Guilherme Ramos Pereira. Secretário Geral da Associação Portugal Outsourcing

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2 Guilherme Ramos Pereira Secretário Geral da Associação Portugal Outsourcing

3 Frederico Moreira Rato Presidente da Direcção da Associação Portugal Outsourcing

4 Rogério Carapuça Presidente da Mesa da Assembleia Geral da Associação Portugal Outsourcing

5 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING Sumário Executivo

6 Índice 1. O Estudo 2. Portugal como Destino de Nearshore Outsourcing 3. Conclusões Este estudo baseou-se em informação obtida de diversas fontes consideradas verdadeiras e credíveis pelas entidades que delas fizeram uso. A Associação Portugal Outsourcing não fez a validação da informação na produção deste estudo. Eventuais actualizações futuras deste estudo e da informação nele contida poderão ser realizadas pela Associação Portugal Outsourcing e quaisquer análises diferentes das expressas neste estudo poderão ser produzidas. A cópia, reprodução, distribuição e cedência deste estudo é proibida. No entanto, a informação constante neste documento poderá ser utilizada na elaboração de outros documentos, estudos, ou para divulgação pública, sem fins comerciais e sujeita à obtenção, caso careça, das autorizações respectivas das fontes utilizadas, sempre que garantida a referência a este estudo, à Associação Portugal Outsourcing e às fontes utilizadas. 6 Portugal como Destino de Nearshore Outsourcing

7 PORTUGAL OUTSOURCING A Associação e os seus objectivos A Portugal Outsourcing é uma Associação, sem fins lucrativos, das empresas fornecedoras de serviços de Outsourcing Tem como objectivo central promover a adopção do Outsourcing de serviços envolvendo as TIC com os objectivos de: Aumentar a sofisticação dos sectores com que trabalhamos; Promover o crescimento da economia Portuguesa e do seu potencial exportador e, Contribuir para o reequilíbrio regional do País. O Estudo agora apresentado visa identificar a posição concorrencial de Portugal como destino de nearshore outsourcing e identificar os factores críticos de sucesso para a sua promoção 7 Portugal como Destino de Nearshore Outsourcing

8 O ESTUDO A necessidade e os objectivos Disponibilizar aos Decisores e Analistas de Mercado, informação sobre os factores diferenciadores de Portugal enquanto destino nearshore para a fixação de centros de competência em serviços de Outsourcing de Tecnologias de Informação (ITO) e de Processos de Negócio dependentes das TIC Facilitar a caracterização de diferenças competitivas que possam ser alvo de acções específicas pelo Governo, Reguladores ou players do mercado Os países analisados foram a República Checa, a Irlanda, a Hungria, a Holanda, a Polónia, a Roménia, a Espanha e a Inglaterra, enquanto destinos de referência do Sector do Outsourcing 8 Portugal como Destino de Nearshore Outsourcing

9 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING Um olhar mais próximo Portugal já pode ser considerado como alternativa, pelos Países da UE, para a localização de serviços de Outsourcing de TIC e, de Processos de Negócio dependentes de TIC, em regime de Nearshore País Competências Infraestruturas Custos 9 Portugal como Destino de Nearshore Outsourcing

10 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING A necessidade de um mercado interno desenvolvido País Infraestruturas Massa Crítica (Dimensão e maturidade do mercado interno) 10 Portugal como Destino de Nearshore Outsourcing

11 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING Domínio: País Portugal está entre os 5 Países Europeus que mais subiu em 2009, nos índices de competitividade 11 Portugal como Destino de Nearshore Outsourcing

12 Domínio: País -3,0 0,0 0,5 0,6 0,9 2,0 2,5 5,0 7,3 GDP growth rate (%) OECD Statistics 2008 IE NL UK HU ES NL CZ PL RO País Infraestruturas R&D and innovation investments (% of GDP) OECD Statistics 2009 (1) Enabling Trade Index World Economic Forum 2009 Ranking: [ 3,81 ; 5,97 ] Países: 121 0,54 0,61 0,97 1,35 1,43 1,47 1,51 1,71 1,88 RO PL HU ES IE CZ PT NL UK 3,98 4,05 4,39 4,63 4,72 4,93 5,02 5,27 PL RO HU CZ PL ES UK IE NL Competência s Custos E-Readiness Score Economist Intelligence Unit 2009 Ranking: [ 0 ; 10 ] Países: 70 5,07 5,80 6,04 6,46 6,86 7,24 7,84 8,14 8,64 RO PL HU CZ PT ES IE UK NL Ease of Doing Business Rank World Bank 2009 Países: 183 Governance Matters Rank World Bank 2009 Ranking: [ 0 ; 100 ] Países: º 72º 62º 55º 48º 47º 30º 7º 5º CZ PL ES RO PT HU NL IE UK RO PL HU ES CZ RO UK NL IE (1) Dados de Roménia, Hungria e Holanda são de Portugal como Destino de Nearshore Outsourcing

13 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING Domínio: Infra-estruturas Investimentos significativos em redes de nova geração, na modernização e simplificação da Administração Pública e na disponibilização de serviços on-line, promovendo um ambiente mais propício ao desenvolvimento de novos negócios 13 Portugal como Destino de Nearshore Outsourcing

14 Domínio: Infra-estruturas Internet & Communications penetration OCDE communications outlook 2009 (1) Ranking [ 88,39 ; 222,26] Países: PL HU CZ ES ES NL IE UK País Infraestruturas Software piracy rate % (Unlicensed Software Units/Total Software Units Installed) Business Software Alliance 2008 IT infrastructure The Economist Intelligence Unit 2009 Ranking: [ 0,6 ; 81,3 ] Países: RO PL HU ES ES CZ IE NL UK 30,4 36,8 39,9 45,6 47,7 52,1 65,9 81,4 92,5 RO HU PL ES PT CZ IE UK NL Competência s Custos Intellectual property protection World Economic Forum 2009/10 Ranking: [ 0 ; 10 ] Países: 124 Quality of overall infrastructure World Economic Forum 2009/10 Ranking: [ 1,0 ; 7,0 ] Países: 133 E- government EU commission E-government index º 20º 19º 16º 15º 14º 9º 8º 1º RO PL HU CZ NL ES IE UK PT (1) Dados indisponíveis para a Roménia 14 Portugal como Destino de Nearshore Outsourcing

15 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING Domínio: Competências Investimentos em I&D, reformas estruturais na educação e parcerias estratégicas com instituições de ensino universitário internacionais de referência estão a melhorar o nível de competências dos novos profissionais 15 Portugal como Destino de Nearshore Outsourcing

16 Domínio: Competências Difficulty of hiring index Report Doing Business 2010 (2009) Ranking: [ 0 ; 100 ] Países: ES RO CZ CZ NL UK PL IE HU País Competência s Infraestruturas Custos Availability of skilled labour IMD World Competitiveness Yearbook 2009 Países: 58 Language skills IMD World Competitiveness Yearbook 2009 Países: 58 Foreign language learning (starting age) "Key Data on Teaching Languages at school in Europe" 2008 Completion rate in tertiary education (%) Education at a Glance 2009 (1) OECD Indicators 2009 (1) Public expenditure on education (% of GDP) IMD World Competitiveness Yearbook 2009 (2) Países: 58 4,30 4,36 4,58 5,16 5,58 5,60 5,70 5,96 7,9 PL ES RO PT CZ UK HU NL IE 2,60 3,80 4,36 4,82 5,20 5,42 5,46 7,00 8,46 ES UK HU RO IE CZ PL PT NL IE UK NL HU RO CZ PL PT ES HU UK PL PT NL 3,9 4,4 5,2 5,8 6,1 7,6 CZ IE PL HU UK PT (1) Dados indisponíveis para a Rep. Checa, Espanha, Irlanda e Roménia (2) Dados indisponíveis para a Roménia, Espanha e Holanda 16 Portugal como Destino de Nearshore Outsourcing

17 PORTUGAL COMO DESTINO DE NEARSHORE OUTSOURCING Domínio: Custos A desvantagem actual de Portugal, em termos de custos, será mitigada nos próximos anos. Devemos estar preparados para ser a melhor opção de localização sempre que a inovação, o conhecimento e o domínio das TIC sejam o factor de decisão 17 Portugal como Destino de Nearshore Outsourcing

18 Domínio: Custos Collected total tax revenues (% of GDP) IMD World Competitiveness Yearbook ,3 37,0 36,7 36,5 36,10 35,9 29,8 HU ES CZ PT UK PL NL IE RO Cost of hotels Hotel Price Index 2008 (1) Cidades: UK NL ES PT PL IE HU CZ País Competência s Infraestruturas Custos Cost of staff Cushman & Wakefield - European Cities Monitor 2009 (2) Cidades: 34 Cost of telecommunications Mercer - Cost of living 2009 Países: 143 Cost of living Mercer - Cost of living 2009 (3) Países: UK ES PL PL HU RO 151,49 127,27 110,79 104,79 98,78 94,07 82,07 64,35 55,76 IE NL CZ PL RO ES PT HU UK 16º 25º 29º 37º 64º 113º UK IE NL ES PT PL (1) Dados indisponíveis para a Roménia (2) Dados indisponíveis para a Irep. Checa, rlanda e Holanda (3) Dados indisponíveis para a Rep. Checa, Hungria e Roménia (4) Dados indisponíveis para a Roménia Labor Compensation per Unit Labour Input (annual growth %) OECD Statistics 2009 (4) 7,45 6,40 5,10 4,60 4,10 2,20 2,10 1,80 CZ HU IE UK ES NL PT PL 18 Portugal como Destino de Nearshore Outsourcing

19 CONCLUSÕES Desafios Futuros Criar mais massa crítica Papel a desempenhar por todos os players de mercado, incluindo a Administração Pública Assegurar um Sistema de Justiça mais eficaz e eficiente Reconhecer a importância estratégica do Sector das TIC, criando iniciativas estruturadas de promoção do mercado 19 Portugal como Destino de Nearshore Outsourcing

20 P&R 20 Portugal como Destino de Nearshore Outsourcing

21 Basílio Horta Presidente da AICEP Portugal Global

22 INTERVALO

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24 Bharat Vagadia Board Director, National Outsourcing Association (GB)

25 Portugal Outsourcing Association Public Sector Transformation UK National Outsourcing Association The Centre of Excellence in Outsourcing Presented by: Dr Bharat Vagadia, Board Director NOA, CEO Op2i and founder of GovernanceDirector.com 2 nd June 2010 Copy right Dr Bharat Vagadia 2010 all rights reserved t

26 INTRODUCING THE NOA The NOA is an independent body whose objective is to communicate the significant benefits and strategic lessons of outsourcing to a wider audience. The NOA is the centre of excellence in outsourcing. The NOA is the only UK organisation dedicated to supporting the needs of both suppliers and end users of outsourcing. With strong roots in the IT outsourcing space, we deliver thought leadership and education on all aspects of business process outsourcing. We have done so for more than 20 years. We are a not-for-profit trade association. Copy right Dr Bharat Vagadia 2010 all rights reserved t

27 SOME NOA MEMBERS Corporate End Users ABN AMRO Angel Trains Astellas Pharma Europe Aviva Barclays Bank BBC Birmingham City Council BSkyB Boots BT Group BUPA Carphone Warehouse Centrica Credit Suisse Department for Work and Pensions Essex County Council HSBC Bank Hutchison 3G Hyperion Group John Wiley & Son s (UK) Ltd LloydsTSB Manchester Airport Metropolitan Police National Blood Service National Grid Sainsbury s Iceland T-Mobile UBS Investment Bank Virgin Media Vodafone Suppliers & Support Services Aditya Birla Minacs Alsbridge Burges Salmon LLP Capita CAST Convergys Deloitte Dundas & Wilson LLP Everest Group Exigen Fujitsu Homeloan Management Limited Hunton & Williams IBM Invest in Spain Invest Northern Ireland Logica Mailsource UK Ltd Mauritius Board of Investment Morrison & Foerster Olswang OP2i Opal Quantum Plus RR Donnelly Software Measurement Services Ltd Steria Telecom Service Centres Tenon Outsourcing Vertex WNS Global Services Copy right Dr Bharat Vagadia 2010 all rights reserved

31 Market value creation all at different stages of evolution Cities competing with cities Emerging rapid growth Reaching maturity India Emerging hubs Czech Rep Philippines Canada Ireland Ghana Egypt RSA Sri Lanka Kenya China E. Europe (IT) Malaysia Mauritius Romania Hungary Ukraine Maturity Copy right Dr Bharat Vagadia 2010 all rights reserved

32 What factors that make a country attractive? Legal system (can you enforce the contract what is the data and IP rights protection regime like?) Language (is English the predominant language? What about other languages that your customer may desire?) Skilled workforce (how educated is the labour market?) Labour costs (what is the scope for labour arbitrage?) Cultural alignment (do they think and work the same way?) Existing track record (how good is the outsourcing vendor market can they be trusted?) Political stability (is there a risk of security /sanctions/ change in policy stances?) Proximity (what if there is a problem tomorrow, can you resolve remotely how long does it take to get there?) Economic stability (how solid is the economy, is there are risk to currency / taxes etc?) Infrastructure (outsourcing requires robust comms links, good power supply and road and air links how does the country compare?) Government incentives (are there favourable government incentives to go there?) Access to Resources (Offshorer will need local support at some stage what is the availability of skilled business services and professionals e.g. lawyers, consultants etc?) Copy right Dr Bharat Vagadia 2010 all rights reserved

33 Which of these are more important than others? High (relatively) Medium (relatively) Low (relatively) Legal system Skilled workforce Political stability Language Labour costs Cultural alignment Economic stability Government incentives Infrastructure Existing track record Proximity Access to resources Copy right Dr Bharat Vagadia 2010 all rights reserved

34 Where do you want to specialise (IT, KPO, LPO or BPO where in BPO?) Customer care HR/Administration Payment services Finance and accounting High end offshoring Business knowledge services Administration / general back-office Customer support Collections Helpdesk Telesales and telemarketing (inbound/outbound) Recruitment/termination Compensation/benefits Education training and development Credit/debit card services Check processing EDI Other transaction processing Routine processing and reconciliation Financial reporting and other Tax consulting and compliance Risk management Treasury/financial management Engineering Design Animation Network consultancy Financial analysis (?) Database marketing and customer analysis Biotech research Other non proprietary research Data entry Document management Claims processing Other (correspondence and report production) Copy right Dr Bharat Vagadia 2010 all rights reserved

35 E.g. The analysis of specialised skills and qualifications in South Africa reveals what their focus could be Number of Chartered Accountants 2007; 000s Number of CFA charter holders 2008; Total number Number of qualified actuaries 2008; Total number India 90 4,000-4, Philippines Czech Republic South Africa While not the largest in every domain, there are clearly pockets of niche skills in meaningful scale (e.g., in actuaries) Sources: EIU Master country database, Industry reports, Internet Research, Everest- Letsema Analysis Copy right Dr Bharat Vagadia 2010 all rights reserved

37 What is Public Sector Outsourcing? Governments contracting with private sector providers for the provision of services to government agencies, or the provision of services directly to citizens on behalf of the government Service previously performed in-house by the respective agency Competitive tendering Copy right Dr Bharat Vagadia 2010 all rights reserved

38 Rationale for doing this? The primary objective of outsourcing is to increase efficiency by: introducing a competitive environment for the provision of the services sometimes radically transform service provision Specific business cases to reduce costs to access expertise not available in-house to meet one-off needs to access expertise on a long-term basis in order to be able to vary its quantity and mix over time Copy right Dr Bharat Vagadia 2010 all rights reserved

40 UK is a leading advocate of Public Sector Outsourcing Portugal at the other end of the spectrum Outsourcing of Government Services Purchase of Goods and Services vs. In-house Provision 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% G&S % 30.00% 20.00% 10.00% 0.00% United Kingdom United States Norway Switzerland Sweden New Zealand Australia Finland Netherlands Iceland Germany Canada Denmark Austria Luxembourg Belgium Ireland Spain France Italy Portugal Source: OECD Copy right Dr Bharat Vagadia 2010 all rights reserved

42 However, still much work required to drive out inefficiencies The 2004 Spending Review identified auditable and transparent efficiency gains of over 20 billion in across the public sector. Over 60 per cent of these were directly cash releasing. In 2010, government identified 6 billion in immediate savings Copy right Dr Bharat Vagadia 2010 all rights reserved

43 Evolving generations of outsourcing Blue collar services Professional services considered non-core Core services e.g. Building cleaning, canteens, security guards FACILITIES MANAGEMENT e.g. Information technology, Back office tasks ITO & BPO e.g. Prisons, fire and rescue, enforcement activities, employment placement services CUSTOMER FACING Copy right Dr Bharat Vagadia 2010 all rights reserved

44 Key issues for Government Accountability and Responsibility Government capacity to manage Contract specificity - how to get more than just the same How to create and sustain competitive supplier markets Transparency, Confidentiality, Data protection and Knowledge transfer Copy right Dr Bharat Vagadia 2010 all rights reserved

45 Accountability and responsibility Traditional Model Outsourcing Model Implications Hierarchical Focused on inputs and processes Separation of purchaser and provider Explicit specification of services Performance measures to monitor compliance Increased transparency serves to foster accountability Avoids conflicts of interests (in-house) Multiple organisations can blur accountability Political considerations: public pressure; minister always responsible Copy right Dr Bharat Vagadia 2010 all rights reserved

46 Government capacity to manage Retain the technical skills of the function being outsourced Acquire the commercial skills necessary to manage outsourcing This may be lost as the government is no longer directly involved in the provision of the service May lead to dependence on the incumbent supplier when re-tendered or may preclude taking the activity back in-house Needs to become and established and on-gong function, not one-off Implications for career tracking policies and managerial promotions Copy right Dr Bharat Vagadia 2010 all rights reserved

47 Contract specificity how to get more than just the same Government contracts = prescriptive and process oriented Private sector contracts = more output (or outcome) oriented Issues Concern about accountability implications Manifestation of resistance to outsourcing in agencies May be difficult to specify outputs (or outcomes) effectively Possible Solutions Agencies formally issues a tender offer but specifies its needs only in general terms and contractors are invited to be creative in responding to those needs. Agencies put out a more detailed tender offer based on the responses to the first round. Copy right Dr Bharat Vagadia 2010 all rights reserved

48 How to create and sustain competitive supplier markets Creation of such markets Maintaining such markets Commodity-like services vs. highly specialised services Government can exert tremendous influence through its volume buying Avoiding over-reliance on a single supplier The length and size of individual contracts can impact the number of potential suppliers Policies against lowballing The government needs to focus on the impact on the supplier marketplace of individual outsourcing decisions Copy right Dr Bharat Vagadia 2010 all rights reserved

49 Transparency, Confidentiality, Data protection and Knowledge transfer Information previously in the public domain is now in the hands of private contractors and the public s right to access that information may be impaired. Contracts viewed as commercially sensitive. Aside from protection of intellectual property rights, this is generally inappropriate in the public sector context. Appropriate information needs to be publicly available in order for outsiders to be in a position to make an informed judgement about the contracting decision. Contract provisions need to ensure that sufficient information is turned over from the private provider to the purchaser organization in order for the latter to maintain up-to-date knowledge of the activity for future tendering, i.e. to maintaining capacity to avoid capture by the private provider. Copy right Dr Bharat Vagadia 2010 all rights reserved

50 Next Generation Outsourcing -> Public-private partnerships (PPP) & Private Finance initiatives (PFI) The private sector financing, designing, building, maintaining, and operating infrastructure assets traditionally provided by the public sector (or redeveloping existing ones) Public-private partnerships bring a single private sector entity to undertake to provide public infrastructure assets for their whole-oflife, generally years. The private sector partner then charges an annual fee for the use of the infrastructure assets. Whole-of-life perspective can potentially lead to efficiency gains Copy right Dr Bharat Vagadia 2010 all rights reserved

51 PPP ideology Private sector more efficient In ability to embrace public finances In providing services (both enhancing quality & creating new services) Private sector better In acknowledging clients needs Making demand-driven decisions Forecasted benefits: Better governance of operations/resources Effectiveness Efficiency Copy right Dr Bharat Vagadia 2010 all rights reserved

52 PFI should not just be about access to assets or lower employment costs PFI transforms government departments and Agencies from being owners and operators of assets into purchasers of services from the private sector. Private firms become long term providers of services rather than simply upfront asset builders, combining the responsibilities of designing, building, financing and operating the assets in order to deliver the services demanded by the private sector (HM Treasury 1997) "We want to ensure that when services are contracted out, it is not done on the basis of poorer terms and conditions of employment for the staff. One of the things that we have learned over the past few years, not only under this Government but under the previous Government, is that if the impact of contracting out is simply to undermine the terms and conditions of staff, it will not usually lead to a better service." Tony Blair Oct 2001 Copy right Dr Bharat Vagadia 2010 all rights reserved

53 Problems have been encountered in the UK Possible Problems Inadequate understanding of the deal with consequences for the private sector Inadequate understanding of the deal with consequences for the public sector Project risks Development Risk Technology Risk Performance / Operational Risk Revenue Risk price/demand Examples Highway infrastructure (roads, bridges, tunnels) Railways Airports Ports Schools Hospitals and health care facilities Central accommodations Prisons Water and sewage Copy right Dr Bharat Vagadia 2010 all rights reserved

54 Conclusion Portugal on the Outsourcing map Every country trying to establish themselves as an outsourcing hub Porter s model still relevant for outsourcing Cost leader Focus Differentiation Don t just follow the crowd be guided by the central thesis of strategic outsourcing establish your core competence! Public sector outsourcing Outsourcing can bring about dramatic efficiency gains to the country it s a proven model! But, it needs an appropriate framework for successful outsourcing Must be done in a gradual manner no big bang approaches Copy right Dr Bharat Vagadia 2010 all rights reserved

56 Contact Details Dr Bharat Vagadia PhD, LLM, MBA, B-Eng, DipM CEO Op2i An outsourcing advisory and research firm Board Director UK National Outsourcing Association Founder of GovernanceDirector An Online Strategic Decision Governance System: for modelling, analysing, visualising, documenting and managing organisational decision making Author: Outsourcing to India a Legal Handbook Mob: Fixed: Bharat.Vagadia@Op2i.com Copy right Dr Bharat Vagadia 2010 all rights reserved

57 Maria Manuela Leitão Marques Secretária de Estado da Modernização Administrativa

58 Carlos Zorrinho Secretário de Estado da Energia e Inovação

59 DEBATE Maria Manuela Leitão Marques Carlos Zorrinho Bharat Vagadia Rogério Carapuça Moderado por: Pedro Guerreiro Director do Jornal de Negócios

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