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British American Tobacco turns to SAP to serve its worldwide employees

British American Tobacco employs 53,000 people worldwide to sell more cigarettes than any other company. To manage this substantial global workforce and anticipate its personnel costs, the company has implemented the SAP Business Planning and Management application in all its units.

“Previously, all of this was done using Excel spreadsheets,” says Damian De Conno, Head of Personnel Analysis at Computerworld UK.

“Each market would do something else, so consistency is very limited, we have managed to maintain a constant level of funding and operations – especially in the marketing area – and human resources have been one of the last non-existent areas.

“We wanted to do this to have consistent language and consistent data sources, and then we can rely on the numbers we get.”

British American Tobacco (BAT) works closely with SAP and has chosen SuccessFactors as its global HR solution. The team quickly discovered that 250 spreadsheets were manually updated and consolidated on a quarterly basis because the existing labor cost and labor cost spreadsheets were not integrated. in a system.

However, SuccessFactors was not yet robust enough to meet BAT’s requirements. They needed a system that could respond quickly to changing regulatory requirements and consumer behavior by combining different data formats from sources around the world.

For this reason, they sought advice from Bluefin, the global SAP company of Mindefree, and recommended that BAT include a new human resources environment in its existing SAP Business Planning and Consolidation (BPC) solution.

“Traditionally, we’ve had difficulty getting the data we need in the right format in a single source and in complete history for the regions we’re looking for,” says De Conno.

“There was a desire to transfer everything to the cloud, integrate everything into one system, and then use the different data sources from the point of view of analysis and not just human resources.

“It’s something to understand and why this project is important to us, as we not only focus on HR analysis, we want to be able to work with other data sources, operations, marketing, sales, and finance.” The combination of these elements becomes true vision Bring value. ”

Deploy SAP BPC
In order to implement the new system, BAT relied on a core team of five computer specialists and staff, backed by Bluefin experts.

“We defined a number of important success criteria right from the start,” says De Conno. “They shaped the way we did the project, because when we signed up for the payroll process, we forced it to decline, which was important from the beginning.”

De Conno and his colleagues developed an agile collaborative approach that allowed them to develop a prototype in three weeks. This provided a visualization of the system that ensured stakeholder engagement and enabled the team to reduce the risks and costs of the project by driving the redesign process forward.

“We have the agile principles Build Build Fast, Show, Fail Fast,” says De Conno. “If people do not like it, we’ll build it up, we went back and we showed what we had so people could see it, we had a working system about eight weeks after takeoff, and then it went on built there on it. ”

In addition, BAT has helped to reduce project risks and costs by making the necessary changes.

In six months, the company introduced SAP Business Planning and Consolidation (BPC), which is integrated into SAP SuccessFactors worldwide.

Advantages of PCBs
More than 300 people in 70 countries use the SAP BPC system. Employee data is automatically uploaded to BPC by SuccessFactors, giving employees a foundation to plan their employees. They can then adapt to future employee movements and use a calculation engine to understand changes in their local market.

The software has reduced the total staff planning consolidation from nearly six weeks to almost real time. It also made for more accurate HR planning, automated the HR forecast process, and replaced local tools with a single global planning system.

“Every market in each region follows exactly the same process and knows exactly what to do,” says De Conno. “We get the numbers and they’re right for the first time – everything is fully integrated.

“We no longer have consolidation, and once the numbers are entered into the system, they are automatically consolidated in the local currency, from the bottom of the market to the entire hierarchy.

“If anyone in the world wants to see what it looks like in the middle of the cycle, then the information is there, we’ve reduced the time frame from about six weeks to zero, which, in my opinion, is quite impressive.”

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