Digicel Finance

Transformation
Context Setting – Background

Challenge as articulated at the start of the project

Engagement  Lack of process standardization as business is managed across 23 different markets
 Opportunity for System Standardization
Background  Limited functionality in the yourQube portal
 Lack of Process Enhancement Tools
Intelenet Global Services and  Challenge associated with Reporting
Digicel have initiated a
 Complex Business Processes spread across the Caribbean
collaborative transformation
program to asses and analyze Expected outcomes
the HR function to identify  Task Analysis and Responsibility Segregation
efficiency opportunities  Role of Group HR
 Decision Support and HR Transaction Processing teams
This engagement will  Proposed Service Levels
evaluate the current  Proposed Analysis and reports
operating environment and
 Identify all functions and processes that are in scope
deliver a comprehensive
 Collect key metrics for all operations, i.e. Number of people, Expense base, Call
target operating model volume
design fit for future
 Analyze data such as: Operating Expenses, Headcount, Available capacity, KPI’s and
SL
 Propose a Target Operating Model consisting of Technology, Consolidation and
Outsourcing options as applicable

2
Our approach to this engagement
Process Implement and
Present Findings
Walkthrough Transition
Phase 2
Phase 1 Phase 3
Process walkthroughs

Process Assessment Solution Business Analytics

Implementation
and Solution Design presentation

● Finalize assessment ● Present findings ● Appoint project Market Research

scope ● Present a manager
● Interview process comprehensive ● Create project plan
owners target operating ● Process Mapping Voice of management for key
● Data collection model ● Report progress issues
● Analytics ● Technology ● Complete Training
● Market research &Transformation ● Initiate parallel run
● Operating model road map Understanding of systems
● Go live
design ● Transition approach
and high level
timelines
COPC, Lean & Six Sigma,
● Sign off and initiate
Business Analytics and HR
migration Experts deployed

Complete We are here To Commence

Aligning our approach Become a Lean Be the employer of

to Digicel Vision
Customer Centric
Company choice

3
Agenda

Executive Summary

Assessments – People, Process and Technology

Recommendations

Target Operating Model

Benefits Case

Transformation Concepts

Annexure(s)

4
Assessment
Executive Summary

Comparison HR Staff to Head Count Ratio -

Digicel vs Industry
HR Staff to Employee Ratio

120
107 107
100
99 99
80
60 65 65

40 38 38
20
0
Least Efficient Digicel
Most Efficient Median
 e
Large Markets rn anc ed We
ove limit fram ak gov
ak g k and g of ew er Medium Markets
W e r in cros ork an nance
am ewo verag s le d lim
r l e v
f s ce s reso eraging ited
cros resour Group HR urce of
s

Make shift systems– No Central HR ERP Solution

Local CRM’s

Highly Paper centric environment Fully

Fully Localized
Localized HR Team
Over 25 Manual
HR Team
different approval Structure
Structure
paper forms process for
used all employee
changes

! ! ! !
No central No HR KPI No tracking for HR staff to head count
employee measurement & employee ratio amongst the
database reporting queries highest in the industry
Fully
Localized
HR Team
Structure

Small Markets
 HR Head Count Spread
5 FTE(s) 20 FTE(s)

TURKS & CAICOS

ISLANDS BERMUDA 1 Financial 14
36 FTE(s) 4 FTE(s) Director Market CFO
8 FTE(s) BAHAMAS
DOMINICAN VIRGIN ISLANDS
(GB)
6 FTE(s)
REPUBLIC
HAITI THE VALLEY ANGUILLA
CAYMAN
SAINT BARTHÉLEMY
PUERTO ST.MARTIN 21 Financial 3 Head of
RICO 6 FTE(s)
45 FTE(s) Controller Finance
JAMAICA ST. KITTS &
NEVISE
VIRGIN ISLANDS
8 FTE(s) (US)
MONTSERRAT 2 FTE(s)

BASSE-TERRE
ROSEAU
DOMINICA
5 FTE(s)
CENTRAL AMERICA 28 Group
Finance
FORT-DE-FRANCE 24 FTE(s)
MARTINIQUE
CASTRIES
CARIBBEAN SEA ST. LUCIA 5 FTE(s)
GUATEMALA BARBADOS
18 FTE(s)
408
HONDURAS KINGSTOWN BRIDGETOWN

19 FTE(s) ST. VINCENT &

4 FTE(s)
EL SALVADOR
A.B.C
THE GRENADINES
ST. GEORGE’S Total
GRENADA
NICARAGUA ARUBA
BONAIRE 10 FTE(s) Finance
31 FTE(s) CURACAO Headcount
32 FTE(s) 39 FTE(s)
French TRINIDAD & TOBAGO
Guyana Guana
PANAMA
Suriname 29 FTE(s)
COSTA RICA

8
Identifying Finance Roles

xxx Total Finance

Head Count - xx
Head Count
Received

460
Assessment 6
Validation

● Net joiners minus 408 $26.8M

leavers
Non-HR Roles -52

380 $21.9M
● xxxx

Group HR -28

● xxx

MGMT staff -39

● xxx
$12.7M

Actual
Transactional
Headcount
Finance
xxx

9
Headcount to HR Analysis by Market
Business
Market Headcount HR Admin Recruitment HR Director Total HR Staff Ratio
Partner

Others
Total
Process Maturity Assessment – Key Markets
● FWI has some well evolved practices such as
○ Optimum utilization of MS GP features
○ Multiple bolt on tools
El – ○ 95% of the invoices are received and paid
Process Jamaica T&T Haiti Bermuda FWI Others
Salvador electronically
○ Scanning solution being explored
○ Integrated revenue accounting entries from front
Recruitment end system
● El Salvador has a strong accounts payable process
however due local compliances the entire process is
On boarding paper based
● Cash receipt and lodgement process in Jamaica is
very laborious and vulnerable to errors
Business ● All AP activities in Suriname are carried out by
Partner department admin
● AR staff posts AP invoices such as commission
payment for dealers in in T&T
Payroll ● None of the smaller markets have any segregation
duties with multiple overlapping roles & responsibilities
● Mature procurement process in Haiti with strong
Leavers technology lead bidding and requisition processes in
Outsourced place
Management
● Post Paid billing resources in Haiti are included in the
Employee finance team
Data ● Payroll for Bermuda, Suriname and FWI already
outsourced
Management
● Bank reconciliation in most markets is fully manual
● Hyperion uploads are manual in almost all markets
● Capex tracker is extremely laborious process and full
MS Excel based

Fully Mature Least Mature

Key HR Metrics and their current tracking status
Number of Markets Tracking the
Metric Markets Tracking Comments
metrics

Absence management data

Staff turnover data

Exit interview feedback

Results of employee surveys

Disciplinaries/grievances data

Performance appraisal results

Spending against budget

Benchmarking against similar

organisations

Diversity and equality data

Anecdotal/informal feedback

Measures of organisational
performance

Number of tribunal cases

Data on time to fill vacancies

Cost per hire

Time to competence

None
List down all challenges in the YourQube system and give me a
logos of systems being used currently
Assessment Summary

 YourQube only offers elementary functionality like employee profile and

basic details
 YourQube doesn’t offer online payslip module – YourQube
 No time and attendance module in YourQube
 Employee and Manager self service module unavailable in YourQube
 HR budget / budgeted positions not setup in any system, requisitions and
changes are all managed outside the system on emails and excel workbooks
 Close to 15 payroll executive manage a workforce of c6000 vs a global ratio
of 1:1000 employees
 All changes to grades and transfers are managed through a paper based pay
change forms
 Over 6 HRIS systems for payroll and recruitment used across markets none
of which are integrate to a central database