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Adding Value to the Business

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  1. Adding Value to the Business Jean-Luc Augustin Vice-President Human Resources Bombardier Transportation

  2. Products and servicesA full spectrum of railway solutions Propulsion& controls Transportationsystems Rail vehicles Services Rail control solutions Transit securitysolutions Bogies • Portfolio to match entire range of rail vehicles • Full scope of service over the lifetime of a bogie • Light rail vehicles • Metros • Commuter trains • Regional trains • Intercity trains • High speed Trains • Locomotives • Integrated control systems • Automatic train protection and operation: wayside and onboard • Interlocking systems • Wayside equipment • Services • Traction converters • Auxiliary converters • Traction drives • Control and communication • Monorail systems • APM systems • Light rail systems • ART systems • Metro systems • Intercity systems • Fleet management • Operations & maintenance • Material solutions • Vehicle refurbishment • Component reengineering • Train-basedbroadband network • Sensor systems • Security systemsrecording • Security systemviewing and event management

  3. Bombardier Transportation around the worldHeadquarters & Major Sites

  4. 2006 Need for change (“Traditional vs Business”) Several attempts of Transformation Restructuring

  5. The “People” challenge: Attracting Developing TALENT Retaining in a tight Labour Market within a growing Business Context


  7. The external benchmark: A CALL FOR ACTION

  8. Our Response: World Class by 2010

  9. We will drive efficiency and effectiveness through two key initiatives • HR TRANSFORMATION • Implement an improved HR Service Delivery Model • PEOPLE • Acquire talent • Develop talent • Develop organisational capability (competency) • Create a boundary-less organization WHAT we do HOW we do it

  10. Our HR Model to achieve excellence: HRBP-SSO-COE integration Centers of Expertise World class delivery on PEOPLE STRATEGY ONE HR Shared Services HR Business Partners Integrated HR IS infrastructure SSO to be a world-class operations

  11. World Class HR Next steps: Call Centers / ESS / MSS HRBP role Asia

  12. World Class HR for BT • Excellence in Talent processes • Talent acquisition • proactive for key talent (eg graduates, engineers), fast reaction to fill gaps • Talent management • pipelines for key positions, career development for individuals • Talent development • leadership, management, technical and behavioural skills • World Class HR Business Partners • Proactive, from diagnosis to action, “trusted advisor”, someone who challenges, drive leadership culture A “ delivery engine” for all other HR processes Reliable, responsive, transparent, easy to access/ easy to use, cost effective, stable, meets the SLAs 13

  13. Way Forward The Employment Value Proposition Measure People effectiveness and efficiency Leadership, leadership, leadership Engagement Support the operational excellence

  14. Our HR Vision Visible, Credible and Added Value Business Partners

  15. A solid system solution is essential to enable a world class HR organization • Access to relevant, timely and accurate data across borders supporting the decision making process of BT leaders. • Interface to all key systems supporting Talent processes with essential and accurate data • One system for all data management processes • Supporting a centralized organization through global access & authorizations

  16. The starting situation forced us to review the system approach Where we started (2008) Where we want to be PA: More than 50 different systems were used to administer employee master data. One global system (SAP), not interfaced to any other system, consolidates all master data on company level Payroll: 11 countries required Payroll replacement over the next 4 years for an amount of 9.5 Mio. €. PA: One common system containing all HR master data interfacing to other key systems – replacing BTs currently Global SAP HR Payroll: The accurate and legally compliant payment of all our employees is stable secured.

  17. The solution is the outsourcing of payroll and personnel administration Payroll as key source for correct employee data drives decision for global solution including payroll One single source for master employee data across the organization Self-Service functionality allocates process and data ownership at its source System to become the backbone for the HR Shared Services Organization Payroll is currently already outsourced for 10.500 BT employees (approx. 1/3 of BTs workforce)

  18. Selecting ADP to become a strategic partner ADP is one of the few true global providers of a Payroll and Personnel Administration solution Working with specialised, experienced vendor as ADP reduces the implementation risks With ADP access to the latest proven SAP platform is enabled allowing global usage of Personnel Administration as well as Self Services functionalities ADP is already BTs outsourcing partner in US and France

  19. The scope of the solution with GlobalView covers 96% of the BT workforce in 18 key countries UK & Nordic RoW NA Western Europe Central Europe USA (2787) Canada (2261) Mexico (930) Germany (7511) Poland (800) Austria (574) Czech Rep. (538) Switzerland (675) Hungary (1344) Australia (270) India (173) UK (4518) Sweden (1592) Denmark (388) Spain (472) Belgium (795) France (1663) Italy (641) Outsourced Countries (96,2%) Small size countries – out of scope(3,8%) Portugal (107) Thailand (139) China (69) Philippines (9) Malaysia (3) Taiwan (68) Norway (109) Finland (40) Russian Fed. (70) Turkey (11) Greece (3) Brazil (111) South Korea (32) Singapore (3) TBD…. Global Solutions SAP Business Warehouse Taleo (Recrut.) Technomedia (WF Developt.) Managers & Employees Self-Services Organisational Management (PA-OS) & Employee Global Data (PA) Payroll (PY) Time Calculation Level 1 (PT-RC) HR Level 3 (CM – Compensation Management) Transfer Local Solutions Local Time & Attendance Systems BT Global Solutions ADP SAP Global View

  20. The new timeline of the GlobalView implementation runs until the last go-lives in January 2014

  21. Since 2008 four countries have gone live with a lot of lessons learnt on the way UK and India live since April 2009 – on time Poland live since November 2009 – one month delay Sweden live since March 2010 – 10 months delay Overall timeline shift: Initial: 2008-07 to 2011-01 Revised: 2008-07 to 2014-01 Intense joint (ADP/BT) lessons learnt exercise in mid 2009 Reshaping of overall approach Stronger global BT template definitions Better up-front preparation per country Longer implementation timeline per country Skilled project management resources leading a country Current countries in implementation (Denmark and Germany) are on track 23