Robotics implementation in the financial services Learnings and experiences

Transcription

1 Robotics implementation in the financial services Learnings and experiences Case Fortum Financial Services Terhi Powell, Head of Back Office Services

2 Fortum in brief Our core Hydro and nuclear Combined heat and power production Circular economy Energy-related products and expert services 9,000 professionals in the Nordics, the Baltics, Russia, Poland and India We are the largest electricity retailer in the Nordics with 2.4 million customers. And one of the leading heat producers globally 2/3 of our power production is hydro and nuclear 96 % of our electricity production is CO 2 free in Europe, 62% in all operations

3 Fortum in 2016 Key figures 2016 Sales EUR 3.6 bn Comparable operating profit EUR 0.6 bn Balance sheet EUR 22 bn Personnel 9,000* Markets Nordic countries* Power generation 46.3 TWh Heat sales 5.4 TWh Electricity customers 2.4 million Poland Power generation Heat sales 0.6 TWh 3.6 TWh Russia (OAO Fortum) Power generation 25.5 TWh Heat sales 20.7 TWh Baltic countries Power generation Heat sales India Power generation 0.7 TWh 1.3 TWh 29 GWh * Pro forma figures including parts of Hafslund and Klemetsrud plant

4 Climate change and resource efficiency Active customers The global megatrends affecting our industry Urbanisation Digitalisation, new technologies

5 Fortum Business Services, FBS Our purpose is to provide efficient, high-quality and flexible services that enable the Fortum businesses to concentrate on their core business and sustainable growth. People Services FBS IT Pekka Eira CFO Markus Rauramo FBS Peter Strannegård Business Control from corporate Business Control Centre FBS Financial Services Ensio Väisänen 5

6 Overall Overall governance governance model model for for FBS FBS FBS responsible for service provisioning in Responsibility close FBS cooperation responsible with for service Divisions and Corporate Functions provisioning in close cooperation Define SLAs with Divisions and Corporate Functions Provide strategic direction Define company-wide policies Responsibility Provide business demands Use service catalogue Buy agreed FBS services Provide input and requirements to FBS SLAs Corporate Strategic Guidance Divisions Results Corporate functions Service Request Service Corporate Policy and Strategic Guidance FBS Responsibility Service delivery & SLA fulfillment Compliance (regulatory & corporate) Competence and expertise Proactive improvement proposals and continuous improvements Pricing transparency Defining and implementing global end-to-end process standards FBS purpose is to provide efficient, high quality and flexible services that enable the Fortum businesses to concentrate on their core business and sustainable growth

7 What is robotic process automation (RPA) RPA might be the most fundamental technology shift effecting business processes in the latest decade. Some say: Hold on! It s just the relabeling of script or other automation tools that have been around for 20 yrs. Others say RPA will change the way we look at work. Today, it s probably somewhere in between but rapidly moving towards the latter. Today s software technology enable software robots to perform human actions and automate repetitive tasks across multiple business applications Technology developing fast and can categorized based on the level intelligence Rule-based automation A set of pre-defined rules that describe tasks Enhanced / intelligent process automation Unstructured data, human communication (e.g. voice / ); conclusions from data cross-checking Cognitive platforms Learning from experience in the same way as humans do in order to perform complex tasks without human interference 7

8 The longer term RPA focus on value creation, further consistency and higher quality & satisfied employees Understand the customer needs Identify processes Create flow One common view that unites the organization Customer value is everything customer is willing to pay or wait for everything else is waste Process Process. Remove waste Improve quality and adapting capacity Value for customer Less waiting, less touch points Convenient, accessible Consistent, cost efficient Hassle free; eliminating human factor mistakes Value for organization Doing more with less Costs, profitability, growth, internal collaboration Value for employees Well being, competencies, challenges 8

9 The RPA prioritization approach focused on identifying quick wins with low automation effort and high benefits 9

10 Challenges and Learnings so far Involving process experts and IT from the beginning Top management support Clear potential for savings CoE approach in the development mode RPA as coworker RPA network Business driven Experience of several partners Build on momentum Ability to scale up quickly enough Nonstandardized processes with unformatted inputs Transfer of responsibility between the chosen partners No dedicated resource for RPA within FS to coordinate and manage pipeline 10

11 What next Ensure sustainable implementation on full-scale on the existing bots 3-week RPA sprints planned within FS, Finance IT and partners in November Implement further 4-5 bots into production Continue training current personnel in IT and FS (involvement + online courses) Consider own RPA resource in FS RPA Maintenance framework 11

12 Thank you Follow us: Twitter.com/fortum Linkedin.com/company/fortum