Deloitte Shared Services Conference 2018 Lab: Effective analytics: building the right team to deliver value Paul Lodge DWP, Natalie Williams,

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1 Deloitte Shared Services Conference 2018 Lab: Effective analytics: building the right team to deliver value Paul Lodge DWP, Natalie Williams, Christina Ablewhite and Stephanie Maru, Deloitte

2 Agenda Topic Content Facilitator Timing Introduction Lab objectives Introducing the Facilitators Recap of a typical analytics journey Christina Ablewhite 11:05-11:10 What is a TOM? Structure of a typical analytics organisation Spectrum of organisational structures Layers of a TOM Natalie Williams 11:10-11:25 Becoming an effective IDO The approach for delivering a customer centric analytics service Building a purple data & analytics team Client journey of building a 500 strong data & analytics team Paul Lodge 11:25-11:40 Creating a Purple Team Purple people skills exercise Stephanie Maru 11:40-11:50 Close Recap on the lab Q&A All 11:50-11: Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 2

4 Our objectives What to expect from the Lab? 1 Articulate the criteria for an effective operating model 2 Understand the right skills needed to deliver an analytics operating model 3 Hear from Paul Lodge, DWP on building a 500 strong data & analytics team 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 4

5 Introducing the facilitators Paul Lodge Natalie Williams Christina Ablewhite Stephanie Maru Department for Work and Pensions Deloitte Deloitte Deloitte 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 5

6 Climbing towards insights The IDO maturity curve and are undertaking the journey to sit here. Stage 5 Many organisations currently sit here Stage 1 Analytically Impaired Aware of analytics, but little to no infrastructure and poorly defined analytics strategy Stage 2 Localised Analytics Adopting analytics, building capability and articulating an analytics strategy in silos Stage 3 Analytical Aspirations Expanding ad-hoc analytical capabilities beyond silos and into mainstream business functions Stage 4 Analytical Companies Industrialising analytics to aggregate & combine data from broad sources into meaningful content and new ideas Insight-Driven Organisation Transforming analytics to streamline decision making across all business functions 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 6

7 While identifying your drivers of success The IDO building blocks Strategy Analytics Vision Value Drivers & Business Case Stakeholder Management Operating Model Innovation Delivering Analytics as a Service Process People Demand & Prioritisation Leadership Agility & Scalability Organisation Design Process Re-engineering Talent Governance Change Journey & Decision Process Benefits Realisation Knowledge Management Data Information Model & Data Sources Data Quality & Management Data Monetisation Ethics & Sharing Regulation & Compliance Technology Solution Architecture Vendor Management Sandboxing & Industrialising Cloud vs. On Premise Security, Reliability & Continuity 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 7

9 What is this structure like? Running analytics services must be Costly Uncoordinated Siloed Inconsistent Mis-aligned Requiring many toolsets 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 9

10 The Target Operating Model Capabilities, processes and tools in place to achieve analytics excellence Efficient Coordinated Integrated Common Strategy Aligned Best Of Breed 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 10

11 The spectrum of organisational structures Organisation models all sit on a spectrum of completely distributed to completely centralised, each suits a specific organisation type and application Dispersed Functional Centre of Excellence Consulting Factory Centralised Key: Analyst Analytics Central Function Analytics Ecosystem Analytics Consumer 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 11

Defining a TOM A TOM breaks down the organisation in 9 layers that are interlinked Customer Understanding the customers of analytics & how they interact Channels Articulating the services customers

12 Defining a TOM A TOM breaks down the organisation in 9 layers that are interlinked Customer Understanding the customers of analytics & how they interact Channels Articulating the services customers need Product & Services Defining the capabilities required to deliver Processes Governing the delivery Data Sourcing the data to manage the capability Organisation Building the organisation for analytics delivery People Growing the people for analytics delivery Technology Providing the people with the right technology Location Positioning the people for optimum delivery 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 12

14 The approach for delivering a customer centric analytics service This can be split into three categories 1. Profile your customer 2. Build your service 3. Deliver your capability Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 14

15 The approach for delivering a customer centric analytics service Let s start with profiling your customers 1. Profile your customer 2. Build your service 3. Deliver your capability Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 15

16 Your customers Understanding who they are what how they will use and benefit from insights Executives (e.g. CEO, CFO) External Customers Deliver & Collaborate Functions (e.g. Finance, HR) Business Unit Digital Business IT BI / Analytics Teams 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 16

17 Your customers Exercise: Understanding your customers Within your groups you will be assigned a customer group. Working together generate responses to the below questions: What matters most to them? What are the KPIs they are most concerned about? What are their current challenges & pain points? Why should they care? What is the Analytics value proposition for this customer group? 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 17

18 The approach for delivering a customer centric analytics service Having understood customers, now we will build your service 1. Profile your customer 2. Build your service 3. Deliver your capability Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 18

19 What is a service? Success factors Be clear and understandable to customers Have a clear defined deliverable or outcome Relate to customers analytical needs and have a clear target customer group or groups Be something which can be owned and delivered by a role or team 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 19

20 Designing the analytics service Broadly analytics services can be grouped into four categories Insight Services Services focused around the design, development & management of insight, e.g. dashboards, financial statements, predictive models Advisory Services Use of analytics and analytical models to provide regular or ad-hoc business advice and guidance Enabling Services Training, data governance, ecosystem management etc Production Services Regular delivery of insight, i.e. dashboards and reports 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 20

21 The approach for delivering a customer centric analytics service To tie our customer needs and services together, we need to deliver 1. Profile your customer 2. Build your service 3. Deliver your capability Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 21

22 Who are the Purple People? The team with the right balance of business and technical skills Being able to understand the right business questions to ask of the data through to interrogation and modelling to gain the insight to answer them, and then presenting the insight in a compelling way are important skills for an insight driven organisation. These skills may all be present in a very highly skilled individual or be complementary skills within a team; it is this blend of skills within a capability which is critical for success. This unique breed of employees are the Purple People. BUSINESS & COMMUNICATION Speak the business language and translate requirements into technical terms TECHNICAL & ANALYTICAL Show the business the value of data and how to use it to their advantage SUPPORTED BY A TALENT ECOSYSTEM Attracting the right quality of talent to your organisation is tough. In the current climate, talent can afford to be picky and it is not just about the salary. Executive sponsorship, conducive organisational design, innovation culture and access to funding all feature high on the agenda. Therefore, building a talent ecosystem to support your short and long term analytics vision is key. Hiring Outsourcing Partnerships Crowd sourcing Academia Training 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 22

Data analysis Technical skills The power of Purple People: the ideal analytics skills set Finding the right blend of technical and business capabilities for your teams TECHNICAL & ANALYTICAL BUSINESS

23 Data analysis Technical skills The power of Purple People: the ideal analytics skills set Finding the right blend of technical and business capabilities for your teams TECHNICAL & ANALYTICAL BUSINESS & COMMUNICATION Testing & Validation Defining, developing, and implementing quality assurance practices and procedures for technical solutions and validating hypotheses. SQL Querying Querying and manipulating data to facilitate the solving of more complex problems. Data Modelling Structuring data to enable the analysis of information, both internal and external to the business. Technology Alignment Understanding how technology can be leveraged to solve business problems. Macro-Perspective Understanding of the Primark s business strategy, current business issues and priorities and current industry trends. Business Knowledge Understanding of business measurements of key performance indicators and business frameworks. Business acumen Data Analysis Valuating data using analytical and logistical reasoning for the discovery of insight, e.g. predictive modelling. Reporting Software Understanding of the underlying theory and application of key reporting software. Business Commentary Articulation of insight to explain current and forecasted trends, their impact and opportunities for the business. Soft Skills Communication and interpersonal skills are necessary to articulate insight gained from analysis. Storytelling 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 23

Key roles to deliver analytics services Finding the right blend of technical and business capabilities for your teams TECHNICAL & ANALYTICAL BUSINESS & COMMUNICATION Scrum Master Responsible for

24 Key roles to deliver analytics services Finding the right blend of technical and business capabilities for your teams TECHNICAL & ANALYTICAL BUSINESS & COMMUNICATION Scrum Master Responsible for coordinating teams for the end to end delivery of analytics projects focusing on non-technical deliverables and supporting the demand management process Data Engineer Owns the industrialisation of models and algorithms and often responsible for tuning, performance and structure of the underlying data landscape Data Scientist Responsible for using advanced visualisation and modelling techniques to identify novel insight from data Head of Analytics The Head of BI oversees the provision of analytic driven insights to support effective business wide decision-making and is responsible managing the BI Centre of Excellence Analytics Manager Responsible for people management activities as well as coordinating the prioritisation and support of BI solutions and delivery of insight Insights Analyst Responsible for defining key metrics / KPI s for the business and translating this into the overarching analytics strategy for the business Data Governance Specialist Acts as a subject matter expert in relation to Data Governance and is responsible for analysing and assessing existing data governance and conducting activities meant to improve data governance capabilities e.g. data definitions Data Architect Responsible for managing the Data Models which feed insights work across the businessand providing Data Management strategy and advice to business units and don t forget the Analytics Consumers! Visualisation Developer Responsible for producing data visualisation solutions which incorporate user experience and clear data presentation best practice principles and reconciliation of the data visualisation and audit trail back to source data 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 24

25 Building a purple data & analytics team Paul Lodge, DWP 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 25

26 Social welfare analytics The data and analytics framework that is required to deliver Citizen Outcomes know our society know our impact SOCIO-ECONOMIC AWARENESS Deep analytics and trusted statistics to understand both the root causes and the impact of Welfare Spend Right Societal Impact bearing down on AME know our citizens IDENTITY Mastered Identity Right Citizen LOCATION Validated Location Right Household ENTITLEMENT Accurate Payments Right Service OUTCOMES Earnings/ Pensions Right Impact authoritative data know our business POLICY DESIGN Reduced Welfare Dependency e.g. Policy Simulations, Digital A/B Testing, Work Services and Health & Disability Service Differentiation CUSTOMER SERVICE Quality & Ease of Use e.g. Web Analytics, Journey Optimisation, Augmented Contact & Recommendations, Failure Demand Prediction OPERATIONS OPTIMISATION Productivity & Performance e.g. Cost to Serve, Resource Utilisation, Intelligent Automation, Demand Prediction FRAUD, ERROR & DEBT RISK MVFE Prevention and Detection e.g. Transaction Risking, Network Analytics, Behavioural Nudges bearing down on DEL Data Design Standards & Instrumentation Data Acquisition, Management & Security Data Architecture, Infrastructure & Integration Data & Analytics Platforms ANALYTICS ENABLEMENT Development of the core foundations for data driven transformation. Data Visualisation & User Experience Data Practice Development & Relationship Management Horizon Scanning, Innovation and Strategy Open Data & Data Sharing common service enablement This DWP Data Framework will form a key component of the Data & Analytics Target Operating Model and will underpin DWP Lines of Business 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 26

27 Drivers for change Big shifts for Data & Analytics Become a thought partner for LoBs on how to deliver value through analytics to them, rather than playing a transactional role Leverage a very strong-value-oriented PMO for value assurance, with metrics on analytics delivery Ramp up capacity for analytics delivery by increasing number of squads and deploying them permanently in LoBs; and set up 2-3 innovation analytics squads working internally in D&A on experimental ideas Increase level of automation and self-service across both reporting and data delivery, driving customer demand down Set up a rapid delivery team embedded into analytics teams as needed to improve D&A s ability to bring tools to market Conduct a technology infrastructure transformation to enable all of the above shifts Enable strong levels of leadership focused on delivering on D&A goals while maintaining and caring and connected environment Institute a big cultural shift towards ownership and innovation across all levels in D&A, enabling strong levels of leadership 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 27

28 Example Description A modernised Analytics Capability brings value to DWP in five main ways Make decisions better and faster Identify fraud and process error Pre-empt and influence outcomes Provide efficient reporting of information Maintain access to a clean data repository Tools using prescriptive analytics can provide better and more consistent recommendations, and can identify non-obvious factors that make a difference for small citizen segments Analytics can continually sift large datasets to identify patterns that indicate fraud or error Analytics can be used to better deploy resources, and identify most effective actions and timings to stop reaching negative outcomes, or to improve chances of reaching positive outcomes Data gathered through DWP and other governmental sources can be transformed through analytics, in order to provide relevant content to the public (statistics) and inform media and policy An analytics team can ensure that datasets are accurate and accessible, and lead by example in information management for privacy and security of citizen data Predicting factors of employment length and applying insights through a tool to job-seekers can support job centre staff in better matching people to jobs Applying machine learning algorithms to a product s or process data, can, over time detect and prioritise user activity anomalies for investigation Determining what factors put households at high-risk of child distress can focus visits on households where actions most required and prevent negative outcomes Designing a self-serve portal that aggregates DWP data can ensure that parliamentarians are equipped with real-time information for big policy discussions Creating and maintaining a data catalogue for DWP and OGDs that outlines what data is available, how it can be accessed and what the limitations are on its proliferation 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 28

29 D&A future Service Catalogue Capabilities Tasks Service offering Capabilities Tasks Service offering 1 Strategy and management Lead data and analytics strategic initiatives Maintain data strategy informing how DWP uses data and prioritising change initiatives Monitor performance of ongoing tasks and projects (incl. internal audit) Lead data security strategy and implementation Lead GDPR strategy and implementation Lead overall D&A strategy and implementation Develop and maintain a compelling people proposition 4 Operational analytics Deliver insights Measure performance Build analytical tools and models Deliver analytics use cases end-to-end Define and build monitoring tools to assess effectiveness of services and products Build and maintain a backlog of actions against services and products, and feed into Business Architecture mapping Recruit, train and inspire talent Conduct business enablement tasks Grow awareness of D&A activity in technical communities and educational establishments Develop and deliver a suite of instructor-led and self-serve trainings Develop workforce planning and budget management for D&A Lead office logistics and other business enabling tasks Develop and run comms programme both within D&A and DWP wide 5 Data statistics Provide access to mandated stats Gather citizen data by going and sampling citizen households in person (F&E sampling) Compile statistical reports that are not automatable under self-service tools Answer bespoke queries not covered by self-service tools; e.g., PQs and FOI 2 3 Value steering and realisation Innovative analytics Focus analytics on value Ensure projects deliver value Conduct data discovery Stimulate internal innovation Maintain suite of third party capabilities Maintain DWP-wide heatmap and backlog of where analytics can drive value Lead demand management process for all of D&A through prioritisation, and triage projects based on complexity Maintain an overall view of D&A workload and resourcing according to Business Architecture mapping Lead rolling prioritisation of the next 12 months analytics activity with the LoBs Assure projects will deliver appropriate value before launching Assist businesses in identifying interventions needed to deliver value through tools and insights generated by D&A Deploy teams to ensure projects deliver value and support in implementation and use of tools Provide ongoing support and continuous improvement through feedback implementation Define data roadmap for DWP based on value heatmap and use case prioritised Identify and evaluate internal data sets (DWP or OGD) to incorporate to DWP database Identify and evaluate external data sets to be incorporated into DWP database Experiment with new tools and techniques through an innovation lab Lead coaching and training for the wider DWP to stimulate use of analytics Maintain relationships with third party collaborators to bring to bear on analytics problems Scan for third party data sets that can be brought into analytics problems Data asset management Architecture and Infrastructure management Rapid delivery (DevOps) Provide rich insights into DWP Build, maintain and deliver access to quality datasets Define, build and maintain data architecture Build and maintain data infrastructure Develop self service tools Bring tools to production Design self-service tools to provide rich data stats for DWP, government and public Ingest, clean and publish consistent quality data sets Conduct use case data modelling and publish resulting data schema s to a single data dictionary Provide authorised data access through standard connectors and services API s Develop an adaptive architecture roadmap to meet a dynamic use case demand Perform data modelling for core data artefacts Define and enact data governance model to leverage key data elements Build infrastructure services for self-provisioning environments Perform platform deployment and rolling upgrades Manage private and public cloud data services to maximise cost efficiencies Build self-service tools to provide rich insights for common statistics Build self-service tools to provide rich data for DWP, government and public Build self-service tools to access DWP data Deploy, support and maintain tools (self-service tools, CoE tools and operational tools) 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 29

D&A Business Model 2018 Deloitte MCS Limited. All rights reserved.

31 Eight capabilities are required to enable DWP to capture this value Direction setting and management Analytics delivery 3 Innovative analytics 1 Strat and mgmt. Value steering and realisation Operational analytics D&A needs to work as an integrated team across all capabilities, supporting each other and avoiding silos Lead D&A strategic initiatives, including Operational control and Information mgmt.; recruit and manage talent; and conduct business enabling tasks necessary to run department (including comms program) Lead value-based identification of D&A priorities, including tracking value of projects; develop a DWP data roadmap Explore innovative analytics ideas in a data garage mode; maintain suite of 3 rd party capabilities Deliver analytics on use cases prioritised, and measure outcomes achieved Reporting MI 5 Provide efficient reporting of information; gather citizen data for F&E assessment 6 6 Provide access to a clean data repository Live service Data asset management 7 Architecture and infrastructure management 7 8 Design and build data architecture and infrastructure to support data strategy Enable rapid tool delivery across D&A divisions, incl. building self-service tools 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 31

32 Data & Analytics - Enabling Functions DATA & ANALYTICS CORE SERVICES Core Data Live Services National Statistics DWP Data Live Services Stats Services Data Ops Head of Profession Data Sharing & Transfers Data Sourcing Data Access Control Rapid Response Data Exchange & Validation (e.g. EU Exit) Security & Information Assurance Data Governance & Security Information Risk & Audit Information Rights GDPR Assurance Business Group Security Function Chief Data Officer Data Strategy & Advice Data Innovation Horizon Scanning/R&D Analytics Product Selection Cross-Government Data Leadership External Data Engagement Open Data Incubator Data Architecture DWP Strategic Architecture Build DWP Data Model & Information Flows Data Architecture Advice & Governance D&A as a Function Target Operating Model Capability Development 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 32

33 Data & Analytics Platforms DATA & ANALYTICS EMBEDDED SERVICES Citizen Information & Identity Authoritative Customer Information Get Citizen Income Information Citizen Information Exchange Real Time Earnings Trust & Identity (Inc. DLT PoC) Fraud & Error Risk & Intelligence Service Performance Measurement ATAS2, CENTRIC etc. Digital Workplace Support to Intelligent Automation Garage Data Architecture Data Model AI/ML Dashboard & Visualisation Cross-Digital Digital KPIs & Dashboard Security Dashboard Workforce Planning ( Kenny ) Tool 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 33

34 Data & Analytics Product Development DATA & ANALYTICS EMBEDDED SERVICES Health & Disability Health Operating Platform Tell Us About a Death PIP Customer Journeys Children Childrens Analytics Platform (CAP) Pensions Operations Insight (Pensions BI) Universal Credit UC DataWorks UC Managed Migration UC MI UC Policy Analysis UC/NGCC Journeys Legacy Benefit Archiving Corporate DWP Performance Dashboard Policy Group Labour Market Apps Finance Group Transformation HR Group Transformation 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 34

36 Creating a purple team Mapping skill sets to business scenarios ETP Co. is a large UK based but global Telecommunications company which has been growing fast in the last decade and is looking to innovate through digital and analytics to stay ahead of its competitors Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 36

Creating a purple team Mapping skill sets to business scenarios Scenario 1: Scenario 2: Scenario 3: Finance, Sales and Operations each submitted a high priority Proof

They will each require a dashboard summary of their year to date position against target and the metrics required may differ between the functions A customer is not

context / brief Sales wants several reports showing sales by product type for each line of business.

37 Creating a purple team Mapping skill sets to business scenarios Scenario 1: Scenario 2: Scenario 3: Finance, Sales and Operations each submitted a high priority Proof Of Concept request. They will each require a dashboard summary of their year to date position against target and the metrics required may differ between the functions A customer is not happy with the teams service delivery issue due to a request not being clearly articulated and technical experts not being able to fully understand the business context / brief Sales wants several reports showing sales by product type for each line of business. Marketing wants the same information broken down by customer segment In teams, identify what skills you need to respond to the scenario and allocate them to the correct colour balloon Blue for business skills and Red for technical skills 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 37

38 Creating a purple team - Train, Hire or Acquire? Building your talent ecosystem 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 38

40 Key takeaways The right capabilities, processes and tools must be in place to achieve analytics excellence Separating this into the 9 layers of the TOM can start the process There is not a one size fits all approach for organisational structures Understanding who the customers of analytics are is critical to developing an effective analytics operating model Analytics services can be split into four categories: Insight, Advisory, Enabling and Production Attracting the right quality of talent requires a blend of business and technical skills 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Effective analytics: building the right team to deliver value 40

Thank you Thank You! 2018 Deloitte MCS Limited. All rights reserved.

43 This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte MCS Limited accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte MCS Limited is registered in England and Wales with registered number and its registered office at Hill House, 1 Little New Street, London, EC4A 3TR, United Kingdom. Deloitte MCS Limited is a subsidiary of Deloitte LLP, which is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see to learn more about our global network of member firms Deloitte MCS Limited. All rights reserved.