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HCM Benchmarking Results
SAP Value EngineeringDecember 16, 2010
ABC Company
SAP CONFIDENTIAL - Page 2 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Statement of Confidentiality and Exceptions
The information and analysis contained herein are the confidential and proprietary materials ofSAP AG. No part of this publication may be reproduced or transmitted in any form or for anypurpose without the express written permission of SAP AG. The information contained hereinmay be changed without prior notice.
The furnishing of this document shall not be construed as an offer or as constituting a bindingagreement on the part of SAP AG and/or its affiliated companies (“SAP”) to enter into anyrelationship. SAP provides this document as guidance only to illustrate estimated comparisonsbetween the subject Company and other companies with respect to certain key performanceindicators and drivers.
These materials may be based upon information provided by the subject Company, informationprovided by other companies and assumptions that are subject to change. These materialspresent illustrations of potential performance and cost savings, and do not guaranty futureresults, performance or cost savings. The materials are provided solely for internal review anduse by the subject Company. SAP makes no representation or warranties of any kind withrespect to these materials, and SAP shall not be liable for errors or omissions with respect tothese materials.
SAP CONFIDENTIAL - Page 3 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
1. Executive Summary2. Detailed Benchmarking Results3. Case Studies4. Appendix
Agenda
SAP CONFIDENTIAL - Page 4 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
ASUG/ SAP Benchmarking: Designed to GetActionable Results
Launched end of 2004 as a forum to exchange metrics and bestpractices
Program covers 26 processes, with 5000+ participants who leveragethe program to:
Build a business case for change
Compare performance to leading companies, industry peers, andbetween regions/ divisions
Assess value realization, year-over year
Prove success
Human Capital Management program launched end of 2005
Over 500 participants to date
SAP CONFIDENTIAL - Page 5 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
11%
41%
20%
25%
4%
<1,000 >=1,000, <5,000 >=5,000, <10,000 >=10,000,<50,000
>=50,000
Participating Company Profile: Industry andEmployees – Overall Database
By Employees
By Industry Sector Utilities
13,339
Number of Companies in the HCM Overall Database: 553
Company Response:
Company Response:
By Revenue Company Response: 13,627.0 M
35%41%
10%14%
<1B >=1B,<5B >=5B,<10B >=10B
Peer Groups Selected NPrimary Peer Group (P1) Utilities in NA & EMEA 38
Secondary Peer Group (P2) Companies with employees between 10K & 50Kin NA & EMEA
951%
2%
2%
3%
4%
4%
4%
5%
5%
5%
7%
7%
7%
8%
8%
9%
17%
Telecom
Automotive
Aerospace & Defense
Life Sciences
Public Sector
Healthcare
EC&O
Service Providers
Chemicals
IM&C
Oil & Gas
Financial Services
Utilities
Retail
Consumer Products
High Tech
Others
Note: Several miscellaneous industries have been grouped under “Others”
SAP CONFIDENTIAL - Page 6 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
KPI Benchmark Performance Potential Benefit (in millions3)
Employee Turnover (in %)4
Employee Engagement(1 = low, 10 = high) Higher Employee Productivity
Employees per HR FTE
HR Costs per Employee
6.8 4.8
Benchmarking Results and Value Potential:Benefits Range1 of
Bottom 25% Average Top 25%
Bottom 25% Average Top 25%
Bottom 25% Average Top 25%
Bottom 25% Average Top 25%
Performance of Primary KPIs2 and Potential Benefits (in millions of selected currency)
Benefit of Closing Gap to Top 25%
Benefit of Closing Gap to Average
1) Only staffing related benefits (line 1 & 3 of above chart) are counted in the overall benefits range, total HR costs per employee (line 4 of above chart) were excluded to avoiddouble counting. Benefits totals may not add up exactly from subtotals displayed on this page as they are calculated based on exact, not rounded numbers
2) Note: Only most critical HCM KPIs are listed, performance against additional secondary KPIs can be found in the detailed benchmarking assessment3) All currency in this report is in U.S. Dollar4) For Turnover, potential benefit was calculated by closing the gap to average and to one fifth of first quartile. It was calculated by using replacement cost estimate which are
typically estimated to range between 50% and 200% of an employee’s salary; 50% were assumed for above calculation; average cost per HR FTE is used as an estimate foraverage salary per employee
3.0
6.96.0 7.06.7
5.0
62 9071
3,194 1,2071,760
65
1,252
0.0 - 8.0
1.0 - 3.3
0.0 - 0.6
1.0M - 11.3M
0.0
1.0
0.0
0.6
3.3
8.0
SAP CONFIDENTIAL - Page 7 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Develop ahighperformingorganization
Alignworkforcewith businessneeds
Streamline,automate andintegrate HRprocesses
Organize forscale andleverage
Recommended Improvement Strategies
EmployeeEngagement
HR Costs perEmployee
EmployeeTurnover
Employees per HRFTE
0.0 0.6
1.0 3.3
Recommended Improvement Strategies and Current Capabilities
0.0 8.0
Align incentives with performance objectives with corporate goals
Drive performance management framework into organization
Implement training programs that develop the workforce in line organizationalobjectives
Create enterprise wide visibility into workforce availability and gaps
Establish accurate closed loop workforce planning process
Strengthen recruiting and talent relationship management processes
Standardize processes across all BU's/ globally
Reduce manual entries with simplification and automation
Integrate processes within HCM as well as outside
Reduce HR transactional work by driving self service to maximum adoption
Leverage Shared Services for routine HR transactions and compliance functions(e.g. payroll)Leverage analytics to identify performance improvement opportunities
Benefit of Closing Gap to Top 25%(in million currency)
Benefit of Closing Gap to Average Top 25% performance for supporting best practices and KPIsBetween average and top 25% performance for supporting best practices and KPIsStrategies to focus: below average performance for supporting best practices, KPIs
SAP CONFIDENTIAL - Page 8 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Supporting Best Practices
Best Practices To Help Close the Gap
Level 1 Strategy Process Abbreviated Best Practices
Develop a highperformingorganization
Compensation Planning
Variety of job pricing activities are supported
Impact of compensation plan changes on business model analyzed
Ability to enable classification of new positions for compensation purpose
HR Strategy andLeadership Balanced Scorecard framework integrated in departmental and individual performance appraisals
Training andDevelopment Automated reports available to assess training effectiveness
Align workforcewith businessneeds
Recruiting Automated analysis and reporting capabilities to measure source effectiveness
Streamline,automate andintegrate HRprocesses
CompensationAdministration
Direct link between job description preparation and job evaluations are available online
Job descriptions and job evaluations are available online
Organize forscale andleverage
HR Strategy andLeadership Automated reports and analytics available for process and operational efficiency improvement
SAP CONFIDENTIAL - Page 9 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
SAP Solutions to Enable High-Impact Value Strategies
Recruit Onboard Measure Performance Succession Learning
Build the WorkforceBuild the Workforce
Create a High Performance Culture
Drive Efficient OperationsDrive Efficient Operations
Automate Global HR and PayrollAutomate Global HR and Payroll
Targeted areas for high-impact improvement
Optimize
Develop ahighperformingorganization
Alignworkforcewithbusinessneeds
Streamline,automateand integrateHRprocesses
Organize forscale andleverage
Supporting SAP Solutions
SAP CONFIDENTIAL - Page 10 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
1. Executive Summary2. Detailed Benchmarking Results3. Case Studies4. Appendix
Agenda
SAP CONFIDENTIAL - Page 11 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Type Metric CompanyPeer Group P1
(n =Peer Group P2
(n =
Average Top 25% Average Top 25%
Effectiveness
Employee Engagement(1-low, 10-high) 6.9 6.7 7.0 7.2 8.0
Employee Turnover (in %) 5.0 4.8 3.0 10.7 5.0
Employees Trained (in %) 53.0 76.2 100.0 73.8 100.0
Payment Errors (in %) 0.01 1.00 0.01 1.30 0.13
Time Spent by Managers on Employee Administration(in %) 10.0 10.9 5.0 11.7 5.0
Efficiency
Employees per HR FTE 65 71 90 117 173
HR Cost per Employee 1,252 1,760 1,207 1,809 610
HR Staff Allocated to Transactional Activities (in %) 40.1 45.1 35.2 40.4 29.9
Time to Hire (in days) 57 60 40 49 25
Performance Indicator Summary
38) 95)
First QuartileBetween Average and First QuartileBelow Average OutlierRanking:
Note: Color commentary based on the Peer Group P1 benchmarks unless mentioned otherwise
SAP CONFIDENTIAL - Page 12 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
45.1%39.6% 40.1%
48.0% 53.9% 49.6%
6.9% 5.7% 10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Average Average Company
Transactional Expertise Based Strategy
HR Staffing Mix (% of HR FTEs by type)
KPI: Staffing Levels and Staffing Profile
7190
117
173
65
Average Top 25% Average Top 25% Company
Employee per HR FTE
HR FTEs per 1,000 Employees - Expertise/ StrategicFunctions
5.94.1 4.8
2.3
7.3
Average Top 25% Average Top 25% Company
4.9
3.1 3.01.6
4.9
Average Top 25% Average Top 25% Company
HR FTEs per 1,000 Employees - TransactionalFunctions
Peer Group P1 Peer Group P2
Peer Group P1 Peer Group P2 Company
SAP CONFIDENTIAL - Page 13 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
594429
640
240
555
Average Top 25% Average Top 25% Company
62.9% 63.0%73.1%
14.1%22.7%
16.3%11.8%
6.8% 0.0%11.2% 7.5% 10.6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Average Average Company
Personnel Cost External Spend Technology Cost Other Costs
HCM Cost Breakdown (% of total HR costs)
KPI: HR Costs
HR Cost per Employee - Expertise/ StrategicFunctions
443
280378
110
382
Average Top 25% Average Top 25% Company
HR Cost per Employee
HR Cost per Employee - Transactional Functions
1,760
1,207
1,809
610
1,252
Average Top 25% Average Top 25% Company
Peer Group P1 Peer Group P2
Peer Group P1 Peer Group P2 Company
SAP CONFIDENTIAL - Page 14 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
First QuartileBetween Average and First QuartileBelow Average OutlierRanking:
KPI: Number of HR FTEs per 1,000 Employees
Area Sub ProcessesCompany’s HRFTEs per 1,000
Employees
Peer Group P1 HR FTEs per1,000 Employees
Peer Group P2 HR FTEs per1,000 Employees
Average Top 25% Average Top 25%
Strategy HR Strategy and Leadership 1.3 1.0 0.3 0.4 0.2
Expertise
Compensation and Benefits Planning 0.4 0.3 0.2 0.2 0.1
Recruitment and Staffing 1.8 1.6 1.1 1.2 0.5
Training and Development 1.6 1.1 0.5 0.9 0.4
Employee and Labor Relations 2.2 1.4 0.6 0.9 0.3
Transactional
Compensation Administration 0.7 0.8 0.5 0.4 0.2
Benefits Administration 1.4 1.5 0.7 0.5 0.2
Pension or Superannuation PlanAdministration 0.7 0.4 0.2 0.2 0.1
Personnel Data Management 0.6 1.0 0.6 0.8 0.3
Payroll Management 0.7 0.9 0.5 0.8 0.5
Time and Attendance 0.8 0.6 0.2 0.4 0.1
Note: Numbers may appear to be same as they have been rounded off; however coloring is based on actual numbers without rounding off
SAP CONFIDENTIAL - Page 15 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
First QuartileBetween Average and First QuartileBelow Average OutlierRanking:
KPI: HR Cost per Employee
Area Sub ProcessesCompany’s HR
Cost perEmployee
Peer Group P1 HR Cost perEmployee
Peer Group P2 HR Cost perEmployee
Average Top 25% Average Top 25%
Strategy HR Strategy and Leadership 98 83 28 77 16
Expertise
Compensation and Benefits Planning 71 47 27 64 23
Recruitment and Staffing 123 146 85 149 76
Training and Development 124 132 35 128 59
Employee and Labor Relations 140 193 112 119 37
Transactional
Compensation Administration 47 73 43 36 11
Benefits Administration 114 103 51 79 24
Pension or Superannuation PlanAdministration 75 46 26 26 9
Personnel Data Management 36 112 73 75 19
Payroll Management 60 85 9 86 28
Time and Attendance 50 52 30 31 7
Note: Numbers may appear to be same as they have been rounded off; however coloring is based on actual numbers without rounding off
SAP CONFIDENTIAL - Page 16 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
HCM: Improved Best Practices AdoptionDrives Value
4.84.5
4.3
5.0
4.5
5.0
4.0 4.0
5.0
3.0 3.0
1.5
1.0
2.0
2.52.8
1.3
2.5 2.73.0
2.8
3.3
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
5.5
6
HR Strategy andLeadership
Compensationand Benefits
Planning
Recruitment &Staffing
Training &Development
Employee andLabor Relations
CompensationAdministration
BenefitsAdministration
Pension orSuperannuation
PlanAdministration
Personnel DataManagement
PayrollManagement
Time &Attendance
Average Coverage Top 25% Coverage Company Importance Company Coverage
Company Best Practice Importance Compared to Coverage Contrasted Against Peer Responses (Peer Group P1)1 = No Coverage5 = Full Coverage
SAP CONFIDENTIAL - Page 17 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Best Practice Listing CompanyInternal Gap
1
HR system allows for a Balanced Scorecardframework which is integrated into department andindividual performance appraisal documents andwhich supports benchmarking and continuousimprovement
4
2
HR system has automated reporting and analysiscapabilities to identify which processes need toimprove operational efficiencies, data accuracy andtimeliness, and costs
4
3
HR system allows to analyze workforce data; design,implement and monitor corporate strategies tooptimize the workforce; and continuously evaluatehow various courses of action might affect businessoutcomes
2
4
HR system enables HR professionals to develop costeffective resource strategies, by supporting accurateplanning process, allowing monitoring of actualperformance relative to plan and allowing simulationof multiple planning scenarios with analysis of thefinancial impact of headcount changes
3
0
1
2
3
4
5
6
1 2 3 4Average Coverage Top 25% Coverage
Company Importance Company Coverage
Strategy and Leadership
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Coverage Ranking:
Best Practices for HR Strategy and Leadership: Impact on Employee Engagement and Employee TurnoverBest Practice Adoption/ Employee Engagement (1 = Low, 10 = High)HR system allows for a Balanced Scorecard framework which is integrated into department andindividual performance appraisal documents and which supports benchmarking and continuousimprovement
7.56.9+9%
Low High
Best Practice Adoption/ Employee Turnover (in %)HR system enables HR professionals to develop cost effective resource strategies, by supportingaccurate planning process, allowing monitoring of actual performance relative to plan and allowingsimulation of multiple planning scenarios with analysis of the financial impact of headcount changes
10.4%15.9%-34%
Low High
SAP CONFIDENTIAL - Page 18 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Compensation and Benefits Planning
0
1
2
3
4
5
6
1 2 3 4 5 6 7Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1
Compensation system supports a variety of job-pricingactivities, including performing salary surveys, importing joband salary data from salary survey providers, salarybenchmarking, assessing market data, and definingmarket-based standards
4
2Compensation planning system has automated analysisand reporting capabilities to model the impact ofcompensation plan changes on the overall business model
4
3Compensation planning system supports standardized jobevaluation criteria to enable rapid classification of newpositions for compensation purposes
4
4
Compensation planning system integrates information fromsales-processing and financial systems with customerrelationship management (CRM), channel partner, andsales automation systems, to identify and reward salesperformance that is strategically important to the business
-
5 Benefits planning system is integrated with HR/payrollsystem 3
6Benefits planning system leverages general planinformation across plans; no re-keying of plan informationnecessity
3
7
Benefits planning system has automated analysis andreporting capabilities to model the impact of benefits planchanges on the overall business model, and to benchmarkthe company's overall healthcare cost
3
Coverage Ranking:
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Best Practices for Compensation and Benefits Planning: Impact on Process Efficiencies
Best Practice Adoption/ Compensation and Benefits Planning Cost Per Employee ($ ‘000)
Compensation planning system supports standardized job evaluation criteria to enable rapidclassification of new positions for compensation purposes 45.975.1
-39%Low High
SAP CONFIDENTIAL - Page 19 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Recruitment and Staffing
0
1
2
3
4
5
6
1 2 3 4Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1External and internal applicants are able to placethemselves in a talent pipeline according to their owninterests or goals
2
2
Hiring managers have comprehensive recruiting self-service, including the ability to create and submit jobrequirement profiles for approval; use approval workflowsfor requirements profiles; view candidate short lists andprofile and application data; and respond toquestionnaires about candidates
1
3
Recruiting systems automates applicant/ candidateadministration, with interview invitation, rejection lettersand standard offer letters generated automatically basedon standard templates, and interview assessmentscompleted and tracked online
2
4Recruiting system has automated analysis and reportingcapabilities to analyze the talent pool and to measuresource effectiveness
4
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
Coverage Ranking: First QuartileBetween Average and First QuartileBelow Average
Best Practices for Recruitment and Staffing: Impact on Time to Hire and Process EfficiencyBest Practice Adoption (Retail Companies)/ Time to Hire (Days)External and internal applicants are able to place themselves in a talent pipeline according to their owninterests or goals 26.133.3
-21%Low High
Best Practice Adoption (Oil & Gas Companies)/ Time to Hire (Days)
External and internal applicants are able to place themselves in a talent pipeline according to their owninterests or goals 33.841.0
-18%Low High
Best Practice Adoption (High Tech Companies)/ Recruitment and Staffing HR FTEs per 1,000EmployeesHiring managers have comprehensive recruiting self-service, including the ability to create and submit jobrequirement profiles for approval; use approval workflows for requirements profiles; view candidate short listsand profile and application data; and respond to questionnaires about candidates
2.83.5-19%
Low High
SAP CONFIDENTIAL - Page 20 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Training and Development
0
1
2
3
4
5
6
1 2 3 4
Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1Simple content authoring processes are in place;learning system allows separate views for subjectmatter experts and instructional designers
0
2
Learning system has automated reports available toassess training effectiveness by correlating corporateKPIs with training results (e.g., sales increases withsuccessful sales training completion, technicaltraining with machine down time/ workers comp)
4
3
Regular evaluation of employee development andtraining needs performed as part of performanceappraisal process; system automatically pushescourse offerings to employees based on their jobrequirements or performance gaps; automatic updateof employee
3
4
Learning system allows for streamlined processing offollow up activities, such as confirmation of learner'sparticipation, test results, competency & proficiencyresults and provides validation with digital signaturesfor approval
3
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Best Practices for Training and Development: Impact on Employee Engagement
Best Practice Adoption/ Employee Engagement (1 = Low, 10 = High)Learning system has automated reports available to assess training effectiveness by correlatingcorporate KPIs with training results (e.g., sales increases with successful sales training completion,technical training with machine down time/ workers comp)
7.67.0+9%
Low High
Best Practice Adoption/ Employee Engagement (1 = Low, 10 = High)Regular evaluation of employee development and training needs performed as part of performanceappraisal process; system automatically pushes course offerings to employees based on their jobrequirements or performance gaps; automatic update of employee
7.36.8+8%
Low High
SAP CONFIDENTIAL - Page 21 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Employee and Labor Relations
0
1
2
3
4
5
6
1 2 3 4Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1
HR system supports organization structure, enablesHR professionals to simulate, analyze, andexperiment with proposed organizational changes,and allows mass changes across positions ororganizations
2
2
The Employee Service Center system provides formonitoring of key performance metrics such asaverage process execution cycle times, percentage ofspecialists in execution time, errors by process andmonitoring of self-service usage
2
3HR system allows to monitor and track grievancesand arbitrations 0
4
Line managers have online access to bargainingupdates and policies/ procedures; and receive aprompt if significant changes arise which may impacttheir day to day business
3
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
Coverage Ranking: First QuartileBetween Average and First QuartileBelow Average
Best Practices for Employee and Labor Relations: Impact on Cost Per Employee and Process Efficiencies
Best Practice Adoption/ Employee and Labor Relations Cost Per Employee ($ ‘000)
The Employee Service Center system provides for monitoring of key performance metrics such asaverage process execution cycle times, percentage of specialists in execution time, errors by processand monitoring of self-service usage
69.4103.4-33%
Low High
Best Practice Adoption/ Employee and Labor Relations HR FTEs per 1,000 Employees
HR system allows to monitor and track grievances and arbitrations 1.51.9-20%
Low High
SAP CONFIDENTIAL - Page 22 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Compensation Administration
0
1
2
3
4
5
6
1 2 3Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1Direct link between job-description preparation andjob-evaluation process 4
2 Standardized job descriptions and job evaluations areavailable online 4
3
Compensation system provides comprehensivesupport for displaying and editing employeecompensation-related data, activating planned andapproved compensation adjustments, andtransmitting the information to payroll
3
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Best Practices for Compensation Administration: Impact on Process Efficiencies
Best Practice Adoption/ Compensation Administration HR FTEs per 1,000 Employees
Standardized job descriptions and job evaluations are available online 0.60.8-22%
Low High
SAP CONFIDENTIAL - Page 23 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Benefits Administration
0
1
2
3
4
5
6
1 2 3 4
Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1
Benefits system enables employees to enroll online,and allows them to modify details of the benefits planand to update information regarding dependents andbeneficiaries, including tests for eligibility
3
2 Single point-of-contact established for all benefitsrelated questions 0
3Benefits system enables employees to check currentenrollment in benefits plans, and print confirmationstatements and forms online
0
4Benefits system allows employees to model differentbenefits elections and their effect on net pay 3
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
Coverage Ranking: First QuartileBetween Average and First QuartileBelow Average
Best Practices for Benefits Administration: Impact on Process Efficiencies
Best Practice Adoption/ Benefits Administration HR FTEs per 1,000 Employees
Single point-of-contact established for all benefits related questions 0.800.84-5%
Low High
SAP CONFIDENTIAL - Page 24 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Pension or Superannuation PlanAdministration
0
1
2
3
4
5
6
1 2 3
Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1 All plan participants, including retirees and formeremployees, have online access to the plan 2
2 Single point-of-contact established for all pension andsavings plan related questions 1
3Data exchange with third-party administrators fullyautomated, with access to key data via shareddatabases
0
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Best Practices for Pension or Superannuation Plan Administration: Impact on Process Efficiencies
Best Practice Adoption/ Pension Plan Administration HR FTEs per 1,000 Employees
All plan participants, including retirees and former employees, have online access to the plan 0.40.6-21%
Low High
Best Practice Adoption/ Pension Plan Administration HR FTEs per 1,000 Employees
Single point-of-contact established for all pension and savings plan related questions 0.40.5-24%
Low High
SAP CONFIDENTIAL - Page 25 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Personnel Data Management
0
1
2
3
4
5
6
1 2 3 4 5 6
Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1
One integrated data repository used for all employeeinformation (demographic, dependent, beneficiary,payroll) which is shared between Human Resourcesand Payroll
1
2
HR system is integrated with ERP and other key nonHR system to allow for end to end processes (e.g.,asset management system, financial systems, CRMsystem)
2
3 Online employee self-services are provided in aconsistent and easily navigated manner 2
4 Data validated for accuracy and completeness at thetime of data entry 3
5
Majority of HR services, such as creation ofrequisitions, new hire entry, change of salary request,request for separation can be initiated by managersonline and entered in a simple format
3
6
Self-services for managers are organized, with keyperformance metrics pushed out, alerts for issuesnotification, work triggers, reminders and notificationof unexpected events
3
Coverage Ranking:
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Best Practices for Personnel Data Management: Impact on Cost Per Employee and Process EfficienciesBest Practice Adoption/ Cost Per Employee ($ ‘000)Majority of HR services, such as creation of requisitions, new hire entry, change of salary request,request for separation can be initiated by managers online and entered in a simple format 1,0551,490
-29%Low High
Best Practice Adoption/ HR FTEs Per 1,000 Employees
Self-services for managers are organized, with key performance metrics pushed out, alerts forissues notification, work triggers, reminders and notification of unexpected events 12.813.9
-7%Low High
SAP CONFIDENTIAL - Page 26 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Payroll Management
0
1
2
3
4
5
6
1 2 3 4
Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1 Online access to direct deposit advices and pay slip 1
2Payroll system supports legal regulations for a largenumber of countries ensuring compliance withregulatory requirements for reporting purposes
0
3 Payroll system supports multiple currencies, multiplelanguages, collective agreements, and reporting 0
4 Single point-of-contact established for all payrollrelated questions 0
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Coverage Ranking:
Best Practices for Payroll Management: Impact on Process Efficiencies
Best Practice Adoption/ Payroll Administration HR FTEs Per 1,000 Employees
Payroll system supports multiple currencies, multiple languages, collective agreements, andreporting 1.01.4
-24%
Low High
Best Practice Adoption/ Payroll Administration HR FTEs Per 1,000 Employees
Single point-of-contact established for all payroll related questions 1.11.3-9%
Low High
SAP CONFIDENTIAL - Page 27 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Time and Attendance
0
1
2
3
4
5
6
1 2 3 4
Average Coverage Top 25% Coverage
Company Importance Company Coverage
Best Practice Listing CompanyInternal Gap
1 Web enabled time administrator tool in place 0
2 Time worked routed automatically to projectaccounting/ resource planning systems -1
3Time and attendance system has automated analysisand reporting capabilities to analyze KPIs such as losttime, productivity, cost of absence, overtime or illness
0
4 On-line and off-line time entry is available 0
Best Practice Ranking – Peer Group P1 1 = No Coverage5 = Full Coverage
Coverage Ranking:
First QuartileBetween Average and First QuartileBelow AverageCoverage Ranking:
Best Practices for Time and Attendance: Impact on Cost Per Employee and Process Efficiencies
Best Practice Adoption/ Time and Attendance Cost Per Employee ($ ‘000)
Web enabled time administrator tool in place 38.773.1-47%
Low High
Best Practice Adoption/ Time and Attendance HR FTEs Per 1,000 Employees
Time worked routed automatically to project accounting/ resource planning systems 0.51.1-50%
Low High
SAP CONFIDENTIAL - Page 28 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
1. Executive Summary2. Detailed Benchmarking Results3. Case Studies4. Appendix
Agenda
SAP CONFIDENTIAL - Page 29 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
HCM – Successful Customers
SAP CONFIDENTIAL - Page 30 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Applera Corporation Implements SAP ERP HCM
“Now we can deal with issues on an exception basis,which allows us to focus on more important tasks suchas recruiting and retaining good people.”
Paul ArataVice President, HR and Site Services, Applera Corporation
Company Applera CorporationLocation Norwalk, ConnecticutIndustry Life sciencesRevenue US$1.9 billion (2006 gross)
Employees 5,400
Web Site www.applera.com; www.celera.comwww.appliedbiosystems.com
SAP® Solution andServices
SAP® ERP Human Capital Managementsolution
Implementation Partner Andersen Consulting
Challenges and OpportunitiesInconsistent processes between divisions and regionsIneffective, paper-based human capital management (HCM)processesOutdated IT and inadequate reporting capabilitiesLimited manager access to employee informationInconsistencies due to multiple interfacesInability to integrate HCM processes with financeLack of visibility into employee training and development
Implementation HighlightsStrong support from executive leadership and managementConsistent implementation with phased deployments by regionInitiation of change management prior to introducing the newsystemGradual adoption of new processes to ease user transitionComprehensive training for users and IT staffLong-term HR strategy
Why SAPScalable functionality; support for corporate growthAbility to meet global and multilingual needsSeamless integration with existing SAP® softwareSAP’s proven track recordApplera’s previously successful relationship with SAP and itsconfidence in the vendor’s HCM solution
BenefitsIncrease in strategic portion of HR project budget (from under25% to 70% of budget)Clear and consistent reporting due to tight integration betweenfinance and HRBetter use of workforce dataSupport for growth – without needing additional HR full-timeequivalentsHigh level of employee satisfaction due to enhanced HR servicesAccurate tracking of project costs
SAP CONFIDENTIAL - Page 31 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Energen Corporation Implements SAP® R/3
“SAP software has made Alagasco more efficient,productive, and cost-efficient. Without it, changing anybusiness process would have been extremely difficult.”
Brunson WhiteVice President and CIO, Energen Corporation
Company Energen CorporationLocation Birmingham, AlabamaIndustry Utilities, oil and gasRevenue US$1,394 million
Employees 1,500
Web Site www.energen.com
SAP® Solution andServices
SAP® R/3® (HR functionalitynow available in SAP ERP HCM)
Implementation Partner Clarkston Consulting
Challenges and OpportunitiesPoor integration with routine business processesSignificant effort in payroll processingSystem unavailable during payroll runsNo access to historical data and organizational hierarchyManual open enrollment and employee development processesLimited reporting capabilities
Implementation HighlightsCommitted executive management supportBusiness-led implementation teamProcess experience of Energen project teamEffective project management officeUse of SAP best practicesImplementation partner with strong HR experience
Why SAPCurrent use of SAP® solutionsStrong customer referencesProfessional sales processPositive analyst recommendationsEase of integration
BenefitsStreamlined payroll processingFully automated W-2 processingAccess to historical dataSignificantly enhanced reporting capabilitiesSmoother reconcilementsAccess to organization managementImproved and faster employee status change processIntegrated safety (OSHA 300) reportingIntegrated third-party drug testing
SAP CONFIDENTIAL - Page 32 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Freescale Semiconductor Implements SAP ERP HCM
“We are not only proud of the team and the millions of dollars of costsavings for the HR and IT organizations, but also of our ability tomake employees’ and managers’ jobs easier. With theimplementation of this solution, we have truly been able to move theneedle on our goal of self-service in the HR space. This allows ouremployees to spend more time on opportunities – designing,building, and selling Freescale product.”
Kurt TwiningSenior VP of Human ResourcesFreescale Semiconductor Inc
Company Freescale SemiconductorLocation Austin, TexasIndustry High techRevenue US$6.4 billion (2006)
Employees 24,000
Web Site www.freescale.com
SAP® Solution andServices
SAP® ERP Human CapitalManagement solution
Implementation Partner SAP Consulting and Larsen &Toubro InfoTech Limited
Challenges and OpportunitiesPressure to quickly implement a total human capital management(HCM) system after separating from MotorolaInflexible legacy systems with more than 360 custom interfacesand nonintegrated processesProprietary data warehousing software that complicated analyticswith more than 1,000 custom-built reportsHigh system maintenance costs and data redundancies acrossapplications
Implementation HighlightsSolid executive support and passionate team membersStrong user adoption through subject matter leads and train-the-trainer approach to knowledge transfer“HRNow!” project branding to keep team focusedExtensive change management with readiness assessmentsMock deployments to prepare for flawless go-live
Why SAPComprehensive, out-of-the-box HCM functionality on a singleglobal instanceEase of integration and simplified technology architectureMinimal implementation risk and change managementClear release strategy and strong commitment to HCM movingforwardProject mantra: “If SAP can do it, SAP will do it”
Benefits50% reduction in HR IT support costs87% reduction in number of interfaces74% reduction in HR IT application systems90% reduction in the number of reports (from 1,000+ to 92)Single global HR platform with significant improvement in systemreliability and uptime
SAP CONFIDENTIAL - Page 33 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
SAP Asia Pacific Japan Increases Efficiencyand Profits with Shared Services
“SAP software has made Alagasco more efficient,productive, and cost-efficient. Without it, changing anybusiness process would have been extremely difficult.”
Brunson WhiteVice President and CIO, Energen Corporation
Company Energen CorporationLocation Birmingham, AlabamaIndustry Utilities, oil and gasRevenue US$1,394 million
Employees 1,500
Web Site www.energen.com
SAP® Solution andServices
SAP® R/3® (HR functionalitynow available in SAP ERP HCM)
Implementation Partner Clarkston Consulting
Challenges and OpportunitiesUnify management if 13 operating countriesProvide faster, more accurate informationSimplify data administrationImprove field support for business expansion and acquisitions
Implementation HighlightsHad strong management buy-inMaintained project transparencyEstablished clear project success metrics
Objectives of the Shared Services CenterEnhance corporate governanceEstablish consistent, efficient processes across all systemsImprove independent checks and balances2006 – “Shared Services Leader of the Year”(International Quality & Productivity Center)2008 – “Best New Shared Service”(Shared Services & Outsourcing Network)
BenefitsLowered operating costs by 40%Reduced headcount 42%Increased number of finance and administration documentsprocessed by 59%Improved HR shared-services concept call resolution within 24hours by 90% (Service level agreement [SLA] 85%)Outsourcing of all financial transactions to expertsGreater focus on decision support and performance managementStrategic business partnership between local CFOs and CEOs
“If you want to have efficient processes, you needautomation. To drive automation, you need integratedsystems. And to get that integration, you need toleverage technology using a common platform.”
Colin SampsonCFO and Senior Vice President, SAP Asia Pacific Japan
Company SAP Asia Pacific JapanLocation SingaporeIndustry High TechRevenue SGD 1.3 billion
Employees 11,000
Web Site www.sap.com
SAP® Solution andServices
SAP ERP application, SAP CRM application, SAP SRMapplication, SAP NetWeaver technology platform, SAPInteractive Forms software by Adobe, SAPBusinessObjects Access Control application, SAPBusinessObjects Process Control application
Implementation Partner SAP Asia Pacific Japan finance and IT departments
SAP CONFIDENTIAL - Page 34 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Brookshire’s Puts People First with SAP® ERPHuman Capital Management Solution
“The SAP ERP Human Capital Managementimplementation was very successful. We have a trulybusiness-operated solution that requires minimal ITsupport to run and a great foundation to buildupon.”
John D’Anna,Vice President, IT Planning and Strategy, Brookshire Grocery Company
Company Brookshire Grocery CompanyLocation Tyler, TexasIndustry RetailRevenue
Employees 13,000
Web Site www.brookshires.com
SAP® Solution andServices
SAP ERPHuman Capital Management solution
Implementation Partner HRP Consulting Group Inc.
Challenges and OpportunitiesReplace legacy software with an integrated, scalable softwaresolutionAutomate key operational HR processesCentralize and standardize benefits and payroll policies,information, and procedures
Implementation HighlightsExecutive sponsorship and quick decisionsModified ASAP methodology – trained and dedicated resourcesChange management program, thorough training, and ongoingcommunication
Why SAPUnified software system that integrates all business processesand dataFoundation for self-services, career path, and succession-planningfunctionalityEnhanced business intelligence functionalitySAP commitment to retail industryStandard software requiring no additional customization
BenefitsReduced payroll staff from 7 to 3Boosted productivity of benefits staff by 50%Increased the number of benefits plan options by 6Increased productivity by eliminating manual work for all departments,including finance and HR, with integrated systemsAchieved single source of dataImproved data access and visibilityReduced level of support required by IT staff to create and run reportsIncreased self-sufficiency of HR staff to run monthly processes
SAP CONFIDENTIAL - Page 35 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Central Michigan University Implements SAPStudent Lifecycle Management
“We have a lot of new services for students, faculty, andstaff with 24x7 availability. And we’re processingextremely high levels of transactions much more quicklythan we did with our old system.”
Roger RehmVice President of IT and CIO, Central Michigan University
Company Central Michigan UniversityLocation Mount Pleasant, MichiganIndustry Higher education and researchRevenue US$373.5 million
Student Enrollment 28,000
Web Site www.cmich.edu
SAP® Solution andServices
SAP® ERP Human Capital Managementsolution
Implementation Partner - - - -
Challenges and OpportunitiesRetire an end-of-life legacy systemAutomate student life-cycle processesImprove integration among the university’s applicationsAid decision makersMaximize existing IT resources
Implementation HighlightsBuilt effective project team with “make it happen” attitudeHad strong executive supportConducted extensive testingTailored training to specific audiencesReceived timely support from SAP
Why SAPIntegration with existing SAP® software landscapeOpportunity to influence future product developmentSupport of best practicesStaff experience with SAP solutions and tool setsEasy integration with third-party best-of-breed point solutions
BenefitsImprovement in student satisfaction (self-service approval ratingover 90%)Extensive student self-servicesConsolidated student information available 24x7Greater use of online admissions and automated admissionworkflowsReal-time online reportingOne system for both on- and off-campus operations
SAP CONFIDENTIAL - Page 36 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
1. Executive Summary2. Detailed Benchmarking Results3. Case Studies4. Appendix
Agenda
SAP CONFIDENTIAL - Page 37 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
StrategicActivities
ExpertiseBased Activities
TransactionalActivities
Human Capital Management: Study Scope
The benchmarking study included analysis across 11 key HCM business processes
HR Strategy and Leadership
Compensation and Benefits PlanningRecruitment and StaffingTraining and DevelopmentEmployee and Labor Relations
Compensation AdministrationBenefits AdministrationPension/ Savings Plan AdministrationPersonnel Data ManagementPayroll AdministrationTime and Attendance
DriveEfficiency
DriveEffectiveness
SAP CONFIDENTIAL - Page 38 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Technology
SAP SystemDeployed Yes
Other Non SAPSystem 25
ABC Company: Company Snapshot
Company/OrganizationFacts
Industry Utilities
Annual Revenue(in millions) 13,627
Number ofEmployees 13,339
Staffing Levels HR FTEs 204
Costs(in ‘000s)
Total HR Costs 16,705
Headcount Costs 12,208
External Spend 2,729
TechnologyCosts
Other Costs 1,767
Regions/ Divisions Included: Participant Information:
1Q1 – Average of the top 25% responses for a particular KPI2Q4 – Average of the bottom 25% responses for a particular KPI
Entire Company Manager, ABC Company.
SAP CONFIDENTIAL - Page 39 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Company Baseline: Staffing and Cost Profile
Area Sub Processes
HRGeneralist –Time Spent
in %
HRGeneralist
FTEs
HR NonGeneralist
FTEs
Total HRFTEs
AverageCost Per
FTE(in ‘000s)
TotalHeadcount
Cost(in ‘000s)
ExternalExpenditure
(in ‘000s)
Total HR Cost(in ‘000s)
Strategy HR Strategy andLeadership 5 2.8 14.0 16.8 60 1,002 300 1,302
Expertise
Compensation andBenefits Planning 6.0 6.0 60 359 583 942
Recruitment andStaffing 20 11.0 13.0 24.0 60 1,436 200 1,636
Training andDevelopment 15 8.3 13.5 21.8 60 1,302 356 1,658
Employee andLabor Relations 35 19.3 10.0 29.3 60 1,750 114 1,864
Transactional
CompensationAdministration 2 1.1 8.0 9.1 60 545 78 623
BenefitsAdministration 3 1.7 17.5 19.2 60 1,146 379 1,525
Pension orSuperannuationPlan Administration
9.0 9.0 60 539 457 996
Personnel DataManagement 1 0.6 7.5 8.1 60 482 482
PayrollAdministration 9.0 9.0 60 539 262 801
Time andAttendance 15 8.3 3.0 11.3 60 673 673
Other OtherNon Allocated 4 2.2 38.5 40.7 60 2,436 2,436
TOTAL 100 55.0 149.0 204.0 60 12,208 2,729 14,937
SAP CONFIDENTIAL - Page 40 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
100%
Automotive
High Tech
IM&C
Chemicals
Oil & Gas
Life Sciences
Consumer Products
EC&O
Healthcare
Service Providers
Telecom
Aerospace & Defense
Financial Services
Public Sector
Retail
Others
Utilities
Participating Company Profile: Industry andEmployees – Peer Group P1
By Industry Sector Utilities
13%
41%
21%26%
0%
<1,000 >=1,000-<5,000
>=5,000-<10,000
>=10,000-<50,000
>=50,000
By Employees 13,339
38Number of Companies in Peer Group P1:
Company Response:
Company Response:
By Revenue Company Response: 13,627.0 M
16%
34%
18%
32%
<1B >=1B,<5B >=5B,<10B >=10B
Note: Several miscellaneous industries have been grouped under “Others”
SAP CONFIDENTIAL - Page 41 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
Participating Company Profile: Industry andEmployees – Peer Group P2
By Industry Sector Utilities
0% 0% 0%
100%
0%
<1,000 >=1,000,<5,000
>=5,000,<10,000
>=10,000,<50,000
>=50,000
By Employees 13,339
95Number of Companies in Peer Group P2:
Company Response:
Company Response:
By Revenue Company Response: 13,627.0 M
3%
40%
23%
34%
<1B >=1B,<5B >=5B,<10B >=10B
1%
1%
2%
2%
2%
2%
3%
4%
4%
6%
6%
6%
8%
8%
9%
16%
16%
Automotive
Life Sciences
Telecom
Public Sector
Chemicals
Aerospace & Defense
Oil & Gas
IM&C
Service Providers
High Tech
Healthcare
Financial Services
Utilities
EC&O
Consumer Products
Retail
Others
Note: Several miscellaneous industries have been grouped under “Others”
SAP CONFIDENTIAL - Page 42 - For subject Company Internal Use Only - This page is from the Benchmarking Analysis prepared for the subject Company and subject to the terms,conditions and assumptions contained in the Benchmarking Analysis. Information contained herein is not a guarantee of future results, performance or cost savings.
58%
42%
SAP No SAP
Participating Company Profile: IT Landscape –Peer Group P1
04
10
33
Top 25% Avg Q4 Company
HR Systems Deployed Yes Number of Applications inAddition to ERP System (in-house and outsourced)
1
34
11
Top 25% Avg Q4 Company
Number of ERP Instances
Company Response: