1. Metso MCT
A Journey to a Global SAP
September 14th, 2011
Ilkka Aaltonen
Global IM Manager, Global Applications
Metso Mining and Construction Technology

2. © Metso
Content
• Metso and Mining and Construction Technology (MCT)
• Global SAP Rollout Project (GPS)
• Closing Summary of GPS
• The Journey to a Global SAP from a SAP Competence Center
Manager’s Perspective
• Transition to a Global Information Management
• The Future

3. © Metso3
Metso is a global supplier of sustainable
technology and services
• Our customers operate in
the following industries:
- Mining
- Construction
- Power generation
- Oil and gas
- Recycling
- Pulp and paper
• About 28,500 employees in more
than 50 countries.
• 2010 net sales EUR 5.6 billion.
• Our shares are listed on NASDAQ
OMX Helsinki Ltd.
Metso’s Mining and Construction Technology 2011

4. © Metso4
Net sales by segment
Net sales 2010 EUR 5.6 billion
Metso has three segments
Mining and Construction Technology
Energy and Environmental Technology
Paper and Fiber Technology
Group Head Office and others
Mining and Construction Technology
Energy and Environmental Technology
Paper and Fiber Technology
Metso’s Mining and Construction Technology 2011
Personnel by segment
About 28,500 employees
Mining and Construction Technology

5. © Metso
Mining and Construction Technology
Metso’s Mining and Construction Technology 20115
Mining
Construction
Services as a %
of net sales
51%
Net sales in 2010
EUR 2,235 million
10,200 personnel
Overview
• We have local presence in
over 100 countries
worldwide including:
- More than 140 sales and
services units
- Over 30 manufacturing
units including 5 foundries
- 11 Process Technology
and Innovation Centers
- 10 Distribution Centers
- Extensive network of
Services & Repair Centers
We are committed to health,
safety and environment

6. © Metso
Global SAP Program (GPS)
Mission
6
Harmonize ≠ one size fits all
Program is not IT driven SAP implementation
All solutions by default must be global
• Harmonize business processes and master data globally and
implement a single system platform
- Support business growth
- Improve operational efficiencies and long term profitability
- Create a common framework for further global development (incl.
processes & system)
- Improve risk management

7. © Metso
Global SAP Program (GPS)
Mission
7
Harmonize ≠ one size fits all
Program is not IT driven SAP implementation
All solutions by default must be global
• Define and build permanent organisational structures and
processes that are needed to support further development of
globalized processes and increase process management maturity
• SAP will enable to support:
- Linking business activities globally
- All business units to contribute to and benefit from producing and
selling offerings more efficiently
- Eliminating barriers between functions and departments

8. © Metso
Global SAP Program (GPS)
Program Organisation
8
Local Steering
Committee /
Management
Team
GPS CENTRAL TEAMS
GPS
Vice
President
GPS MANAGEMENT TEAM
PMO Director
Human Resources
Manager
Training &
Communication
Financial
Management
Integration
Team
Manager
Master
Data
Team
Manager
Competence
Center
Team
Manager
GPS
Steering
Committee
PROJECT
IMPLEMENTATION
TEAM(S)
Program Manager
GPS
Roll-Out
Project
Manager
GPS
Roll-Out
Team
Local
Roll-In
Project
Manager
Key
Users
Local
Roll-In
Team

9. © Metso
Global SAP Program (GPS)
9
• Program methodology = transparency & roles & responsibilities
- Common milestones, common tools, common deliverables
• Focus on resource planning ~ early scope from each Rollout enables Central
Team load balancing and resourcing
• Run /start the data harmonization upfront before rollout projects

10. © Metso
GPS Implementation Schedule Outline
Plan vs. Actual since January 2008
2008 2009 2010 2011
PITTSBURGH
CANADA
SWEDEN
SOUTH AFRICA
FRANCE
BRAZIL
DANVILLE (USA)
YORK (USA)
INDIA
CHINA
FINLAND
CHILE
PERU
PILOT UPGRADE (USA)
AUSTRALIA
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
Phase I
Phase II
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
▼
Single instance SAP ECC 6.0 (EHP5)
• FI, CO, MM, WM, SD, CS, PP, PP-PI, VC, PS, QM, PM, BI, ISA
• 4,000+ users on all continents covering over 90% of Net Sales
Additional “Phase III” Projects :
• Mexico (live)
• Germany (live)
• UK (live)
• Spain (live)
• Czech Republic (live)
• Warrenton (project ongoing)
• Russia (project ongoing)
▼ Actual Business Go Live
Full business benefits review done
10

11. © Metso
GPS Program Closing Summary
General accomplishments
• 17 different countries already live with GPS, one more ongoing and
four more planned
- USA, Brazil, India, Finland, Chile, Peru, Canada, China, Australia, Sweden, South
Africa, France, Mexico, Germany, UK, Spain, Czech Republic
- Russia project ongoing with targeted Go Live January 2011
- Request for implementation in Norway, Belgium, Netherlands, Austria made
• Just over 4000 users already covering well over 90% of MCT’s global
net sales
- Common platform provides common language and platform for further
development of processes and operations in MCT
• Scope, schedule and cost promises made in January 2008 and July
2010 to the Metso Board kept
- No significant changes despite the difficult starting point and organisationally
stressful times due to the global economical conditions
11

12. ...OK, right, but how about
the story?
The journey from a SAP Competence
Center Manager’s perspective that is?
12

13. © Metso
The Journey Begins late 2007
” I promise you two years of misery... ” /GPS Vice President
GPS organization is rebuilt after a pilot SAP implementation in the USA
- A technical expert with 7 years of SAP experience, but with no previous
managerial experience was chosen as the SAP Competence Center
manager
- SAP Competence Center
• 8 nationalities, total headcount 16
• Located in Tampere, Finland. A few members also permanently in
Sweden and the USA.
• 9 Metso employees, 7 consultants
- All SAP Competence Center team members had a good level of
expertise in their own SAP functional area. Title for their role ”SAP
Configuration Owner”.
13

14. © Metso
The Journey Begins 2008
• SAP Competence Center responsibilities included
- All core SAP development including configuration and customising
(ABAP)
- SAP authorizations and security
- SAP Basis maintenance
- SAP Business Warehouse development
- SAP Internet Sales development
- Metso MCT global process documentation
- GPS release management
14

15. © Metso
Yes we can * 2008
First two projects in the USA
15
” Our schedule is impossible... ”
” GPS Vice President doesn’t know what he is doing, you should tell him... ”
” This release management stuff is ridiculous... ”
You can hide your head to the bushes or start to organize things – if you don’t start
organizing, it is actually better to hide your head to the bushes.
• Good GPS methodology and governance supported getting the work
organized in the SAP Competence Center
• Team ≠ internals + externals
• Clarified responsibilities increased team’s confidence and motivation: A SAP
Configuration Owner is responsible of all configuration and development in
his/hers area
• GPS Release management is the backbone for the development work from
the beginning
* Well before Obama 2008

16. © Metso
Getting it organized 2008
16
• Business processes reviewed
and documented
• SAP Competence Center
’tasklist’, Release
Management Tool, developed
and implemented
• System configuration and
development processes
documented and trained

17. © Metso
Getting it organized 2008
17
• Testing approach confirmed
and documented
• Reporting strategy. Clear
rules of how and in which
system reports are created.
Roadmap for BI development
• Team’s status reporting
established and shared
weekly to other teams.

18. © Metso
Key success factors and takeaways 2008
• Program management, governance and
methodology
• Good support from main implementing
partner. Beginning of a partnership.
18
• Fast reaction of GPS management in filling in the competence gaps
• Strict rules for all the development in SAP global template. Access
to system configuration and custom development only in the SAP
Competence Center.
• Outsourced custom development (ABAP) team in Riga, Latvia
- Responsible of all custom development
- Intensively integrated to the team
- All the benefits of outsourcing. Additionally excellent communication, same time
zone, similar work culture and possibility to travel flexibly to Finland.

19. © Metso
Yes we can * 2009
Parallel SAP rollouts in USA, Brazil, India
19
” Ok, we barely managed the first two ones, but don’t you get it... The schedule is still
impossible and actually getting worse... ”
” Release management is actually a pretty good thing – but the release manager is
bothering me too much – he should mind his own business instead... ”
If you do things like you’ve always done you will get what you’ve always got.
• Complexity increased both in system development and organisation. Amount
of GPS rollout experts in different locations exceeds amount of SAP
Configuration owners in numbers.
• Focus in maintaining the integrity of the SAP Global Template. Results vary.
Some mistakes in the system development, but not on an unreasonable
scale.
• SAP Competence Center is getting bigger - tough times for the management
to keep it all together.
* Just like Obama said

20. © Metso
Key success factors and takeaways 2009
• Aim high. Learn from mistakes and discuss with your team and other
stakeholders about them. Staying on the ’learning curve’ is
mandatory for constant improvement and continuous increase of
efficiency.
• Improve your methodologies and tools continuously
• Pay attention to a transparent status reporting of your team’s work
• Keep the scope of a SAP implementation. Create a process for
approving scope changes for rollouts.
20
• Mind the communication inside your team and with
other stakeholders
• Don’t be afraid of the cost, if additional
competence or resources are needed, but don’t
overstuff your team

21. © Metso
Key success factors and takeaways 2009
• Don’t outsource your system configuration or ABAP development
without strict control. Ownership has to be clear.
• If/when you can’t clone – split. Splitting SAP Competence Center in
two internal teams was a success. Both teams were responsible of
different set of countries.
• A good SAP competence center is heterogeneous. Encourage team
to work together, but cherish differences.
21
• Adjust ’best practices’ to the size of the company
and implementation
• Don’t get stuck with details. Negotiate,
communicate and find a solution together with
other stakeholders. Prioritize.

22. © Metso
Full steam ahead 2010
USA, Finland, Chile, Peru, Canada, Australia, Sweden, South Africa, France...
22
” We’re pretty good at what we’re doing... ”
The machine is running well, but we can’t clearly see how much fuel we have or need.
• Second level of live site support (AMS) starts well as an outsourced service,
but a constant, increasing flow of support issues end up in SAP Competence
Center
• Transition from Global GPS program to a Global Information Management
starts

23. © Metso
Full steam ahead 2010
USA, Finland, Chile, Peru, Canada, Australia, Sweden, South Africa, France...
23
” Please do the needful - not again! - these live-site support requests are killing me... ”
Never mistake motion for action.
• Capacity planning. Difficulties to estimate how much ’the factory’ (SAP
Competence center) has orders and how much it can produce.
• There is a gray area in trying to estimate direct support to the business and
3rd level support (support to AMS). Required competencies to solve the
issues are also hard to measure.

24. © Metso
Chile 2010
Extra heartbeats
24
” Oh My Goodness, Are They OK??? ”

25. © Metso
Key success factors and takeaways 2010
• Aim higher. Changing role from a ’protected’
development team to a customer service oriented
organisation requires a change of attitude in the
team.
25
• Split again – prepare for the live site support. Make sure your team
and also your system landscape is ready for simultaneous live site
support and project work.
• Set clear rules for the application development. The roles between
application support and application development teams have to be
solid.

26. © Metso
Transition to a Global IM 2010
The New Machine
26
” What’s going to happen after GPS? ”
” What is our role in the future? ”
Even if you’re on a right track, you’ll get run over, if you just sit there.
• As GPS program is still in full speed transition to a global information
management is started
• Teams are restructured based on the new requirements and focus areas.
SAP Competence Center is renamed to Global ERP development team.
• Global Application team consists of Global application development, Global
ERP development and Integration teams
• Global ERP development team is focusing on multiple parallel rollouts, but
questions about the future are rising
• Increased complexity of live-system development requires new skills

27. © Metso
Global IM 2010
Global IM organization
27 GPS Finland Kick-off – August 27, 2009
CIO MCT
PMO
Engineering
Applications
Development
Global
Applications
Development
Reporting
Systems
Development
Regional IT and
Infrastructure
Management
User Support
and Use
Management
GPS Program
HR Manager /
Business
Partner
Title Global IM Manager,
PMO
Global IM
Manager,
Engineering
Applications
Global IM
Manager, Global
Applications
Global IM Manager,
Reporting Systems
Global IM
Manager, Regional
IT and
Infrastructure
Management
Global IM Manager,
User Support and
Use Management
Director, GPS
Program
Location York/Helsinki/Tampere Trelleborg Tampere Helsinki/Tampere TBD Gurgaon Sorocaba
Function Partially new, absorbs
GPS controlling and
CC Release
Management
Current PDM and
CAD resources
Current GPS CC
and old Global IM
application
development
Old Global IM
reporting together
with current GPS
Reporting resources
Partially new; Old
Global IM
Infrastructure mgmt
+ globally co-
ordinated local IT
Partially new, current
Global IM AMS, GPS
master data team
and global training
Curent GPS
Program
Management and
Roll-out teams

28. © Metso
Process, systems, data and IT transformation
Long journey of fundamental changes in systems, process and IT
What do we want to do and focus on next?
Operating Excellence, Process Innovation, Other Applications Transformation,
Mobile Technologies, Electronic Transactions, Engineering
Transformation…?
2005 2006 2007 2008 2009 2010 2011 2012 2013
Legacy Environment: local systems and
processes
ERP Transformation: global ERP implementation and laying
foundations for global processes
Legacy IT Management: fragmented and localised
IT Management
Transformation:
Global IT, building
the new “machine”
GPS Pilot project GPS Phase I & Phase 2 ?
?

29. © Metso
Future challenges 2011
29
“Building and maintaining a truly outstanding SAP competence center remains a critical
success factor for all SAP enterprises.” /Gartner 2011
In this business it’s the people who make the result in the end. Don’t lose them.
• Fostering innovation and creativity in solving Metso MCT business issues
- Staying abreast of all the latest products and tools in the SAP ecosystem
• Our customers are split evenly across the globe. A Global coverage of SAP
development serves them the best.
• Making sure that team members see possibilities to develop is critical. New career
opportunities for senior experts are needed.
• Networking inside and out
- SAP Global Template and application development requires close co-operation with your
customer. IT has to be part of the business.
- Benefitting from the SAP ecosystem requires top knowledge and expertise from your
suppliers/partners
- Building connections to other Companies and sharing experiences

30. © Metso
ERP Development Capacity – We finally got it right!
100
400
663
745
405
264
322
234 280
280
0
200
400
600
800
1000
1200
1400
1600
2011/Q2 2011/Q3 2011/Q4 2012/Q1 2012/Q2 2012/Q3 2012/Q4
Capacity 2011 and 2012
GPS Projects other AMS support Direct support Service requests Other
MDY

31. © Metso31

32. © Metso
Would we do it again?
32 GPS Finland Kick-off – August 27, 2009
• Was it really 2 years of misery?
- Yes (actually a little bit longer than
that).
• Was the schedule impossible?
- Well... It is a matter of faith IMHO.
• Do you miss your ’expert’ years?
- Not really. That kind of experience
has been a good help in this job
though.
• Would you do it again?
- Absolutely.
• So, what’s next?
- Optimization of the global SAP
template and innovation for the
benefit of our customer.

33. © Metso
Global Applications Team
Metso Mining and Construction Technology
33
Ilkka Aaltonen
Global IM Manager, Global Applications
Metso Mining and Construction Technology
Firstname.Lastname@metso.com
Tack så mycket !