FMP Event - How a facilities team can effectively evolve and support the goals of an organization - Michael Roper

© 2015 SAP SE or an SAP affiliate company. All rights reserved. 2Internal
SAP Today
~74,497
SAP Employees worldwide
>120
Nationalities
25
Industry Solutions
>293,000+
Customers
190
Countries
11,700+
Partner Companies worldwide
Our customers include
• 87% of the Forbes Global 2000
companies
• 98% of the 100 most valued brands
• 100% of the Dow Jones top scoring
sustainability companies
Our customers produce
• 78% of the world’s food
• 82% of the world’s medical devices
• 74% of the world’s transaction revenue
touches an SAP system

SAP KEY FINANCIAL INDICATORS, 5 YEAR VIEW
(*) Total revenue & Operating margin as a percentage (IFRS)
0%
10%
20%
30%
40%
2010
2011
2012
2013
2014
20.8% 34.3%
24.9% 26.6%
24.7%
TOTAL MARGIN
8
13
2010
2011
2012
2013
2014
12.46 14.23
16.22
16.82
17.58
TOTAL REVENUE (€Bn)

GFM Organization comprises Corporate Real Estate & operational
Facility Management
GLOBAL FACILITY MANAGEMENT
REAL ESTATE MANAGEMENT
 Location Strategy & Management
 City Strategies (tactical planning & operational
execution)
 Real Estate Sustainability
 Providing Data Center space
FACILITY MANAGEMENT
 Operation of Facilities
 Operational Real Estate Management
 FM Sustainability
 FM Data Center Operation
 Energy Engagement

SAP's Global Facility Management (as of September 2015)
370 HC
GFM Employees worldwide
> 80
Nationalities
70/220/410
Countries/Locations/Buildings
>1.520.000 sqm
Office Spaces served
~ 583m Euro/a
Operational Expenditure (Opex)
~ 169m Euro/a
Capital Expenditure (Capex)
GERMANY
Space: 542,000 sqm
Buildings: 100
Opex: 102m Euro
APJ
Space: 315,000 sqm
Buildings: 80
Opex: 117m Euro
ARIBA Global FM
Space: 30,000 sqm
Buildings: 15
Opex: 21m Euro
AMERICAS
Space: 360,000 sqm
Buildings: 110
Opex: 167m Euro
EMEA
Space: 270,000 sqm
Buildings: 120
Opex: 141m Euro
Concur
< 1000 sqm (1)
Concur
~ 32.000 sqm (21)
Concur
~ 8.500sqm (6)
Concur
~ 9.500 sqm (9)
Concur
+ ~4.200 HC
+ ~50,000 sqm
1) OPEX FC9 values on local expenses @FC9 rate; excluding Hybris and Concur
2) CAPEX FC9 values @FC9 rate; including Data Center; excluding Hybris and Concur
Global DC spend
Opex: 38m Euro

The EMEA Facilities department pre evolution
When taking over the region in 2010 I was concerned about the low EEI mark for the region and reviewed possible reasons for this situation. My findings
were as follows:-
 Little sense of GFM EMEA as a community
 A variety of different management styles deployed – no consistency on management vision and techniques
 Very little employee development -Some very good people in the organization but they were under utilized or not so well career developed
 Little celebration of successes
 Very little cross boarder collaboration
 Little sharing of best practises
 Many requests for information from a variety of sources with no explanation of why the data was needed
 Poor communications
 A management team that were in silo mentality in their way of working
 No sense of fun in the way we work

It starts with the leader
• My role was far too focused on real estate with around 80% of time spent on that
one area alone
• I needed to balance the role to incorporate more time on employee development,
FM EMEA community development, setting strategy, engaging more and
listening to my customers
• I needed to create an environment where innovation could flourish and best
practises are shared
• I NEEDED TO EMPOWER THE TEAM

The jigsaw challenge – GFM EMEA
• Many pieces needed
• Pieces need to be in the right
place
• Some pieces are more
important than others but all are
needed
• It is never finished, some pieces
need changing or reinventing
• The viewer has to understand
the jigsaw and how it is put
together

Strategy setting
• Design thinking workshops to analyse what we do and what do we need to focus
onto make a real difference
• Take the 40 or so initiatives and focus on 4-6 that we can do really well
• Agree action plans on those key initiatives and drive change throughout the year
• Celebrate success and share best practises
• Take corrective actions when you see challenges and adapt

Key areas focused on
 Celebrate Success and build a sense of GFM EMEA community
There were quite a number of measures in this area including:-
 The setting up of a quarterly GFM EMEA Newsletter – again a cross geography team were formed
to do this and we tried to make it a ‘for the people by the people’ type of newsletter . So together
with success stories we also included fun bits and insights into GFM people in the region.
 We made sure success contents are a heavy inclusion in regional and sub region updates
 We collated and publicised feedback from satisfied clients
 We ran extensive service level surveys throughout the region in order to quantify and gauge
progress and then made sure we publicised results
 We focused on people or teams when best practises were recognized and publicised
 We shared a lot of regional information deep down into the organization. Budget and forecast
performance became a much wider focus area rather than the preserve of the management team
“It is amazing what you can accomplish if you do not care who gets the credit.” Harry S. Truman

 Introduction of cross boarder collaboration
 We set up a number of teams pulled from across Europe to work on specific projects.
 Example 1 -The formation of a Security management coordinator group which where we nominated a person from each Sub Region
to be act as security coordinator for their geography. This was in addition to their existing role – the team is matrix managed by the
EMEA Head of Security. The team meets regularly and discusses and reviews common topics and ideas. This initiative has
fostered teamwork and developed the individuals
 Example 2 - Is a group we formed from all Geographies to analyse our EEI results and report back to the management team on
what we are doing well and what we could improve. This was introduced in 2012 and we got some very good feedback. It also has
allowed an employee voice into how we run things in the region
 Communications improvement
 A number of measures are already highlighted under celebrating success and building a sense of GFM community. However,
additional to mention:-
 We spent a lot more time sharing GFM and GFM EMEA key objectives and topics throughout the region. The idea was to have
common alignment but also to make sure everyone understood how their roles fitted into the regional objectives
 We stopped communications of ‘we need this by this deadline’ and changed them to ‘ we need this information for these reasons
and this is how it will benefit us longer term by this deadline’
 Myself and my management team invested more time into general update communications and reviews for the region and sub
region

 We developed people
As a management team we identified rising talent in the organization , particularly T3 and actively
encourage development.
 This included using some of that talent in other areas and geographies such as Project delivery to
broaden their skill sets and give them exposure to other geographies
 We encouraged professional education development on FM courses and diplomas – a number of
graduations in last few months
 We formed cross boarder teams on certain projects as highlighted earlier in order to stretch
experience and develop skill sets
 We improved objective setting and measuring to get a more aligned and targeted development
 We encouraged best practise sharing to develop and share knowledge
 We started to create mentoring within region
“Leaders don’t create followers, they create more leaders.” — Tom Peters

 Empowerment
 Empowerment became a pillar of our strategy.
 Responsibility in many areas such as forecasting, budgeting, business case compilation etc. was passed further down into the
field.
 We became very much more open on financial performance and other key challenges in the region.
 We actively grew many employees experience in order to facilitate even more empowerment within the region
 We focused on local FMs building strong relationships with CFOs and MDs so that they are positioned in very much more of a
strategic level rather than pure operational
 Breaking the silos
This was an important mind set change for the whole team.
We now look at many topics and challenges as an EMEA region not just on a Sub regional level
We share information and data which in the past was kept on a regional or EMEA level
We network within the region when common or unusual challenges are encountered
We try to drive a more solution focus approach to our clients referencing where solutions have worked in other parts of the region
and GFM worldwide

Introduce some fun into our way of working
 Given some of the pressures of work it important that we can at times have a sense of fun or
humour to provide some release of pressure
 This is very much personality driven but I do sense the management team and their sub region
teams can enjoy the odd joke and humour when appropriate at times
You do n’t stop laughing because you grow old. You grow old because you stop
laughing – Mark Reynolds

So is it working for our clients?
‘However beautiful the strategy, you should occasionally look at the results’
– Winston Churchill
 Validate in your 121s with senior and line managers, have your team do the same
 Surveys and plenty of them
 ‘Design think’ solutions with your clients
 Could we do it better?
 Be prepared to evolve or shift emphasis based on those ongoing validations
 If you do need to change bring the whole Facilities team along on the reason for
change and how it will improve matters

…………..and the future???

What do Facilities do?
They are the people
that keep the lights on
and air conditioning
working
They sort out the
security badges,
cleaning , catering
etc.
They are the people that
provide the world class
infrastructure and real
estate strategy to enable
our business to be
successful

GFM it will be a continuing journey
GFM formed GFM current state GFM future state

FOUNDATIONS Business partnering BEHAVIOURS
Need to listen
Solutions focused
Find common ground
What is our value
proposition?
Be a strategist
Pursue world class
operational
excellence
Focus the team on
the principles of
effective partnering
Celebrate success
Foster
innovation

THANK YOU

FMP Event - How a facilities team can effectively evolve and support the goals of an organization - Michael Roper

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