Securing tomorrow today Meeting strategic tax goals through a transformational outsource model

Transcription

1 Securing tomorrow today Meeting strategic tax goals through a transformational outsource model Peter Hordijk Unilever Jan van Trigt Deloitte Netherlands Sandra Winkster Deloitte Netherlands

2 Contents Introduction Unilever s tax vision on outsourcing and future state 3 How to scope the outsourcing RFP 7 How to partner with the service provider when drafting an agreement 11 The partnership in day-to-day operation 14 The pros and cons of a central vs. decentralised approach 19 Expectations from country by country reporting 21

3 Unilever s tax vision on outsourcing and future state

4 Starting from a clear understanding of Unilever s vision on outsourcing FTE reduction Globalisation of the Tax department ETS strategy on finance transformation

5 Unilever s desired future state of the tax function

6 How to scope the outsourcing RFP

7 How to scope the outsourcing RFP Strategy, vision and prioritised objectives Detailed knowledge of current operations: organisation, tax processes and activities, data flows, systems used, information required, master data status, legal entities and entity complexities Future operating model and governance model: Scope, requirements and gaps to address Current and future cost model: Understanding of current baseline costs, projected ongoing outsourcing and retained organisation costs, projected one-off costs and targeted savings RFP readiness Qualitative benefit analysis Risks, challenges and dependencies

8 How to scope the outsourcing RFP (cont d) Country overview Feasibility survey Business case arms and legs ETS strategy on finance transformation

9 How to scope the outsourcing RFP (cont d) Retained organisation Cooperation with finance

10 How to partner when drafting an agreement

11 How to deal with sensitivities regarding potentially affected people EU culture vs. US culture Transfer of Undertakings (Protection of Employment) Regulations (TUPE) Workers Council

12 How to deal with sensitivities Clear vision on process from long list to short list Fine tuning scoping Relationship with Unilever's procurement department Legal discussions and legal department relationship between Unilever and Deloitte

13 The partnership in day-to-day operation

14 Day-to-day governance Governance structure Role EMO

15 Day-to-day governance (cont d) Local contracting

16 Day-to-day governance (cont d) Deloitte Tax Insight management system (DTi)

17 How does the triangle of finance, tax and service provider work smoothly together Quality improvements with joint common interest Deloitte Direct contacts: one efficient data gathering Partnership Level of ERP automation Unilever Tax Unilever Finance

18 The pros and cons of a central vs. de-centralised approach

19 What are the pros and cons of a central vs. de-centralised approach Globalisation of the tax function Link with ES/ETS strategy Local vs. central contracting Local statement of work

20 Expectations from country-bycountry reporting

21 What impact is expected from per country reporting? No permanent establishments DTi management system Impact on ERP / SAP Impact of this type of legislation on globalisation of tax department

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