DOCSLIB.ORG

Creating and Exploiting Global Human Capital Measures

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Creating and Exploiting Global Human Capital Measures CreatingCreating andand exploitingexploiting globalglobal humanhuman capitalcapital measuresmeasures withinwithin TheThe RoyalRoyal BankBank ofof ScotlandScotland GroupGroup PresentationPresentation toto seseugiugi 2121 JuneJune 20032003 Iain Middleton Group HR Information Strategy SAS within Human Resources I Why? I What? I How? I Where? SAS within Human Resources I Why use SAS to “count heads”? I What? I How? I Where? SAS within Human Resources I Why use SAS to “count heads”? I What were the integration challenges? I How? I Where? SAS within Human Resources I Why use SAS to “count heads”? I What were the integration challenges? I How does SAS enable HR to add value? I Where? SAS within Human Resources I Why use SAS to “count heads”? I What were the integration challenges? I How does SAS enable HR to add value? I Where are we and where are we going? Counting heads credit scoring behavioural scoring one head per person......easy bad debt forecasting I Previously worked in Lending Systems I Began working in HR on 14 February 2000 Counting heads credit scoring behavioural scoring one head per person......easy bad debt forecasting I Previously worked in Lending Systems I Began working in HR on 14 February 2000 Global Financial Markets Lombard Asset Finance Integration challenges Coutts Cayman Islands - HR data on many systems Greenwich NatWest 96,000 staff Coutts Miami / Asia Coutts Switzerland 30+ HR systems Comfort Cards 20,000 staff Ulster Bank Group 1 HR system Lombard Bank ing Offshore Angel Trains Integration track NatWest Bank Multicor Lombard North Central Direct Line Group structure Coutts UK Green Flag Greenwich Capital Markets Trust main UK bank RoyScot NatWest One Account RB Invoice Finance Adam & Company Citizens Financial Group Integration challenges - creating the hierarchy 10 Divisions 1,000 business areas 10,000 moves per month 40,000 cost centres 96,000 staff RBS Group March 2000 Corporate Citizens Direct Ulster Banking NW RB Retail Wealth Financial Line Bank & Financial Retail Retail Direct Management Group Group Group Markets Manufacturing Group Corporate Functions Executive, HUMAN RESOURCES, Finance, Economics, Communications, Strategy, Legal & Compliance Integration challenges - dynamic global environment I staff costs of £3.5bn (source: RBSG Accounts Dec 2000) I presence in 25 countries I 18,000 jobs to be tracked I 60,000 employees to migrate to core HR system I 4,000 joiners/leavers each month I ....at the same time as Group Technology carried out the largest-ever IT integration in financial services history Integration challenges - staff tracking issues More than 30 independent HR systems covering staff in 25 countries; Variety of data categories (including over 5,000 duplicated IDs across PeopleSoft systems); Integration project codes not available on HR systems; Missing/changing dates of birth, NI numbers, surnames, prefixes, initials........ Gradual evolution of reporting requirements Integration challenges - ongoing acquisitions Euro Sales Finance Dixon Motors - UK, France, -UK Holland, Germany WorldPay -UK, South Africa, Singapore, Germany Allstate Insurance Royal & Sun Alliance direct motor businesses direct motor businesses - Italy, Germany -Italy Integration challenges - ongoing acquisitions Retail Banking area of Feitelberg Insurance Mellon Financial Corp WorldPay Medford Bancorp Port Financial Corp The SAS Data Warehouse Monthly snapshot Monthly snapshot Monthly cost centre employee data absence data from details from Finance Quarterly data from Leavers’ from 30+ HR systems 30+ HR systems and line HR Questionnaires Misc ad-hoc Group-wide reports: GEMC Report: measures and Diversity, ratings, salaries, Profit provides Group commentary on Sharing, maternity leavers/returns etc Executive with HR initiatives human capital HRMIS : data Movers Reports for line SAS data warehouse on non-PS staff and HR to advise leaving codes, Group Tree redundancy amounts, integration codes Tracking Toolkit Hierarchy Toolkit Scorecard Toolkit: Leavers Toolkit: showing voluntary showing headcount headcount, gross interactive analysis turnover and absence and structure for turnover, absence of answers provided rates against targets 40,000 cost centres and costs for 800 by leavers. for 800 business areas across the Group business areas Helping HR to add value I HR management information is now: !consistent !reliable !robust !accessible world-wide I This allows HR professionals to focus on real business issues with a bottom-line impact: !reducing voluntary turnover by 1% improves the bottom-line by over £20m* !reducing absence by 0.1% improves the bottom-line by over £2m* * based on an average 93,000 FTEs with an average salary of £20k Where are we now and where are we going? I November 2002: largest-ever IT integration project completed successfully ahead of schedule Where are we now and where are we going? I From the SAS data warehouse the HR teams now have data on: !headcount, structure, turnover, absence, leavers I The warehouse is a vital part of the ‘data quality improvement loop’ with core HR systems I Ongoing developments are: !short-term tenure turnover !reasons for employees choosing RBSG !forecasting based on geodemographics !in-sourcing analyses which previously had to be out- sourced I Ultimately, a global HR platform Where are we now and where are we going? CROSS-FUNCTIONAL ANALYSIS: eg Finance Human Resources Risk Technology Corporate Citizens Direct Ulster Banking NW RB Retail Wealth Financial Line Bank & Financial Retail Retail Direct Management Group Group Group Markets Manufacturing Group Corporate Functions Executive, HUMAN RESOURCES, Finance, Economics, Communications, Strategy, Legal & Compliance Where are we now and where are we going? I RBSG is now the second largest bank in Europe and the fifth largest in the world I Market capitalisation is £47 billion (May 2003) I RBSG has more than 20 million UK personal customers, 2,287 UK branches and assets of £412 billion (Dec 2002) I Profit before tax (Dec 2002) was £4.7 billion, up by 12%. I January 2003: Fred Goodwin, Group Chief Executive named Businessman of the Year (Forbes Magazine) I February 2003: Neil Roden, Group Director Human Resources named Human Resource Director of the Year (AON Consulting) I April 2003: RBSG named winner of Best Systems Integration Project of the Year (Financial Systems Technology Magazine) STOP PRESS! I 14 May 2003: RBSG to buy Santander Direkt Bank (Frankfurt) I 10 June 2003: RBSG “is the best-performing bank in the world” (The Boston Consulting Group) in terms of Risk-Adjusted Relative Total Shareholder Return 1998-2002 I 11 June 2003: RBSG to acquire Churchill Insurance Group − cost of GBP 1.1billion − RBSG will be the third largest general insurer in UK − 9,000 employees to be added to the SAS data warehouse .
Load more

Recommended publications
  • Retail Banking Announcement
    Frequently asked questions 26 May 2021 What the repositioning of the HSBC USA Wealth and Personal Banking business means for our customers, here and abroad Why did HSBC take this action? In February 2020, we set out a plan to shift our business strategy in the United States to maximize the connection between our clients and our world-class international network. Our primary business will be a wholesale bank focused on the international needs of clients. We are renewing our emphasis on the US$5 trillion international wealth management opportunity from globally mobile and affluent individuals in the United States. Is HSBC exiting the United States? No, HSBC is not exiting its US business. We aim to be the leading international bank in the United States and are focused on what we do best – connecting Americans to a world of opportunity and bringing cross-border business and investment to the United States. We will continue to provide banking services not only to our wholesale banking clients, but also to our Premier, Jade and Private Banking customers. I have personal accounts at HSBC and I’m in the United States. How will these agreements affect me? Upon completion of the transactions, the accounts of in-scope customers will be transferred to Citizens or Cathay Bank. We thank those customers for their business and will ensure the transfer occurs with as minimum disruption as possible. Premier, Jade, Private Banking and other clients who will remain HSBC customers are in the process of being transitioned to one of our new 20-25 Wealth Centers.
    [Show full text]
  • Citizens Financial Group, Inc
    Citizens Financial Group, Inc. 165(d) Resolution Plan Public Summary December 31, 2016 CFG 165(d) Resolution Plan Public Section PUBLIC SECTION Table of Contents Introduction ......................................................................................................................... 1 1. Material Entities............................................................................................................... 3 2. Core Business Lines ....................................................................................................... 3 3. Summary of Financial Information, Capital and Major Funding Sources........................ 7 4. Derivative and Hedging Activities.................................................................................... 10 5. Membership in Material Payment, Clearing and Settlement Systems ............................ 12 6. Foreign Operations ......................................................................................................... 13 7. Material Supervisory Authorities...................................................................................... 13 8. Principal Officers ............................................................................................................. 14 9. Resolution Planning Corporate Governance, Structure and Processes ......................... 14 10. Material Management Information Systems.................................................................. 14 11. High Level Description of Citizens' Resolution Strategy...............................................
    [Show full text]
  • Cross-Border Financial Institutions in the EU: Analysis of Total Assets and Ultimate Ownership
    Directorate-General for Internal Policies Directorate A - Economic and Scientific Policy Policy Department A.: Economic and Scientific Policy and Quality of Life Unit Cross-Border Financial Institutions in the EU: Analysis of Total Assets and Ultimate Ownership Briefing Note IP/A/ECON/NT/2008-10 PE 408.550 Only published in English. Author: Josina KAMERLING Policy Department Economy and Science DG Internal Policies European Parliament Rue Wiertz 60 - ATR 00L046 B-1047 Brussels Tel: +32 (0)2 283 27 86 Fax: +32(0)2 284 69 29 E-mail: [email protected] Arttu MAKIPAA Policy Department Economy and Science DG Internal Policies European Parliament Rue Wiertz 60 - ATR 00L042 B-1047 Brussels Tel: +32 (0)2 283 26 20 Fax: +32(0)2 284 69 29 E-mail: [email protected] Manuscript completed in August 2008. The opinions expressed in this document do not necessarily represent the official position of the European Parliament. Reproduction and translation for non-commercial purposes are authorised provided the source is acknowledged and the publisher is given prior notice and receives a copy. Rue Wiertz – B-1047 Bruxelles - 32/2.284.43.74 Fax: 32/2.284.68.05 Palais de l‘Europe – F-67000 Strasbourg - 33/3.88.17.25.56 Fax: 33/3.88.36.92.14 E-mail: [email protected] IP/A/ECON/NT/2008-10 PE 408.550 Table of Contents 1. The Data on Financial Institutions in EU27 ......................................................................1 2. Largest Financial Institutions in Europe (Tables 1-5) .......................................................2
    [Show full text]
  • As Part of a Workplace Enablement Initiative, Fujitsu Helped Royal Bank
    CUSTOMER CASE STUDY “ We can seamlessly give users what they keep asking for. The critical point is that we don’t need an engineer to visit their machine – the user can self- elect to upgrade when it suits and the virtual environment takes care of the rest.” Steve Wood Head of Workplace Technology RBS Fujitsu and RBS deployed a virtual client service that enables flexible working from any device while new services can be delivered instantly and security issues can be resolved quickly. At a glance Challenge Benefit Country: United Kingdom RBS wanted to extend its virtual desktop ■ Employees can work flexibly from any device, Industry: Financial Services environment from 20,000 users to 90,000 as making them happier and more productive Founded: 1727 part of a workplace enablement initiative. ■ New services can be delivered in hours rather Employees: 92,000+ The objective was to free more users to work than months, making RBS more responsive to Website: www.rbs.com flexibly from any device, thus reducing its customers’ needs the company’s physical footprint and increasing productivity. ■ Security issues can be addressed more quickly within the central virtual environment Solution ■ Millions of pounds’ worth of property The company worked with its technology has been freed up, removing cost from partner, Fujitsu, to extend the existing virtual the business client services platform, based on FUJITSU Server PRIMERGY and Microsoft HyperV. Now, 70,000 users have used a self-service portal to automatically upgrade their devices to the new environment. Customer RBS is a UK-based bank, headquartered in Edinburgh, Scotland.
    [Show full text]
  • East Midlands Franchise: Invitation to Tender
    East Midlands Franchise Invitation to Tender 7 June 2018 1 The Department for Transport has actively considered the needs of blind and partially sighted people in accessing this document. The text will be made available in full on the Department’s website. The text may be freely downloaded and translated by individuals or organisations for conversion into other accessible formats. If you have other needs in this regard please contact the Department. Department for Transport Great Minster House 33 Horseferry Road London SW1P 4DR Telephone 0300 330 3000 Website www.gov.uk/dft General email enquiries: [email protected] © Crown copyright 2018 Copyright in the typographical arrangement rests with the Crown. You may re-use this information (not including logos or third-party material) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence/version/2 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or e-mail: [email protected]. Where we have identified any third-party copyright information you will need to obtain permission from the copyright holders concerned. 2 Contents Section 1: Introduction ...................................................................................................... 6 1.1 Introduction .............................................................................................................................. 6 1.2 Form of Contract
    [Show full text]
  • Covid-19 Recovery Renewing the Transport System
    Covid-19 Recovery Renewing the transport system July 2020 Covid-19 Recovery • Renewing the transport system 1 Contents Executive Summary 3 Introduction 5 Impact of the crisis 7 Opportunity for renewal 15 Facilitating the shift to a rapid renewal 34 References 36 Acknowledgements This paper was developed by Campaign for Better Transport and is solely its view. Organisations were engaged directly and through four virtual roundtable discussions in May 2020, with senior representatives of train and bus operators, government representatives, local authorities, passenger bodies, technology companies and other stakeholders. Thanks go to the following organisations that were engaged or participated in discussions to inform the contents of this report, including: Abellio Group, Angel Trains, Arriva Group, Avis Budget Group, Bird, Bombardier, Bus Users UK, BVRLA, Cambridge and Peterborough Combined Authority, Client Earth, Community Rail, Community Transport Association, CoMoUK, Confederation of Passenger Transport, Essex County Council, Eversholt Rail, First Group, Five AI, Go-Ahead Group, Grand Central Railway, GTR, HCT Group, Liverpool City Region, Living Streets, Local Government Association, Network Rail, North East Combined Authority, Rail Delivery Group, Rail Freight Group, Rail Industry Association, RSSB, Ryse Hygrogen, South Yorkshire Passenger Transport Executive, Stagecoach Group, Sustrans, The AA, Trainline, Transdev, Transport & Environment, Transport Focus, Transport for Greater Manchester, Transport for London, Transport for the North, Transport for West Midlands, Uber, Urban Transport Group, ViaVan, Wrightbus, Zeelo. The paper has also been peer reviewed by the Campaign for Better Transport Policy Associates Network. Thank you to Isabel Dedring, Jim Steer, Keith Buchan, Kris Beuret, Leon Daniels, Lilli Matson, Lynda Addison, Matt Lovering, Phil Jones, Prof.
    [Show full text]
  • Natwest Holdings Limited Annual Report and Accounts 2020 Strategic Report
    NatWest Holdings Limited Annual Report and Accounts 2020 Strategic report Central items & other includes corporate functions, such as treasury, Page finance, risk management, compliance, legal, communications and Strategic report human resources. NWB Plc, NWH Ltd’s largest subsidiary, is the main Presentation of information 2 provider of shared services and Treasury activities for NatWest Group. Principal activities and operating segments 2 The services are mainly provided to NWH Group however, in certain Description of business 2 instances, where permitted, services are also provided to the wider Performance overview 2 NatWest Group including the non ring-fenced business. Stakeholder engagement and s.172(1) statement 3 Description of business Board of directors and secretary 6 Business profile Financial review 7 As at 31 December 2020 the business profile of the NWH Group was Risk and capital management 10 as follows: Report of the directors 76 Total assets of £496.6 billion. Statement of directors’ responsibilities 81 A Common Equity Tier 1 (CET1) ratio at 31 December 2020 of Financial statements 82 17.5% and total risk-weighted assets (RWA) of £135.3 billion. Customers are served through a UK and Irish network of Presentation of information branches and ATM services, and relationship management NatWest Holdings Limited (‘NWH Ltd’) is a wholly owned subsidiary of structures in commercial and private banking. NatWest Group plc, or ‘the holding company’ (renamed The Royal Bank of Scotland Group plc on 22 July 2020). NatWest Holdings The geographic location of customers is predominately the UK Group (‘NWH Group’) comprises NWH Ltd and its subsidiary and and Ireland.
    [Show full text]
  • Natwest Group United Kingdom
    NatWest Group United Kingdom Active This profile is actively maintained Send feedback on this profile Created before Nov 2016 Last update: Feb 23 2021 About NatWest Group NatWest Group, founded in 1727, is a British banking and insurance holding company based in Edinburgh, Scotland. Its main subsidiary companies are The Royal Bank of Scotland, NatWest, Ulster Bank and Coutts. Prior to a name-change in July 2020, it was known as Royal Bank of Scotland (RBS) Group. After a massive bailout in 2008, a majority of RBS' shares were purchased by the UK Government. In 2014 the bank embarked on a restructuring process that saw it refocus on its business in the UK and Ireland. As part of this process it divested its ownership of Citizens Financial Group, the 13th largest bank in the United States, in 2015. As of 2020 it remains 61.93% UK Government owned, via UK Financial Investments (UKFI). Website https://www.natwestgroup.com/ Headquarters 36 St Andrew Square EH2 2YB Edinburgh Scotland United Kingdom CEO/chair Alison Rose CEO Supervisor Bank of England Annual report Annual report 2020 Ownership listed on London Stock Exchange Natwest Group is majority-owned by the UK government since 2008, which currently holds 61.93 % of the shares. Complaints NatWest Group does not operate a complaints channel for individuals and communities that may be adversely affected by and its finance. However, the bank can be contacted via the contact form here (e.g. using ‘General Service’ as account type). grievances Stakeholders may raise complaints via the OECD National Contact Points (see OECD Watch guidance).
    [Show full text]
  • Mis-Selling Claims by High Net Worth Couple for Poorly Performing Investments Sold by Bank’S Pushy Ex- Salesman Dismissed
    Mis-selling claims by high net worth couple for poorly performing investments sold by bank’s pushy ex- salesman dismissed Les and Janet O’Hare v. Coutts & Co [2016] EWHC 2224 (QB) Article by David Bowden Les and Janet O’Hare v. Coutts & Co -[2016] EWHC 2224 (QB) Mis-selling claims by high net worth couple for poorly performing investments sold by bank’s pushy ex-salesman dismissed Following a 10 day trial, in which mis-selling claims were made against a private bank by a high net worth couple, in a surprising ruling the judge has dismissed all claims. The bank failed to call its former salesman Mr Shone to give evidence to defend his and the bank’s reputation despite having said it would do so. All of the bank’s witnesses that did give oral evidence were castigated by the judge. The judge however found that all 3 of the claimant’s witnesses were credible and telling the truth. A complaint about one product had been made to and dismissed by the bank but it had offered $250k as a goodwill gesture to be offset against future charges. Despite the bank’s figures and evidence on this being hopelessly muddled, the judge ruled that Mr & Mrs O’Hare had received the full benefit of it. Claims in relation to 2010 products were dismissed but without reference to them being time barred. Mr & Mrs O’Hare claimed that RBSI products were misrepresented to them because they had glowing past performance figures in the glossy sales brochures which were made up but an explanation of this was buried in the small print.
    [Show full text]
  • Marketplace Sponsorship Opportunities Information Pack 2017
    MarketPlace Sponsorship Opportunities Information Pack 2017 www.airmic.com/marketplace £ Sponsorship 950 plus VAT Annual Conference Website * 1 complimentary delegate pass for Monday www.airmic.com/marketplace only (worth £695)* A designated web page on the MarketPlace Advanced notification of the exhibition floor plan section of the website which will include your logo, contact details and opportunity to upload 20% discount off delegate places any PDF service information documents Advanced notification to book on-site meeting rooms Airmic Dinner Logo on conference banner Advanced notification to buy tickets for the Annual Dinner, 12th December 2017 Logo in conference brochure Access to pre-dinner hospitality tables Opportunity to receive venue branding opportunities Additional Opportunities * This discount is only valid for someone who have never attended an Airmic Conference Airmic can post updates/events for you on before Linked in/Twitter ERM Forum Opportunity to submit articles on technical subjects in Airmic News (subject to editor’s discretion) Opportunity to purchase a table stand at the ERM Forum Opportunity to promote MP content online via @ Airmic Twitter or the Airmic Linked In Group About Airmic Membership Airmic has a membership of about 1200 from about 480 companies. It represents the Insurance buyers for about 70% of the FTSE 100, as well as a very substantial representation in the mid-250 and other smaller companies. Membership continues to grow, and retention remains at 90%. Airmic members’ controls about £5 billion of annual insurance premium spend. A further £2 billion of premium spend is allocated to captive insurance companies within member organisations. Additionally, members are responsible for the payment of insurance claims from their business finances to the value of at least £2 billion per year.
    [Show full text]
  • List of PRA-Regulated Banks
    LIST OF BANKS AS COMPILED BY THE BANK OF ENGLAND AS AT 2nd December 2019 (Amendments to the List of Banks since 31st October 2019 can be found below) Banks incorporated in the United Kingdom ABC International Bank Plc DB UK Bank Limited Access Bank UK Limited, The ADIB (UK) Ltd EFG Private Bank Limited Ahli United Bank (UK) PLC Europe Arab Bank plc AIB Group (UK) Plc Al Rayan Bank PLC FBN Bank (UK) Ltd Aldermore Bank Plc FCE Bank Plc Alliance Trust Savings Limited FCMB Bank (UK) Limited Allica Bank Ltd Alpha Bank London Limited Gatehouse Bank Plc Arbuthnot Latham & Co Limited Ghana International Bank Plc Atom Bank PLC Goldman Sachs International Bank Axis Bank UK Limited Guaranty Trust Bank (UK) Limited Gulf International Bank (UK) Limited Bank and Clients PLC Bank Leumi (UK) plc Habib Bank Zurich Plc Bank Mandiri (Europe) Limited Hampden & Co Plc Bank Of Baroda (UK) Limited Hampshire Trust Bank Plc Bank of Beirut (UK) Ltd Handelsbanken PLC Bank of Ceylon (UK) Ltd Havin Bank Ltd Bank of China (UK) Ltd HBL Bank UK Limited Bank of Ireland (UK) Plc HSBC Bank Plc Bank of London and The Middle East plc HSBC Private Bank (UK) Limited Bank of New York Mellon (International) Limited, The HSBC Trust Company (UK) Ltd Bank of Scotland plc HSBC UK Bank Plc Bank of the Philippine Islands (Europe) PLC Bank Saderat Plc ICBC (London) plc Bank Sepah International Plc ICBC Standard Bank Plc Barclays Bank Plc ICICI Bank UK Plc Barclays Bank UK PLC Investec Bank PLC BFC Bank Limited Itau BBA International PLC Bira Bank Limited BMCE Bank International plc J.P.
    [Show full text]
  • The Royal Bank of Scotland Group Plc
    THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION. If you are in any doubt as to the action you should take, you are recommended to seek your own ®nancial advice immediately from your stockbroker, bank manager, solicitor, accountant or other independent ®nancial adviser duly authorised under the Financial Services Act 1986 if you are resident in the United Kingdom, or, if not, from another appropriately authorised independent ®nancial adviser. This document is being sent for information only to option holders. If you have sold or otherwise transferred or sell or otherwise transfer on or before 20 June 2000 all your Ordinary Shares, 11% Cumulative Preference Shares or 51¤2% Cumulative Preference Shares, please forward this document and the accompanying documents immediately to the purchaser or transferee, or to the bank, stockbroker or other agent through whom the sale or transfer was effected for transmission to the purchaser or transferee. If you sell your Ordinary Shares prior to 20 June 2000 and are not on the register of members as at that date, any Selling Facility Form returned by you will be of no effect. Your attention is drawn to the letter from the Chairman of The Royal Bank of Scotland Group plc set out in Part 1 of this document, which contains a recommendation by your Board to vote in favour of the resolutions to be proposed at the Extraordinary General Meeting referred to below. The Royal Bank of Scotland Group plc (incorporated in Scotland under the Companies Acts 1948 to 1980 with registered number 45551) CIRCULAR TO SHAREHOLDERS and Notice of Extraordinary General Meeting Notice of an Extraordinary General Meeting of The Royal Bank of Scotland Group plc to be held at 11.00 a.m.
    [Show full text]