GBS was formed in 2019 as part of Rolls-Royce’s business restructure with primary objectives to drive cost, simplification and standardisation. Since then, GBS has seen successful in driving down global costs but still remains significantly under-leveraged. This case study will outline their reset strategy to address gaps, review activities and grow new services to ensure GBS achieves its full potential in delivering business value.

·       Outlining the GBS journey and the business driver for a GBS reset

·       What does the clean sheet strategy look like for Rolls-Royce GBS reset?

·       What are the key lessons we have learned so far?

Marcus Millership

EVP, Enablement and Solutions
Rolls-Royce

See Bio

After consolidating from ten locations to two and expanding to eight core functions, more than doubling the workforce at the same time, it is time now for Kerry GBS to step into the next phase of their global transformation. Focused on delivering tangible benefits through data and digital transformation, join this session to hear from Vanessa on the following key areas:

·       Sharing the Kerry Group GBS transformation journey focusing on moving up the value chain in value creation

·       Developing distinctive approaches to employee development as a critical component in driving rapid and profound transformation

·       Driving employee experiences and customer experiences by simplifying processes and making things easier

·       Outlining the business impact on both top and bottom-line performances

·       What’s next? Building towards our digitalisation roadmap

This case study will share Mundipharma’s transformative journey moving away from their onshore captive model towards a BPO model.  This transformation has not only delivered efficiency and agility but also shifted perceptions, driving a more profound business and operating model change. Join us for key learnings from this journey, including:  

·       Redefining the future operating model and enabling new ways of thinking through shared services transformation. How did we drive this at Mundipharma?

·       Sharing the innovative “Lift and Align” transition approach to drastically reduce transition cycles

·       Building a template of process and ensuring alignment with a robust governance framework

·       Exploring innovation to develop and improve the ways of working around the engagement and interaction model

·       What are the key lessons from working with BPO providers

·       Leveraging FSSC as a launchpad to extend new ways of working to the wider business

Yousaf Mian

Director, Shared Services Transformation Programme
Mundipharma

See Bio

Managing productivity and performance management methods in practical and measurable ways sets a solid foundation for GBS and shared services organisations. This session will dive deep into the key methods and metrics DHL Global Forwarding are using to manage and govern performance, how they are engaging with their stakeholders and the proven tools they are utilising to manage capacity and productivity.

·       Managing and measuring capacity and productivity with an outcome focus

·       Sharing Insights into the specific tools and techniques that are helping to drive productivity and performance

·       Finding a fine balance on key metrics around Service Request/FTE, Turn Around Time & Accuracy

·       Sharing real-world examples of successful performance management strategies in GBS, highlighting lessons learned and best practices

Workforce dynamics are shifting faster than ever, with talent shortages, rising turnover, and evolving skill requirements putting pressure on GBS organisations. Companies are challenged to meet employee expectations, adapt to hybrid and remote work models, and accelerate digital capabilities. This panel discussion brings together experts to share practical strategies for addressing these issues, focusing on building resilient talent pipelines, driving career growth, and creating compelling employee experiences that improve retention and future readiness.

· Minimise attrition by fostering career growth opportunities and deeper employee engagement

· Build tomorrow’s workforce by aligning upskilling with evolving business priorities

· Improve retention through stronger leadership development and mentorship programs

· Attract high-performing talent with a sharper employer brand and differentiated value proposition

Magdalena Warda

Executive Director, Global People Services
Carrier Global

See Bio

Katarzyna Jarek-Utnicka

Head of People and Culture
Danish Crown

See Bio

Bea Hrinova

GS HR Business Solutions Head of EMEA
Johnson & Johnson

See Bio

The playbook for GBS delivery locations is being rewritten. Rising costs, shrinking talent pools, and geopolitical volatility are pushing leaders to question long-held assumptions about where services should sit. Offshoring may still deliver savings, but for how much longer with the emergence of Agentic AI? Nearshore hubs, hybrid networks, and managed service partnerships are emerging as powerful alternatives for organisations seeking agility and resilience. Join this interactive discussion to share the latest thinking on location strategies to stay competitive in a turbulent global environment.

· Optimise costs by evaluating the real trade-offs between offshore, nearshore, and hybrid approaches

· Strengthen resilience through distributed delivery models that mitigate regional and geopolitical risks

· Unlock high-value talent pools by leveraging nearshore hubs with strong digital and innovation capabilities

Mira Viswanathan

Interim Programme Director - Business Services
PIB Group

See Bio

At its core, HR focuses on the employee journey and experience. So, how do we maintain the focus on people when implementing AI? This session will explore how to leverage AI tools to enhance talent acquisition and improve employee retention, while emphasising the critical need for human interaction. The session will also delve into insights gained from recent research on the interplay between innovative technologies and employee engagement, highlighting the importance of addressing the psychological impacts of automation.

·       Find the right balance between efficiency and empathy in the constantly changing landscape of HR to ensure that the employee experience is always met

·       Improve employee retention rates by implementing practices that prioritise human connection, even in automated workflows

·       Create a culture of continuous improvement by applying tools that encourage open communication between employees and management

AI, globalisation, regulatory changes, data security and privacy, changing working patterns; all are contributing to the latest payroll transformation. The big question, though, is how can you prepare for the future of your payroll operations? This session will explore the latest payroll transformation, the importance of accurate data and what the next 3 - 5 years will look like for payroll at Boston Scientific.

·       Enhance employee engagement and buy-in by implementing transparent communication strategies that outline the benefits of the payroll transformation

·       Reduce compliance risks by adopting best practices for monitoring regulatory changes and ensuring that your payroll system stays up-to-date

·       Increase operational efficiency by leveraging automation tools and understanding how to incorporate them into your existing processes effectively

·       Understand the importance of data processing and the need for accurate data in payroll transformation