BDG
of a financial institution
Total Group Outsourcing Practice Revenues 18.152.530 20.724.729 18.782.556 2.572.199 1.942.173 14,2% 10,3%
    Gross Profit 2.486.596 2.761.713 2.501.508 275.117 260.204 11,1% 10,4%
    Gross Margin % 13,7% 13,3% 13,3% 10,7% 0,0%   
DELTA vs Act- Feb DELTA vs Bdg - Feb
Act- Feb 2019 Bdg - Feb 2020 Act - Feb 2020
Ebitda 2019 2020
Adjusted Value % Value % Value % Value % Value %

Group 1.113 6,14% 771 4,11% 1.248 6,00% 135 12,13% 477 61,81%

4 GI BPO OUTSOURCING
2. SUSTAINABLE BUSINESS MODEL.
(2020 TARGET 1).

5 GI BPO OUTSOURCING
 2 - BUSINESS MODEL IMPLEMENTATION
STRATEGIC PILLARS - COLLABORATION WITH FUNCTIONS & COUNTRIES
• We are going to include all the information about Outsourcing model in a similar scheme as
Wyser, following the CANVAS model and strategic pillars.
• The level of collaboration with the Global Functions is different.
• Our target is to present the Outsourcing model to the Steering Committee in July.
• We are waiting for a person from Business Innovation to help us with the processes.

BUSINESS MODEL PILLARS

Global Practice Regional Managers,
Country Managers,
People Business Managers
Value People &
& Information
Information
Value Proposition
Proposition Organization
Processes
Processes Data
Data Model
Model Technology
Organization Technology

Finance
Finance and
and Information
Information
Innovation
Innovation &
Marketing
Marketing Human
Human Resources
Resources Change
Change
& Business
Business communication
communication Local Functions
Intelligence
Intelligence Technology
Technology (ICT)
(ICT)

Global Functions
BUSINESS PARTNERS
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19
OUTSOURCING STRATEGY TO RECOVER.

7 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER.

1ST PHASE:

1. PRESERVE THE HEALTH OF OUR WORKERS (INTERNAL & EXTERNAL)

2. BUSINESS CONTINUITY PLAN.
• SUCCESS CASE OF DSV SPAIN.
• SUCCESS CASE OF “CIVIL CONTRACTS” IN POLAND.
• SUCCESS CASE OF BACK OFFICE MOVEMENT TO WORK AT HOME.
3. BUSINESS MITIGATION PLAN.
• “TECHNICAL UNEMPLOYMENT” PLANS IN SEVERAL COUNTRIES.
• CUT DIRECT COSTS AND OPERATIONAL COSTS.
4. DAILY CONTROL OF PRODUCTIVITY AND FIGURES.

8 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER.

1ST PHASE CONCLUSIONS:

1. In Outsourcing the impact of COVID-19 crisis is harder tan initially planed.

2. The main impact affected to the core countries of Outsourcing: Italy, Spain,
Brazil and Poland. Therefore the Global impact in the Practice will be bigger.

 Impact on OUTSOURCING GP = 1,7M€

 GAP vs. Budget = 9,39%

9 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER.
1ST PHASE CONCLUSIONS:

 Impact on Ftes YTD (week 15) = -22,38%

• Italy: -40%
• Spain: -55%
• Brazil: -25%

3. In some countries the local governement´s helps are quite insufficients: eg:
“Technical unemployment conditions in Spain” (We have to pay SS expenses)
4. We are taking actions to mantain the current scenario.

10 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID- DATOS A FECHA:
14/04/2020
DIAS MES
DIAS TRANSCURRIDOS
HÁBILES
20
8
NATURALES
30
14

19.
DATOS REALES A LA FECHA ESTIMACION MENSUAL LINEAL

CLIENTE FACTURACION COSTE MARGEN FACTURACION COSTE MARGEN

ALTAMIRA TRADICIONAL 35.703,50 € 32.593,71 € 8,71% 89.258,76 € 81.484,28 € 8,71%
ALTAMIRA SAC 9.316,08 € 4.094,93 € 56,04% 23.290,20 € 10.237,33 € 56,04%

OUTSOURCING STRATEGY TO RECOVER.

ALTAMIRA COLABORA 1.724,14 € 826,88 € 52,04% 4.310,35 € 2.067,19 € 52,04%
ZEISS MEDITEC 1.449,85 € 1.276,82 € 11,93% 3.624,63 € 3.192,05 € 11,93%
ZEISS VISION 1.356,49 € 1.238,62 € 8,69% 3.391,22 € 3.096,56 € 8,69%
ZEISS IBERIA 696,67 € 588,37 € 15,54% 696,67 € 588,37 € 15,54%
MINISTERIO DE TRABAJO 806,11 € 703,87 € 12,68% 2.015,27 € 1.759,67 € 12,68%
TUV SUD 798,00 € 662,67 € 16,96% 1.995,00 € 1.656,67 € 16,96%
TRIODOS 5.594,48 € 4.860,00 € 13,13% 13.986,19 € 12.150,00 € 13,13%
XIAOMI SPAIN 11.655,60 € 9.854,28 € 15,45% 29.139,00 € 24.635,70 € 15,45%

OYO 13.225,04 € 10.966,17 € 17,08% 33.062,59 € 27.415,44 € 17,08%

OPPO

1ST PHASE CONCLUSIONS:

DKV GLOBALITY 12.116,00 € 8.108,88 € 33,07% 30.290,00 € 20.272,21 € 33,07%
ERGO UNIVERSIDADES
DKV REEMBOLSO 1.059,19 € 1.240,40 € -17,11% 2.647,98 € 3.101,00 € -17,11%

4. We are taking actions to mantain the current scenario.

DKV CLUB SALUD 2.009,94 € 1.301,67 € 35,24% 5.024,85 € 3.254,17 € 35,24%

DKV CITAS 960,75 € 5.219,52 € -443,28% 2.401,88 € 13.048,80 € -443,28%

ALISEDA SERVICIO SEGURIDAD 896,64 € 838,66 € 6,47% 2.241,60 € 2.096,66 € 6,47%
ALISEDA FORMALIZACION 896,64 € 786,02 € 12,34% 2.241,60 € 1.965,04 € 12,34%
ALISEDA REOS + VARIOS 896,64 € 707,42 € 21,10% 2.241,60 € 1.768,54 € 21,10%
ALISEDA APOYO FINANCIERO 1.061,12 € 733,62 € 30,86% 2.652,80 € 1.834,05 € 30,86%
ALISEDA TASK FORCE 4 0,00 € 0,00 € #¡DIV/0! 0,00 € 0,00 €

• Weekly control of activity and impact.

Control of saves in Direct and in Staff costs.
ALISEDA SERVICIOS FACTURAS SL´s 597,30 € 1.393,87 € -133,36% 1.493,25 € 3.484,68 € -133,36%

• ALISEDA HOMOLOGACIONES
ALISEDA RFP OCUPACIONES ILEGALES
ALISEDA RFP TTPP
504,75 €
132,64 €
1.126,64 €
1.061,12 €
0,00 €
1.398,45 €
-110,23%
100,00%
-24,13%
1.261,88 €
331,60 €
3.218,97 €
2.652,81 €
648,46 €
3.995,58 €
-110,23%
-95,56%
-24,13%

• Follow up meetings with the Outsourcing Business

ALISEDA RFP MANDAMIENTOS 430,65 € 460,80 € -7,00% 1.230,43 € 1.316,58 € -7,00%

ALISEDA RFP TASACIONES 689,87 € 1.421,38 € -106,04% 1.971,06 € 4.061,08 € -106,04%

ALISEDA RPF CONCURSOS 189,75 € 366,81 € -93,31% 542,14 € 1.048,02 € -93,31%
ALISEDA RFP BUZÓN RECOVERY 438,90 € 366,81 € 16,43% 1.254,00 € 1.048,02 € 16,43%

Manager sharing success cases.

ALISEDA RFP FIRMAS AMISTOSO 539,22 € 664,84 € -23,30% 1.540,63 € 1.899,54 € -23,30%
ALISEDA RFP PROPUESTAS NPL 762,35 € 997,16 € -30,80% 2.178,14 € 2.849,04 € -30,80%
ALISEDA RFP PREANALISIS 4.849,15 € 5.391,09 € -11,18% 13.854,71 € 15.403,13 € -11,18%

• Actions to collect and to control debts.

ALISEDA RFP PREP DEMANDAS 3.935,48 € 4.740,09 € -20,45% 11.244,23 € 13.543,13 € -20,45%
ALISEDA VALIJA 10,64 € 30,40 €

• Commercial calls with main customer to offer our ING DOCUMENTACIÓN

ING DOMICILIACION RECIBOS
3.065,88 €
1.880,66 €
4.176,40 €
493,08 €
-36,22%
73,78%
7.664,70 €
4.701,65 €
10.441,00 €
1.232,70 €
-36,22%
73,78%

help.
ING PORTABILIDAD 1.058,82 € 634,11 € 40,11% 4.235,28 € 1.585,27 € 62,57%
IBERICAR 0,00 € 0,00 € #¡DIV/0! 0,00 € 0,00 €

• To find opportunities in niches of activities not BANKINTER

ADECCO
BACK UP FIRMAS
7.116,86 € 5.077,45 € 28,66% 17.792,15 € 12.693,62 € 28,66%

lockdown.
129.552,43 € 115.245,98 € 11,04% 329.057,39 € 293.526,37 € 10,80%

11 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER. 2nd PHASE:

12 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER. 2nd PHASE:

PHASE 1 PHASE 2

13 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER.

2nd PHASE:

14 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. 2nd PHASE:
OUTSOURCING STRATEGY TO RECOVER. Possible scenarios

15 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. 2nd PHASE:
OUTSOURCING STRATEGY TO RECOVER. Most likely scenario

16 GI BPO OUTSOURCING
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. 2nd PHASE:
OUTSOURCING STRATEGY TO RECOVER. PessimisticScenario

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3. HOW TO MANAGE THE 2ND PHASE OF COVID-19.
OUTSOURCING STRATEGY TO RECOVER.

• OUTSOURCING STARTING POSITION:

• WORSE THAN INITIALLY PLANNED:

• PLANNED: -9,39% GP
• CURRENT: -25% GP

• OUTSOURCING GLOBAL SCENARIO:

• MOST LIKELLY SCENARIO:

• TIME TO RETURN O PRE-CRISIS = 2021 Q1 (EUROPE)
• 2020 GDP GROWTH 8% change) = -4,4% (EUROPE)

GI BPO OUTSOURCING
18
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. OUTSOURCING RETURN ACTIONS.

* Outsourcing General transition plan to “Return to workplace”

Ensure employees and customers stay > 2

m. apart Sanitize high-contact surfaces
Separate customers and employees from
Healthy potentially ill individuals
human
interactio Ensure hygienic handling of items that come in contact with the broader population (e.g., materials
ns handling)
Mandate
Flexible temperature
sick checks upon
leave so workers entry
can stay home when ill
Support function flexibility (e.g. backup supply chains, contractors)
Business
operation Manage absenteeism and enable remote work, rotating
s days/weeks
Operate multiple
Structurally locationscontact
limit physical withoutbetween
travel employees (e.g., barriers between workstations)
Improve building conditions and airflow (e.g., ventilation, no-touch bathrooms)
Educate on good hygiene habits (e.g., handwashing, sanitizer)
Safe work Routine and targeted deep cleaning (e.g., if an employee tests positive)
environme
nt Provide personal protective equipment where needed (e.g., facemasks,
gloves)

1. Any steps on safety should be taken in accordance with CDC / local Department of Health guidelines
Source: CDC, OSHA
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. OUTSOURCING STRATEGY TO RECOVER.
GENERAL OUTSOURCING TRANSITION PLAN TO RETURN TO
WORKPLACE

A. COMUN FORworking
 Staggered LOGISTICS, BACKtimes
shifts, arrival OFFICE, FIELD
and lunch MKT AND AUXILIARY SERVICES:
breaks;
 Temperature screening and sanitizers;
 Physical distancing seating arrangements;
 Required to issue personal protective equipment to all workers;
 Wear masks at all times

B. SPECIFIC PLAN FOR LOGISTICS & INDUSTRY DIVISION:

 Change in operating model, including running multiple drivers per FORKCLIFT asset;
 Transfer points, and rest/cleaning checkpoints;
 Drivers wearing full protective equipment;
 Frequent temperature testing. Workers with elevated temperature are immediately taken to a hospital,
and those around them are closely watched.
 Suppliers, manufacturers, and customers have shared resources proactively, given mutual dependence
including PPE (masks, disinfectants), idle transportation asset, etc
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. OUTSOURCING STRATEGY TO RECOVER.
GENERAL OUTSOURCING TRANSITION PLAN TO RETURN TO
WORKPLACE
C. SPECIFIC PLAN FOR BACK OFFICE & DIGITAL TRANSFORMATION
DIVISION work-from-home accommodations to roles that are able to;
 Implemented
1:1 Call /  Individual catch-ups and building
VC
Cha  Process syndication
relationships t
 Urgent questions and seeking guidance
Video
 Discussing sensitive and difficult topics
conferen  Keeping up to date in real-time
ce  Problem solving and co-creation using  Social team talk
shared screen or whiteboard
 Weekly planning and review sessions
 Decision meetings
 Workshops and trainings
 Team talks and retrospectives
Video  Showcasing and explaining work eMa  Updates and status to large groups of people
captures & il
voice notes
 Guidance to the team from managers with limited time  Formal communication inside and outside the
 Debriefs after meetings that some may have missed company

 Flexible work schedules and teleworking;

 Staggered work times to ensure availability of research spaces while maintaining physical distancing

D. SPECIFIC PLAN FOR AUXILIARY SERVICES & HOTELS

DIVISION
 Currently, together with our main clients, we are preparing the specific plan for Hotels.
 Protocol for cleaning using OZONO tools.
3. HOW TO MANAGE THE 2ND PHASE OF COVID-19. OUTSOURCING STRATEGY TO RECOVER.

REIMAGINATION OF OUTSOURCING PRACTICE.

 AFTER COVID-19 CRISIS THE TREND TOWARDS OUTSOURCING SERVICES WILL INCREASE STRONGLY.
IT WILL BE BY 2 WAYS, RESPONDING CUSTOMERS ASKING FOR MORE FLEXIBILITY:
• LOW COST OUTSOURCING: CROWDSOURCING
• ADVANCED OUTSOURCING: ADVANCED OUTOSOURCING OF PROCESSES WITH VARIABLE INVOICE PER RESULT

 NEW CLOSER AND COLABORATIVE RELATIONSHIP WITH CUSTOMER, PARTICIPATING IN THEIR DEMAND
VERIFICATION PROCESS AND IN THEIR PRODUCTION DEMAND FORECAST

 STRONG TREND TO DIGITALIZATION OF PROCESSES AND TOOLS

• DIGITAL SIGNATURE
• DIGITAL LABOUR AND MERCANTIL CONTRACTS
• DIGITAL PAYROLL
 NEW COMMERCIAL APPROUCH TO CLIENTS (MORE DIGITAL, LESS F2F MEETINGS)

 IMPROVE B.C.P. (BUSINESS CONTINUITY PLANS) AND RISK & VULNERABILITY MANAGEMENT PROCESS
 SERVICES DESIGNED FOR RESILIENCE AND CONTINGENCES (REDUNDANT)
 IMPROVE DIRECT COMMUNICATION CHANNELS WITH WORKERS & CUSTOMERS (EMPLOYEE PORTAL, WEBSITE,
INTRANET)
 THANK YOU VERY MUCH ¡¡¡¡

Our Commitment Makes The Difference