Leveraging Oracle HCM Cloud for HR Transformation in Europe

1. Leveraging Oracle HCM Cloud for HR Transformation in Europe The Road not taken?

2. Agenda HCM Cloud Basics  HCM Cloud in Europe  Three Key items for Success  The Essentials  Key Lessons Learned  Q & A Session 

3. HCM Cloud Basics

4. Analyst view on HCM and SaaS Trends • Gartner is projecting the SaaS market will grow at a steady CAGR of 19.5% through 2016, having increased the forecast slightly (.4%) since its latest published report • Gartner is projecting a $10 billion HCM market by 2015, with $4 billion in talent management, 75% of that market coming from SaaS. • IDC's revenue forecast for worldwide HCM market is $11 billion in 2016, growing at a compound annual growth rate (CAGR) of 8.1%. Market data and trends show that the HCM market is predicted to grow rapidly in the next few years

5. HCM Cloud Basics • Quicker ROI • Reduced and Predictable IT Costs • Considered as a “successor” for Oracle EBS and PeopleSoft HCM product • Hassle free upgrades • Reduced Upgrade risk and downtime • Stay current – utilize latest functionality Why HCM Cloud Target Customer for HCM Cloud • Number of Employees < 15000 • Multi country companies with small population in each region • Customers with multiple and isolated HR systems • Existing Oracle Customers interested in better Talent and Compensation product • Customers looking to improve user experience – Social, Mobile and Analytics • Have limited budget for hosting and licenses • Willing to adopt best practices and align with product features

6. HCM Cloud – Advantages • More resources required in On-premise vs Cloud • Go-Live takes longer in On-premise vs Cloud • New Releases/Upgrade adoption is much later for On-premise • Infrastructure is Oracle Cloud Service Managed in Cloud, thereby reducing resources

7. HCM Cloud in Europe

8. HCM Cloud trends in Europe

9. Three Key Items for Success

10. The Three Key Items for Success • What we discovered is that there are three Essential items: • Maturity & breath of the Product • Global adoption • Stick to the standard and take advantage of upgrades • Consider this a journey of enhancement & improvement • Maturity of the Implementation approach • Getting this up and running is fairly simple • Address the connection in your wider IT environment • Address the internal Maintenance & Support • Maturity of the organization • Cloud requites adoption to the standard • Align your Operating Model • Apply a strong Change Management support

11. The Essentials

12. Product : Oracle HCM Cloud

13. Implementation Methodology: HCM Cloud Methodology Cognizant leverages proprietary Oracle Cloud Implementation methodology which has been successfully used in Cloud based rapid Implementation of HCM Cloud projects and is aligned to Oracle’s OUM methodology. 1 Validate Simulate Diagnose Deploy AccelHRate 4 2 3

14. Implementation Methodology: Pre-Configured Solution Head Start with Oracle + Cognizant Other SI Recruiting Cognizant’s IP Accelerate Time to Value Client specific requirement PeopleSoft Connect Reusable Processes & Templates Value Added Services Learn Oracle HCM Cloud + Cognizant Advantage Reduce Program Risk Core HR • EBS Connect Process Modeler Dashboard & Reports Compensation Adopt Industry Best Practices Benefits Seeded Configurator Taleo Connect UPK Kits Increased User Adaptability Talent Management Migration Assist 1000+ Test Cases Time and Labor Align with HR Transformation Accelerate Integrate Deliver Payroll

15. Change Management: Organizational CM Framework The Cognizant OCM framework incorporates four change domains supported by key enabling elements Stakeholder Mapping & Analysis Cognizant’s Organization Change Management Framework Change Vision, Sponsorship, Executive Alignment & Program Governance Stakeholder Management Plan 2 1 Change Agent Identification & Network Change Strategy & Leadership Stakeholder Management & Communication Change Management Strategy and Plan Communication Strategy, Planning and Delivery Managing Organizational Change Baseline / Iterative Change Assessment Organization Impact Assessment • Active and visible executive alignment & sponsorship • Tight collaboration between business operations and the project team • Effective communications • Dedicated Change Agent Network Initial Change Impact Analysis Organization Design Requirements Macro Level Organization Structure Job Impact Analysis Micro Organization Structure and Job Design 3 4 Knowledge Transfer Management Skills Management Organization Design Future State Governance Skill Gap Assessment Transition Plan / Roadmap Training Delivery Strategy 15

16. Change Management: Framework contd.. Cognizant’s OCM framework is flexible and can be customized to fit customer specific needs Organizational Change Readiness Assessment Illustrative Solution Set Stakeholder Analysis & Management Planning Communication Strategy, Planning and Delivery Change Impact Assessment and Analysis Org Design & Governance Model Skill gap assessment & training needs analysis 16

17. Examples & Solutions Lessons Learned

18. Example Project Timelines Upgrade Implementation Release 7 Upgrade • Extend functionality • Stay with latest release • Prepare for future upgrades • Enable internal IT team for support • End to end testing of business processes Wave 2 Roll-out Talent Wave 1- Core Rollout • Go-Live all 6 Countries • Goal Management • Performance Management • Talent Review • Compensation Management • OTBI for HCM Wave 1 – Core I Netherlands • Rollout to 5 Countries* • Core HR, ESS/MSS • Profile Management • Absence Management • Payroll Extracts • OTBI for HCM • Core HR, ESS/MSS • Profile Management • Absence Management • Payroll Extract • OTBI for HCM Functional Areas Month 4 Month 5 Month 6 * Roll-out Countries: Spain, France, UK, Italy, Germany

19. Our Success Factors • Third party vendors to be made aware of project timelines and expectation from them during the project lifecycle • Establish a streamlined service resolution process with Oracle • Willingness to change the current way of working with HCM Cloud delivered processes without the need for heavy customization • Openness to look at alternative solution/workarounds is desirable Ensured that SMEs and Business leaders define the overall solution which should then be validated only for legislative compliance with other countries. Communications strategy and sponsor should endorse this approach • Prep the customer (cloud understanding, global design, product limitations, dependencies) • Helped them identify key roles and our expectations from them during project • Helped them plan for additional phases, post warranty support and end user trainings well in advance Centralized decision and design Adopt consultative approach Expectation setting • Manage external dependencies well

20. Key Lessons Learned • Limited availability of environments in SaaS Implementations • Ensure minimal overlap of phases • Plan Production to Test cloning for critical phases of projects (.e.g. CRP2, .SIT, UAT, Upgrade) • Start configuring Enterprise Setup on production post CRP2 or post approval of To-Be Process Model • Don’t underestimate data migration esp. historical data • Small upgrade window • Small window (5-6 weeks) available for end to end upgrade - hence it is critical to prioritize, validate and roll-out new functionalities • It is important to evaluate results of test plan immediately after upgrade and liaise with Oracle for resolution at an early stage 5 4 1 2 3 Key Lessons Learned • SMEs buy-in and period reviews • Ensure that client keeps Worker council involved and updated with the progress of the project to ensure their buy-in to the solution • Keep ~2 months for end to end rollout for each set of countries • Oracle Releases newer version every six months • Before starting the implementation, get all details of new releases in HCM Cloud space from Oracle and plan implementation accordingly • Importance of Data Privacy • Involve customer legal experts at an early stage of the project and also ensure Customer PMO arranges for necessary design/CRP/UAT sign off from their internal legal team

21. THANK YOU