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AttractingCountryside VI. International Shared Service and Outsourcing Conference 6th December, 2012
BT in HungaryBT is one of the world’s leading communications services companies, serving the needs of customersin the UK and in more than 170 countries worldwide. BT Global Services is a global leader in managednetworked IT services, operating globally and delivering locally. BT opened it’s first office in 1999 in Hungary, serving its corporate customers in Central and Eastern Europe. In 2007 the company further expanded in Hungary by opening its Regional Operations Centre in Budapest and Debrecen. The Centre provides customer service, financial, commercial and business process support with a geographical focus on Europe, Middle East and Africa (EMEA). Headcount development BT Group • December 1999: 3 FTE BT Group • December 2002: 12 FTE • December 2005: 75 FTE BT BT Global Open- • December 2007: 200+ FTE BT Retail Services Whole- reach sale • December 2010: 300+ FTE • December 2011: 550+ FTE BT Technology, Service and Operations YTD 2012: 700+ FTE BT in Hungary 2
Strategy • „Hybrid” model • Global coverage – 3 global centres (Hungary, Brasil and India) „Our mission is to contribute to BT’s business transformation strategy through consolidating, standardizing and optimising business processes, improve performance and productivity in order to provide a better service to our customers.” Finance Other SSC, 150 functions, 220 The ROC in Hungary has 4 major functions: Global • Global Customer Service Desk Customer BusinessService Desk International Support • Business Support Centre 110 Service Centre, 115 Delivery, 125 • International Service Delivery • Finance Shared Services Strategy 3
Facts and Figures Supporting 10 BUs Average churn: across 5 LoBs 15% 4+12 >85% functions graduate 3000+ 700 94% Customers plans to stay employees supported long term Average 19 age: languages Average 27,5 16.000+ languages spoken: training hours p.a. 2,5 Facts and Figures 4
Regional Operations Centre, Hungary ‚One centre – two premises’ approach Security, lower risk (business and service continuity) Government incentives Optimised investment and cost of implementation Extended labour market Budapest Debrecen ROC, Hungary 5
Why Debrecen? (2007) Advantages: The downside: Dynamic development of the region Limited availability of candidates with management experience and higher Location / Proximity level technical knowledge Accessibility (Active) language skills University Accommodation – limited availability of suitable office space Government incentives Lower cost base Relatively low number of global enterprises on the market Employee loyalty, lower churn Cooperative and supportive University and Local Government Why Debrecen? 6
Continuous development (2007-2012)Strategic cooperation in order to serve thespecific requirements of SSCs Developing infrastructure Direct flights between London and Debrecen Improving language education both in high schools and in higher education Number of students in IT / technical faculties is steadily increasing Increasing office capacities Continuous development 7
Xanga Office Park, DebrecenNew expansion opportunity for SSCs:• Low-cost, flexible and SSC focused facility• Large scale and high quality infrastructure• Exclusive / special services:• onsite SSC training courses, non-stop baby and child-care Contact: www.xanga.hu/office-park Xanga Office Park 8
General AdvantegesOnly 10% of SSCs in Hungary is located outside of Budapest.Advanteges from SSC’s perspective: Well educated, loyal workforce on the local market Proper infrastructure, education and office capacities Higher government incentives are available for investments Lower operational costsAdvantages from the city’sperspective: Creating competitive and sustainable jobs Reducing migration Contribution to the general and professional development of the local workforce CSR activities Conclusion 9
Conclusion• Only 10% of SSCs in Hungary is located outside of Budapest• Open your mind!.• Collaboration between SSCs, local governments and institutions• Establish local Clusters• Work out strategy and action plan Start right now! Conclusion 10