December 19, 2011—Lighthouse Point, FL. Future Strategies Inc., is pleased to announce the Gold and Silver Winners for the 2011 Global Awards for Excellence in Business Process Management and Workflow. Sponsored by WfMC with media support from BPM.com and now in their 19th year, these prestigious awards recognize user organizations that have demonstrably excelled in implementing innovative business process solutions to meet strategic business objectives. There are five geographical regions. Each region receives Gold and Silver Awards. www.FutStrat.com Future Strategies Inc, publishers of Unique Books on BPM and Workflow.

1. Welcome
The Awards Ceremony took place on
December 19, 2011
Duration: About 35 minutes
2011 Agenda
• Introduction
Global Awards for • Awards Assessment Criteria
• Global Finalists
Excellence in • Industry and Awards Trends
• Presentation of Gold and
BPM & Workflow Silver Awards by region
Media support by

2. 2011
Global Awards for Excellence
in
BPM & Workflow
Welcome
Media support by

3. Awards Introduction
 Presented by,
Nathaniel Palmer
 Industry Analyst
 Executive Director,
Workflow Management Coalition
19th Annual Awards for Excellence in BPM and Workflow
Judges:
 Nathaniel Palmer, Cor Visser, Ken Mei, Ramsay Millar
 Lead Judge: Keith Swenson, Chair WfMC
 Awards Director: Layna Fischer
 Future Strategies Inc
3

4. Recognizing Excellence
in BPM & Workflow
 Europe
 North America
 Middle East/Africa Impact
 Pacific Rim Innovation
 South and Central America
Implementation
4

5. Assessment Criteria
 Innovation
• Innovative use of BPM technology to solve unique problems
• Creative and successful implementation of advanced BPM concepts
• Level of integration with other technologies and legacy systems
• Degree of complexity in the business process and underlying IT architecture
 Implementation
• Successful BPM and/or workflow implementation methodology
• Size, scope and quality of change management process
• Scope and scale of the implementation (e.g. size, geography, inter-company processes)
 Impact
• Extent and quantifiable impact of productivity improvements
• Significance of cost savings
• Level of increased revenues, product enhancements, customer service or quality
improvements
• Impact of the system on competitive positioning in the marketplace
• Proven strategic importance to the organization's mission
• Degree to which the system enabled a culture change within the organization and
methodology for achieving that change
5

6. Finalists 2011
See www.BPMF.org for Press Release
 Europe
• Arbejdsmarkedets Tillægspension (ATP), Denmark nominated by ATP,
Denmark
• Avio SpA, Italy nominated by EKA Srl, Italy
• HanseMerkur Insurance Group, Germany nominated by inubit AG,
Germany
• Homeloan Management Limited (HML), UK nominated by IBM, USA
• Jardine Lloyd Thompson Group PLC, UK nominated by HandySoft, USA
• Toyota Spain, Spain nominated by AuraPortal USA, USA
 Middle-East Africa
• Ecobank LLC, Senegal nominated by Newgen Software, India
• Riyadh Military Hospital, Saudi Arabia nominated by Bizagi, United
Kingdom
…./ continued
6

7. Finalists 2011 continued
 North America
• Danfoss Power Electronics, USA nominated by Aalborg University, Denmark
• Farmers Insurance, USA nominated by Pegasystems, USA
• National Institute of Mental Health, USA nominated by BP Logix, Inc., USA
• Prudential Group, USA nominated by Pegasystems, USA
• San Joaquin County Information Systems Division, USA nominated by Oracle, USA
• U.S. Navy, Naval Special Warfare Group Four, USA nominated by HandySoft, USA
 Pacific Rim
• Audi Japan KK, Japan nominated by Bizagi, United Kingdom
• Viteos Capital Market Services Ltd, India nominated by EMC, USA
 South and Central America
• Carbones de Cerrejón, Colombia nominated by Bizagi, United Kingdom
• Comisión Nacional del Agua, Mexico nominated by PECTRA Technology Inc, USA
• Grupo Hospitalar Conceição, Brasil nominated by H&R Consultores, Brasil
7

8. Industry Trends
 Big Data and Event Processing
 Mobile Applications
 Social and Consumerization
 Dynamic and Adaptive Case Management
 Greater Rules and Process Integration
 Continued and Growing Emphasis on BPMN
8

9. Trends Seen From the Entries
 Platform Leverage - different processes have been automated cost
effectively under the same platform
 Enterprise-wide - interdisciplinary teams in different departments
working closely together on completely new things and in completely
new ways of thinking in technology and business models.
 Case Management - ACM and dynamic case management becoming
more commonly deployed
 Financial Services still the most active sector in BPM deployment
 Opportunity Ahead – legacy dependence on spreadsheets and
paper-driven manual processes to run the business before BPM
9

10. Awards Ceremony
 Presented by Lead Judge,
Keith D Swenson
 VP of Research & Development,
Fujitsu America Inc., USA
 Chairman,
Workflow Management Coalition
10

11. Europe
Silver Award (tie)
Arbejdsmarkedets
Tillægspension (ATP)
Denmark
nominated by
ATP, Denmark
11

12. Arbejdsmarkedets Tillægspension
(ATP) Denmark
 Situation
• Based in Denmark, the ATP Group is responsible for the operation and
development of pensions, schemes and other statutory administration
• Siloed operations, services were tailored to individual customer solutions
• Subject to legislative changes and political decisions
 Implementation & Innovation
• EA became shared responsibility between IT and a corporate strategic
unit. BPM became the accepted tool for documenting business
• New customer solutions are implemented quickly and with full
understanding of the documented complexity.
 Benefits
• Executing pay outs from one system rather than 12 individual systems
has presented vast savings.
• Eg: redesigning a payout process delivered a cost-saving equivalent to 11
million Danish kroner.
• Entered into strategic alliances with government departments and other
bodies for mutual cost and time savings across public sector

13. Europe
Silver Award (tie)
Avio SpA, Italy
nominated by
EKA Srl, Italy
13

14. Avio SpA, Italy
 Situation
• Leading supplier of engine modules and components with operations in
aircraft engines repair and overhaul
• Core business changed from a single customer, the Italian air force, to
many customers worldwide
• Started new initiative for streamlining its Maintenance, Repair and
Overhaul (MR&O) process in order to sustain new business and market
conditions
 Implementation & Innovation
• All the work performed on the engine at some points in the process could
now be made publicly visible to the customer,
• BPM COE team used BPMN / Six Sigma extensively to develop custom
workflow solution to manage the MR&O process
 Benefits
• Reliable performance data of the entire process are now available and
can be used to measure process improvement
• eg: Cycle time to repair and overhaul engines has reduced by about 20%
14
• Productivity (number of engines overhauled ) will increase by about10%.

15. Europe
Gold Award (tie)
HanseMerkur Insurance
Group, Germany
nominated by
inubit AG, Germany
15

16. HanseMerkur Insurance Group,
Germany
 Situation
• HanseMerkur has a leading position among German private health
insurers.
• Goal : raise the degree of automation in claims processing to absorb
increased gross revenue of 10-15% without increasing staff
 Implementation & Innovation
• New architecture enabled HanseMerkur to introduce new process steps
such as online retrieval of claims data, additional data input channels
such as mobile devices
• Uniform settlements due to the introduction of business rule-based
services for fee regulations
 Benefits
• Turnaround time for claims processing was reduced from around 2 weeks to 1 day
• Because of SOA, process steps can be routed according to skills, which means the
experts can better focus on specialized tasks.
• The number of claims experts remained almost constant despite increase in claims
by 10-15% each year.
16

17. HanseMerkur Insurance
Group, Germany
Thank you very much for the Award!
Although we are very proud of the great new software architecture we created and the astounding
business value, that even surpassed our expectations, I guess the greatest value we gained from this
project was to see an interdisciplinary team of claims specialists, business architects, software
architects, developers and many more from different departments work so close together on completely
new things and in completely new ways of thinking in technology and business models, yet having one
vision and one goal. Unlike classical projects, where business requirements are documented to be
implemented by a technical team afterwards, we created a new methodology where all parties worked
together all the time to achieve that one goal. So the major factor of success in my eyes is not
technology nor skills, but common spirit. And of course that spirit is sustained by the ever increasing
rate of automation, which is reported on a daily basis. And, I guess, recognition thru an award will also
help. Thank you.
.
• Dr. Horst Karaschewski -
Director software
development
• Gunnar Grund - Director
organizational development
• Folke Tedsen - Director
health insurance claims
management
17

18. Europe
Gold Award (tie)
Jardine Lloyd Thompson
Group PLC, United Kingdom
nominated by
HandySoft, USA
18

19. Jardine Lloyd Thompson Group PLC, UK
 Situation
• JLT -- international group of Risk Specialists and Employee Benefits Consultants.
• Listed on London Stock Exchange, one of largest companies of its type in the world; 2010
turnover of £746 million with 6500 employees across 34 countries.
• The Employee Benefits Group (EB) a key part of the JLT Group with turnover of £132m and 1500
employees.
• 2007‐2010 JLT made more than 20 acquisitions across the group.
 Implementation & Innovation
• Processes treated more than 16 million EB workflow elements, 300+ million rows of table data,
15 million SharePoint documents, 14 EB offices in the UK and India, supporting off‐shoring,
evidencing and supporting processes in areas with heavy regulatory oversight.
 Benefits
• JLT EB used BPM to streamline >130 processes, has been a key element of acquisition and new
market initiatives, underpinning over 50% growth in the trading profit in the last financial year.
• A key element in large acquisitions in supporting process integration and business reorganization
• Adapts faster to market forces, allowing EB to sell highly tailored and innovative solutions in
regulated markets
19

20. Jardine Lloyd Thompson Group PLC, UK
Chris Ryan, BPC and Development Manager, EB IT Services JLT EB Holdings
Proud Winners of European Pensions Pension Scheme Administrator of the Year 2010
I would like to take this opportunity to thank HandySoft for their support
over the past 18 months, and the effort all of the HandySoft team made
to get the systems onto Bizflow in such a short timescale whilst assisting
us with our learning process.
I would also like to thank the team at JLT for the massive efforts put in to
meet very tight deadlines and delivery of several solutions in such
challenging circumstances.
This was a joint effort in every way, from HandySoft Professional Services,
JLT EB Development, JLT EB Test Team and the Project Managers on
both sides. Thanks to you all!
20

21. Middle East-Africa
Silver Award
Ecobank LLC, Senegal
nominated by
Newgen Software, India
21

22. Ecobank LLC, Senegal
 Situation
• Ecobank operates in more than 32 countries, has 755 branches with 779 ATMs
and 888 points of sale
• Business processes worked in silos with manual intervention, insufficient
compliance to forgery control policies.
 Implementation & Innovation
• BPM solution resulted in processes made live in 22 days, processes were rolled
out in 35 branches in a single day.
• All work now processed in the central office resulting in leaner branch offices,
quicker opening of new branches
• Processes standardized for rollout to Pan Africa group level .
 Benefits
• Cycle time of the Account Opening process at branch level reduced by 75%
• Expecting more than 200% ROI at the end of the year.
• Productivity Improvements:
 Processing capacity increased by over 80%
 Completing the process first time right (FRT), improved by 95%.
22  Adherence to SLAs improved by 99%

23. Middle East-Africa
Gold Award
Riyadh Military Hospital,
Saudi Arabia
nominated by
Bizagi, United Kingdom
23

24. Riyadh Military Hospital,
Saudi Arabia
 Situation
• Riyadh Military Hospital (RMH) is a Tertiary Healthcare Facility belonging to Medical Services
Department (MSD) of the Ministry of Defense and Aviation (MODA) in Saudi Arabia.
• Al-Wazarat Health Center (WHC) is a JCI–Accredited Primary Healthcare Facility related to
RMH. The center is specialized primarily as a Family and Community Medicine (F&CM) with
large general practitioners’ footprint in the area of Al-Wazarat covering complex healthcare
processes along with other medical specialty services.
 Implementation and Innovation
• The purpose of the BPM project was to Design and Model (using BPMN Convention) then Automate the
core processes of WHC with over 300 personnel.
• BPM initiative was led by the Medical Informatics Research and Development Center (MedICen) @
RMH to completely automate over 70 (mostly dynamic) processes.
 Benefits
• Project covers complete life-cycle of the patient, from registration and triage management, to diagnosis
and treatment used for serving 2,000 outpatients per day. MedICen plan is to roll-out the automation
services to RMH (with total patient visits of 8,000 per day).
• Cycle-time Reductions in: Patient Waiting Time, Medical Procedures and Treatments, Medication
Prescription and Dispensing. Now, WHC Management can provide better Human Resources Utilization
and more accurate Healthcare Activity Planning which all will result in providing high-quality patient care
services.
24

25. Riyadh Military Hospital,
Saudi Arabia
Dr. Reem Al-Hamidi
Healthcare Business Analyst
Medical Informatics Research and Development Center
Riyadh Military Hospital (MedICen)
25

26. North America
Silver Award (tie)
Danfoss Power Electronics, USA
nominated by
Aalborg University, Denmark
26

27. Danfoss Power Electronics, USA
 Situation
• Overseas division of a large Denmark-based company, SAP user since 1990s
• Undisciplined sales, shipping processes and out-dated workflows frustrated
employees, reduced customer satisfaction and impacted revenue
 Implementation and Innovation
• Process mining study allowed recreating process models from transactional
data stored in enterprise systems
• Social network miner plug-in was used to determine relationships among group
entities, rather than individuals.
 Benefits
• Process supports the highly complex product configuration, allowing the
company to provide customers with highly-tailored products
• Shipping saved about 30%, automation in invoicing went up to 95% from 50%
because of standardized shipping methods.
• New, team-oriented culture aligned with the organization’s value stream. .
27

28. North America
Silver Award (tie)
Farmers Insurance, USA
nominated by
Pegasystems, USA
28

29. Farmers Insurance, USA
 Situation
• Third largest insurer in USA in property and casualty insurance market.
• 24,000 employees, 15,000 dedicated agents and 25,000 Independent agents.
• Challenge to integrate & assimilate multiple legacy customer services systems
from acquired companies to ensure unified standard of customer service
 Implementation and Innovation
• Assembled a road map of activities encompassing more than 300 separate
initiatives accomplished by cooperative efforts between business teams and
IT.
• Replaced complex legacy systems with proprietary application providing
CSRs with easy-to-use front end, developed “intent-led” processing with
content-aware processes.
 Benefits
• Claims cases are routed and tracked through all involved parties (e.g.,
medical, body repair, glass replacement, towing, auto rental etc.) quickly and
efficiently.
29 • CSRs process more claims, in less time, resulting in improved customer

30. North America
Silver Award (tie)
U.S. Navy, Naval Special Warfare
Group Four, USA
nominated by
HandySoft, USA
30

31. U.S. Navy, Naval Special Warfare
Group Four, USA
 Situation
• NSW is a division within the U.S. Navy that includes more than 2,400 active-
duty Special Warfare Operators, known as SEALs.
• High demand for combat operations, security force assistance (SFA) and
fiscal downsizing forced NSWG4 to develop a business sustainment model
to complete missions with less assets
 Implementation and Innovation
• Solution expertly weaves Lean Six Sigma, Agile, and dynamic BPM into a
system that improves the Government Purchase Card Program (GPCP)
process.
 Benefits
• Automation for the GPCP provides visibility into the process, standardization,
and forcing function for over 6,000 purchases and $5.2 million spent annually.
• With 450 requests/month, average lead-time is now 3.2 days vs several
weeks
• Operational readiness is increased: combat craft repair and training is faster
31 and there are fewer defects.

32. North America
Gold Award
San Joaquin County
Information Systems
Division, USA
nominated by
Oracle, USA
32

33. San Joaquin County Information
Systems Division, USA
 Situation
• Strategic initiative to modernization of Law and Justice systems.
• County provides diverse programs /services to over 650,000 residents
• Decreasing Budgets; Changing Demographics; Service Constrained by Organizational Structure
and existing Processes
 Implementation and Innovation
• BPM COE team used Business Process Analysis, Service Oriented Architecture and Business
Analysis Monitoring tools, developing:
• Online Citation Inquiry and Payment System.
• District Attorney Case Management System.
• JCAD (Application for Mobile Police Units)
• Online Assessment System
• Adult Probation Case Management System
 Benefits
• Maximize ROI on BPM and SOA
• Agility in delivering business applications to customers
• Flexibility in choosing Best of Breed COTS applications
• Standards based and Technology coherent with Vertical County applications
33

34. San Joaquin County Information
Systems Division, USA
Jerry Becker, CIO
San Joaquin County
Information Systems
Division
34

35. Pacific Rim
Silver Award
Viteos Capital Market
Services Ltd, India
nominated by
EMC, USA
35

36. Viteos Capital Market
Services Ltd, India
 Situation
• Rapidly-growing worldwide hedge fund administrator and operations service
provider for financial services companies.
• Needed scalable solution to automate manual processes, reduce
paperwork, help the company meet compliance standards
 Implementation and Innovation
• Developed web portal for secure client access as well as the
investors, brokers, and fund managers who interact with them.
• Automated know-your-customer/anti-money-laundering (KYC/AML)
compliance.
 Benefits
• Standardized platform with broad feature set supports applications, and
processes company-wide:
• Breaking down processing silos yields substantial cost savings and positions the
company for faster growth.
• Speed and accuracy of interactions with consumers, governments, and businesses
creates a significant competitive advantage.

37. Pacific Rim
Gold Award
Audi Japan KK, Japan
nominated by
Bizagi, United Kingdom
37

38. Audi Japan KK, Japan
 Situation
• Audi Japan KK is importer of Audi vehicles and a subsidiary of Audi AG
• Core back-end administrative processes in financial department were
manual and paper-based
 Implementation and Innovation
• Request for Approval process covers almost 20 departments and
divisions, 100+ personnel
• Fast results were a key motivator for more activities around BPM initiative.
• BPM initiative has changed their fundamental business structure
 Benefits
• Cost savings as a result of the automation and reallocation of human
resources
• Reduced cycle times for high level requests, optimized distribution of
workload and responsibilities
• Poised for long term growth and sustainable competitive advantage.
38

39. Audi Japan KK, Japan
Audi Japan recognized the need to systemize manual operations and selected a core
business process which involved all persons in the company. We now find that we have
revolutionized and provided transparency to a fundamental operation. It is with
appreciation that Audi Japan has been acknowledged as the 2011 Gold winner in the
Asia Pacific Region.
Bizagi has been a key element in our success, in that it allows focus on business
requirements instead of technology, and thus realizes quick solutions. We look ahead
with excitement to further integrate and expand the scope of BPM into all areas of our
business.
Thanks very much, Aaron A Llop, Business Analyst.
from left to right:
• Timothy May, Controlling Manager.
• Andrew Dore, Business Operations
Manager.
• Rozvin Marchan, IT Developer.
• Hiroshi Ohkita, President.
• Aaron A Llop, Business Analyst.
39

40. South & Central America
Silver Award
Grupo Hospitalar
Conceição, Brasil
Nominated by
H&R Consultores, Brasil
40

41. Grupo Hospitalar Conceição, Brasil
 Situation
• Grupo Hospitalar Conceição (GHC) is the largest hospital complex in the State of
Rio Grande do Sul, Brazil, fully dedicated to public health service.
• Responsible for the annual admission of 59,900 people, 2.2 million appointments,
and 36,100 surgeries.
• Group comprises 4 hospital units, 12 health clinics, 3 psychosocial care centers.
 Implementation and Innovation
• Automated strategic supply and service procurement process used by entire
hospital complex, in compliance with legal statutes and public transparency
• Innovative initiative for Brazilian public management, a benchmark for other
Brazilian hospitals and public entities.
 Benefits
• Cut execution time by 20% to 70%, according to the type of purchase
• Automated process immediately afforded monthly savings in the amount of BRL10,000.
• Substantial productivity gains allows team to dedicate a larger portion of their time to actions
that continuously improve the process
41

42. South & Central America
Gold Award
Comisión Nacional del
Agua, (CONAGUA)
Mexico
nominated by
PECTRA Technology Inc,
USA
42

43. Comisión Nacional del Agua,
(CONAGUA) Mexico
 Situation
• CONAGUA (National Water Commission) manages and preserves national
waters, with community involvement, to attain sustainable use of resources.
• Standardized management processes of budgetary resources (over one
thousand million dollars annually) via online information system available to
citizens.
 Implementation and Innovation
• 700% growth in users and incorporated 23 new states, 13 regions and 15 cities
• Decentralized implementation of the solution has overcome the obstacle of
geographical dispersion,
 Benefits
• Reduction of costs: USD 340,000 per year in materials / supplies and USD
238,000 a year for current expenditure.
• Recovery of the investment in the first 18 months
• Time optimization, reducing reporting tasks from 50% to 5%
• Elimination of inefficiencies resulting from high workloads of technical and operational staff.
43

44. Comisión Nacional del Agua,
(CONAGUA) Mexico
Sergio Soto, Under Director General of Hydro Agricultural
Infrastructure. National Water Commission.
Comisión Nacional del Agua, (CONAGUA) Mexico
Hello, my name is Sergio Soto Priante, Under Director General of Hydro Agricultural Infrastructure,
Mexico´s National Water Commission.
I want to thank Future Strategies Inc and all the other organizations for this awards: BPM.com, OMG
and WfMC, as well as our BPM supplier, PECTRA Technology and its Business Partner Cencade.
On behalf of the National Water Commission, CONAGUA I would like to mention some highlights of our
BPM project:
Since 2004, as a result of regulations and initiatives of the Mexican Government, we decided to start a
BPM project in order to organize and control the management processes of budgetary allocation for
public works, through an online system of information available for public consultation. It is an important
issue to mention, that the system manages more than one billion dollars each year.
Implementing BPM allowed us to improve CONAGUA’s transparency and accountability by providing access to everyone relevant to
information intended to assessing and monitoring the performance of public administration, among other benefits we can identify:
Greater adoption of BPM, from 1 process in 2004 to 19 processes in 2010, and the incorporation of the complete 31 states of the Mexican
republic.
A recovery of the total investment in the first 18 months and savings in materials and supplies every year.
Greater employee satisfaction due to a 70% reduction in administrative and manual activities.
In other words the implementation of the BPM project meant an outstanding achievement for the institution, taking into consideration the
demands of transparency of the Mexican society to governmental entities and organisms, as well as favoring greater control of
tasks, processes and actions carried out by officers and employees.
44

45. 2011 Winners Recap
Europe  Silver (tie)
 Gold (tie) • Danfoss Power Electronics, USA nominated by
• HanseMerkur Insurance Group, Germany Aalborg University, Denmark
nominated by inubit AG, Germany • Farmers Insurance, USA nominated by
• Jardine Lloyd Thompson Group PLC, United Pegasystems, USA
Kingdom nominated by HandySoft, USA • U.S. Navy, Naval Special Warfare Group Four,
USA nominated by HandySoft, USA
 Silver (tie)
• Arbejdsmarkedets Tillægspension (ATP), Pacific Rim
Denmark nominated by ATP, Denmark  Gold
• Avio SpA, Italy nominated by EKA Srl, Italy • Audi Japan KK, Japan nominated by Bizagi, United
Middle-East Africa Kingdom
 Gold  Silver
• Riyadh Military Hospital, Saudi Arabia • Viteos Capital Market Services Ltd, India
nominated by Bizagi, United Kingdom nominated by EMC, USA
 Silver South and Central America
• Ecobank LLC, Senegal nominated by Newgen  Gold
Software, India • Comisión Nacional del Agua, Mexico nominated by
North America PECTRA Technology Inc, USA
 Gold  Silver
• San Joaquin County Information Systems • Grupo Hospitalar Conceição, Brasil nominated by
Division, USA nominated by Oracle, USA H&R Consultores, Brasil
45

46. Thank you!
Our congratulations again to the
Finalists and Winners.
Keith Swenson, WfMC Technical Committee
Chair, Lead Judge
Nathaniel Palmer, Executive Director, WfMC
Layna Fischer, Awards Director and Publisher
Future Strategies Inc.
The recording and slides will be posted to
www.BPMF.org within a few days.
Media support by
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