Slide 1: Market Announcement
Computershare Limited ABN 71 005 485 825 Yarra Falls, 452 Johnston Street Abbotsford Victoria 3067 Australia PO Box 103 Abbotsford Victoria 3067 Australia Telephone 61 3 9415 5000 Facsimile 61 3 9473 2500 MARKET ANNOUNCEMENT www.computershare.com Date: 27 April 2017 To: Australian Securities Exchang
Slide 2: Investor and Analyst Briefing
Investor and Analyst Briefing Building sustained earnings growth Stuart Irving CEO 27 April 2017
Slide 3: Schedule
Schedule 10.00 – 10.20 Introduction – Conference Centre 10.20 – 11.00 Margin Income Unwrapped – Conference Centre 11.00 – 11.40 Global Registry and Employee Share Plans – Conference Centre Blue stream Orange stream Green stream 11.50 – 12.30 Delivering Efficiencies - Innovation Garage UK Mortgage Se
Slide 4: FY17 Management EPS Guidance reaffirmed
FY17 Management EPS Guidance reaffirmed Outlook In February with increased At the November 16 AGM, we confidence, we expected expected management EPS to be management EPS for FY17 to be slightly up on FY16 in constant between 56 - 58 cents in constant currency currency (FY16 55.09 cents) This outloo
Slide 5: Robust underlying business performance continues
Robust underlying business performance continues Management EBITDA excluding the impact of margin income and exchange rate movements increased by 10.6% in 1H17 versus pcp 400 379.3 350 364.4 327.2 300 250 259.7 USD millions 200 180.7 150 163.3 163.3 100 50 0 FY13 FY14 FY15 FY16 1H17 Management EBITD
Slide 6: Delivering sustained earnings growth
Delivering sustained earnings growth Growth Profitability Capital Optionality Management › Mortgage Services › Cost management › Strong free cash › Leveraged to rising program underway flow deleveraging interest rates, tax › Employee Share and on track balance sheet cuts, inorganic Plans opportuniti
Slide 7: Simpler, more transparent, disciplined and profitable
Simpler, more transparent, disciplined and profitable
Slide 8: Margin Income Unwrapped
Margin Income Unwrapped Headwind becoming tailwind Mark Davis Chief Financial Officer 27 April 2017
Slide 9: Margin Income: Average Client Balances
Margin Income Headwind becoming tailwind, FY18 expected to be higher than pcp 18.0 16.0 105.8 16.6 16.3 15.1 15.2 15.0 14.0 14.4 14.0 Average Client Balances for period USD billion 12.0 86.8 89.4 86.4 10.0 79.0 74.3 8.0 66.6 6.0 4.0 2.0 0.0 1H14 2H14 1H15 2H15 1H16 2H16 1H17 Average balances Margin
Slide 10: Balances across the business model
Balances across the business model Margin income features across a broad spectrum of products in our key markets of US, UK and Canada › More than 90% of margin income is generated across 3 key currencies Business Activity US Canada UK Register Maintenance Corporate Actions Employee Share Plans Busin
Slide 11: Breakdown of balances
Breakdown of balances Exposed and hedged USD 16.6bn Total balances USD 10.3bn USD 6.3bn Exposed balances Non-exposed balances USD 4.8bn USD 5.5bn Hedged balances Non-hedged balances USD 1.2bn USD 4.3bn USD 2.8bn USD 2.0bn Natural hedge Non-hedged Fixed Rate Deposits Fixed Rate Swaps floating rate ba
Slide 12: Balances analysis
Balances analysis Majority of balances are exposed to interest rate changes Balances that are not exposed to interest rate changes because either they earn a Not fixed spread or do not Exposed earn interest at all 38% Exposed USD6.3bn USD 16.6bn pre-hedging (Average for 1H17) 62% … Balances impacted
Slide 13: Exposed and non-exposed balances by business
Exposed and non-exposed balances by business Yield, balances and margin income breakdown Business Activity 1H17 Balances (USD billions) Margin Income (USD millions) Exposed Non-exposed Register Maintenance 2.0 0.4 10.2 Corporate Actions 2.7 1.2 18.4 Employee Share Plans 1.6 0.3 8.7 Business Services
Slide 14: Profile of the non-exposed balances
Profile of the non-exposed balances › In 1H17 non-exposed balances represented USD 6.3bn or 38% of the total book › Non-exposed balances occur across the product spectrum in multiple geographies but are concentrated more heavily in the US and Canada › Our fee spread is fixed, 3rd parties remain expo
Slide 15: Exposed balances (hedged and un-hedged)
Exposed balances (hedged and un-hedged) Key driver of margin income upside Average exposed balance pre-hedging 1HFY17 FY16 FY15 FY14 FY13 FY12 FY11 FY10 FY09 Average balances (USD) 10.3bn 9.9bn 10.5bn 10.8bn 11.6bn 9.2bn 7.4bn 6.29bn 4.9bn % of overall balances 62% 64% 69% 76% 77% 67% 72% 74% 72% As
Slide 16: Breakdown of exposed balances by currency
Breakdown of exposed balances by currency Currently most exposed to USD rates though GBP and CAD remain important Average exposed balances hedged CAD Average exposed balances prior to hedging 13% Other AUD 4% 4% USD CAD USD 4.8bn 13% 46% (USD 10.3bn x 46%) GBP 41% USD 10.3bn USD (USD 16.6bn x 62%) 4
Slide 17: Profile of our swap and deposit book
Profile of our swap and deposit book Management of exposed balances Mark to market commentary Treasury management › Swaps: overall positions can be › Treasury teams are actively managing replaced at similar levels – no cliff exposed balances within policy guidelines › Fixed and floating rate deposit
Slide 18: Profile of our swap and fixed rate deposit book
Profile of our swap and fixed rate deposit book Short duration hedging – enhances yield without preventing the benefit of potential rate rises 5,000 4,500 4,000 Fixed Rate Deposits Swaps Derivatives 3,500 c.80% of hedges USD Million 3,000 expire by Nov 2017 2,500 2,000 1,500 1,000 500 0 Jan-17 Jan-1
Slide 19: Duration – enhancing yield
Duration – enhancing yield Stability of balances facilitates long term depositing › Floating rate deposits are included in both exposed and non-exposed balances 5,000 4,000 3,000 USD Million 2,000 1,000 0 Jan-17 Jan-18 Jan-19 Jan-20 Jan-21 12
Slide 20: Governance and sensitivities
Governance and sensitivities Our approach to managing balances Permissible counterparties Liquidity management Counterparty Universe: › All products are managed to ensure all liquidity requirements › Either directed or permitted by are met client (eg. list of approved counterparties or ratings › Pol
Slide 21: Governance and sensitivities
Governance and sensitivities Our approach to managing balances Interest rate movements Opportunities and challenges › Managed in accordance with › Balances have grown board approved policy which substantially over recent amongst other things deals with years driven by organic growth the minimum and
Slide 22: Headwind turning into tailwind
Headwind turning into tailwind After a sustained period of interest rate declines rate curves are now improving % 6.00 5.00 USD 4.00 3.00 2.00 1.00 - % 7.00 6.00 5.00 GBP 4.00 3.00 2.00 1.00 - % 6.00 5.00 CAD 4.00 3.00 2.00 1.00 - 15
Slide 23: Conclusions
Conclusions $16.6bn Tailwind $10.3bn FY18 Margin income Balances exposed to rates; Growing 3rd party balances expected to increase immediate and lagged benefits Yield enhanced No cliff/no lockout 1 % = $55m EBITDA No material impact from expiring $55m annualised EBITDA benefit Disciplined use of swa
Slide 24: Global Registry
Global Registry Driving margin growth Naz Sarkar CEO - United Kingdom, Channel Islands, Ireland and Africa 27 April 2017
Slide 25: Global Registry: Driving margin growth
Global Registry Driving margin growth › Our strategic aim is to continue to be the leading global provider of registry services and drive margin growth by developing innovative solutions, cross-selling services and increasing operational efficiency › Execution priorities: - Develop new income stream
Slide 26: Global Registry: Robust business generating high quality earnings
Global Registry Robust business generating high quality earnings, strong cash flow and improving margin Management Revenue by Region ANZ ANZ ANZ 14% 14% 14% ASIA ASIA ASIA 8% 8% 8% USD USD USD 892.4m 893.4m 868.3m North Europe North North Europe Europe America 17% America America 16% 17% 61% 61% 62%
Slide 27: Global Registry: No. 1 or 2 by size in focus markets
Global Registry EMEA No.2 in UK; largest provider in Jersey, Ireland, No. 1 or 2 by size in focus markets South Africa, Italy, Denmark & Switzerland Largest AGM Services provider in Germany & Netherlands; No. 2 in Sweden NORTH AMERICA 1,840 clients in UCIA; 760 clients in Continental Europe Largest
Slide 28: Global Registry: Large global issuers
Global Registry Large global issuers 5
Slide 29: Low volatility in wins/losses and retentions
Global Registry Low volatility in wins/losses and retentions in all markets EMEA CANADA 0.2% 1.0% 0.6% 2.4% HONG KONG 1.3% USA 0.1% 1.5% 1.2% AUSTRALIA/NEW ZEALAND % wins or losses calculated as net number of wins & losses compared 0.6% 1.7% to total clients in 1H17 % retentions calculated as number
Slide 30: Opportunities for growth through innovation
Global Registry Opportunities for growth through innovation Top line growth - Examples Global franchise Corporate Actions Non-issuer paid Additional services Global Capital Markets Premium Transfer Service (US) Dividend Account Service (HK) Georgeson Investor Trade (ANZ) Demutualisation Services (CA
Slide 31: Changing market landscape creates challenges and opportunities
Global Registry Changing market landscape creates challenges and opportunities Competition and market Market structure › No new entrants but examples of existing › Revenue model driven by shareholder numbers providers being sold or looking to sell which remain stable or growing in Europe, Asia, Cana
Slide 32: Delivering positive margin jaws despite shareholder attrition
Global Registry Delivering positive margin jaws despite shareholder attrition › Attrition is a factor in some markets and is a function of M&A, competition and market structure › In the US for example, shareholder volumes fell by 1.6m (-8.6%) in 2016 to 16.6m, driven by: - Switch to competitors: 0.8
Slide 33: Employee Share Plans
Employee Share Plans Building a global growth engine Naz Sarkar CEO - United Kingdom, Channel Islands, Ireland and Africa 27 April 2017
Slide 34: Global Employee Share Plans: Building a global growth engine
Global Employee Share Plans Building a global growth engine › Our strategic aim is to combine best-in-class service and technology in order to grow our client base and maximise the value of assets under management; and drive strong revenue and earnings growth › Well-placed to continue to benefit fro
Slide 35: Driving growth through increased core fees
Global Employee Share Plans Driving growth through increased core fees and recovery in transactional fees Management Revenue by Region ANZ ANZ ANZ 8% ASIA 7% ASIA 6% ASIA 4% 6% 8% North North North Management America America America Revenue 37% USD 36% USD 37% USD 239.6m 235m 222.2m USD 114.4m (+9.1
Slide 36: Unique capability to maximise structural growth opportunity
Global Employee Share Plans Unique capability to maximise structural growth opportunity Full service The % of European provision companies having employee share plans has increased from 65% in 2006 to 86% in 2016 Contributory and Local Global reach award based knowledge share plans Number of compani
Slide 37: Global Employee Share Plans: No. 1 in focus markets
Global Employee Share Plans No. 1 in focus markets USA / CANADA EUROPE Largest provider of Contributory Largest provider Schemes in both markets 536 clients 335 clients in US; 206 clients in Canada HONG KONG Largest provider Major Indices 166 clients 25% Fortune Global 500 * 40% Dow Jones 30 43% FTS
Slide 38: Pre and post-vest earnings potential
Global Employee Share Plans Pre and post-vest earnings potential › Use of Trust or Nominee structures (fee income) › Full range of communication services (fee income) Plan launch and communication › Driving core fee revenue › Regular dealing revenue as shares are acquired into plans › Margin income
Slide 39: Latent earnings potential – UK post-vest assets under management
Global Employee Share Plans Latent earnings potential – UK post-vest assets under management 14% 12 23% Units (Bn) 10 Value GBP (Bn) 8 6 4 2 0 Jun 15 Jun 16 Feb 17 16
Slide 40: Large global issuers
Global Employee Share Plans Large global issuers Europe [O/S] 17
Slide 41: Wins, losses & retentions
Global Employee Share Plans Wins, losses & retentions EUROPE CANADA 1.1% 6.1% 1.5% 1.0% HONG KONG 0.6% USA 1.2% 6.3% 0.0% % wins or losses calculated as net AUSTRALIA / NEW ZEALAND number of wins & losses compared to total clients in 1H17 5.0% 2.0% % retentions calculated as number of competitive re
Slide 42: Investment in customer facing technologies and product refreshes
Global Employee Share Plans Investment in customer facing technologies and product refreshes Market leading innovation Global franchise Extending the value chain by State of the art New IFRS Reporting Insightful data retaining the assets reporting suites Capabilities analytics Cross-sell and up-sell
Slide 43: Well-placed to deliver growth
Global Employee Share Plans Well-placed to deliver growth Competition Market › Competition falls into various categories: › Continue to diversify client base by executing our growth strategy (no industry segment accounts for >21% of EMEA › Wealth managers clients) › SaaS providers › Service model ba
Slide 44: Building the UK Mortgage Services Growth Engine
Building the UK Mortgage Services Growth Engine Andrew Jones CEO – UK Mortgage Services 27 April 2017
Slide 45: Executive summary
Executive summary Building the UK Mortgage Services growth engine › UKAR contract remains on track to deliver £600m of revenue and £100m of PBT UKAR contract › Key risks identified as part of the UKAR appointment have decreased in intensity performing well › Circa 55% of the UKAR book has now been s
Slide 46: Our Mortgage Servicing journey
Our Mortgage Servicing journey Through the combination of HML and UKAR, Computershare now services £66bn of mortgages in the UK 1988 2009 2014 2015 2016 2017 Homeloan HML acquires Computershare Acquisition of Topaz UKAR appointment Contracts secured Management Scarborough acquires HML Finance Limite
Slide 47: Our UK Mortgage Servicing business
Our UK Mortgage Servicing business Computershare is the largest third party mortgage servicer in the UK with over 60% market share The UK’s largest 58 Mortgage Servicer Clients 600k MORTGAGES 35k accounts in arrears The highest Mortgage Servicer ratings globally Regulated by and compliant
Slide 48: Our services
Our services The combination of the HML and UKAR platforms leaves us well placed to service the end-to-end mortgage life cycle Origination Support Securitisation Servicing Master Arrears Servicing Management Loss Recovery Quality and Risk Platform and IT Analytics Change delivery Management developm
Slide 49: UKAR contract performing well
UKAR contract performing well The UKAR contract continues to perform well with the key risks that we identified as part of the transaction decreasing in intensity since June 2016 Change Since Key risks June 2016 Financial returns › We remain on track to deliver £600m of revenue and £100m of PBT over
Slide 50: Integrating HML and UKAR
Integrating HML and UKAR Integration of HML and UKAR has progressed faster than expected and work has now commenced to consolidate all of the mortgages that we manage onto a single platform › Significant progress has been made since completion of the UKAR transaction in June 2016: - More than 300 ro
Slide 51: Growth opportunities
Growth opportunities Positive progress has been made in the last 12 months in both the Challenger Bank and Asset Trader segments of the mortgage outsourcing market. Our focus is now moving to the Retail Banking sector. Challenger Banks Asset Traders Retail Bank Outsourcing › Non high street lenders
Slide 52: Challenger Banks
Challenger Banks We expect our new Challenger Bank contracts to deliver £20bn of UPB by FY22 Challenger Bank net lending Challenger Bank growth profile Challenger Bank best buy 2014 -15 positioning Source: Council of Mortgage Lenders Source: CML Economics Source: KPMG Challenger Bank Annual Results
Slide 53: Retail banking opportunity
Retail banking opportunity Opportunities exist with both the larger retail banks and also with mid tier players Global banking industry average Return on Equity UK Retail Banks UPB Source: Bain & Company, “The return of corporate strategy in banking” › The vast majority of the 91% of the UK mortgage
Slide 54: Stable regulatory landscape
Stable regulatory landscape The volume and pace of regulatory change in the UK continues to increase and is a strong driver for retail banks to consider outsourcing as a route to reducing cost through platform consolidation The way that customers in mortgage arrears are dealt with continues to be ke
Slide 55: Conclusions
Conclusions Building the UK Mortgage Services growth engine 1 2 UKAR contract performing well Integration ahead of plan The risks associated with the UKAR Synergies are being realised slightly faster contract have reduced in intensity and the than expected with over 300 roles removed contract remain
Slide 56: US Mortgage Services
US Mortgage Services Execution on track for scale and anticipated returns Nick Oldfield CEO, US Mortgage Services 27 April 2017
Slide 57: Executive summary
Executive summary Execution on track for scale and anticipated returns Building competitive Compelling market Attractive industry we know differentiation through dynamics create material well that aligns with our focus on servicing quality, opportunity for CPU core strengths technology and product o
Slide 58: Key execution priorities for FY17
Key execution priorities for FY17 What we said we’d do CMC Clients and Technology Regulatory Integration opportunities compliance › Co-issue program › Two major legacy › Building our new › No major expanded and MSR acquisitions loss mitigation developments delivering OVER closed system – has been ›
Slide 59: Mortgage Servicing expertise
Mortgage Servicing expertise Computershare offers a full range of services across the mortgage value chain Trade, Co-issue, Capital Market Services, Recapture Trading Enable a nationwide network of mortgage bankers to leverage their collective power to receive better Recapture Fulfil product, servic
Slide 60: Building our platform for growth
Building our platform for growth Diversified business maximises overall returns High Non- performing owned MSR Performing owned MSR CAPITAL INTENSITY Non- Performing sub- servicing Mortgage Capital Solutions Markets Services Execution Performing -only Loan sub- Trading Fulfilment & servicing Low Dil
Slide 61: Financial disclosure
Financial disclosure Revenue breakdown / 1HFY17 business segment financials US Mortgage Services 1H17 revenue composition Base fees - Fees received for base servicing activities. › Fees are generally assessed in bps for owned or Other Fees structured deals, while subservicing is usually 27% paid as
Slide 62: Building our platform for growth
Building our platform for growth Three key requirements to hit scale in FY20 Grow scale Current portfolio c. USD 59bn › Targeting market share 1-1.5% (April 2017) › We see scale as UPB c. USD 100 bn Substantial market opportunity to deliver portfolio growth Get the right mix › Owned MSR and sub-serv
Slide 63: Building our platform for growth strategic pillars to deliver scale
Building our platform for growth 5 strategic pillars to deliver scale Capital light Growth in fee Optimising our Drive MSR Operational model based business portfolio growth effectiveness › Leverage MSR › Multiple service › Portfolio › CMC Co-Issue › Workflow and purchases to drive offerings expand p
Slide 64: Industry landscape
Industry landscape Market dynamics create compelling opportunity for CPU › USD 10 Trillion outstanding mortgage volume Market size › Over USD 1 Trillion in annual new origination › CPU targeting a fraction of share › Three of four major listed servicers have had or are facing major Dislocation among
Slide 65: Competitive strengths
Competitive strengths Consistent with Computershare’s compliance culture Servicing Growth Capital Scale CPU quality profile › Upgraded by › New servicing in › Do not originate › Materially › Has scale, Moodys & Fitch manageable loans - credit smaller than resources and in past year, proportions risk
Slide 66: Our business at scale
Our business at scale Re-affirming financial returns Measure What it looks like How we get there VOLUME UPB > USD 100bn › Continue to grow out CMC Co-Issue Market share 1-1.5% program › Execute on legacy opportunities in pipeline › Build up sub-servicing portfolio MIX c. 70/30 Servicing v Fee Based
Slide 67: Priorities for next twelve months
Priorities for next twelve months Where we will make progress to deliver on our plan › Improvement in operating margin through increasingly scalable platform Margin expansion › Initiatives include workflow and process automation, productivity management programs, borrower communication channels and
Slide 68: US mortgage regulatory update
US mortgage regulatory update Regulation creates barriers to entry – aligned with CPU background elsewhere › The primary federal regulatory body overseeing the US residential mortgage market is the Consumer Financial Protection Bureau (the “CFPB”), which was established by the Dodd-Frank Wall Street
Slide 69: Interest rate sensitivities
Interest rate sensitivities Sweet spot is modestly rising rate curve › New origination volume slows, negatively impacting co-issue and fulfilment businesses (re-financing volume slows while purchase volume stays steady or grows) › Non-conventional mortgage products become more attractive to investor
Slide 70: Management of other key risks
Management of other key risks We are comfortable with our residual risk exposure › MSR volumes drive financial › We have been able to maintain CMC New mortgage outcomes. CMC provides strong discounts to fair market whilst Sustainability of origination and visibility of performing buying increasing v
Slide 71: Growth opportunities and key priorities
Growth opportunities and key priorities We expect to make substantial progress towards our target in FY18 Expand CMC volume › Targeting USD 1bn per month in FY18 Execute on current pipeline › Sub-servicing opportunities in both performing and non-performing sectors Penetrate CMC network › Sub-servic
Slide 72: Delivering Efficiencies
Delivering Efficiencies Mark McDougall Global Chief Information Officer 27 April 2017
Slide 73: Key Messages
Key Messages We have an identified set of We have a long and cost-out programs There has been a detailed, successful track record of structured and considered (stage 1 and stage 2 in execution of cost-out approach execution mode) projects Stage 3 is in planning mode We are confident we will with mor
Slide 74: Delivering Efficiencies strategic levers
Delivering Efficiencies Each of the Delivering Efficiencies strategic levers has an in-flight or planned project over the next three year horizon Where we do work How effectively we work Reduction in manual work Global Servicing Model Spans of Control Process Automation Louisville Operational Effici
Slide 75: Project Overviews
Delivering Efficiencies Project Overviews Stage 1 A North American project to establish a single, large operating facility in the US Region in a Louisville lower-cost geographical area suitable to our business requirements, while significantly reducing our footprints in Chicago, Boston and Jersey Ci
Slide 76: Target savings range reaffirmed at USD 85-100m
Delivering Efficiencies The target savings range is reaffirmed as between USD 85-100m Stage 1 $M FY17 est. FY18 FY19 FY20 Louisville 25 - 30 28% 55% 69% 100% Stage 2 $M Spans of Control ~15 20% 90% 100% Operational Efficiencies 10 - 15 25% 75% 100% Procurement 5-8 50% 100% Process Automation ~20 20%
Slide 77: Louisville
Louisville The Louisville program has already delivered 28% of the benefits in FY17 ahead of the original forecast of 15% through early execution For every employee hired in The project forms one of the top Louisville there is at least a 10 CEO global priorities corresponding FTE that is Financial r
Slide 78: Louisville community integration
Louisville A key to the success of the Louisville project has been the integration into the community 41% 20% processing Higher of daily US Employee work Engagement Population Culture Corporate Citizenship › As of March 31, 2017 Louisville has › While the tasks of recruiting, hiring › We have begun
Slide 79: Spans of Control
Spans of Control This project has completed the execution phase and is now in the benefits realisation phase prior to completion Ongoing reconciliation between The project forms one of the top roles and financials to ensure 10 CEO global priorities Financial benefit capture Sponsorship Management Ev
Slide 80: Spans of Control best practice approach
Spans of Control The spans of control project leveraged a best practice approach to organisational layer design Org. Layers & Roles Layer Role Span (target) For the number of organisational layers for the business unit, an assumption was made of the 1 Global CEO 1:7 organisational role at each layer
Slide 81: Spans of Control: target benefits realised
Spans of Control The target benefits have been successfully realised › Computershare’s middle management had the least spans at the top which is where the majority of the reduction was achieved 200+ FTE reduction › This initiative focused on management and all areas of the business versus an histori
Slide 82: Operational Efficiencies
Operational Efficiencies Adopting a different methodology for productivity measurement and operations staff management to drive operating efficiency improvements The project forms one of the top Minimal capital investment 10 CEO global priorities required to support the project Financial Sponsorship
Slide 83: Operational Efficiencies: productivity insight
Operational Efficiencies Enhancing productivity insight and focusing floor management on real time performance vs. weekly or monthly results Productivity Metric Visual Management Active Management Updated Productivity Metric Visual Management Views Defined Operating Rhythm Refresh current productivi
Slide 84: Pilot phase productivity increase
Operational Efficiencies During the pilot phase, Active Management across the identified opportunity areas produced a significant increase in productivity 70% baseline average productivity pre-pilot 83% 5-day moving average productivity at pilot end 19% productivity increase A 13 point productivity
Slide 85: Digital Ops
Digital Ops Digital Ops using innovative technologies will redefine the workplace for all companies The project is working with the The project is the number one of core business on benefits the top 10 CEO global priorities realisation capture as the core Financial Management performance measure Spo
Slide 86: Digital Ops: Intelligent Process Automation
Digital Ops So what is it? Intelligent Process Automation › Known in the industry by many names such as: › Intelligent Process Automation Load Process Business Work Work Referral › Robotic Process Automation › Virtual Workforce Management exceptions › Automation is facilitated through the existing s
Slide 87: Business Value
Digital Ops The small investment cost, delivery efficiency and speed to market makes the technology approach highly compelling Process Core System Re-engineering Development Business Value Digital Ops size of required investment Self-Service Workflow Channel Transaction Development Automation 1 year
Slide 88: Digital Ops results and deployment waves
Digital Ops Deep data insights into the processing outcomes is already confirming the unlimited potential of the initiative 21 Processes in production and counting! 2 Processes in production per week across the globe in start- up phase 500K Wave 1 annualised savings There are 11 incremental waves of
Slide 89: Closing Messages
Closing Messages We understand the cost-out projects and their relationships with each other to achieve the results stated Louisville is ahead of plan and on track to deliver Spans of Control has nearly completed and on track to deliver Operational Efficiencies has proven its potential and will now