Bridgestone Europe HR Transformation Martha C. White, Vice President, Human Resouces & CSR Bridgestone EMEA 9 September, 2015
Agenda Introductions Personal Introduction Bridgstone Europe: Who we are and what we do Business Case for HR Transformation Why NGA & SAP Our Journey Conclusions 2015 SAP SE or an SAP affiliate company. All rights reserved. 2
Introductions
Personal Introduction Martha C. White Vice President, Human Resources & Corporate Social Responsibility Bridgestone Europe, Middle East, & Africa Joined Bridgestone May 2014 Prior to Bridgestone: VP Human Resources GSK Vaccines, Wavre, Belgium Sr. Director Human Resources, Merck, Stockholm, Sweden Sr. Director Human Resources, Schering-Plough, Kenilworth, NJ USA Director Human Resources, Honeywell, Milan, Italy Director Human Resources, AlliedSignal, Morristown, NJ USA MBA, University of Virginia, Darden School of Business B.A. Economics, Boston University 2015 SAP SE or an SAP affiliate company. All rights reserved. 4
±16,000 > 140,000 316 126,354 million (As of December 31, 2013) 26,242 million 2,147 million *These figures have been converted from Japanese Yen at the rate of 1 = 140
84 2014
45 000 40 000 38 903 35 000 35 500 35 116 36 872 36 409 30 000 29 700 28 197 28 834 27 678 27 786 Bridgestone 25 000 20 000 15 000 21 500 17 399 15 122 25 113 24 630 24 119 23 191 22 800 21 322 20 605 19 723 20 300 19 600 19 500 18 370 19 402 18 508 16 301 18 832 18 800 22 767 21 000 19 500 Goodyear Michelin 10 000 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13
12,500 21 Sales Companies (divided in 6 regions) 3.1 billion *These figures have been converted from Japanese Yen at the rate of 1 = 140
HR Transformation
HR Transformation: Why? While our business had changed to a European organization, the European HR organization was very fragmented across countries without consistent processes, systems, or control mechanisms: HR Service levels, presence and process maturity varied significantly across locations. Little or no best practice sharing Local compensation practices, local talent management practices, different approached to payroll IT HR infrastructure was siloed by country with different levels of functionality and automation No European database No ability to provide workforce analytics No focus on the needs of the business Transform HR Organization to a European one by leveraging on economies of scale, creating pools of expertise and common HRIS infrastructure to obtain efficiency gains in order to further develop HR expertise to fulfill business needs. 2015 SAP SE or an SAP affiliate company. All rights reserved. 13
HR Transformation: What? Adding strategic value by: Providing data to support the business transformation (structural), workforce planning (succession planning, performance management), talent management (identify, develop, retain), and strategic reward (link performance and potential) Improve HR capability through an effective organization structure with clearly defined roles and reporting lines Building a lean & robust foundation in administration by: Standardizing HR processes and regionalizing HR Operations to obtain efficiencies through and economies of scale Provide employees and managers with a consistent experience Outsourcing non-core transactional activities such as payroll calculation Rationalise European HR systems, delivering a common HRIS infrastructure and data warehouse that is scalable to support future requirements Transform HR Organization to a European one by leveraging on economies of scale, creating pools of expertise and common HRIS infrastructure to obtain efficiency gains in order to further develop HR expertise to fulfill business needs. 2015 SAP SE or an SAP affiliate company. All rights reserved. 14
HR Transformation: How? European Center of Excellence Teams of HR experts Talent acquisition OD & Learning Compensation & Benefits Analytics HR Business Partners Centers of Expertise HR Operations Out- Sourcing Of Payroll Outsourcing Outsourcing of payroll calculation enables HR to allocate time to added value activities HR Business Partners Counsel & support to executives and line managers on people matters impacting their business unit Support business transformation and culture change Labor & Employee Relations Manager Self Service MSS Managers HRIS Employees Employee Self-Service ESS HR Operations Shared Operation Centers Perform and manage all transactional Hire to Retire Processes Respond to and resolve Employee queries Manage payroll outsourcer Leverage on economies of scale, pooling of expertise and a strong HRIS infrastructure to obtain efficiency gains, in order to further develop HR expertise to fulfil business needs 2015 SAP SE or an SAP affiliate company. All rights reserved. 15
HR Transformation: Who? Processes IT Application / Infrastructure HR OPERATIONS LOCAL HR CENTER OF EXCELLENCE Architecture Supporting Organizational Management Employee data management Payroll calculation Time & Attendance Performance Management (PPDP replacement) Reward Compensation & Benefits Learning Succession Planning Talent Management Data migration Interfaces*** Hosting Disaster recovery Authorizations Incident management Change Management HR Reporting SLA Reporting Payroll calculation outsourced in managed services (outsourcing partner calculates the gross to net, prepares the legal reporting, and resolves payroll queries by HR staff. Legal changes to be implemented by the partner) Bridgestone remains responsible for providing the time data, sales bonus calculation, manufacturing productivity calculations, and controlling the output of the calculation SaaS (Software as a Service), NGA, our partner provides the IT infrastructure and maintain all applications and legal changes 2015 SAP SE or an SAP affiliate company. All rights reserved. 16
Our Partnership with NGA 2010: Identified the need for a pan-european HRIS solution Evaluated internal vs. outsourced options 2011: Request for Proposal (RFP) to various vendors NGA selected based on footprint and integrated talent solution Data privacy 2013: Initiated program and project plan 2013-2015: Country phased approach to implementation Leverage learnings throughout the process Communication is critical Ensure processes are fully scoped and understood Ensure clarity on legal and contractual requirements 2014: Decision to use SuccessFactors hosted by NGA versus NGA s EuHReKa 2015: Design and piloting SuccessFactors Talent modules 2015 SAP SE or an SAP affiliate company. All rights reserved. 17
SuccessFactors SuccessFactors 3.700 + customers worldwide 177 countries 25.000.000 + users 60 + different industries 45% of Fortune500 companies including Bridgestone Americas 2015 SAP SE or an SAP affiliate company. All rights reserved. 18
Why SuccessFactors? Why SuccessFactors? Technology is evolving to facilitate Manager Self Service of key people processes. Tools continue to become more user friendly Continued evolution of HRIS means that tools need to be dynamic and continue to evolve in their service offering in order to support business objectives SuccessFactors has been successfully implemented in BSAM SuccessFactors (key features) Intuitive, easy to use and adopt user interface with mobile capabilities Enables HR to manage the processes without IT development Performance Management: Supports company strategy and targets by cascading business goals through the organization Compensation: Better management of compensation programs; line manager improved transparency Recruitment: Distributes job postings to most effective boards and uses social referral tools to connect to candidates Talent Management: Effective tool for line manager calibration, and talent tracking Learning: Supports and streamline learning content delivery 2015 SAP SE or an SAP affiliate company. All rights reserved. 19
Our Journey 2011 2012 2013 2014 2015 2016 Business case drafted Selection of Partner NGA Business case confirmed Project approved by the board Contract Signature with NGA Organization design & headcount targets agreed with local HR Implementation of Workforce administration & centralization of HR Operations in each country: Belgium & The Netherlands Spain Implementation of Workforce administration & centralization of HR Operations in each country:: Poland Slovakia Baltics Czech Republic Bulgaria and Romania Germany, Austria and Switzerland Italy Portugal Implementation of Workforce administration & centralization of HR Operations in each country:: France Hungary UK Ireland Sweden Denmark Finland Mecamold Talent & HR Analytics Performance Compensation Recruitment Analytics Talent & HR Analytics Recruitment Succession Learning Analytics 2015 SAP SE or an SAP affiliate company. All rights reserved. 20
Thank you Contact information: Martha C. White Vice President, Human Resources & Corporate Social Responsibility Bridgestone Europe, Middle East, & Africa