What Makes These SSOs & GBS Most Admired for 2022?

SSON Research & Analytics (SSON R&A) is delighted to announce the list of Most Admired Shared Services Organizations (SSOs) & Global Business Services (GBS) for 2022! Each year, SSON R&A analyzes SSON's cross-channel data from their 180,000 strong community members to identify leading SSOs and GBS across the globe and recognize them for their achievements.

These organizations are also invited to take part in an exclusive benchmarking study that covers various aspects of their enterprise strategy such as their service delivery model, learning & development initiatives, automation strategy, strategic targets. It also captures 36 operational metrics and KPIs gathered from a total of 60 Shared Services and GBS centers globally across these 9 categories: Automation, General Finance, HR & Talent, IT, Order to Cash (O2C), Payroll, Procure to Pay (P2P), Record to Report (R2R), and Treasury.

ACCESS THE SUMMARY REPORT HERE!

What makes these SSOs & GBS Most Admired for 2022?

AkzoNobel GBS fast forwarding Process Driven Transformation

1. Creating a ​simple & efficient organization with standardized and improved processes to support the digital future
   • Within 3 years, AkzoNobel GBS centralized Finance, HR, MD, IT and Procurement process operations from across 54 countries with 31 different languages to 6 global centers.
   • Recently expanded to include Digital Activation Services, supporting web-based marketing and sales
     
     
2. Continuously improve customer experience through Global Process Ownership model (GPO)
   • Process maturity assessment and executive process sponsorship
   • Process Modelling: one central process repository for all company process, GBS and non-GBS
   • Process Mining and Automation: driving process analysis and efficiency improvement
   • Data & Analytics: one centralized team working on unlocking potential value from data
     
     
3. Creating new opportunities for people to learn, grow, and excel in their roles​
   • Leadership commitment towards employees development
   • Tailored Learning & Development curriculum
   • Coaching and company-wide career opportunities

In a nutshell: The BAT GBS team has evolved over the last 15 years from a regional finance shared services team into one of the main enterprise enablers for value growth. Organised into six hubs across the globe, GBS now encompasses more than 2,000 employees, supporting 175 markets and 52,000 colleagues.

Examples of new GBS capabilities: 

1. New capabilities in Supply Finance & Commercial Finance: The Costa Rica hub provides world-class solutions to 45 markets in the Americas (including the U.S.). Currently supporting Reynolds 'shoehorn' project through real time information, enabling U.S. colleagues to make decisions based on data and to design a fit-for-purpose organisation. 
   
   
2. New capabilities in Revenue Growth Management: the Mexico hub is tracking pricing dynamics and providing insights to unlock market growth at the right price. The Strategy Planning and Insights team decodes new market trends, needs and profiles of consumers to ensure they are on the path to a fit-for-future portfolio in all their markets. Data and Analytics is identifying new opportunities to increase return on investment and customer satisfaction.
   
   
3. Power BI capabilities are growing throughout the organisation making reporting more user-friendly and strengthening business partnerships with the end markets.
   
   
4. A completely new capability: BAT's newest tech hub is home to the Digital Confidence Unit (DCU), a social audit and reputation management team, which monitors social media compliance with their Youth Access Prevention and International Marketing Principles by BAT New Categories brands in 48 end markets.
   
   
5. KL Hub: New talent development hub known as Capability Acceleration Management (CAM) to deliver strategic learning & development agenda in the South East Asia (SEA) DRBU.
   
   
6. Pakistan Hub expanded to New Zealand contact centre and pivoted into multi-channel, multi-category contact center within one year. Hub provides value adding / analytical services to Australia, focusing on B2B eCommerce, digital sales, digital content engagement and management, customer journey mapping and segmentation. It is also piloting new digital capabilities in Australia, Malaysia and Japan by delivering structured insights through search, web and social listening analytics as well as website traffic insights.
   
   

1. Record-to-Report (R2R) Service Extension and Expansion
   • Performed a top-to-bottom review of service offering potential in the R2R space and developed a roadmap of scope expansion to include certain provisions, accruals, and high-value analysis
   • Reviewed extensions and expansions with Finance function and achieved alignment on the direction
     
     
2. Robotic Process Automation (RPA) Penetration
   • RPA has expanded from offering only Global Business Services (GBS) solutions to now provide automations to our extensive manufacturing operations globally
   • Increased Bot capacity by 40% over the year
   • Deployed 150% more primary automations relative to the prior year
   • Expanded responsibilities to include platform support within the Center of Excellence (CoE) 
     
     
3. Supply Chain Management (SCM) Parameter Optimization
   • Developed and deployed a workflow tool to monitor SCM parameters against actual demand with the goal of optimizing ordering size prior to purchase
   • Created a Purchasing Optimization team to focus on the operational excellence of high dollar parts
   • Established a Data Governance Council for scoped parameters
     
     

In GBS (Eli Lilly), our biggest achievement is always our People; anchored by our very strong Caring and Thriving Culture. 

1. Sense of Purpose. Our purpose at Lilly is to create medicines that make life better for people around the world. When we fulfil our purpose, we help others fulfil theirs. Lilly as an organization want all our employees to feel they are part of one team with one purpose which is to be driven by the desire to make a meaningful difference for people to make life better. Our people are behind the value we bring to patients and society, and that is why we actively cultivate a culture of teamwork and inclusion – so everyone can bring their authentic self, diverse ideas, perspective, and experiences. This has been Lilly’s key strong point in retaining Talents and keeping attrition way below market rate.
   
   
2. Center our Strategy on Sustainability. Working together, we unite caring with discovery to create medicines that make life better for everyone in your community. It is not just what we do. It is who we are. Hence adaptability and driving an innovation mindset is vital to support the growth of Lilly. As part of GBS organization, continuous improvement is imbedded as part of our DNA. Through our Data Strategy focusing on data mining and analytics, GBS continues to innovate, automate, and accelerate optimization in the right areas to deliver double digit productivity and savings.
   
   
3. Growth. Across the GBS Lilly sites, the scope of work has more than doubled in size and has branched out mainly in the non-Finance areas. With the growth trajectory of Lilly focused on new key drug development, the capabilities supporting Pharmaceutical becomes even more vital. GBS has proven to be a strong source of Talent, coupled with the strong ability to deliver continuous Stable Operation while having an impeccable record when it comes to Ethics and Compliance; therefore, GBS is seen as the proven Strategy to deliver Value to our Patients, to our Stakeholders and Lilly organization as a whole.

1. Leader of the shared service centre is now the CFO Global Finance Services reporting directly into the Experian PLC CFO. This reporting line and role change reflects:
   • Increase in % of Finance FTEs in the shared service organisation from 35% to 65% over the past 3 years
   • Capability and finance activity changes in the shared service organisation moving from transaction processing to encompassing FP&A, Controllership, Finance Business Partnering
   • Driving our cost of finance strategy and finance process globalisation
     
     
2. Creating and delivering a Strategic, Balanced KPI scorecard which drives our high performance across the organisation and holds the GFS centre heads to account on their targets and comparison to each other covering:
   • Cost and efficiency – driving 10% capacity savings and 5% like-for-like reduction in cost each year
   • Having the best people working in a high-performance and inclusive environment inspired to be the best they can be
   • Driving our customer focus through partnership and quality delivery
   • Culture of Control and Compliance underpins everything we do
   • Focus on an Enterprise Delivery Mindset driving consistency across process, tools and delivery
   • Each area has key metrics that we monitor quarterly with high-performance targets to ensure focus and improvement. We use the SSON metrics to drive our targets so we are the best in class.
     
     
3. Delivering innovation – global Business Intelligence team driving analytics and insight through enterprise tools such as Tableau; Data Science programme to move Experian Global Finance Services from reporting to insight. GFS is at the forefront of new technologies and processes – from creating the EmPower lean programme to creating a Data Science proof of concept to drive new and varied analytics and insight. Our value to the organisation is not just around cost efficiency or scale but truly adding value to all areas of the business to enable Experian to deliver its strategic value proposition
   
   

1. DHL Global Forwarding Freight Global Service Center (DGFF GSC) implemented transactional charging for 15% of our total revenue in the GSC. This has introduced a factory model in handling operational tasks for our core Air and ocean freight teams. We achieve a deep level of granularity to see variations between agreed Global SOPs and individual country business partner requests.
   
   
2. Introduced agile service delivery through the setup of Operational Cockpits in all our Service Centers. The cockpits allow us to monitor operational KPIs for productivity, task mining and robotics utilization. We now have real time transparency of the service demands performed by our 4000+ agents ensuring resource productivity at any point of time.
   
   
3. Our DGFFF GSConnect platform is an orchestrator that helps us achieve holistic workforce management to provide transparency, performance management, spot errors and increase SLA compliance between our service delivery teams and the business partners.
   
   
4. DGFF GSC introduced telecommuting to balance the workforce at home and in the office. Win-win situation which has enabled cost, time and infrastructure saving for our people, operations and utilizing technologies to maintain a very strong workforce.
   
   

1. K-C GBS, which reports to the CFO, is on track with executing their strategy to grow and deliver value back to the enterprise, despite the challenges of working in a tough macro environment.
   
   
2. K-C GBS consistently delivers 15-20% YoY improvement in value creation / productivity for the enterprise, while also driving significant Free Cash Flow impact.
   
   
3. K-C GBS is delivering service on critical KPIs above 90% while playing a key role in the enterprise Digital Core Transformation.
   
   
4. K-C GBS has designed an ecosystem that constantly pursues improvements such as streamlined processes, use of analytics, and process mining all while upskilling our people and creating an innovative culture. This includes ideation events (Hackathons) to focus on value creation, automation, and integration of data/analytics and insights.
   
   
5. K-C GBS has created a unique culture of resilience, flexibility, creativity, and passion while continuing to grow our scope and breadth of services.
   
   

In 2018, Lexmark took the strategic decision to transition from the traditional Shared Services Center (SSC) model to a Global Business Services (GBS) group. GBS combines Lexmark’s shared service centers in Cebu and Budapest—a critical part of its worldwide operations—into a single, more efficient global organization with a Worldwide Governance, a realignment of activities by end-to-end process, and the creation of a GBS identity, regardless of location and activity.

Here are some of Lexmark GBS latest accomplishments:

1. GBS scope doubled over the last 18 months. Lexmark GBS group has continued to meet and exceed the targets set for the current workstreams and has expanded to Sales Operations (including “Lead to Contract”), Marketing Support (“Market to Lead”), Services Front Office (“Onboarding to Resolution”), and Corporate Real Estate.
   
   
2. Corporate Data Steward and the Single Source of Truth. Through its “Data to Value” workstream, the Lexmark GBS group provides certified data to the business as well as Analytics up to the Executive Team and is now actively developing Artificial Intelligence and Machine Learning capabilities to strengthen the value it adds to the business.
   
   
3. Commitment to Quality. Over the last 18 months, all Lexmark GBS-managed workstreams have been (or are on the way to be) globally ISO 9001:2015-certified, as a demonstration of our strive for excellence, for the benefit of our customers, internally and externally.
   
   
4. Commitment to Employees and DEI. Lexmark GBS group is proudly positioning Talent Management as the backbone of the GBS foundations to ensure that every single employee gets the right level of commitment from their manager to develop and find growth opportunities, with a strong emphasis on Diversity, Equity, and Inclusion (DEI) across the organization. In a 2021 internal DEI survey, 97% of GBS Lexmarkers agree this is an organization that treats each other with dignity and respect, and 98% of respondents would recommend Lexmark as an inclusive place to work.
   
   
5. Digital Transformation. Lexmark GBS group has developed a dedicated Digital Transformation Strategy focused on five pillars: Hyper Automation, User Experience, Process Digitization, Data and Analytics, and our GBS Employees through a network of Citizen Developers.
   
   

1. Centred on our vision to ‘Make Business Easy’, Enterprise Services creates value for Lion by driving operational discipline and simplifying processes. In the past five years, Enterprise Services has scaled its operations to develop new capabilities in management and governance, process excellence, project management, and advanced shared service operating principles.
   
   
2. Our operating model has matured to encompass both business process excellence and data and reporting SAP COEs, enabling data and process improvements across end to end organisation processes with customers, within our Supply Chain and, importantly, with our people. Embracing new ways of hybrid working and deploying robust Power BI dashboard reporting and tracking has resulted in increased people engagement, with wellbeing and energy levels at benchmark or exceeding top quartile benchmark organisations.    
   
   
3. Our focus for the next 12 months is to continue to challenge our ways of working, leveraging automation and process intelligence through embedding delivering on exceptional experiences for Lion, and provide strategic insights and analysis to drive the best outcomes for our customers.

1. Significant expansion in scope. Last year, we launched efforts to ensure complete geographic coverage of our laboratory network. These efforts were critical, as Mars makes thousands of quality & food safety decisions everyday based on laboratory data. Overall, the lab network consists of more than 235 Associate worldwide, featuring seven regional labs and three Centers of Excellence, supporting 130 factories across Petcare, Confectionery and Food. A significant expansion in scope started in Latin America. Opening the MGS Regional Laboratory in Brazil closed a critical testing gap in the region – reducing incidence response time from 12 weeks to just three days. What’s more, following years of dedicated work testing whole genome sequencing, the lab would become the first to launch the capability at Mars. The process not only allows us to predict and prevent incidents much quicker, but it also accounts for cross contamination.
   
   
2. A new promising service line. In 2021, we made a significant investment our Commercial service line, specifically our Supplier Diversity program. The goal is to work with suppliers and partners that share our Purpose-driven approach to business. We started by hiring a Global Inclusion & Diversity Supplier Director. The overall idea was to further the commitment we made through our Sustainable in a Generation Plan, more specifically – how we’re working to meaningfully improve the lives of 1 million people in our value chain. At Mars, we recognize the connection between poverty, human rights and women’s empowerment. And since women make up 43% of the labor force globally, often while engaging in unpaid work caring for families, it’s critical we work to unlock opportunities for women. That includes a $500 million focus on women-led suppliers. The program ensures we have a wide range of suppliers who share our ideals and principles – and we expect suppliers to prioritize inclusion and diversity as well.
   
   
3. Excellence in certain aspects like Digital Transformation, Diversity & Inclusion, Leadership etc. At Mars, we embrace the idea that every Associate should feel empowered to bring their authentic self to work. But we know that only happens if we work to cultivate a culture of inclusivity. In 2016, it was evident there was work to be done. We focused efforts on the Human Rights Campaign Corporate Equality Index, a national benchmarking survey of workplace equality. Mars was at 60%, and we knew there was ample opportunity ahead. A group of Associates formed a Pride Associate Resource Group, joining members of the LGBTQ+ community and allies across the business. They would then work with teams across Talent Acquisition, Corporate Affairs, Health & Wellness and Legal to enact meaningful change – targeting transgender and parity of benefits, while measuring LGBTQ+ providers. These efforts earned Mars a 100% on the index in both 2021 and 2022. Mars was also designated one of the Best Places to Work for LGBTQ+ Equality.
   
   
4. What is the direct impact to the business? We consider Mars Global Services to be the backbone of Mars. We work tirelessly to ensure business operations run smoothly – overseeing everything from financial operations, digital technologies, talent acquisition and so much more. Everything we do is grounded in the Mars Purpose, or the belief that the world we want tomorrow starts with how we do business today. The data will show, purpose-driven companies are more successful. With that in mind, we operate under the 3E’s – Efficiency, Effectiveness and Experience. We work to leverage our experience in an effort to empower Associates to be more efficient and effective. We are the enablers across the enterprise, helping colleagues free up time to focus on what they do best.
   
   

1. Established a brand new capability at PepsiCo, with six fully operational global Hubs and ~6000 FTEs, providing coverage to all in-scope functions and all global business units. Our capabilities include Financial Planning, HR, Sales, Marketing, Insights, Supply Chain, Procurement, and Control, powered by a single PepsiCo Ecosystem (Knowledge Management, Performance Management, Process Excellence, etc.) 
   
   
2. Became an Employer of Choice in most of our talent markets, with best-in-class retention and among the best offer acceptance rates. The GBS organization is injecting new energy bringing in more top talent (90% with advanced degrees) to PepsiCo and we aim to achieve and sustain 50 percent women in managerial roles by 2030 (currently is 47%), contributing to PepsiCo’s committed to building a better workplace and world by advancing human rights and diversity, equity and inclusion. 
   
   
3. Delivered on enterprise transformation objectives, including savings above planned. GBS has become critical to the broader transformation of PepsiCo and plays a key role on the Stronger agenda by transforming our capabilities, cost, and ways of working to operate as one PepsiCo, leveraging technology, winning locally and globally enabled. 

1. At Philips GBS, we provide affordable Project Management solutions that yield predictable outcomes, meet specific business needs, and help improve project delivery capabilities. We offer our internal partners access to professional project management capabilities through our on-demand Project Management as a Service (PMaaS) and a long-term Partner Dedicated Project Management (PDPM) service offerings. In most cases, if a project requires expertise outside the core competency of the business, then it usually entails heavy investment in terms of tools, resources, processes, and procedures. Instead, we provide professional project managers that are trained continuously and use Philips standard PM methodologies to ensure successful delivery of projects, programs, and PMO assignments on all levels. In addition to the benefits coming from process standardization, leveraging a central pool of professional PMs also brings in productivity efficiencies driven via the optimization of assignments and centralized resource management.
   
   
2. We manage unprecedented volumes of content across a dizzying array of platforms and channels today, and a substantial amount of that content must be available in multiple languages. Philips GBS Translation-As-A-Service (TNaaS) offering focuses on leveraging AI/ML technology to render microservices such as machine translation, where people play the role of language experts and machine coaches. Because artificial intelligence is well developed in this field, AI translation software using machine translation has become indispensable, increasing the need to simplify human translation, which reduces employee burnout, increases productivity, lowers costs, and improves data quality. The team has evolved over a short period of time into a niche technology-led service with a focus on driving improvement via technology, including interactive frameworks designed to make the user experience more immersive and intuitive.
   
   
3. At Philips GBS, we have seen our role shifting significantly from traditional tasks towards strategic digital partnering. Our efforts have been focused on building critical areas of growth in higher value-added activities, driving process innovation & building capabilities for optimal service outcomes. An example has been in the finance domain where we are going touchless across multiple touchpoints such as reducing the end-to-end time for book closure through technology rationalization and process standardization; in invoice processing to help strengthen supplier relations, reduce fraud & risk, and improve internal controls and; in order processing to convert the steady stream of purchase orders from manufacturers and distributors into sales orders thereby significantly reducing human errors and improving user experience.
   
   
4. At Philips GBS we offer Master Data Services by collaborating with stakeholders through Data Stewards & Data Specialists (based out of our GBS locations), who in turn partner with centralized Subject Matter Experts and partner teams. This team is in charge of processes that enable the creation, modification and maintenance of Customers, Suppliers, Products, and Services data in the Philips ecosystem. Their main aim is to ensure the availability of accurate, unique, validated, completed, consistent and in-time Master data for further decision-making. More recently, a lot of intelligent systems have been added to their repertoire to support enhanced quality, throughput time and lesser manual intervention.
   
   
5. The Data Analytics & AI team at Philips GBS is set up to curate “right” insights from sea of information generating real business value for the organization. The team consists of experts in Data Engineering, Business Analysis and Data Sciences who deliver objective, and data-driven improvement opportunity identi­fication that leads to better decision-making and increased efficiency. They follow a decision-tree based intake & business-driven prioritization model, building a governance structure for analytics projects with strict operational cadence and success criteria. Typically, the results of analytics drive productivity savings, value creation, additional insights (hitherto unknown about the a particular market or operation) or insights that improve NPS or customer satisfaction.

1. Initiated Qatar Airways GBS journey in October 2021 by combining our Finance Shared Services and Procurement teams.
   • Brought together two critical functions developing our first end to end process Source to Pay
   • Established a team of 535 people and a day 1 scope comparable to that of other leading GBS functions.
   • Enabled the simplification and improvement of the end to end process while optimising service delivery and quality.
   • Immediately reduced silo-based working, improving the alignment of critical business and enabling units and as we reopen our network at pace as the work recovers improving our speed to market.
   • GBS model also supported cost-efficient operations that delivered better control and risk mitigation.
     
     
2. Establishment of a Global Business Services Performance Excellence team by combining the existing Service Delivery and Performance Excellence team in Finance with the Business Operations team in Procurement. This team focuses on lean six sigma, process re-engineering, data science, service delivery, performance reporting, policy, systems and performance optimisation.
   
   
3. GO GLOBAL phase Outstation Services joined the existing Finance and Procurement GBS team.
   • Outstation Services covers 157 people in 130+ destinations providing services predominantly to Commercial.
   • Bringing Outstation Services into GBS provides significant opportunity to optimise services globally, improve operational transparency, service delivery, improve internal and external controls and focus on driving wider business value.
   • Qatar Airways GBS has been established to build on the successful strategies implemented by the Commercial and Finance Teams to provide a range of support functions creating greater efficiency and continuously improving service effectiveness. The combination of Outstation Services with GBS connects our work on an end to end basis and enables us to further develop talent as we increase our service focus across the network.
   • QRGBS is also internally expanding the scope of the business services to cargo, through professionalising administrative services. By doing so, we are taking away administrative burden from the frontline staff facilitating speed to market and allowing QR to be more competitive. With our global footprint, we have broader time zone coverage, expanded language capability and a frontier to the business.
     
     

1. Introduction of new services such as market intelligence, fraud analytics contract management, content management, HR service desk etc. Our market intelligence team work as a strategic business partner to support Business and Finance teams with better budgeting & quarterly price estimates. The market intelligence team shares regular insights/price trend updates for high-spend commodities of DSM, thereby aiding in building an accurate baseline for purchase price variance calculation.
   
   
2. Sustainability @ GbS. We all contribute when it comes to making a positive impact on environment. One of the most impactful ways we can contribute is by reducing the carbon emission. One simple way is how we work in Outlook, something which we all use day in and out. 
   • Do you know that:
     • Every email that we create, generates 4 gm of Co2 emission and with attachment it generates approx. 50 gm of Co2.
     • Every stored email in our inbox generates 0.3 gm of Co2.
   • With above facts, multiple awareness sessions were conducted to make GbS colleagues more aware about impact they can create in reducing C02 emission
     
     
3. Digital. We have been using digitalization in different forms, be it robotic process automation, dashboards, hyper automation, chatbots and so on. But digitalization is not just limited to GbS, it has the power to influence outside GbS too, think about our production facilities, sales team, corporate team, communication team and so on. Every team has their own perspective of how they want to use digitalization and how it will benefit them and their customers. Keeping this perspective in mind GbS had participated in event on Digital Dexterity with sales leads who are responsible of DSM products sales in their respective areas/regions. Goal was to present an hour-long session on digital dexterity and understand perspective of sales team towards digitalization.
   
   
4. WIN (Women International Network) initiative focusing on addressing key challenges faced by women. There has been steady progress with drafting policies and programs through the WIN Pillars. Each of the WIN Pillar teams have been working towards establishing concrete plans for addressing the issues and concerns that comes out from the Focused Group Discussions.

Leading with Innovation  

1. Sanofi Business Services (SBS) has created an engine within the KL Center to drive automation and robotics via the creation of Power-Lean community banking on PowerBI platform and proof of concepts for new simplification and process re-engineering projects. This has resulted in the creation of more bots and automation within the last few years.
   
   
2. SBS has extended its automation and data analytics offering outside the Global Business Services (GBS) space into trade and revenue for the region in order to further automate the front end solutions to better serve our doctors and patients.
   
   
3. Creation of Global Data Analytics Center of Excellence (CoE) within SBS KL Center to provide global coverage
   
   
4. SBS serves as a catalyst for operational excellence within the group to chase the miracles of scient together

1. Significant expansion (> 30%) since reorganization in 2019 by rapid ramp-up of expertise-driven services in areas like order management, financial services, procurement and payment, logistics and engineering.
   
   
2. Strongly focus on digitalization with dedicated unit developing and implementing digital solutions e.g., in BPM based e2e solutions, RPA, advanced analytics/process mining, and artificial intelligence. Focusing also on our customers efforts beyond interfaces of our workflows.
   
   
3. Successfully increased both customer and user satisfaction despite Covid 19 challenges through resilient service provision by our highly engaged global workforce, which embraced working in a hybrid mode – connected around the world, combining virtual and physical working and collaboration structures. 
   
   
4. Defined and implemented efficiency increasing measures worth > 100 Mio. EUR per annum since 2020 using levers like bundling, near- / offshoring, and process simplification, optimization and digitalization.

1. Focus on the Customer Experience. Our Global Business Services (GBS) offers seamless customer experience by providing multifunctional GBS portal which is a one-stop shop for 7 GBS functions. Last year more than 250 new GBS portal enhancements digitizing and automating workflows, driving numerous business benefits and improved GBS customer experience was implemented.

   Introduction of Net promoter score (NPS) as a customer satisfaction metric allowed us to benchmark against other GBS centres worldwide. We’ve built a robust NPS framework and keep enhancing the service improvement process by providing real-time detractor alerts or AI-engined sentiment analysis. With a very high volume of tickets (approx. 25,000 per month), we are able to maintain high quality services, as evidenced by our excellent NPS result this year (78 in comparison to 74 in 2021) and GBS service recommendation by Smith+Nephew (S+N) employees.

2. Operational Excellence. GBS started in 2018, where we were characterized by very high dynamics of transitioned processes while maintaining high quality of our services. Our transformational success is based on a unified portfolio of internal frameworks and cross-departmental methods tailored for S+N needs. By introducing continuous improvement (CI) maturity assessment and building internal capabilities in CI Academy, we can identify and address areas for further interest.

   In 2021 we continued our journey to grow in terms of service maturity and compliance, as a result of implementing additional controls across all of S+N and setting best-in-class service standards.

3. Driving Value and Innovation. Last year we merged and transitioned all analytics capabilities in the Enterprise Center of Excellence for Data Analytics, which delivers insights across S+N for all key functions. Our offering includes Project Delivery, Enhancement of existing solution, Incident Management or Analytics as a Service where we have successfully introduced Business Relationship Managers Roles in line with our GBS ambition to be a trusted business partner. We understand the importance of building excellence across business functions through data driven decision-making, which we fuel by the state-of-the-art data management and innovation. In our Automation Center of Excellence we create internal Robotic process automation (RPA) solutions to harmonize and automate GBS processes (up to 50 robots built last year).
   
   
4. Empowering Employees. S+N culture of Care, Collaboration and Courage formed the backbone of the S+N GBS organization. Our results on Employee Engagement Index continues to improve year-on-year, and are now above the 70% mark compared to the Gallup data base.
   
   

1. Power of Our Purpose: how we help our people connect to the patient and understand how they/we make a difference at every stage of operations (inc. Patient Connection Program, line of sight exercise, F2F patient meetings and Power of Our Purpose initiative).
   
   
2. Our bottom up/grassroots approach to embed/strengthen people experience (inc. establishment of Px CoE & the Px Immersive Program).
   
   
3. Democratization of data & digital technologies (grouping TDA, Digital Champion Program, CFOinUrpocket etc., READY).
   
   
4. Culture of leader and employee development (pipeline of future leaders via ELT & other development groups, array of learning & coaching initiatives).
   
   
5. Evolution of the People Solutions team and digitalization of employee lifecycle “events”.

Tenaga Nasional Berhad (TNB) is the largest electricity utility in Malaysia and a key player in Asia market. We have presence in South East Asia, United Kingdom, India and Turkey. TNB Global Business Solutions (TGBS) is the shared service centre for TNB, comprising of 4000+ workforce delivering 60+ diverse professional solution to customers. 

1. TGBS adopts integrated GBS model, reporting directly to President/Group CEO, a member of TNB Top Executive Management with direct influence on Enterprise strategy and transformation. We serve 100,000+ employees and retirees impacting 9 million customers.
   
   
2. Since establishment in 2018, TGBS scope has expanded significantly from transactional service e.g. Finance, HR & Admin, Procurement to operational high-end services such as Property Development, Facility Maintenance, Security, Fleet, Healthcare & Wellness, Corporate Affairs and HSE services. We are governed under Single Governance and  Leadership, single Customer Relationship Management and Digital & Innovation Centre of Excellence.
   
   
3. In line with GBS of the Future, TGBS accelerates digitalization, end-to-end and seamless customer & employee experience-led solutions. TGBS champion digitalisation through democratisation strategy, such as TGBS Academy, Data Analytic & Robotic Automation Community of Practice, Low-Code Application, Innovation Hub etc. We also shape enterprise transformation as ESG Value Creation Partner which include Electric Vehicle (EV) adoption, Green Building Index (GBI) certification, Flood Rescue & Recovery mission, Medication Home Delivery Service, HSE Lost Time Injury Frequency <1.0, IOT Fusion Centre, CSR contribution to community worth RM30+million (approximately USD7+ million) annually and many more.

TESCO Business Services (TBS), reporting to the executive committee and PLC board of Tesco, is at the heart of Tesco’s strategic and transformation agenda. As economic and supply chain disruptions significantly impact Retail businesses, TBS plays a critical role in creating a sustainable competitive advantage for Tesco during these troubled times.

1. Through commercial and contract management discipline, which looks at supplier costs, promotions, and insights
   
   
2. Helping decision frameworks on inflation, elasticity, and personalisation through deep data science
   
   
3. Finance team working across different functions in TBS to improve working capital and cash (>£150m) during times where cash is king.
4. In addition, the organisation has an improved margin of £110m in the last financial year and £320m in the last 3 years!

1. Empower our people to give voice to their passions within the workplace through our hugely successful Culture Tribe. This group of eight culture squads delivers for the people, by the people with a great amount of support from the Leadership team. Of note in the past year, our Community Engagement, Going Green, and Relationships & Interactions squads have been hyperactive in ensuring our teams are present and visible in the communities in which we conduct our work, and also providing strong pathways for our teams to connect in a flexible physical working environment.
   
   
2. We recognise the growth potential and strengths of our people within and invest our time in their capabilities to allow them to grow their careers within the FSS function and across the Woolworths Group as a whole. In the past year, we have had 12 people undertake our internal Leadership Development Program - upskilling and preparing our teams to be Leaders fit for the future of Woolworths Group. This continued investment is evidenced by 34 future leaders undertaking the program over the past 3 years with a high majority of these participants taking the next step in their career within 12 months of completion.
   
   
3. Our excellence in service delivery is evidenced by strong Voice of Business Partner (VOBP) results with an average score of 4.66 out of 5 across our teams. There are clear actions emanating from these results for us to focus on to continue to deliver world-class service to our partners, meeting and often exceeding their expectations in a fast-changing environment. We are a trusted business partner, regularly being sought out by parts of the business (even outside the traditional Finance function) to leverage our strengths of effective and efficient business partnering services.