martha c. white, vice president, human resouces & csr...

Bridgestone Europe HR Transformation Martha C. White, Vice President, Human Resouces & CSR Bridgestone EMEA 9 September, 2015

© 2015 SAP SE or an SAP affiliate company. All rights reserved. 2

Agenda

Introductions

• Personal Introduction

• Bridgstone Europe: Who we are and what we do

Business Case for HR Transformation

Why NGA & SAP

Our Journey Conclusions

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

±16,000 > 140,000

316 ¥ 126,354 million

€ 26,242 million € 2,147 million

*These figures have been converted from Japanese Yen at the rate of €1 = ¥140

(As of December 31, 2013)

84 2014

21 500 23 191 22 800

25 113

29 700

35 500

28 197

35 116

38 903

36 872 36 409

15 122

18 370 19 723 20 300 19 600 19 500

16 301

18 800

22 767 21 000

19 500

17 399

21 322

19 402

20 605

24 630 24 119

18 508

18 832

28 834 27 678 27 786

10 000

15 000

20 000

25 000

30 000

35 000

40 000

45 000

'03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13

Bridgestone

Goodyear

Michelin

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.


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.


HRIS

HR Transformation: How?

Teams of HR experts • Talent acquisition • OD & Learning • Compensation & Benefits • Analytics

European Center of

Excellence Outsourcing of payroll

calculation enables HR

to allocate time to added

value activities

Outsourcing

• Counsel & support to executives and line managers on people matters impacting their business unit

• Support business transformation and culture change

• Labor & Employee Relations

HR Business Partners

• Shared Operation Centers • Perform and manage all transactional Hire

to Retire Processes • Respond to and resolve Employee queries • Manage payroll outsourcer

HR Operations

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

HR Business Partners

Centers of

Expertise

Managers Employees

Out- Sourcing

Of Payroll

Employee Self-Service

ESS

Manager Self –Service

MSS

HR Operations


HR Transformation: Who?

Processes IT Application / Infrastructure

CENTER OF EXCELLENCE

• Performance Management (PPDP replacement)

• Reward Compensation & Benefits

• Learning • Succession Planning • Talent Management

HR OPERATIONS

• Organizational Management

• Employee data management

LOCAL HR

• Payroll calculation • Time & Attendance

Supporting

• Authorizations • Incident

management • Change

Management

Architecture

• Data migration • Interfaces*** • Hosting • Disaster recovery

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


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


SuccessFactors

SuccessFactors

• 3.700 + customers worldwide • 177 countries • 25.000.000 + users • 60 + different industries • 45% of Fortune500 companies including

Bridgestone Americas


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


Our Journey

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

2011 2012 2013 2014 2015 2016

Thank you

Contact information: Martha C. White Vice President, Human Resources & Corporate Social Responsibility Bridgestone Europe, Middle East, & Africa

martha c. white, vice president, human resouces & csr...

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