Вы находитесь на странице: 1из 41
Case Study: Best Practices from Allianz SE’s Approach to Corporate Performance Management Tobias Maier Allianz
Case Study: Best Practices from Allianz SE’s Approach to Corporate Performance Management Tobias Maier Allianz

Case Study: Best Practices from Allianz SE’s Approach to Corporate Performance Management

Tobias Maier Allianz

© 2008 Wellesley Information Services. All rights reserved.

to Corporate Performance Management Tobias Maier Allianz © 2008 Wellesley Information Services. All rights reserved.
Best practices from Allianz SE’s approach to corporate performance management Tobias Maier Allianz SE
Best practices from Allianz
SE’s approach to corporate
performance management
Tobias Maier
Allianz SE

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

Allianz at a Glance… A Diversified Financial Services Company

at a Glance… A Diversified Financial Services Company Global Scope Represented in approx. 70 countries Over
at a Glance… A Diversified Financial Services Company Global Scope Represented in approx. 70 countries Over

Global Scope

Represented in approx. 70 countries Over 1,200 legal entities worldwide

More than 60 million customers worldwide Approx. 177,000 employees

60 million customers worldwide Approx. 177,000 employees Major Business Lines Property and Casualty Insurance Life
60 million customers worldwide Approx. 177,000 employees Major Business Lines Property and Casualty Insurance Life
60 million customers worldwide Approx. 177,000 employees Major Business Lines Property and Casualty Insurance Life
60 million customers worldwide Approx. 177,000 employees Major Business Lines Property and Casualty Insurance Life

Major Business Lines

Property and Casualty Insurance Life and Health Insurance Asset Management Banking

Major Business Lines Property and Casualty Insurance Life and Health Insurance Asset Management Banking 4
Major Business Lines Property and Casualty Insurance Life and Health Insurance Asset Management Banking 4
Allianz Group at a Glance - Performance 2007 as of 31.12.2007 EUR +/- prv. yr

Allianz Group at a Glance - Performance 2007 as of 31.12.2007

EUR

+/- prv. yr

Total revenues

102.6 bn

+

1.5%

Operating profit

10.9

bn

+

5.1%

Net income

7.9 bn

+

13%

Shareholder equity

50.4

bn

+

28%

Market capitalization

66.8

bn

+

28%

No. of shareholders

~500,000

 
50.4 bn + 28% Market capitalization 66.8 bn + 28% No. of shareholders ~500,000   5

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

CFO Function at Allianz SE: Our “Vision & Mission” Mission Vision To be a best

CFO Function at Allianz SE: Our “Vision & Mission”

Mission Vision To be a best practice finance organization, trusted and recognized for its competence

Mission

Vision

To be a best practice finance organization, trusted and recognized for its competence and excellence.

We build the methodologies, processes, and a talent pool to provide timely and reliable financial data and analyses in order to satisfy the needs of our customers:

Optimal support of management decision making Transparent and relevant information to the market and regulators

We define and adhere to strict integrity standards

Internal Reaction: “Finance Transformation” …

Internal Reaction: “Finance Transformation” … 1 1992-1996 2 1997-2002 3 since 2002
1
1

1992-1996

2
2

1997-2002

3
3

since 2002

“Laying the foundation”

Performance-based Group Controlling

Risk & Quality Management

Allianz AG as Management Holding (role)

Financial conglomerate

EVA, risk capital allocation

Limit systems

“RoE” steering approach

Inconsistent Accounting Standards (Asset/Liability)

Internal reporting governance

 
 

”Materiality” “Duty of information” “Nothing is wrong” “Comparability”

Consistency of internal & external reporting:

SOX maintenance

IFRS

US Listing

Corporate Performance Management

Dashboards

1st MIS rollout

Quarterly reporting incl. forecasting

Corporate Governance

Value Driver Trees

Compliance Standards

Strategic and mid-term planning

German Corporate Governance

Performance Scorecard

SOX (per 2005/2006)

Complexity Management

Internal “Standard setting”

 

“Global Reporting” rollout

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

Context of Life Insurance

Context of Life Insurance Structurally low interest rates and increasing stock/bond market volatility have increased the

Structurally low interest rates and increasing stock/bond market volatility have increased the risk in the life business significantly

The value of hidden options and guarantees in life contracts are often not consistently measured against this background, with Asset Liability Mismatching and pricing deficiencies as a result

Quarter on quarter pressure from investment community increasingly difficult to reconcile with long term nature of life business

EVA and EV (movement) often show conflicting picture of life profitability

Current EVA and EV metrics inadequately capture risk profile of positions in the life business

capture risk profile of positions in the life business There is a need for a comprehensive

There is a need for a comprehensive controlling framework to manage the life business

Comprehensive Steering and Controlling Framework in the Life Insurance Segment

and Controlling Framework in the Life Insurance Segment Financial Data Market Data UOP EVA Risk Capital
Financial Data Market Data UOP EVA Risk Capital Performance Dashboards IFRS Risk Value Driver Trees
Financial Data
Market Data
UOP
EVA
Risk Capital
Performance Dashboards
IFRS
Risk
Value Driver
Trees
HB1
EV
Investment
EV-EVA
Most basic data elements contained in
the (segment) Master Data File
Reconciliation
Actuarial Data
Dummy figures Change in Avg. 3,6% 10,8% Company “A” LH: Growth (EUR m) Unit linked
Dummy figures Change in Avg.
Dummy figures
Change in
Avg.

3,6%

10,8%

Company “A” LH: Growth

(EUR m)

Unit linkedin Avg. 3,6% 10,8% Company “A” LH: Growth (EUR m) Participating Non-participating New business In force

Participating3,6% 10,8% Company “A” LH: Growth (EUR m) Unit linked Non-participating New business In force business

Non-participatingCompany “A” LH: Growth (EUR m) Unit linked Participating New business In force business Premium Lapse

New businessGrowth (EUR m) Unit linked Participating Non-participating In force business Premium Lapse Recurring Annualized

In force businessm) Unit linked Participating Non-participating New business Premium Lapse Recurring Annualized Ratio

Premium

Lapse

Recurring

Annualized

Ratio

Premium

Premiums

Premium Pmt.

Period 5

2006

12,4%

12,6%

824

7 yrs

2007

11,8%

11,7%

658

6 yrs

+16,7%
+16,7%
-12
-12

710

552

-497

8 -53
8
-53

380

New Bus. margin (local GAAP): 3%
New Bus.
margin (local
GAAP): 3%

698

390

1.088

143

902

43

932

143

754

36

Statutory

In force

New Business

 

Statutory

GWP 2006

End of pmt. period 1

Business

Change in

Written

Change in Ø premium 4

GWP 2007

Persistency 2

Ø premium

(volume) 3
(volume) 3

1) Recurring GWP at the end of contractual payment period + single premium written last year

payment period + single premium written last year 2) 1-[# lapsed policies (rec. prem.)/# policies (rec.

2) 1-[# lapsed policies (rec. prem.)/# policies (rec. prem.)] at 2007 avg. written recurring premium

3) # Policies written x 2006 avg. written premium. – details see slide no. 24

4) # policies written x 2006 avg. written premium 5) Present value of expected GWP/Current GWP

12

Dummy figures Company “B” LH: Growth Unit linked New business Participating In force business (EUR
Dummy figures
Company “B” LH: Growth
Unit linked
New business
Participating
In force business
(EUR m)
Non-participating
Premium
Lapse
Recurring
Annualized
Premium Pmt.
Change in
Ratio
Premium
Premiums
Period 5
Avg.
2006
11,2%
43,9%
417
12 yrs
8,0%
2007
10,9%
44,8%
392
12 yrs
7,6%
-0,8%
774
768
-58
105
107
-236
431
382
374
-172
28
669
661
New Bus.
margin (local
392
395
GAAP): 1%
Statutory
In force
New Business
Statutory
GWP 2006
End of
pmt. period 1
Business
Change in
Written
GWP 2007
Persistency 2
Ø premium
(volume) 3
Change in
Ø premium 4

1) Recurring GWP at the end of contractual payment period + single premium written last year

payment period + single premium written last year 3) # Policies written x 2006 avg. written

3) # Policies written x 2006 avg. written premium

2) 1-[# lapsed policies (rec. prem.)/# policies (rec. prem.)] at 2007 avg. written recurring premium

4) # new policies x average written price change 5) Present value of expected GWP/Current GWP

13

Dummy figures “Life”: Profit sources (EUR m) Segment aggregation   Risk Lapse Investment Expense
Dummy figures
Dummy figures

“Life”: Profit sources

(EUR m)

Segment aggregation
Segment
aggregation
 

Risk

Lapse

Investment

Expense

Reinsurance

Other

Operating

Result

Result

Result

Result

Result

Result

Profit

 

6,2

1,7

26,7

-10,0

3,2

5,8

33,6

 

As bp of AuM As % of GWP

0,5

0,2

1,9

-0,7

0,2

0,4

2,3

-269 156 86 718 903 44 167 Risk Lapse Investment Expense Reinsurance Other Operating Result
-269
156
86
718
903
44
167
Risk
Lapse
Investment
Expense
Reinsurance
Other
Operating
Result
Result
Result
Result
Result
Result
Profit

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

Value Driver Trees Meet the Requirements for a Semantically Integrated Data Household Mandatory requirements for

Value Driver Trees Meet the Requirements for a Semantically Integrated Data Household

Mandatory requirements for value driver trees

1. Mutually

No overlap between value drivers.

exclusive

A single value driver is a fully exclusive pointer to a single source of value.

2. Collectively

Should hold all necessary information to calculate into EVA.

exhaustive

All major value creating influences within and across discrete parts of the value chain are represented.

3. Balanced

Covering all areas of the value chain.

Covering all strategic objectives of Allianz Group.

4. Algebraically

Value drivers trees “add up” to Operating profit and EVA.

coherent

Can be readily used as planning and forecasting tools through the algebraic logic.

Conceptual Design – Going Forward: Value Driver Trees Are the Integrating Force of Group Steering

Conceptual Design – Going Forward: Value Driver Trees Are the Integrating Force of Group Steering Information

Value Drivers
Value
Drivers

Performance Force of Group Steering Information Value Drivers Measures Operating Measures Standard Global Reporting

Measures

Steering Information Value Drivers Performance Measures Operating Measures Standard Global Reporting Template IFRS

Operating

Information Value Drivers Performance Measures Operating Measures Standard Global Reporting Template IFRS OP EVA

Measures

Standard Global Reporting Template IFRS OP EVA MCEV Available OperationalOperational measures scorecardscorecard
Standard Global
Reporting Template
IFRS OP
EVA
MCEV
Available
OperationalOperational
measures
scorecardscorecard

ECCS

Already incorporated in the GCoA and used as a basis for the Dashboards

Group BW

Update/integrate with Sustainability‘s reduced set of standard operating KPIs and to be reported to the Group BW

standard operating KPIs and to be reported to the Group BW Local BW Pick list available

Local BW

Pick list available to OEs to be updated with Sustainability‘s OE specific KPIs for exception reporting

Publish

Report

Publish Report Data Integration Will Industrialize Reporting of all Standard KPIs While Integrating Them into the

Data Integration Will Industrialize Reporting of all Standard KPIs While Integrating Them into the Value Driver Trees

Customer Focus

Life Analysis Project … Dashboards Value Driver Trees Zero redundancy Clear definition Algebraic coherence Value
Life Analysis Project
Dashboards
Value Driver Trees
Zero redundancy
Clear definition
Algebraic coherence
Value Driver Trees
Clear definition Algebraic coherence Value Driver Trees Financial Statistical Group BW Semantically Integrated Risk
Financial Statistical
Financial
Statistical

Group BW

Semantically Integrated

Financial Statistical Group BW Semantically Integrated Risk Reporting CO New GL BPS Group ECCS BW Group
Financial Statistical Group BW Semantically Integrated Risk Reporting CO New GL BPS Group ECCS BW Group
Financial Statistical Group BW Semantically Integrated Risk Reporting CO New GL BPS Group ECCS BW Group

Risk Reporting

CO

New GL

BPS Group ECCS BW Group BW
BPS
Group
ECCS
BW
Group
BW
AR AP AA
AR
AP
AA
CO New GL BPS Group ECCS BW Group BW AR AP AA Rollup- Ledger

Rollup-

Ledger

Template

Replicate

BW AR AP AA Rollup- Ledger Template Replicate 1.8.05 1.10.0 1.12.0 1.2.06 1.4.06 1.6.06 1.10.0
BW AR AP AA Rollup- Ledger Template Replicate 1.8.05 1.10.0 1.12.0 1.2.06 1.4.06 1.6.06 1.10.0
1.8.05 1.10.0 1.12.0 1.2.06 1.4.06 1.6.06 1.10.0 1.5.07 1.10.0 1.5.08 5 5 6 7 Template
1.8.05
1.10.0
1.12.0
1.2.06
1.4.06
1.6.06
1.10.0
1.5.07
1.10.0
1.5.08
5
5
6
7
Template Rollout
Objectives for Implementing the Value Driver Trees The implementation of the Value Driver Trees, as

Objectives for Implementing the Value Driver Trees

The implementation of the Value Driver Trees, as the main reporting vehicle, into the Group BW and Template is expected to generate the following significant benefits:

Economic benefits

Increase relevance of information in Group and OE controlling, providing an improved basis for decision making

Illustration of the corporate value creation by analyzing the contribution of a given OE or Business Segment, etc.

Explicit reporting of performance with cause-effect relation to key drivers

Technical benefits Implementation of SAP solution for reporting of the relevant data, as standardized reporting tool Integration in both the Group BW and the Template BWs

Example: Snapshot of an Early Value Driver Tree Cockpit in SAP SEM CPM

of an Early Value Driver Tree Cockpit in SAP SEM CPM The technical scope has formed
of an Early Value Driver Tree Cockpit in SAP SEM CPM The technical scope has formed

The technical scope has formed the most critical

bottleneck so far:

The integration with Business Warehouse

The visualization with current reporting tools

The graphical interpretation with SAP SEM-CPM

The Integration with Global Reporting Template

reporting tools The graphical interpretation with SAP SEM-CPM The Integration with Global Reporting Template 20

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

Performance Scorecard

Performance Scorecard Mission Develop Scorecard approved by Allianz SE Board into standard tool su pporting Strategic
Mission Develop Scorecard approved by Allianz SE Board into standard tool su pporting Strategic Dialogue

Mission

Develop Scorecard approved by Allianz SE Board into standard tool supporting Strategic Dialogue

Characteristics Addresses the most urgent requirements and expectations Scorecard is ready to support financial data on a 12-month rolling basis Constitutes a graphical representation of KPIs Allows easy handling and entering of data/information Leaves the opportunity to flexibly adjust the design Will be “pre-populated” with financial data already available at Group

The sustainable long-term solution to be available in future Will reflect lessons learned from use of prototype Will be fully integrated in the Group’s BI reporting landscape Will be based on an algebraically coherent KPI structure using the experience from developing the value driver-trees

Open Issues

Full implementation of Target Operating Model

Evolution of Performance Scorecard – Phase I:

Redefined Data Delivery Process

Scorecard – Phase I: Redefined Data Delivery Process New KPIs in Group BW UOP figures in

New KPIs in Group BW

UOP figures in ECCS

CFO receives Performance Scorecard
CFO receives
Performance
Scorecard
Comments will be added Return of completed Scorecard
Comments
will be added
Return of
completed
Scorecard

New KPIs for Performance Scorecard will be input directly into Group BW layout

Advantage: no additional user authorization necessary

No double reporting system/stream

Regular data delivery of UOP figures into ECCS

Deadline X+21

Pre-populated Performance Scorecard will be sent to local CFO

Scorecard ready

Comments will be added by local team

Figures cannot be adjusted any longer

Completed scorecard will be returned to Group Center

Evolution of Scorecard – Phase I

Evolution of Scorecard – Phase I 24
Evolution of Scorecard – Phase I 24

24

Evolution of Scorecard – Phase I (cont.)

Evolution of Scorecard – Phase I (cont.) 25
Evolution of Scorecard – Phase I (cont.) 25

Evolution of Scorecard – Phase I (cont.)

Evolution of Scorecard – Phase I (cont.) 26
Evolution of Scorecard – Phase I (cont.) 26

Evolution of Scorecard – Phase II

Evolution of Scorecard – Phase II 27
Evolution of Scorecard – Phase II 27
Evolution of Scorecard – Phase III: Scorecard Pilot Scorecard to be full y integrated in

Evolution of Scorecard – Phase III: Scorecard Pilot

Evolution of Scorecard – Phase III: Scorecard Pilot Scorecard to be full y integrated in SAP
Evolution of Scorecard – Phase III: Scorecard Pilot Scorecard to be full y integrated in SAP
Evolution of Scorecard – Phase III: Scorecard Pilot Scorecard to be full y integrated in SAP

Scorecard to be fully integrated in SAP NetWeaver ® – ranging from data entry over data processing to data reporting

Scorecard accessible group-wide through Web browser – opening of the Scorecard per Web link, intuitive navigation per click-sensitive fields

Full integration of Scorecard into portal environment

New BI-embedded technology will be seized

Code-free composition of elements

Performance Scorecard – 7 Key Points to Take Home 1. Performance Scorecard as management’s pick-list

Performance Scorecard – 7 Key Points to Take Home

1. Performance Scorecard as management’s pick-list

2. There are multiple views in any organization – work out an overarching one

3. Have a widely accepted business model as the basis of your corporate performance management initiative

4. Strive for consistency as the basis for time-series analysis

5. Graphical representation – You want color or tabloid?

- Data quality and availability go before graphical effects

- Is the Management of your company as intranet savvy as it pretends?

6. Performance Scorecard as the “turbo inventor”

-

“Have the latest KPIs included” vs. “How do Operating Entities come up with the figures?”

7. Integrate dimensions and basic data elements in your Master Data Framework and hence in your ledger systems

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

Initiatives within Allianz to Enhance Data Quality

Initiatives within Allianz to Enhance Data Quality 1998 - 1999 EVA • Group Controlling & Steering

1998 - 1999

EVA

Group

Controlling

& Steering

Internal

Reporting

Capital

Allocation

Reporting

Top Mgt. Compensation

The Drivers

Access to international capital markets and needs of investors
Access to
international
capital
markets and
needs of
investors
to international capital markets and needs of investors 1999 - 2001 Accounting 2000 • External Reporting
to international capital markets and needs of investors 1999 - 2001 Accounting 2000 • External Reporting

1999 - 2001

Accounting 2000 • External Reporting • Speed US-Listing/ US-GAAP Fast Close Quarterly Results w/in 6
Accounting
2000
• External
Reporting
• Speed
US-Listing/
US-GAAP
Fast Close
Quarterly
Results
w/in 6 weeks
EC-CS

2002 – 2008

Global Reporting Program • Data Quality • Speed • Efficiency/Costs Roll out as Standardized Finance
Global
Reporting
Program
• Data Quality
• Speed
• Efficiency/Costs
Roll out
as
Standardized
Finance
Processes & IT
Best
Increase Rep.
Frequency
(Monthly Rep.)
Streamline
Rep. Content
Practice
Establish
enables
Shared
2007 onwards
Services/
Hosting etc.
31

Our Answer: “Standardization” on Best Practices

Our Answer: “Standardization” on Best Practices Best Practice Sharing Process & System Harmonization Finance

Best Practice Sharing

Process & System Harmonization

Finance best practice sharing across the Group

Re-engineering of accounting/ controlling/reporting processes

Re-engineering of financial processes in line with best practices

Pre-configured, standard Financial Application (“SAP Template”)

Further “industrialization” of closing/reporting processes

“Global

based on key principles

Initiative

IAS leading, multi-GAAP data stream, full posting of IFRS Standard CoA (“7+3” digits)/Standard Cost Accounting Algebraically coherent Balanced Scorecard KPIs Integration of risk and financial reporting Rework/consolidation of core applications/operational subledgers (if needed)

Reporting”
Reporting”

Global Reporting – Framework and Governance

Global Reporting – Framework and Governance Holding Board Principles Policies & Guidelines Data Development of
Holding Board Principles Policies & Guidelines
Holding Board Principles
Policies & Guidelines

Data

Holding Board Principles Policies & Guidelines Data Development of operational CoA Group Segment MDFs M D

Development of operational CoA

Group Segment MDFs M D P&C Life Health AM Bank. F Group C o A
Group
Segment MDFs
M
D
P&C Life Health AM Bank.
F
Group
C
o
A
Other GC
requireme
nts

Integrate legal and Mgt Reporting (Profit, Risk, Regulatory)

Include relevant controlling data

Processes Continuous Process Improvement Group General Organizational entities Sub-Group General Accounting
Processes
Continuous Process
Improvement
Group
General
Organizational entities
Sub-Group
General
Accounting
Accounting
(includes
(includes
statistics)
Closing
statistics)
Closing
Reporting Reporting
Sub-
Sub-
Group
Group
Consolidation Sub-
Consolidation Group Sub-
Group
Reporting Group
Reporting
Group
Consolidation
Group
Consolidation
Reporting2 Reporting2 Group
Additional supporting processes overlap key
Financial Processes
Ancillary Finance
Ancillary Finance
Investment, Risk and Tax Reporting
Investment, Risk and Tax Reporting
Master Data Change Management
Master Data Change Management
Forecasting, Budgeting and Planning
Forecasting, Budgeting and Planning

Enhance process efficiency in line w/ implementation of Template, CoA and Data Governance

Systems

Financial

Applications

CoA and Data Governance Systems Financial Applications Template Implementation CO CO CO CO CO CO AR

Template

Implementation CO CO CO CO CO CO AR AR AR AR AR AR BPS BPS
Implementation
CO
CO
CO
CO
CO
CO
AR
AR
AR
AR
AR
AR
BPS
BPS
BPS
AP
AP
AP
BPS
BPS
BPS
AP
AP
AP
Rollup-
Rollup-
Rollup-
Rollup-
Rollup-
Rollup-
Group
Group
Group
AA
AA
AA
Group
Group
Group
AA
AA
AA
Ledgers
Ledgers
Ledgers
Ledgers
Ledgers
Ledgers
NewGL
NewGL
NewGL
EC-CS
EC-CS
EC-CS
NewGL
NewGL
NewGL
EC-CS
EC-CS
EC-CS
(GL/SL)
(GL/SL)
(GL/SL)
(GL/SL)
(GL/SL)
(GL/SL)
BW
BW
BW
BW
BW
BW
MySAPERP2004ECC5.0
MySAPERP2004ECC5.0
MySAPERP2004ECC5.0
MySAPBW3.5
MySAPBW3.5
MySAPBW3.5
Accounting
Accounting
Accounting
Planning/FC
Planning/FC
Planning/FC
Validation
Validation
Validation
StatisticalData
StatisticalData
StatisticalData
Transformation
Transformation
Transformation
Reporting
Reporting
Reporting

Implement the SAP system locally according to the Group central policies

Infrastructure

according to the Group central policies Infrastructure Set-up of the Infrastructure 1. Mission of SSP4 GRP

Set-up of the Infrastructure

1.

Mission of SSP4 GRP

 

Create SAP Support Program (SSP) driven by Example

 

-> GRP technical Policies &Guidelines

GenericSSP

   

SSP4GRP

Hosting

Application Support

Release Strategy

Standards

Vendor Mgmt. Strategy

Training Concept

Product Information Mgmt.

Product Strategy

Processes & Organization

Adjustment to

GRP requirements

H4-GIP: SSP for GRP

H4-GIP: SSP for GRP

Hosting

Hosting

Hosting

Release Strategy

Release Strategy

Release Strategy

Standards

Standards

Standards

Vendor

Vendor

Vendor

Training Concept

Training Concept

Training Concept

Product Strategy

Product Strategy

Product Strategy

Operation Case

Operation Case

Operation Case

Application Support

Application Support

Application Support

Mgmt. Strategy

Mgmt. Strategy

Mgmt. Strategy

Product Information Mgmt.

Product Information Mgmt.

Product Information Mgmt.

Processes & Organization

Processes & Organization

Processes & Organization

 

Major effort

Minor effort

Set up the technical infra- structure in line with the Group’s technical guide- lines. Consolidate wherever possible.

Back-End

Integration

Consolidate wherever possible. Back-End Integration Back-end Integration     BackendIntegration

Back-end

Integration

   

BackendIntegration

BackendIntegration

   

Feeder

Feeder

System

System

Business Business Event Event
Business
Business
Event
Event
Feeder Feeder System System Business Business Event Event

DataTransfer

DataTransfer

EAI/ETL

EAI/ETL

Validation

Validation

Normalization

Normalization

Pass-throughprocessingif HB1=HB2or full HB2dataisdeliveredbyFS

Pass-throughprocessingif HB1=HB2or full HB2dataisdeliveredbyFS

DataStorage

DataStorage

(Fin. QualityLayer)

(Fin. QualityLayer)

DataStorage (Fin. QualityLayer) (Fin. QualityLayer) Closingduedate Closingduedate Financial Methods Financial
DataStorage (Fin. QualityLayer) (Fin. QualityLayer) Closingduedate Closingduedate Financial Methods Financial

Closingduedate

Closingduedate

Financial Methods

Financial Methods

Multi-GAAPBooking

Multi-GAAPBooking

Engine

Engine

Postingrules

Postingrules

Exchange

Exchange

Area

Area

Aggregation&

Aggregation&

Standardization

Standardization

ErrorHandling

ErrorHandling

Financial DB Financial DB Business Business Transaction Transaction
Financial DB
Financial DB
Business
Business
Transaction
Transaction
Financial DB Business Business Transaction Transaction Model and/or Model and/or HistoricDatabase
Model and/or Model and/or HistoricDatabase HistoricDatabase
Model and/or
Model and/or
HistoricDatabase
HistoricDatabase

Valuation

Valuation

Hedging

Hedging

IFRSCategory

IFRSCategory

CFGenerator

CFGenerator

ErrorHandling

ErrorHandling

Postinggeneration

Postinggeneration

Aggregation

Aggregation

R/3 R/3

R/3

R/3

 

CorporateInterface(Internal/External Sources)

CorporateInterface(Internal/External Sources)

 
 
Operational Operational Systems Systems
Operational
Operational
Systems
Systems
MarketData MarketData
MarketData
MarketData
MasterData MasterData
MasterData
MasterData
 

Enable the feeder systems to deliver required data in a Multi-GAAP environment consolidation

when appropriate

What Exactly Does “Industrialization” Mean?

What Exactly Does “Industrialization” Mean? Optimizing overall performance of Finance “supply chain”: -

Optimizing overall performance of Finance “supply chain”:

- Standardizing processes based on standard IT applications

- Simplifying operations through consolidating infrastructure and IT applications

Harmonizing master data; aligning reporting requirements, eliminating overlaps

- Strict and comprehensive change control over reporting requirements

- Bringing quality controls and data enrichments brought forward to data entry point

Eliminating waste (necessary IT layers, unused reporting items, process interruptions) through continuous improvement

- Installing “end-to-end” process/“supply chain management” process view

- Benchmarking quality, speed, productivity, and costs

Agenda

Allianz SE

At a glance

Agenda Allianz SE At a glance Corporate Performance Management at Allianz SE Evolution of CPM within

Corporate Performance Management at Allianz SE

Evolution of CPM within Allianz

Current CPM Framework on Group level

Dashboards Value Driver Trees

Performance Scorecard

Information Management as the Basis for CPM

Outlook on CPM

Outlook

Outlook Short- and mid-term horizon Short-term challenges - Integrating financial/regulatory reporti ng with Risk and

Short- and mid-term horizon

Short-term challenges

- Integrating financial/regulatory reporting with Risk and Actuarial analysis/ simulations “Phase II” IFRS accounting & Solvency II

By “2015”

- Accounting: “Global Accounting” Standard (IFRS ~US GAAP) and common Master Data

“Real-time”/“event” accounting actuals might become an instantly available information

- Analytics/Business Intelligence (BI)

Customer-centric and product life cycle reporting linked to financial reporting

Unstructured (e.g., mails) and external data more integrated into management reporting

- Finance as a “utility”: More buy than make?!

Global ERP delivery outsourced

Reporting production outsourced?!

Influence of New SAP Product St rategy Needs to be Assessed Source: SAP 37

Influence of New SAP Product Strategy Needs to be Assessed

Influence of New SAP Product St rategy Needs to be Assessed Source: SAP 37

Source: SAP

37

Summary

Summary Corporate Performance Management within Allianz stands For New operating model + change in governance in

Corporate Performance Management within Allianz stands For

New operating model + change in governance

New operating model + change in governance in an effort to change CFO function from “manufacturing”

in an effort to change CFO function from “manufacturing” toward “industrialization” …

Your Turn!

Your Turn! How to contact me: Tobias Maier tobias.maier@allianz.com 39
Your Turn! How to contact me: Tobias Maier tobias.maier@allianz.com 39
How to contact me: Tobias Maier tobias.maier@allianz.com
How to contact me:
Tobias Maier
tobias.maier@allianz.com

Disclaimer

Disclaimer • SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver ® , Duet ™ , PartnerEdge,

SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver ® , Duet , PartnerEdge, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP.