2. Cisco Systems Amy Kwan

3. Annual Revenue: US $40 Billion Worldwide Presence: Culture: Innovation, Quality, Teamwork Changing the way we work, play and learn 165 Countries 70K+ Employees 400 Offices Cisco allows people to connect locally and globally That’s the Human Network a place where everyone is connected

4. Global Shared Services Organization Accounting Operations Employee Services (Travel, Payroll, Stock) Global Credit  Enable Cisco’s business models  End-to-end customer and shareholder perspectives  Clear vision, strategy aligned to initiatives and metrics  Drive results and accountability Business Architecture OrganizationPeopleSite

5. Key Success Factors  Executive sponsorship and engagement  Team leadership and empowerment  Cisco on Cisco  Communications and change management  Standardized platform

7. Global Payroll Europe US and Canada Asia 40K Employees 2 Countries 6 Entities Bi-weekly and daily payroll 9K Employees 21 Countries 29+ Entities Monthly payroll 15K Employees 13 Countries 23+ Entities Monthly payroll Organizationally aligned to Finance Includes ongoing merger and acquisition integrations Organizationally aligned to Finance Includes ongoing merger and acquisition integrations

8. Payroll Transformation FROM TO Multiple vendors and processing models One strategic partner and platform High cost Low standardization High cost Low standardization 75%+ Standardized processes and controls Fragmented governance and process management Cross-functional alignment Siloed theatre focused decision making Global teams with theatre specific focus

9. Payroll Footprint Worldwide 1 Partner 1 Platform US & Canada 1 Vendor 2 Systems Europe 9 Vendors 21 Systems Asia 1 Vendor 1 System Opportunities: Cost savings Coherent strategy Align processes and controls Global reporting Improved employee experience Delivery model balancing global vs. local needs Challenges: Cultural and language differences Evolving regulatory requirements Local compliance despite globalization Change management

10. Standardization of Processes and Controls Metrics and monitoring Align US and EU Align Asia Training Current processes, controls, pain points and cost Continuous improvement and alignment

11. Driving Collaboration and Alignment HR Legal HR IT Tax Finance Finance IT Accounting External Partners Commissions

12. Theatre to Global Focus

15. Payroll Journey with ADP 2008 Japan contracted for ADP GV 2010 EU contracted for ADP GV 2010 EU Global Workshop 2011-12 14 additional EU countries Canada US Emerging Markets July ’11 Netherlands Go Live

16. To Be Process… 1 Partner, 1 Platform Global processes with local focus Processing Services Defined and consistent roles and responsibilities Consistent and enforced policies Approach Partnership with ADP, IT and HR using 6 sigma efforts Leverage global approach, focus on “to be” process Europe Consolidation Change drivers WW process standardization and continuous improvement effort Transition to ADP processing services model Establishment of Global Payroll Data and Systems team Global Blueprint Workshop As is Process… 9 Vendors and 15 Systems Country and vendor specific processes Mix of payroll models Inconsistent roles and responsibilities Inconsistent policies

17. Journey to the End State Global Platform CollaborationStandardization Strategy Driven Decisions

18. Thank You