DOCSLIB.ORG

Postbank Centralizes HR System

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Postbank Centralizes HR System in collaboration with Postbank Centralizes HR System Capgemini collaborates with Deutsche Post DHL and Postbank to consolidate disparate legacy HR systems into a single SAP Human Capital Management platform The Situation were migrated to one single SAP ERP In 2006 Postbank took over 850 Deutsche HCM (Human Capital Management) Post branches and acquired the majority system within eight months. A key hurdle of BHW Holding AG. The integration of that was overcome in the project was the the newly acquired entities within migration of over 10,000 employee master Postbank’s organizational structure was the data records contained within two legacy trigger to establish a new HR service SAP systems and a PeopleSoft system to delivery model for the entire Group. The the new SAP HCM solution. acquisitions demanded centralized and The Result more efficient operations. On the HR A new service delivery model with front, this translated into consolidating centralized HR services and employee three legacy systems, which were being support across all old and new divisions of used in a disparate manner across the the Group has now been established. The Group. consolidated SAP HCM platform has been Given this situation, DP DHL IT Global recognized by Group management as the Business Services & Corporate Center key success factor for this reorganization. (GBS&CC) as the hosting unit for the HR How Postbank and Capgemini Systems, together with Postbank, decided Worked Together to set up a consolidation project. As a longtime preferred partner of DP The Solution DHL IT GBS&CC’s SAP HR department, Postbank selected Capgemini as its partner Capgemini had intimate knowledge of to drive this consolidation project. The platforms and processes adopted by the effort involved intimate collaboration Group. As such, Capgemini was between all entities: DP DHL IT GBS&CC, considered to be a natural Deutsche Post IT Solutions GmbH choice for the HR (DPITS, the IT service provider for consolidation Deutsche Post DHL) and Capgemini. The three legacy HR systems The way Capgemini integr“ated into the team, the intimate know-how as well as their project management skills contributed largely to the success of the project. ” Klaus Wegmann, CIO, Human Resource Management, DP DHL Financial Services Sector the way we do it project. Teams from both companies All throughout the migration, the Group’s system was delivered in time and within collaborated to design the scope of the daily HR business continued as normal, budget. The Group is now reaping the new system and jointly developed a which was a challenge for the project benefits from the efficiencies offered by a project plan. team. Time was critical, and the team central HR platform that is available across simply could not afford delays in the organization. The challenges were multifold: lack of transitioning to the new system. Group time and internal resources; varying expectations were high—post the final In order to keep refining and improving requirements imposed by the three training session, the Group expected end the solution going forward, as well as merged organizations involved; and an users of the HR departments to seamlessly ensure continuation of the seamless urgent need for the harmonization of data switch over to the new system. As far as collaboration between Group members and functionality. The blueprint the user side was concerned, there could and Capgemini professionals, a “lessons development phase was considerably be no noticeable change that something learned workshop” was conducted in complex as the three merged organizations had been shifted at the backend, other Germany with attendance from key all had different requirements and were than a slightly different looking pay slip. stakeholders of the project. It provided a using individual approaches to HR Thanks to the collaborative approach good showcase of the intimate details and management. Group management sought adopted during the project, the new HR individual accomplishments achieved. to end these differences by harmonizing all functions, especially reports for the new HR organization. The harmonization of payroll accounting About Capgemini and the ® was exceedingly challenging for the joint Collaborative Business Experience project team and involved the following: • design of a new wage type catalog, Capgemini, one of the get the right balance of the best talent including the harmonization of names world's foremost providers from multiple locations, working as one of consulting, technology and team to create and deliver the optimum and parameters, and the elimination of outsourcing services, enables its clients to solution for clients. Present in more than redundant wage types. Calibration with transform and perform through 30 countries, Capgemini reported 2008 the account structure was also technologies. Capgemini provides its global revenues of EUR 8.7 billion and conducted clients with insights and capabilities that employs over 90,000 people worldwide. • implementation of several labor boost their freedom to achieve superior agreements like company tariff and results through a unique way of working, More information is available at: standard bank tariff, which also the Collaborative Business Experience TM . www.capgemini.com included the calculation of standard The Group relies on its global delivery model called Rightshore®, which aims to wage maintenance • automation of the calculation of several payment components like annual Capgemini Germany Approved by: bonus, pension funds, gratifications and Financial Services Klaus Wegmann, CIO Human Resources direct insurance Distribution Management, DP DHL Technology Services Arndt Schopen, Account Executive • realization of six different partial SAP Human Resources Capgemini retirement models. Besides fulfilling the responsibility for In collaboration with also active in the corporate banking payroll realization, Capgemini consultants sector. Through its “Transaction provided leadership and subject matter Banking” division, it provides back expertise in various SAP HCM areas, office services to other financial services including Personnel Administration, providers. Deutsche Postbank AG went Organizational Management, Time With 14.2 million active domestic public in June 2004. In February 2009, Management and Personnel Development. customers, approximately 21,000 Deutsche Post AG sold 22.9% of € The development and organization of end- employees and total assets of 229 Postbank to Deutsche Bank AG in user training and end-user documentation billion, the Deutsche Postbank Group order to focus on their core business. was also duly completed by the team to is one of Germany’s major financial ensure smooth knowledge transfer among services providers. Its focus is on retail For more information, please visit: users. business with private customers. It is http://www.postbank.com/ After three “rehearsals,” the team was able 3 5 to successfully migrate live data to the 1 _ 8 Copyright ©2009 Capgemini. No part of this document may be modified, deleted or expanded by any process or means 0 working system without any errors or 6 0 without prior written permission from Capgemini. Rightshore® is a trademark belonging to Capgemini. 9 0 omissions. 0 2 D R M.
Load more

Recommended publications
  • Deutsche Postbank 2006 Group Annual Report Postbank. More Bank
    Deutsche Postbank Postbank Group in figures 2006 2006 Group Annual Report Jan. 1 – Dec. 31 2006 2005 Consolidated income statement Postbank. More bank. Balance sheet-related revenues ¤m 2,710 2,132 Total income ¤m 4,117 2,831 Administrative expenses ¤m –2,812 –1,886 2006 Group Annual Report Profit before tax ¤m 941 719 Consolidated net profit ¤m 695 492 Total cost/income ratio % 68.3 66.6 Cost/income ratio in traditional banking business % 66.7 63.7 Return on equity1 before tax % 18.9 15.0 Deutsche Postbank AG after tax % 14.0 10.3 Earnings per share ¤ 4.24 3.00 Dec. 31, 2006 Dec. 31, 2005 Consolidated balance sheet Total assets ¤m 184,887 140,280 Customer deposits ¤m 87,663 68,418 Customer loans ¤m 79,388 44,134 Allowance for losses on loans and advances ¤m 1,155 776 Equity ¤m 5,207 5,061 BIS regulatory indicators Tier 1 ratio % 5.5 8.3 Capital ratio % 8.1 10.7 Tier 1 ratio in accordance with Basel II2 % 6.6 – Headcount thousand 21.49 9.24 Long-term ratings Moody's A 1 A 1 Outlook stable stable Standard & Poor's A A Outlook negative negative Fitch A A Outlook stable stable Information on Postbank shares Dec. 31, 2006 Dec. 31, 2005 Share price at the balance sheet date ¤ 63.97 49.00 Share price (Jan. 1 – Dec. 31) high ¤ 65.45 50.84 low ¤ 48.21 32.16 Market capitalization on December, 31 ¤m 10,491 8,036 Number of shares million 164.0 164.0 678 107 017 1 Prior-period figures restated 2 Internal calculation in accordance with the Solvabilitätsverordnung (SolvV – Solvency Ordinance) and the Kreditwesengesetz (KWG – German Banking Act) Deutsche Postbank Postbank Group in figures 2006 2006 Group Annual Report Jan.
    [Show full text]
  • Annual Report 2009 I
    SHOWING RESPECT. DELIVERING RESULTS. ANNUAL REPORT 2009 I THE GROUP Deutsche Post DHL is the world’s leading mail and logistics services group. The Deutsche Post and dhl corporate brands offer a one-of-a-kind portfolio of logis- tics (dhl) and communications (Deutsche Post) services. The Group provides its customers with both easy to use standardised products as well as innovative and tailored solutions ranging from dialogue marketing to industrial supply chains. About 500,000 employees in more than 220 countries and territories form a global network focused on service, quality and sustainability. With programmes in the areas of climate protection, disaster relief and education, the Group is committed to social responsibility. The Postal Service for Germany. The Logistics Company for the World. dp-dhl.com 01 Selected key fi gures (continuing operations) 2008 2009 + / – % Q 4 2008 Q 4 2009 + / – % adjusted adjusted Profi t from operating activities (ebit) before non-recurring items € m 2,011 1,473 –26.8 639 526 –17.7 Non-recurring items € m 2,977 1,242 –58.3 3,463 662 –80.9 ebit € m –966 231 123.9 –2,824 –136 95.2 Revenue € m 54,474 46,201 –15.2 14,020 12,389 –11.6 Return on sales1) % –1.8 0.5 –20.1 –1.1 Consolidated net profi t / loss2) € m –1,688 644 138.2 –3,181 –283 91.1 Operating cash fl ow € m 3,362 1,244 –63.0 1,441 974 –32.4 Net debt / net liquidity3) € m 2,4664) –1,690 168.5 – – – Return on equity before taxes % –9.0 3.0 – – Earnings per share5) € –1.40 0.53 137.9 –2.64 –0.24 90.9 Dividend per share € 0.60 0.606) – – – – Number of employees7) 456,716 436,651 –4.4 – – – 1) ebit / revenue.
    [Show full text]
  • 2006 CSR Report
    Deutsche Post World Net Facing the challenges of global logistics Sustainability Report 2006 Foreword Strategy & Guidelines page 3 page 4 People Environment page 10 page 22 Society Financials page 32 page 42 Facts & Figures page 48 2004 1 2005 Financial performance indicators (in € million unless otherwise stated) Revenue 43,168 44,594 Profi t from operating activities (EBIT) 3,001 3,755 Consolidated net profi t 2 1,598 2,235 Dividend per share in € 0.50 0.70 Investments (CapEx) 1,718 1,931 Market capitalization (Dec. 31) 18,840 24,425 Other key fi gures Number of employees (Dec. 31) (Headcount) 379,828 502,545 Female workforce participation (in %) 44.6 43.8 3 Personnel costs (in € million) 13,840 14,337 4 CO2 emissions (Scope 1 ) (in tons) 4,456,000 4,610,142 Paper use (in tons) 5 63,300 90,328 Fleet 5 – Road vehicles not available 79,236 – Aircraft not available 427 1 Restated. 2 Consolidated net profi t excluding minorities. 3 Does not include Exel. 4 Information about the Scopes can be found on page 53. 5 Information about our relative proportional use of conventional and recycled paper can be found on page 53. Please open > Divisions of Deutsche Post World Net MAIL In Germany we operate a nationwide network with which we transport an average of 70 million letters a day, six days a week. International comparisons highlight the outstanding quality of our services. We delivered over 95 percent of all items handed to us during our daily opening hours or before the last collection to the recipient the next day.
    [Show full text]
  • Sustainability Report 2008 1 1.0 Changing Ways Introduction from Our Chairman
    ENGLISH_COVER_ARTWORK ILLU.pdf 16.06.2008 21:09:25 Uhr C M Y CM MY CY CMY K ENGLISH_COVER_INSIDE ARTWORK ILLU.pdf 16.06.2008 20:49:10 Uhr C M Y CM MY CY CMY K 2 Introduction from our Chairman 4 Our business 8 Our ethos 10 Our approach to sustainability 12 Our strategic priorities 14 Our performance 18 Managing our environmental challenges 20 Responding to climate change 26 Sourcing sustainably 30 Introduction 32 New ways to develop and promote employees 36 A healthy and safe place to work 40 Innovation starts with an idea 44 Responding to disaster, anytime, anywhere 48 Saving children’s lives 50 Engaging our people 52 Local action – global reach 54 Changing ways summary 56 Recognition 57 Index 58 PwC statement of assurance Sustainability Report 2008 1 1.0 Changing ways introduction from our Chairman “We want to become the pacesetter in all areas affecting our industry’s ability to face the future. The principle of sustainability takes on a special importance here.” Frank Appel, Chairman of the Board of Management, Deutsche Post World Net 2 Deutsche Post World Net 1.0 Dear Readers, employee satisfaction - a fact that was recently confirmed by our Group-wide Employee Opinion Survey. The direct feedback Deutsche Post World Net is the world’s market leader in received is extremely valuable. It shows us where we can make logistics. With our workforce of over 500,000 employees, we improvements for the sake of our staff. It also forms the are engaged in just about every country in the world.
    [Show full text]
  • Deutsche Postbank AG, Bonn Annual Financial Statements (HGB) As of December 31, 2010 20 10 Contacts
    Deutsche Postbank AG, Bonn Annual Financial Statements (HGB) as of December 31, 2010 20 10 Contacts Published by Design and layout Deutsche Postbank AG EGGERT GROUP, Düsseldorf Head Office Investor Relations Coordination/editing Friedrich-Ebert-Allee 114–126 Postbank 53113 Bonn, Germany Investor Relations Postfach 40 00 53105 Bonn, Germany Translation Phone: +49 228 920 - 0 Deutsche Post Corporate Language Services et al. Investor Relations Phone: +49 228 920 -18003 E-mail: ir@postbank.de www.postbank.com/ir This Report contains forward-looking statements that relate to macroeconomic developments (in particular the development of money and capital market rates), the business and the net assets, financial position and results of operations of Deutsche Postbank AG. Forward-looking statements by definition do not depict the past and are in some instances indicated by words such as “believe”, “anticipate”, “predict”, “plan”, “estimate”, “aim”, “expect”, “assume” and similar expressions. Forward-looking statements are based on the Company’s current plans, estimates, projections and forecasts and are therefore subject to risks and uncertainties that could cause actual development or the actual results or performance to differ materially from the development, results or performance expressly or implicitly assumed in these forward-looking statements. Readers of this Report are expressly cautioned not to place undue reliance on these forward-looking statements, which apply only as of the date of this Report. Deutsche Postbank AG does not intend and does not undertake any obligation to revise these forward-looking statements. The English version of the Report constitutes a translation of the original German version. Only the German version is legally binding.
    [Show full text]
  • DHL BUSINESS CASE GENERAL ANALYSIS the Main Economic
    Tran DF sfo P rm Y e Y r B 2 B . 0 A Click here to buy w w m w co .A B BYY. DHL BUSINESS CASE GENERAL ANALYSIS The main economic sectors as can be the automotive, the consumer, the chemical & industrial, the health sciences and medicine, the technological, the retail and others, have developed favorable regulatory frameworks with direct, local and international investments that have benefited with audacious to greedy practices, until sometimes disloyal and monopoly ones, coming to have unsuspected dimensions, becoming monsters of the negotiations carrying them to unsuspected levels where they regulate in a dictatorial and autonomous form achieving advantageous almost unbeatable results, supported in the maintained growth of their infrastructure, being able to maintain or to disappear complete economies. This pressure exercised upon their suppliers’ universe has carried entire businesses to become specialists in working with disadvantages and developing special abilities to survive to so bucolic conditions. One of these solutions is the outsourcing of the services and being said along, having understood the essence and the form of its management has become an important fountain of business also. Hyperactive business that has been blurred therefore the eternal hardship and the permanent search of efficiencies and of better fulfillments, that has a veil impeding it to see that the service should be maintained oriented to the fundamental needs of the clients in a more global and extensive manner, not only one to be left to carry for the same markets inertia. MRA / AIU / JUNE 2008 Tran DF sfo P rm Y e Y r B 2 B .
    [Show full text]
  • Deutsche Postbank 2010 Group Annual Report
    Deutsche Postbank 2010 Group Annual Report 2010 Group 2010 Annual Report 20 Deutsche Postbank AG 10 Postbank Group in figures 2010 Jan. 1 – Dec. 31, 2010 Jan. 1 – Dec. 31, 20091 Consolidated income statement Total income €m 3,805 3,097 Administrative expenses €m – 2,934 – 2,864 20 Profit/loss before tax €m 315 – 398 Consolidated net profit €m 138 76 Total cost/income ratio % 77.1 92.5 Return on equity before tax % 5.7 – 7.8 after tax % 2.5 1.5 Earnings per share € 0.63 0.35 Dec. 31, 2010 Dec. 31, 2009 Consolidated balance sheet Total assets €m 214,684 226,609 Customer deposits €m 116,201 111,067 Customer loans €m 109,303 108,971 Allowance for losses on loans and advances €m 1,764 1,641 Equity €m 5,627 5,251 Tier 1 ratio % 8.1 6.6 Headcount (FTEs) thousand 20.36 20.86 10 Long-term ratings Moody‘s A1 / outlook negative Aa3 / outlook rating under review Standard & Poor‘s A / outlook stable A – / outlook positive Fitch A + / outlook stable A + / outlook stable Information on Postbank shares Dec. 31, 2010 Dec. 31, 2009 Share price at the balance sheet date € 20.80 22.88 Share price (Jan. 1 – Dec. 31) high € 27.80 26.86 low € 19.47 6.81 Market capitalization on December 31 €m 4,551 5,006 Number of shares million 218.8 218.8 1 Prior-year figures adjusted (see Note 6) Milestones in fiscal year 2010 I February 25, 2010 The Postbank Group announced its business results for 2009, concluding the year with a consolidated net profit of €76 million.
    [Show full text]
  • Annual Report 2010 I
    ANNUAL REPORT 2010 I 01 THE GROUP Group Group / Target-Performance Structure Comparison Deutsche Post DHL is the world’s leading mail and logistics services group. The Deutsche Post and dhl corporate brands offer a one-of-a-kind portfolio of logis- tics (dhl) and communications (Deutsche Post) services. The Group provides its customers with both easy-to-use standardised products as well as innovative and tailored solutions ranging from dialogue marketing to industrial supply chains. About 470,000 employees in more than 220 countries and territories form a global network focused on service, quality and sustainability. With programmes in the areas of climate protection, disaster relief and education, the Group is committed to social responsibility. The postal service for Germany. The logistics company for the world. dp-dhl.com 01.1 Selected key fi gures (continuing operations) 2009 2010 + / – % Q 4 2009 Q 4 2010 + / – % Profi t from operating activities (ebit) before non-recurring items € m 1,473 2,205 49.7 526 593 12.7 Non-recurring items € m 1,242 370 –70.2 662 68 –89.7 Profi t / loss from operating activities (ebit) € m 231 1,835 > 100 –136 525 – Revenue € m 46,201 51,481 11.4 12,389 13,871 12.0 Return on sales1) % 0.5 3.6 – –1.1 3.8 – Consolidated net profi t / loss 2) € m 644 2,541 > 100 –283 487 – Operating cash fl ow € m 1,244 1,927 54.9 974 1,025 5.2 Net liquidity (–) / net debt (+) 3) € m –1,690 –1,382 –18.2 – – – Return on equity before taxes % 3.0 29.8 – – – Earnings per share4) € 0.53 2.10 > 100 – 0.24 0.40 – Dividend per share € 0.60 0.655) 8.3 – – – Number of employees6) 436,651 421,274 –3.5 – – – 1) ebit / revenue.
    [Show full text]
  • Pos Deutsche Postbank 2007 Group Annual Report
    Deutsche Postbank 2007 Group Annual Report Postbank Group in figures 2007 Jan. 1 – Dec. 31, 2007 Jan. 1 – Dec. 31, 2006 Consolidated income statement Balance sheet-related revenues €m 2,824 2,710 Total income €m 4,253 4,117 Administrative expenses €m –2,856 –2,812 2007 Group Annual Report Profit before tax €m 1,004 941 Consolidated net profit €m 870 695 Total cost/income ratio % 67.2 68.3 Cost/income ratio in traditional banking business % 64.8 66.7 Return on equity before tax % 19.3 18.9 after tax % 16.7 14.0 Earnings per share € 5.30 4.24 Deutsche Postbank AG Dec. 31, 2007 Dec. 31, 2006 Consolidated balance sheet Total assets €m 202,991 184,887 Customer deposits €m 89,703 87,663 Customer loans €m 89,622 79,388 Allowance for losses on loans and advances €m 1,154 1,155 Equity €m 5,311 5,207 Tier 1 ratio in accordance with Basel II (excluding CAP) % 6.9 6.6 1 Headcount (FTEs) thousand 21.47 21.702 Long-term ratings Moody‘s Aa2 A 1 Outlook stable stable Standard & Poor‘s A– A Outlook stable negative Fitch A A Outlook stable stable Information on Postbank shares Dec. 31, 2007 Dec. 31, 2006 Share price at the balance sheet date € 60.75 63.97 Share price (Jan. 1 – Dec. 31) high € 74.72 65.45 low € 43.41 48.21 Market capitalization on December 31 €m 9,963 10,491 Number of shares million 164.0 164.0 1 Internal calculation; 2 Prior-period figures restated Retail Banking information New business 2007 2006 New customers thousand 1,000 962 New checking accounts thousand 587 469 New mortgage lending business incl.
    [Show full text]
  • Building on Our Strategic Strengths
    Building on our strategic strengths Annual Report 2006 Innovations for the success of our customers page 2 The personal commitment of our people page 12 Local strengths in a global network page 82 Stable basis for further growth page 102 2006 What we achieved: The Group improved its operating performance, increasing revenue by 35.8% to €60.5 billion and earnings by 2.9% to €3.87 billion, largely thanks to the successful integration of Exel into its logistics business and of BHW into the Postbank Group. We have combined all freight forwarding activities by air, sea and, in Europe, also over land in the LOGISTICS Division, focused the EXPRESS Division increasingly on the growing international business, and placed each segment under a central management. What we plan to achieve in 2007: At the start of 2007, the First Choice program was launched throughout the Group. Our aim is to establish customer focus within our company in such a way that it generates profitable organic growth. In the mail business, we plan to gain a foothold in important markets around the globe, relying increasingly on value-added services. The integration of Exel is to be completed as successfully as it has begun. Key figures for the Group 2005 2006 +/–% restated Revenue €m 44,594 60,545 35.8 of which generated abroad €m 22,150 35,716 61.2 Profit from operating activities (EBIT) €m 3,764 3,872 2.9 Consolidated net profit1) €m 2,235 1,916 –14.3 Operating cash flow (Postbank at equity) €m 1,715 2,178 27.0 Net debt (Postbank at equity) €m 4,193 3,0832) –26.5 Earnings per share € 1.99 1.60 –19.6 Dividend per share € 0.70 0.753) 7.1 Number of employees headcount 502,545 520,112 3.5 1) Consolidated net profit excluding minorities.
    [Show full text]