CASE STUDIES

  • Moly-Cop

    Moly-Cop

    Project Summary

    Challenge

    A former subsidiary of Arrium and recently acquired by American Industrial Partners (AIP), Moly-Cop needed a new consolidation system that could be fully functional and in production within a very short time frame. Moly-Cop used to use Arrium’s SAP BPC consolidation system but with the divestiture, this was no longer available to them. It was therefore critical that a system be in place to satisfy both the statutory and management reporting requirements for the Moly-Cop board and AIP management. With offices located in South and North America, as well as Australia and Indonesia, the system needed to be globally accessible on a unified platform, timely and easy to use.

    Approach

    Having significant prior experience with several consolidation systems, the project lead, Kristine Freedman, scoured the market for today’s leading solutions. A short list of vendors including the incumbent was collated for further consideration and after further investigation, OneStream was chosen as the vendor of choice. Given the criticality of the project, Kristine contacted Taysols and requested our services to design, build and deploy the solution. Despite having no previous working experience with OneStream, Kristine knew Taysols’ consolidation and systems pedigree and used Taysols to alleviate project risk.

    Solution

    A project team comprised of Moly-Cop and Taysols staff, with assistance from OneStream, designed, architected, built and deployed the solution based on OneStream’s XF Smart Corporate Performance Management Platform. With this solution, Moly-Cop was able to utilise a single platform that complied with their statutory and management reporting requirements, improve analysis, audit controls, and provide overall visibility into the company’s performance.

    Additionally, the solution provided direct mapping to several source systems thus streamlining data integration and providing a speedy consolidation process so that Moly-Cop is now able to automate the full process, saving time and effort and creating faster and more user friendly reports for their management and parent company. The consolidation calculations that used to take hours, now takes minutes.
    Taysols was able to deliver the project in just over four months and was 25% under budget-going live at the start of June 2017 based on the May closing.

    Furthermore, Moly-Cop not only successfully moved from their previous on premise SAP BPC system to OneStream, they also transitioned to Taysols’ secure and certified cloud platform thus providing a trouble free, multi-instanced, high performing and globally accessible foundation.

    We are over the moon with the results OneStream’s integrated platform for financial consolidation and management reporting offers. Not only were we able to standardise and automate our processes, but we also significantly reduced the time needed to generate our corporate reports. In Taysols we have an exceptional and trustworthy partner, who supported us 100% along the way. Never too tired to go the extra mile and push the project forward, so that we were up in running in less than five months. Having our solution hosted by Taysols is definitely a big benefit as well, as we can rely on their highly specialised team and their very secure Australian based Tier III data centres.

    Kristine Freedman

    Commercial Manager and Global Systems Project Leader

  • Camp Quality

    Camp Quality

    Project Summary

    Challenge

    To gain better insight into the performance for each national program and fundraising stream across head office and 11 branches, Camp Quality needed to automate its financial reporting processes and improve the accuracy of cost center allocations to:
    - Gain visibility into the return on investment (ROI) for each branch's fundraising event and program by automatically allocating indirect expenses to a specific fundraising event, and ensuring accurate analysis of b
    branch level profitability.
    - Improve the ability to manage workforce planning by adopting an intuitive financial reporting tool to simplify the complex calculation of cost center allocations for more than 100 full-time equivalent (FTE) positions
    across different events and branches.
    - Enhance forecasting accuracy for funding charity events and programs by facilitating team collaboration throughout the budgeting cycle.

    Approach

    Taysols suggested to move to a monthly rather than yearly FTE workforce planning model and enhance management confidence in FTE forecasting by using Oracle's Planning and Budgeting Cloud Service to rapidly calculate and apply multidimensional cost center allocation rules for different events and branches.
    Camp Quality was able to make smarter strategic decisions, such as investing in more profitable fundraising streams, by using executive dashboard and interactive analysis to provide drill-down insight into the ROI for individual fundraising events, programs, and branches.
    Taysols enabled speed adoption by providing an intuitive reporting tool with Oracle Planning and Budgeting Cloud Service, improving user financial literacy and accountability and making it easier for budget owners to use the system with minimal training.

    Solution

    The implemented solution offered Camp Quality:
    - Improved accuracy of forecasting and budgeting, including FTE salary and wages costs, by streamlining the financial reporting processes between head office and 11 branches with Oracle Planning and Budgeting Cloud Service instead of using complicated, error-prone spreadsheets.
    - Enhanced user experience and expectations by integrating PBCS with Microsoft Office tools and enabling users to easily access and view budgeting data in a familiar Microsoft Excel format.
    - Achieved smooth and successful implementation by gaining the expertise and great support Taysols, Oracle Platinum Partner, and ensuring timely project delivery.

    Oracle Planning and Budgeting Cloud is a mature and flexible solution, so it fits well for a medium-sized enterprise like us. A good implementation partner, like Taysols, is also critical to the success of this project.

    Richard Eke

    National Manager, Information Services

  • SEVEN WEST MEDIA

    SEVEN WEST MEDIA

    Project Summary

    Challenge

    The media landscape is undergoing change at a pace unseen since the introduction of the printing press and television. This rate of change places pressure on both legacy reporting tools and the resources needed to run them. Further, the need for faster, more insightful and deeper levels of analysis simply cannot be enabled with traditional tool sets and approaches to processes.

    Recognising an opportunity to put Seven West Media (SWM) “ahead of the game”, the executive initiated a review of current systems and processes, the result of which was the establishment of a program to replace and enhance the technologies and approaches to group wide reporting. The project was named “Project Monaro.”

    Approach

    Seven West Media, after the review of its systems and processes firstly went to the market for the enabling technologies and, once selected, for a partner to assist them to realise their ambitious goals.
    In selecting a partner, they sought one who had proven expertise in the technologies that had been selected, skill with the processes to be enabled and who understood the concept of partnering. Ideally SWM wanted a partner who could help them transition to the cloud and who could provide ‘industrial strength’ support after project completion and during ‘business as usual’. Accordingly, they issued a tender to several companies and selected Taysols as it was the only company that could ‘tick all the boxes’. Price was important but was secondary to expertise and approach.

    Solution

    Taysols, working with SWM, designed the data integration routines, data warehouse, reports and the HFM application. The system was developed, tested and deployed using Taysols’ hosting service which is used for “business as usual” usage.
    Phase one of the deliverable was the deployment of HFM which was built and tested for the parallel December run, just 6 months after project commencement. All data integration to and from HFM and all its reports, rules and security were in place in time.
    Running parallel to this development, the Business Intelligence component was being developed for a larger audience and this phase two went live in May, just 5 months after HFM. The Business intelligence reports on information from several data sources, spread across the country, including HFM and allows users to drill to atomic level data or indeed to analyse information in a graphical format.
    Following go live, SWM adopted Taysols’ support offering for the solution so that should any technology or application questions arise, they can be addressed by contacting a single point of knowledge.

    An undertaking such as Project Monaro could never be easy and so the selection of the right partner was absolutely pivotal. Taysols was a great choice! Their team worked closely with ours and delivered a solution that has and will continue to provide significant benefits for Seven West Media. It was obvious from the start that use of their hosting environment to run the system made everyone’s life so much easier. They worked hard and smart and delivered the goods within budget. Who could ask for more.

    Avegail Pitman

    Financial Control and Reporting Manager

  • nbn™

    nbn™

    Project Summary

    Challenge

    nbn™ is building a high-speed national broadband network, the largest infrastructure project for Australia. Its aim is to assist the Australian Government in ensuring Australians have access to broadband technology regardless of their location.
    It is funded by taxpayers and so it is in all Australian’s interest that it is delivered on time and within budget. The roll out is expected to generate 25,000 jobs over its lifespan, making labour the project’s most significant cost.
    The challenge was to translate the rollout schedule into workforce requirements (head count, FTE, cost) by occupation and location over time; assess skill shortages in the context of labour market forecasts; and derive gap closing strategies to enable a successful delivery against the plan.

    Approach

    In April 2013 nbn™ commenced a Workforce Planning Transformation Program. A significant aspect of this program was the development of a strategic workforce planning solution that delivers insights into internal labour demand and supply as well as prevailing labour market forces in a single system. Following a successful proof-of-concept, Taysols was engaged to deliver the solution using Oracle’s Hyperion Planning and Business Intelligence suite of products. The project was delivered on time and under budget.
    The solution enables organisations to identify and address critical workforce issues before they impact delivery of the organisation’s corporate strategy.

    Solution

    The solution consisted of three models that were developed using a powerful multi-dimensional modelling tool. The outputs of these models were presented to stakeholders using Business Intelligence software.
    • Internal Supply Model: Forecasting for the existing nbn™ workforce expenses and the aggregation of headcount information.
    • Internal Demand Model: Modelling of the number of resources (headcount) required to roll out the nbn based on activity volume drivers, project plans, crew compositions, and the nbn™ Corporate Plan.
    • Market Gap Model: Comparison of the forecasted internal supply and demand of headcount with labour market data by occupation, skill, year and region. Creation and modelling of gap closing strategies for critical roles.

    Taysols' Strategic Workforce Planning solution allows us to perform all elements of the strategic workforce planning process in a single system. The insights derived form this tool make a large difference into whether nbn™ meets the planning challenges posed by the rollout of the national broadband network. Compared to other technology initiatives with which I have been involved, I was very impressed with Taysols' willingness to meet issues head on and manage flexibly to ensure our project was successfully delivered.

    Chris Hare

    GM Planning, Rewards & Sourcing

  • TAL Limited

    TAL Limited

    Project Summary

    Challenge

    TAL Limited was constraint by effort-rich, error-prone, difficult to adjust budgeting, planning and reporting processes. They embarked on a program of works to:

    Replace budgeting and forecasting spreadsheets used by business units that were time-consuming to update, prone to error, and did not integrate with the expense allocation system and various processes of the budgeting and reporting cycle; provide staff with analysis tools that allow them to drill down to the underlying causes of budget variances and business performance, such as the profitability of specific life insurance products; ensure life insurance products remain competitive in an industry where pricing is key to winning market share; perform trend analysis to determine which areas of the business need specific attention, such as claims and lapses; ease the time and effort required to produce consolidated budgets for the business; help cost centre managers plan and account for workforce expenses and minimize the cost of delivering life insurance products and services by increasing operational efficiencies.

    Approach

    TAL Limited engaged Taysols to analyse business requirements and design a solution to address business needs. Taysols and TAL staff then jointly developed, tested and deployed the solution over multiple phases. Taysols' project control tools provided transparency throughout the project and helped the governance bodies make timely and informed decisions.

    Solution

    After formulating a vision for performance management and business intelligence at TAL, Taysols outlined and undertook multiple project phases towards the newly established vision, which included the following:

    Implemented an integrated planning, budgeting, and forecasting solution that enabled accurate, end-to-end budget development, right down to individual insurance products; enabled staff to undertake adhoc trend analysis to better understand the drivers of business performance, by deploying a data warehouse that holds transactions, trial balances as well as budgeting data, presented close to real time in a general ledger reporting cube; facilitated workforce planning at the individual employee level, giving cost centre managers greater clarity about the makeup of their workforces so they can plan for and allocate staff with a full understanding of the expenses involved; achieved accurate expense budgeting and forecasting by introducing an activity-based cost allocation process that runs within minutes not days; helped senior managers determine whether or not to re-price or modify life insurance products after analysing the profit and loss on each product, which was enabled by undertaking detailed revenue modelling at product and sub-fund levels; and provided reporting against key performance indicators, and delivered financial reports tailored to management and Board requirements.

    Taysols' extensive knowledge of Oracle Hyperion products ensured we ended up with a system that met our requirements. They've been the real insight behind the solution. Thanks to Taysols, we have a system that delivers real value to our business.

    Craig Horneman

    Head of Finance

  • RMIT University Vietnam

    RMIT University Vietnam

    Project Summary

    Challenge

    RMIT University Vietnam was established in 2000 as an Asian campus of Melbourne-based University RMIT. Within a short period of time RMIT Vietnam has grown to a University with two campuses, 6000 students and 630 staff. In 2013 RMIT Vietnam took the opportunity to transform the way the University manages its affairs (from program focus to course focus), introduced a new chart of accounts and engaged Taysols for the design, development, ongoing support and hosting of a state of the art Hyperion Planning application covering both, student load as well as financial management aspects.

    Approach

    The initial engagement covered the design of a Hyperion planning application supporting the budgeting, forecasting and reporting needs of RMIT Vietnam. Working closely, but mostly remotely, with key RMIT team members, Taysols delivered the solution design swiftly and provided a detailed project schedule for the build and deployment of the student load and finance applications.
    During the build phase Taysols took on an advisory role for the ‘simpler’ elements of the build and a hands-on role for the development of the more complex parts, in particular sophisticated allocation models. Whereas the development work was performed from Australia, RMIT and Taysols jointly delivered a Hyperion roadshow on site to launch the Hyperion solution to all users in late 2013.
    Since the successful deployment, Taysols has been engaged by RMIT Vietnam to fully host and support the application including the delivery of ongoing enhancements.
    The chosen collaborative approach delivered superior results for all parties as knowledge transfer was maximised throughout the engagement – today the RMIT Hyperion Team and Taysols enjoy a strong partnership.

    Solution

    RMIT’s business analytics solution provides budgeting, forecasting and reporting capabilities for student load, labour and financial information. Source data is integrated using Oracle’s Financial Data Quality Management (FDQM) tool allowing drill-back to source from Hyperion Planning. ‘Real’ and ‘virtual’ allocations provide detailed insight into the University’s performance.
    In some ways the implementation of Hyperion Planning acted as a change agent for the introduction of RMIT’s new business control model. The multi-dimensional nature of its underlying Essbase database allowed full visibility into the before and after state of multiple allocation steps providing in its final state a full profit & loss statement at course level.
    In recognition of Taysols as an expert hosting and support provider for Business Analytics solutions, RMIT Vietnam decided to migrate its operational planning solution to Taysols’ secure data centres taking advantage of strict service levels, efficient back-up routines and full disaster recovery capabilities.

    The expertise provided by Taysols has been outstanding. We view Taysols as a reliable business partner for the ongoing development, support and hosting of our Hyperion solution.

    Khanh Le Minh

    Finance Director

  • EBOS

    EBOS

    Project Summary

    Challenge

    The expanding EBOS group had found that its previous approach to group consolidation was no longer satisfactory. In particular the group needed to be able to,
    • Take a line of business view across all of the group entities
    • Report in multiple currencies
    • Efficiently collect and report on budget and forecast against actuals
    • Represent budget and forecast at multiple exchange rates
    • Deal with acquisitions and disposals

    Approach

    Taysols worked with EBOS to develop a new group chart of accounts which would meet all reporting needs by exploiting the multi-dimensionality of HFM. The initial build of HFM was then completed based on this. Once the core application was in place training was provided to representatives from each operating company so that they could actively participate in the loading and reconciling of historical data and provided feedback on the application.
    From there Taysols moved to developing further functionality such as fully derived cash flows for statutory and management purposes, the ability to prepare budgets and forecasts and to represent them at alternative FX rates.

    Solution

    Taysols recommended two products to EBOS;
    1. Hyperion Financial Management (HFM) was a natural fit for the EBOS Group’s consolidation needs as this consolidation tool is multi-dimensional to support LOB reporting and has built in handling of FX.
    2. To support HFM we recommended Financial Data Management Enterprise Edition (FDMEE). This provides a rigorous and intuitively managed mapping from ledgers to the group chart of accounts.

    EBOS now has its group wide consolidation in one system. This supports analysis by line of business across the whole group in multiple currencies. Furthermore actuals can be compared to budget/forecast presented at multiple exchange rates.

    The wealth of knowledge and expertise brought in by Taysols helped in mitigating the risks associated with our HFM implementation project and also contributed to a better change management process. Having hands-on consultants with the drive and ‘can do’ attitude meant we could approach this project with utmost confidence in achieving the desired outcome. We have much gratitude for the hands on, professional services we received from Taysols.

    Thai Tao

    Financial Controller

  • CHEP

    CHEP

    Project Summary

    Challenge

    CHEP successfully delivered its budget and forecast information using a combination of in house developed software and spreadsheets. The basis of this information was derived from the CHEP SAP ERP system, fed to these bespoke systems, analysed and delivered to management for decision making and reporting. The system, being of a bespoke nature, required significant in house expertise to operate and maintain and was felt to be difficult to alter in order to accommodate changing needs.

    To facilitate the ever-increasing need for more comprehensive budgets and forecasts, the existing system swelled to a position making it unwieldy and slow to respond. Not only was a need for more information required, but the speed and level of resources to derive it needed to be reduced. In other words, CHEP needed to do more with less.

    Approach

    CHEP, on the advice from Taysols, elected to install the latest version of the software, version 11, along with the newly released Oracle Data Integration (ODI) module. The Capital Planning module was also installed and developed. The premise of the engagement was to ensure that as much Intellectual Property remains vested with CHEP staff and so a very collaborative approach was adapted. This meant CHEP having full ownership of all facets of the process from data integration to report production, which resulted in a cost effective and comprehensive solution. The project sought to deliver improved functionality in the Budgeting and Forecasting domain at CHEP requiring a fresh look at current processes and procedures. Processes that had previously been delivered somewhat outside of the in house developed system where included in the new solution such as the integration of actuals and capital expenditure planning. The development of these meant that information could be modelled far quicker with higher levels of accuracy and transparency

    Solution

    CHEP now have a planning system, integrated with SAP, which enables both long range budgeting and medium term forecasting. The result combines driver based, top down and bottom up processes in an easy to use, transparent and supportable solution. The project achieved both quick wins and laid a foundation for emerging needs that are ever prevalent in the fast moving business of pallet handling. CHEP were amongst the first if not the first organisation in the region to adopt the ODI and Capital Planning modules integrated to Hyperion Planning and therefore superior consulting skills were required along with strength of vision from CHEP.

    Taysols, with their extensive experience in both planning technology and processes, helped us achieve our goals sooner and with less effort than would otherwise have been the case.

    Chris Cousins

    Business Reporting Manager

  • Sonepar Pacific

    Sonepar Pacific

    Project Summary

    Challenge

    In common with many organisations Sonepar Pacific needed to be able to consolidate their group results and produce a P+L, Balance Sheet and derived Cashflow by entity and branch. Specific challenges included the need to:
    • report against local formats as well as the group format
    • perform allocations in order to report by line of business
    • translate an entity from a financial to calendar year

    Approach

    Taysols worked with the Sonepar Pacific team from the beginning so that they had a solid understanding of HFM and could be involved in the build from day one. This allowed Sonepar Pacific to carry out much of the development work themselves in particular building the chart of accounts and branch hierarchies.

    Solution

    Taysols recommended two products to Sonepar Pacific:
    1. Hyperion Financial Management (HFM) as a consolidation tool with the flexibility and sophistication to translate entities between calendars and perform complex allocations.
    2. Financial Data Management Enterprise Edition (FDMEE) to manage the mapping from ledgers to the group chart of accounts.

    Sonepar Pacific group and local reporting is now contained within one system where it is maintained in a consistent and rigorous manner. The move away from multiple systems supplemented by numerous disconnected spread sheets has allowed Sonepar Pacific to produce the required reporting in a much more efficient manner.
  • Downer

    Downer

    Project Summary

    Challenge

    After 18 months of successfully running Hyperion Financial Management (HFM), Downer EDi looked to streamline the operational processes and build additional consolidation functionality. Since the completion of the original project, Downer EDi had made several improvements to the system and had deployed it to more users in the Downer community but felt that more improvements could be achieved. Downer EDi went to market to select an organisation capable of providing both extensive knowledge of the toolset, HFM and Financial Data Quality Management, and importantly, excellent group accounting knowledge.

    Approach

    Downer EDi selected Taysols as its preferred service provider and work commenced straight away. Firstly, the HFM rules were streamlined resulting in a significant reduction of calculation times and, as importantly, providing greater levels of transparency into the derivation of results. Following the streamlining portion of the engagement, Taysols then significantly expanded functionality within the system and bolstered both the quality and quantity of reports.

    The Cash Flow modifications allowed every division and business unit to have visibility into cash and non-cash movements and significantly reduced the effort in compiling these results. The collation and calculation of Forecast and Budget was also improved which enabled far greater accuracy, stability and timeliness of this important process.

    Solution

    Through greatly improved reporting and the streamlined rules and associated validation principals, far greater insight into the financial information was achieved thus providing benefit to both auditors and group finance alike. Taysols and Downer EDi created a covenant system in HFM for the provision of reports to financial institutions, now required on a monthly basis. Previously, these reports were required on a 6 monthly basis and took around 2 weeks to compile. After the Taysols work, these reports are now available in less than 2 hours.

    Key to Taysols selection was the professional approach and the quality of references provided. Reference calls can be quite revealing. The Taysols clients we contacted praised their professionalism and their subject matter expertise. A key differentiator was the resounding endorsement for the Taysols consultants.

    Peter Reichler

    Chief Financial Officer

  • Cimic Group Limited

    Cimic Group Limited

    Project Summary

    Challenge

    In 2008, Cimic Group (formerly Leighton Holdings Limited) embarked on an initiative to replace its Hyperion Enterprise application, which had served it well for over 5 years. They scoured the market for a replacement technology and, after narrowing the contenders to a short list, selected Oracle’s Hyperion Financial Management (HFM) solution. Cimic (at that time Leighton Holdings) selected Taysols to assist them on this journey because of its successful track record in delivering consolidation-oriented projects.

    Approach

    Taysols assisted Cimic with the design and project management of the application, utilising Cimic staff wherever possible. After the design had been agreed by the steering committee, the system was built in HFM ensuring strict adhesion to Statutory reporting requirements. All historical information was reproduced and reconciled in the new application to ensure historical compliance.

    Solution

    The business rules built by Taysols now gives the Cimic Group the ability to report in two different financial years using the same base data, without duplication. As a result, time-offset reporting is now streamlined and quickly verifiable. Given HFM’s enhanced technical and functional abilities, new reports and calculations were created to add value to the internal and external reporting processes. HFM’s web forms were complimented by its new Smart View technology for data collection ensuring that validation rules were passed prior to submission, greatly increasing the ‘first pass’ data quality and thereby reducing reporting effort and timelines.

    The Taysols team was able to assist the finance team as well as provide strong technical guidance. Taysols were intimately involved in developing every aspect of the new system.

    Carlos Mendes

    Group Chief Accountant

  • Corporate Travel Management

    Corporate Travel Management

    Project Summary

    Challenge

    Corporate Travel Management continues to enjoy meteoric growth in a highly competitive market place. This successful growth has occurred both organically and through a series of acquisitions and in order to facilitate future plans, CTM needed to invest in industry leading performance management solutions in order to facilitate streamlined internal and external reporting requirements.
    In keeping with their approach to cost effectiveness and foundation building, CTM went to the market to select tools, implementation partners and environments to help them achieve this goal.
    The solution needed to be in place quickly, be easy to use and require very little on going administration and given the leanness of the operations, CTM sought an established hosting provider capable and experienced in hosting the selected tool.
    Initially, the service focus was on the establishment of advanced consolidation functionality to satisfy both statutory and management reporting needs however the platform needed to facilitate budgeting and forecasting in subsequent phases.
    Given the geographically dispersed nature of the company and the fact that its operations make use of a variety of ERP systems, some of which, specifically in Asia, are based on CJKV Character sets, the solution needed to accommodate easy to use data loading and translation facilities. The system also needed to be accessed by the users 24/7.
    From a business perspective, CTM require the full suite of consolidation functionality including intercompany elimination, foreign currency translation, equity accounting fully derived cash flows and production of reporting packs.

    Approach

    Following a review of the software marketplace, CTM decided upon the Hyperion Financial Management (HFM) solution with Financial Data Quality Management Enterprise Edition (FDM) as the data integration tool. Once this decision was made, CTM went to market for a system implementer and sought pricing and approach from a short list of providers.
    The aim of the project was to upskill CTM finance staff on the use of the solution so as to minimise ongoing consulting costs. Further, the solution needed to be in place so that consolidation of the new financial year could commence with HFM.

    Solution

    CTM selected Taysols to design, build and deploy the solution and to train CTM users. This was delivered under a fixed price arrangement. Taysols was also selected to host the solution due to its extensive experience with hosting performance management and business intelligence products for some of Australia’s largest public companies.
    Having the solution hosted by a fully certified experienced organisation that could also provide all of the design, build, training, deployment and support of the solution removed any grey areas and allowed CTM to simply get on with their business confident in the knowledge that the solution was optimised for their needs and managed by experts. This significantly increased the Return on Investment and allowed usage of the system to occur in a trouble free rapid manner.
    Taysols commenced design in early March 2014 and delivered the project on time and to the original fixed price budget.

    There are a number of vendors out there that purport to offer the complete range of services required to undertake a hosted performance management solution and on the surface, they all look fairly similar. Once we dug a little deeper however, the choice became simple and we selected Taysols because of their unparalleled experience with the enabling technology, group accounting and, very importantly their hosting track record. The fact that they delivered on time, on budget and we have not had a single issue with their hosting only emphasises the validity of our decision. Their people are top notch.

    Paul Healy

    Head of IT

  • Brambles

    Brambles

    Project Summary

    Challenge

    Brambles were previously using Hyperion Enterprise. They wished to improve their control over the consolidation process by ensuring all users could see the same data at the same time; having one location for intercompany eliminations which all operating companies could view; simplifying the process of maintaining the integrity of the data. This was previously difficult and time consuming e.g. confirming historical data had not been changed; embedding the knowledge of the consolidation process in a rigorously defined system understood by several employees rather than just one; and introducing direct loading from their ledgers to their consolidation system.

    Approach

    A steering committee was then formed involving representatives from Taysols, Group Finance and IT. The Taysols lead consultant worked closely with group finance to understand their requirements and relate them to the functionality of HFM. This extended to reviewing the group chart of accounts which had already been redesigned to ensure it fully exploited the new features of HFM such as custom dimensions. Taysols involved the client staff at every stage of the implementation so that by go live they were able to fully support the system.

    Solution

    Taysols delivered a group consolidation system built in HFM utilizing custom rules, process control, and multiple currencies. Actual, budget and forecasts are all restated at multiple rates across the P+L and Balance Sheet. Taysols implemented reporting and analysis tools that are available through Hyperion Smartview (Excel) and Hyperion Financial Reports (online) and enabled integrations of 30 ledgers across the world with the consolidation system.

    Taysols is an Oracle partner with experience, capability and shared vision for excellence. They well and truly lived up to their ‘do it with you, not to you’ slogan, which was instrumental in the project's success.

    Stephen Harman

    Controller - Financial Reporting

  • HCMA

    HCMA

    Project Summary

    Challenge

    Hitachi Construction Machinery Australia implemented Hyperion Planning approximately 3 years ago. While it has been running successfully, no major improvements had been made to the budgeting process over that period of time. There was a lack of quality support and any minor changes seemed to take much longer and cost a great deal more than expected due.

    Approach

    The budgeting process runs from September through to March with at least 100 users providing input into the solution. Hitachi Construction Machinery Australia engaged Taysols Support to provide the necessary support during the budgeting window. Hitachi Construction Machinery Australia were given access to Taysols’ 24/7 support portal which allowed them to enter in any support and/or enhancement requests in relation to Hyperion Planning and the budgeting process.

    Solution

    Hitachi Construction Machinery Australia received timely support and were able to consistently track and monitor where various support and enhancements requests were at. Additionally, Taysols provided training for key users of SmartView which was previously being under-utilised. All support requests were responded to in a timely manner and the solutions provided positively impacted the budgeting process.

    This year Hitachi Construction Machinery Australia had a very successful budgeting cycle, which allowed them more time to finetune the budget before its submission to Japan. Through the additional SmartView training, the IT and Finance teams were able to be more self-sufficient for a large proportion of the queries that came in from the Branch Managers without having to escalate them any further.

    Previously the notion of Forecasting through Hyperion Planning during the year was not considered. However, Hitachi Construction Machinery Australia are now considering this and further reporting from Hyperion Planning due the consistent system experience this time around. Forecasting and Reporting will further help improve the budgeting process next time.

    Whenever we contacted Taysols they were very responsive and provided the solution to our query or problem in a time frame that often exceeded our expectations. As a result people had the information they required and the budget process flowed very smoothly allowing us to meet the deadlines given to us by Hitachi Construction Machinery Japan.

    Saravan Marimuthu

    General Manager Finance

  • Toyota Tsusho

    Toyota Tsusho

    Project Summary

    Challenge

    Increased reporting requirements necessitated a rapid turnaround of information from disparate sites that needed to be verified, consolidated and forwarded to the executive and to Japan. The current systems and spreadsheets were viewed as lacking the flexibility and internal controls to support a robust consolidation and reporting requirement. To this end, Toyota went to the market for specialised consolidation and reporting solutions that, whilst initially focused on the immediate need of consolidations, formed a part of an overall Business Performance Management framework so that future growth and process reformation could be enabled.

    Approach

    Toyota contacted Hyperion as it is a recognised leader in this “space” with solid credibility who in turn requested that Taysols, experts in consolidation and reporting, liaise with Toyota with the aim of mutually analysing Toyota’s requirements and designing a suitable solution.

    Solution

    A web-enabled statutory and management reporting solution was rolled out to eight countries in the South Pacific after a three-month design and build project. Less time is now spent at head office producing manual reports in spreadsheets and reconciling management and statutory data. Management reports, that previously were different in each country, are now accessed by all users from a centrally defined report repository ensuring consistency across the group.

    Taysols’ consolidation expertise added great value to reforming our group reporting processes; jointly we designed and deployed a solution that is future-proof and forms the basis of an ongoing strive towards better a Business Performance Management practice. Taysols’ dedication to this project was remarkable.

    Dinesh Chand

    Group MIS Manager

  • University of Sydney

    University of Sydney

    Project Summary

    Challenge

    A lack of a consistent standardised reporting framework across the University and the sheer volume of reports (in excess of 48,000 annually) made reporting a time-consuming and cost-intensive exercise at the University of Sydney. The process for the management of budgeting, forecasting and modelling was also widely viewed as inadequate with a lack of opportunity for flexible management of budgets and forecasts. A formulation and implementation of a Business Performance Management strategy was urgently required to allow for improved decision making capabilities and growth in an increasingly competitive tertiary education sector.

    Approach

    The University's primary project objective was to provide a robust, future-proof management reporting environment to enable specialised, periodic and/or on demand reports capable of meeting existing and envisaged information demands. Taysols' role included the formulation of a BPM strategy and the conduct of a subsequent business impact analysis exercise. Taysols designed, architected and project managed the evaluation and subsequent implementation of a data warehouse, budgeting & planning and enterprise reporting environment in what is to date regarded as the largest EPM implementation in the Southern hemisphere.

    Solution

    Taysols established a comprehensive Hyperion-based solution which has dramatically streamlined the university's reporting and planning processes. Since implementing this solution, the university has reduced the types of reports it produces from 300 to 75 and has shortened its budget cycle by 50 percent. Armed with accurate and timely information, the university can now make better management decisions.

    Implementing a unified Enterprise Performance Management platform in a diverse environment like the University is a difficult undertaking. The leadership of Taysols greatly assisted the University in achieving the desired outcome and realising the associated benefits. We are now in an excellent position to build on our gained capabilities and incorporate other systems in the EPM framework.

    Patrick Woods

    Director Financial Operations and Systems

  • University of Technology

    University of Technology

    Project Summary

    Challenge

    UTS has encountered technical limitations in its current set of enabling technologies in the areas of budgeting, forecasting and reporting. Rather than taking a “band aid” or ”siloed” method of resolution which would normally result in short lived gains and long term pains, UTS has wisely decided to adopt a strategic approach to formulating a strategy, vision and a ‘roadmap’ to its enablement . Once endorsed by senior stakeholders and University leadership, UTS will begin on the path of systems revitalisation. Taysols was engaged to assist the University in developing a high level vision and strategic roadmap for the above mentioned areas.

    Approach

    Taysols developed a three stage approach for the University. Stage One involved a series of workshops and one-on-one interviews to establish the current position – As Is. At the conclusion of this process, a detailed review of the current processes and technologies was documented and agreed by the project’s steering committee. This document includes sections describing the desired state, ensuring that the needs of both end users and the centralised unit are recorded. Stage Two will produce a To Be document which draws extensively on the current situation and also on the desired state. A series of alternative system architectures and processes has been suggested for ratification by the project’s steering committee. Stage Three will see Taysols bridging the gap between the current situation and the desired state by outlining a roadmap for the University. This roadmap will guide UTS toward streamlined processes, a surefooted support model and a cost-effective platform for budgeting, reporting and forecasting.

    Solution

    UTS selected enabling technologies, garnered the intellectual property in its staff and embarked on a finance improvement realisation program. The solution was developed to assist UTS with phase I of the road map, allowing time to settle before launching into subsequent phases of the journey.

    Taysols was selected by UTS because of its solid understanding of budgeting, reporting and forecasting processes and for its depth of expertise across a wide range of market leading technologies. These skills are supported by extensive experience in the University sector.

    Patrick Woods

    Deputy Vice-Chancellor and Vice-President (Resources)

  • LexisNexis

    LexisNexis

    Project Summary

    Challenge

    LexisNexis embarked on a program of work to improve the quality and breadth of Business Intelligence (BI) and Enterprise Performance Management (EPM) across the organisation. This program is seen as a critical part of ensuring LexisNexis meets its strategic goals of increasing and retaining its leading market share and delivering the highest possible quality products, services and solutions to its customers. Initial areas of focus were sales reporting, client attrition and the integration of financial, sales and operational planning processes to provide a consistent view of information and a consistent set of tools across different areas of the business. LexisNexis is an information business and the ethos of extracting maximum value from the information that is already being collected in different systems is core to the program.

    Approach

    Adopting an approach that is low risk and that provides clearly defined and tangible results along the way was important to LexisNexis. Taysols was engaged to create a target architecture and integration blueprint which resulted in the building of a centralised repository and data integration capacity. This included recognition of the vision of the project and realistic timeframes and plans to achieve the vision, ensuring wins along the way and flexibility to change course due to unforseen or emerging business requirements; create a common set of definitions, structures and metrics which required extensive workshopping, negotiations and adjustments to source systems, translation and loading routines along with political cohesion; produce a pilot to a reduced number of users, for a subset of information, to ensure quick wins and to validate the approach and ease change management ramifications (which are extensive); and run Parallel Performance Management processing during peak periods to ensure data integrity and for BI, to ensure rapid delivery of contextualised and relevant information to stakeholders.

    Solution

    Taysols established an enterprise data warehouse with data taken from a number of systems across the organisation and built a unified dimensional model across different subject areas in the warehouse to better facilitate analysis of information. Furthermore Taysols transformed reporting capacity with dashboard reports and ad-hoc analytics available to a wide user base including Sales, Finance and Professional Services.

    Additionally Taysols developed an integrated financial planning process that allows deriving accurate quarterly forecasts.

    The relationship with Taysols has developed into a true business partnership extending beyond the end date of the initial project. Today we keep jointly working on system enhancements resulting in tangible benefits to LexisNexis.

    Alan Wylie

    Chief Financial Officer

  • Dong

    Dong

    Project Summary

    Challenge

    In an effort to further their inroads into Corporate Sustainability Reporting, Dong Energy engaged one of the world’s leading sustainability solution providers, 2Future, to assist them with this critical initiative. Taysols and 2Future developed a partnership in 2008, offering both software and services to assist with collecting, converting, calculating, consolidating and reporting Corporate Sustainability (CS) and related information. Dong selected the Sustainable Development Management (SDM) module and set about making those all-important inroads.

    Approach

    Dong Energy utilise the Global Reporting Initiative (GRI) guidelines as a backbone for their CSR initiative. Whilst the GRI contains a robust framework, Dong wanted to expand upon this and derive some organisational specific Key Performance Indicators. Taysols and 2Future assisted Dong with firstly providing a strategy to collect and subsequently report on both the GRI and company specific information. Taysols then tailored the SDM application to Dong’s specific needs. SDM comes equipped with the GRI framework, converters and rules and reports and so provided a ‘running start’ for the project which resulted in a significantly reduced timeframe and cost for Dong. The project consisted of three fundamental phases being definition, build and enhancement. Taysols have been heavily involved in all three phases and are currently engaged for subsequent enhancement requests. Given that CSR is a relatively new paradigm, it was felt that a progressive deployment was better suited to Dong than a “Big Bang’ approach hence the need for ongoing enhancements to include both more KPIs and more end users. The core areas of focus during phase one of the project were the collection, calculation and reporting of environmental and labour force indicators.

    Solution

    The project, centred in Denmark with Taysols and 2Future staff based in Finland and Australia delivered fully on its original objectives. All build of the solution was undertaken in Sydney, deployed in Denmark. The solution collects GRI information from Dong’s 4 business units along with additional detail required by the Dong executive. It then conforms and converts it where necessary, e.g. carbon emissions to $ values and consolidates the information for a corporate wide perspective. The information is then available to around 70 senior personnel directly and, as appropriate, is published in Dong’s annual sustainability reporting booklet. The project started in November 2008 and completed in March 2009 with ongoing enhancements delivered on an “as needed” basis.

    Solution

    The project, centred in Denmark with Taysols and 2Future staff based in Finland and Australia delivered fully on its original objectives. All build of the solution was undertaken in Sydney, deployed in Denmark. The solution collects GRI information from Dong’s 4 business units along with additional detail required by the Dong executive. It then conforms and converts it where necessary, e.g. carbon emissions to $ values and consolidates the information for a corporate wide perspective. The information is then available to around 70 senior personnel directly and, as appropriate, is published in Dong’s annual sustainability reporting booklet. The project started in November 2008 and completed in March 2009 with ongoing enhancements delivered on an “as needed” basis.

    Tomi Pajunen

    R&D

  • John Swire & Sons

    John Swire & Sons

    Project Summary

    Challenge

    Consolidation of financial results of disparate group companies was a slow and laborious process relying on Excel. This meant consolidation was only carried out annually for statutory purposes. The group required more timely consolidated information to support its own management and external stakeholders.

    John Swire & Sons engaged Taysols to assist with the design, build, and deployment of Hyperion Financial Management (HFM) and Financial Data Management (FDM).

    Approach

    The approach taken was a consultative one. John Swire personnel partnered with Taysols consultants and worked together through accounting and system challenges and the difficulties associated with migrating from a spreadsheet environment. This approach allowed Swire project team members to learn the ins and outs of the new consolidation solution and therefore enabled them to maintain the system after project end.

    Solution

    FDM was used to map various general ledgers to the group chart of accounts and to load as well as validate monthly actuals. HFM took care of intercompany eliminations, FX translations, cash flows and the reporting of three statements for statutory and management purposes. Group consolidations are now carried out monthly with reports readily available to a wide range of users

    Taysols consultants understand financial consolidations and the requirements of group finance. With their help, we managed to deliver the project on time and within budget.

    Martin Murray

    Finance Director

  • Crane Group

    Crane Group

    Project Summary

    Challenge

    A need to streamline the consolidation process.

    The Crane group had traditionally developed and maintained their budget, management and statutory financial consolidations using a series of Lotus 123 spreadsheets. When originally designed the system was apt and able to cope with the modest loads and processes which the company had at the time. Over the years, however, the landscape changed considerably. Acquisitions and changes in statutory and management reporting meant the financial consolidation cycle took longer and became more manual and labour intensive. Additionally, the type of reports that were available using the spreadsheets were very limited and developing any additional analytics or management reports required extensive manipulation of the data which was both very time consuming and inflexible.

    In addition to the length of the process, the fact that the knowledge of the scripts and macros imbedded in the spreadsheets only existed in the minds of a few Crane employees made the creation of adhoc reports extremely difficult.

    Approach

    To address these challenges Crane sought to identify some plausible solutions that would enable their team to work smarter not harder. After conducting some high level evaluations of available tools, a short list was established and a product chosen.

    Crane chose Hyperion’s Financial Management (HFM) product and the project implementation commenced in January 2007 with a very aggressive implementation timeline. Both teams had to work quickly and efficiently in order to deliver to the schedule. “The implementation went smoothly. The Taysols team showed a high level of professionalism and did their part to ensure that the deadlines were met” commented Esgate. “We undertook a parallel run of the monthly financial reports in March 2007 and went live in April 2007 just four months after the start of the implementation.”

    Solution

    Since the implementation of HFM, the Crane group has seen some significant productivity gains, reducing the time to create reports for Statutory and Management Reporting from days to just hours. In addition the system has given the finance team the opportunity to better understand different areas of the company’s performance, such as the cash flow figures. Instead of the system just aggregating divisional numbers, it now allows them to easily analyse the data and to get access to the details behind the numbers.

    We wanted to get as many efficiency improvements as we could, so we needed consultants that could help us through the process and add value rather than just provide technical expertise. We found the relevant experience and skills in our consulting partner Taysols.

    David Esgate

    Group Financial Controller

  • Fidelity Asia

    Fidelity Asia

    Project Summary

    Challenge

    Fidelity International required assistance with two related projects. The first one was to be conducted from the offices in Asia, most particularly Hong Kong whilst the second was to be performed in Sydney, Australia. The impetus for the first project was that Fidelity International recognized that the Asian institutional finance team was spending too much time in preparing information when compared to the time spent analyzing it. In order to adhere to the required timeframes, Fidelity International personnel were working extremely long hours over a long period of time.

    Concurrent with and following from the project outlined above, Fidelity International engaged Taysols to lead the design and implementation of a customer profitability model in Hyperion Essbase that would allow regional teams in Hong Kong, Japan and other parts of Asia to provide their business units with the ability to undertake detailed profitability analysis. This re-evaluation allowed for a dramatic simplification of business rules and the establishment of a framework for regional teams to accurately and unambiguously define their own requirements, in turn accelerating the development.

    Approach

    Taysols was engaged to analyse, thoroughly document and describe, field by field, report by report, the sources of information and the processes involved in transforming, collating and producing management reports from them.

    Through a series of internal workshops and interviews Taysols developed a complete data and process map of the “As is” situation. Based on all of this information, Taysols then prepared a comprehensive text for executive and functional expert consumption. As part of the paper, Taysols included a recommended architecture and process reform with a supporting plan around its enablement. The paper and its recommendations were adopted by Fidelity International and indeed exceeded Fidelity International’s expectations.

    Solution

    Fidelity International’s solution collates data from a number of Enterprise systems within a common model where consolidation and a number of business rules, such as cost allocations can take place without the prospect of discrepancy across business units. Fidelity International’s regional business finance teams now have the ability to analyse client profitability information from a single source, eliminating the need for separate Excel models in each country.

    The tools developed by Taysols have assisted us in rapid information delivery to very senior levels of management. The data is presented in such a way that Country MDs and Sales Team Directors are interested in viewing the data directly in the tool rather than waiting for the information to be delivered by Finance.

    Nigel Ephraums

    Senior Manager Asia Pacific Finance Systems.

  • Cloud

    Cloud

    Project Summary

    Challenge

    We have proven hosting experience with thousands of users in over 40 countries, integrating in excess of 100 source systems for ASX top 20 companies, off shore organisations and others.

    As you can appreciate, security prevents us from publishing clients that are hosting with us.

    For further information, please contact us directly.

    Approach

    Our Cloud offering includes:

    - ASAE 3402 certification
    - Secure Tier III data centres
    - Australian owned and based
    - Not exposed to the US Patriot Act
    - Standard of 4 environments:
    - DEV, TEST, PROD, DR
    - Hardware: Servers, Network, Storage,
    Memory, CPU)
    - Software (OS, RDBMS)
    - Connectivity
    - Monitoring & Patching (OS, DB)
    - Back-Up, Disaster Recovery
    - Password Portal
    - Helpdesk (Alliance 24x7)
    - Business Analytics Experts
    - Rapid Setup
    - Transparent Pricing Model
    - Penalties for missing SLAs
    - Exalytics capacity

    Solution

    We are happy to assist you with your hosting requirements. Please contact us now for a personal consultation.

    Email: info@taysols.com.au
    Phone: 02 9299 0466