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1. Andritz and S&T – partnership for business success
Klaus Glatz – CIO Andritz Group

2. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services and LiveMeeting
 Summary
 Questions and Answers
2 Andritz and S&T – partnership for business success

3. The ANDRITZ GROUP
Overview
Company
 ANDRITZ AG, Graz, Austria (Group headquarters).
 More than 150 production and service sites worldwide.
 Employees: ~13,400 worldwide (as of June 30, 2009).
Key figures 2008
 Order intake: 3,705 MEUR.
 Sales: 3,610 MEUR.
 Net income (incl. minority interests): 147 MEUR.
 Equity ratio (as of December 31, 2008): 18.7%.
Products and services
Customized plants, process technologies, and services for the hydropower, pulp and
paper, metals, and other industries (solid/liquid separation, feed and biofuel).
3 Andritz and S&T – partnership for business success

4. The ANDRITZ GROUP
A world market leader in most business areas
Electromechanical systems for hydropower stations
~40% of
– in particular turbines, hydropower generators, and Group sales
turbo generators; pumps.
Plants and services for the production of pulp, paper
~30% of
(especially tissue paper), board, and fiberboard; Group sales
biomass boilers.
Production and finishing lines for metallic strip (for
~15% of
carbon steel, stainless steel, and non-ferrous metal); Group sales
industrial furnace systems.
Plants and services for solid/liquid separation for
~10% of
municipalities and industries (e. g. mining, food Group sales
industry).
Plants and services for production of animal feed (for
~5% of
the petfood industry, the fish and shrimp feed indus- Group sales
try) and biomass pellets (especially wood pellets).
4 Andritz and S&T – partnership for business success

5. The ANDRITZ GROUP
Growth through organic expansion and acquisitions
HYDRO METALS Compound Annual Growth Rate (CAGR)
2006 VA TECH HYDRO 1997 Sundwig of Group Sales 1998-2008: +17%
2007 Tigép 1998 Thermtec
2008 GE Hydro business 2000 Kohler
2008 GEHI (JV) 2002 SELAS SAS
Furnace Div.
PULP & PAPER
2004 Kaiser
1990 Sprout-Bauer 2005 Lynson
1992 Durametal 2008 Maerz
1994 Kone Wood 3.610
1998 Kvaerner Hymac ENVIRONMENT & 3.283
1999 Winberg PROCESS
2000 Ahlstrom Machinery
1992 TCW Engineering 2.710
2000 Lamb Baling Line
1996 Guinard
2000 Voith Andritz Tissue LLC (JV)
2002 3SYS
2002 ABB Drying
2004 Bird Machine
2003 IDEAS Simulation 1.744
2004 NETZSCH Filtration
2003 Acutest Oy 1.481
2004 Fluid Bed Systems of 1.319 1.225
2003 Fiedler 1.110
VA TECH WABAG
2004 EMS (JV) 937
2005 Lenser Filtration
2005 Cybermetrics 666 656
2006 CONTEC Decanter
2005 Universal Dynamics Group
2006 Küsters
FEED & BIOFUEL
2006 Pilão
2007 Bachofen + Meier 1995 Jesma-Matador 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
2007 Sindus 2000 UMT
2008 Kufferath 2005 Chemes Strojarne Sales of the ANDRITZ GROUP (MEUR)
5 Andritz and S&T – partnership for business success

6. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services and LiveMeeting
 Summary
 Questions and Answers
6 Andritz and S&T – partnership for business success

7. Main areas of cooperation with IMG and S&T
Summary of main topics
 Definition of an Andritz Group IT Strategy, continuous modification and extension
Andritz Group  Definition of an Andritz Group IT organization
IT Strategy  Global biz Apps vs. local IT infrastructure  rework of the IT strategy, critical review of the IT
S organization and structures, development of an implementation plan  currently on – going
 Initialization and execution of “Think tank” meetings to identify and discuss actual but also
possibly upcoming topics
“Think tank”  Is used as a discussion forum to challenge upcoming further development possibilities
 Those two days meetings are held 3 – 4 times a year
ERP Strategy &  Definition of the Andritz Group ERP strategy which resulted into on global ERP for the
ERP Andritz Group
implementation  Rollout and implementation support to execute the defined strategy
support  External staffing of missing internal competence & personnel
 Infrastructure concept mainly for ADS and Exchange to align multiple domains into one
Infrastructure single domain concept (GECITS  Computacenter  S&T)
related topics  Implementation and daily support of infrastructure related topics
 Hardware and appliance delivery
7 Andritz and S&T – partnership for business success

8. Main areas of cooperation with IMG and S&T
Summary of main topics
Main areas of cooperation with IMG Main areas of cooperation with S&T
 Andritz Group IT Strategy  Infrastructure related topics
 CIO services  ADS / Exchange
 ERP Strategy  OCS & LM
 ERP implementation support (ASAP)  MS Operations Manager
 “Think tank”  Hardware delivery
Cooperation exists since 2003 Cooperation exists since <1998
S&T Group
8 Andritz and S&T – partnership for business success

9. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services and LiveMeeting
 Summary
 Questions and Answers
9 Andritz and S&T – partnership for business success

10. ERP strategy definition and ASAP implementation
Andritz Group ERP strategy
Goals Principles
 Develoipment of harmonized business  Development Focus of ERP Roadmap
processes  Lowest possible disturbance of running
 Development of a common ERP group businesses
solution  Variant with lowest cost at manageable
 ERP landscape that has to support risk
 Group structure changes (Organizational  Implementation focus (to keep costs low)
flexibility)  Stay as much as possible with ERP
 Common business processes provided standard processes
 Step-by-step migration, no big-bang  Roll-out of same ERP processes globally
 Migration drivers  Strict version policy
 replacement priorities  Repositioning of IT Organization
 cost considerations  System operation will be outsourced
 Change Management  Set-up of global competence center
 Clear existing uncertainty “What will  Global cost sharing principles (e.g for Blue
happen when…” Print Project)
 Change from random “Bottom-up” to
planned “top-down” (from local to a global
ERP strategy)
 Predictability and credibility
10 Andritz and S&T – partnership for business success

11. ERP strategy definition and ASAP implementation
Setup of the ASAP Competence Center (ASAP CC)
ASAP Competence Center
Global ACC Rollout Team Global ACC Incident Team
The Global ACC Rollout Team is responsible The Global ACC Incident Team is responsible
for the implementation of the global template for the fast and efficient collecting, tracking
with adoptions to local processes and the and resolving of system errors and problems
training of the key users during a rollout based on already implemented processes and
project. functionalities.
Participants will be nominated on a limited
time period
Following roles are involved:
 ACC Lead Consultants
Following roles are involved:
 ACC Consultants
 Global ACC Incident Coordinator
 Global ACC Development Coordination
 ACC Lead Consultants & ACC Consultants
 Global ACC Basis Coordinator
 External Consultants
11 Andritz and S&T – partnership for business success

12. ERP strategy definition and ASAP implementation
ASAP Rollout project overview 2009/2010
Status
Model
Rollout
# Project Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/11
Name
R15 Andritz SWE 3 A
(all entities) Feb 2009 Q4/2009
R16 Andritz 3 A
Fiedler Mar 2009 Q4/2009
R17 Sundwig 3 A
Pre Kickoff Sep/2009 Jun/2010
R18 Andritz 3 B
Singapore Q3/2009 Q1/2010
R19 Andritz 3 C
Uruguay/ Apr/2009 Jul/2009
Chile
R20 New Hydro 1 B
locations Blueprint Nov/2009 Feb/2010
within ATC
R21 Andritz 1 A
Lenser Mar 2010 Q3/2010
R22 Andritz Brazil 1 A
PP Blueprint May/2010 Q4/2010
Status: ASAP Rollout Models:
1 = Project expected (proposal under consideration) A = ASAP Standard Rollout Model (Model A)
2 = Project approved (budget available) B = ASAP Light Rollout Model (Model B)
Kickoff Go live 3 = Project started C = ASAP Financial Rollout Model (Model C)
4 = Project finished – handed over to ACC
12 Andritz and S&T – partnership for business success

13. ERP strategy definition and ASAP implementation
ASAP Rollout project overview 2010/2011+
Status
Model
Rollout
# Project Q3/10 Q4/10 Q1/11 Q2/11 Q3/11 Q4/11 Q1/12 Q2/12 Q3/12 Q4/12
Name
R23 Andritz Hydro 1 A
USA / CA Sept/2010 Q2/2011
R24 Andritz 1 A
Kufferath DE Q2/2011
+ SK Sept/2010
R25 Andritz FB 1 A
Humenne/SK Nov/2010 Q2/2011
R26 Andritz Hydro 1 A
Brazil May/2011 Q1/2012
Status: ASAP Rollout Models:
1 = Project expected (proposal under consideration) A = ASAP Standard Rollout Model (Model A)
2 = Project approved (budget available) B = ASAP Light Rollout Model (Model B)
Kickoff Go live 3 = Project started C = ASAP Financial Rollout Model (Model C)
4 = Project finished – handed over to ACC
13 Andritz and S&T – partnership for business success

14. ERP strategy definition and ASAP implementation
Master Data Management – Global activities
Global MDM
 Definition of global standardization concepts (e.g. AST, AMC,
Concepts & Classification, Characteristics, etc.)
Processes  Definition of globally valid master data processes (Creation, Change,
Lifecycle management)
Organizational  Definition of roles
responsibility  Assignment of group wide acting people to these roles
Provision and  Identification and set-up of global master data (incl. identification of
management of potential scope, set-up in relevant applications, e.g. Matrix)
global master  Management of global master data to support all core business
data (data pool) processes
 Permanent technical and organizational implementation of global MDM
Implementation  Roll-out specific implementation of MDM (incl. pro-active preparation and
post roll-out activities)
14 Andritz and S&T – partnership for business success

15. ERP strategy definition and ASAP implementation
Role of IMG
ERP strategy definition SAP implementation project
 Main consulting partner for the definition of  Support during the setup of the whole ASAP
the ERP strategy for the Andritz Group program
 Definition of an ASAP organization together
 Analysis of the current ERP situation with meeting structures, principles,
templates and template structures,
 Development of possible scenarios documentation and communication, …
 Being a member in the overall ASAP
 Preparation of the strategy document for the steering committee and different
Executive Board meeting coordination teams
 Usage of consultants intensively for the
blueprint phase
 Usage of consultants in the rollout projects
 Produce new ideas and experiences from
customers in the same industry
 IMG has been a key player in the overall
ASAP program
15 Andritz and S&T – partnership for business success

16. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services and LiveMeeting
 Summary
 Questions and Answers
16 Andritz and S&T – partnership for business success

17. CIO Organizational Consulting
Establish a new Andritz Group IT
Strategic Goals Andritz Group Main Challenges for IT
 Achieve 10% yearly growth in
sales
 50% Organic Fast integration • Integration at infrastructure level is established
of new • Allow fast roll-out of ASAP global processes
 50% complementary acquisitions acquisitions and applications after deal closing
 Increase share of service
business
 30% of overall turnover
 15% EBIT margin • Globalization of IT
Increase • Clearly defined roles and functions
Efficiency of IT • Roll-out of global IT Processes
 Achieve EBIT goal Organization • Define global project portfolio management
 7% EBIT of Andritz Group • Implement global cost management
 Customer proximity in new
BRIC core markets
 Brazil • Streamline of IT organizations within legal
Set-up of entities
 Russia regional IT • Set-up of regional IT competence centers in
 India competencies China, Brazil and India
 China • IT consolidation wherever reasonable
17 Andritz and S&T – partnership for business success

18. CIO Organizational Consulting
Establish a new Andritz Group IT
Maturity Level Fragmentation of Resources
 The organizational maturity level has to be improved  205 IT staff are spread across 45 locations
 There is need for action in various IT functions  No possible consolidation of competences
Fragmentation of Infrastructure Complexity of Reporting Lines
 840 servers are spread across more than 85 locations  IT staff has to be managed via direct and multiple dotted
 Possible server consolidation potential not utilized lines
18 Andritz and S&T – partnership for business success

19. CIO Organizational Consulting
Establish a new Andritz Group IT
Scattered Andritz Group IT Future Andritz Group IT
 High fragmentation of IT staff  Establishment of basic governance
principles
 Lack of consolidation of IT staff  Implementation of a good practice IT
organization
 Lack of consolidation of IT Infrastructure  Consolidation of application mgmt to major
sites
 Low level of maturity of IT organization  Consolidation of infrastructure mgmt. to
major sites
 High complexity of IT organization  Implementation of a follow the sun
operations concept
 Low efficiency of IT organization  Evaluate the possibilities for external
sourcing of services
19 Andritz and S&T – partnership for business success

20. CIO Organizational Consulting
Establish a new Andritz Group IT – Transformation Program
Phase I Phase 2
Design Planning Implementation Sustainability
n
Development of a Implementation of Ensure a
Definition of the to
transformation the transformation sustainable
be status
program program implementation
Change Management
Program and Project Management
20 Andritz and S&T – partnership for business success

21. CIO Organizational Consulting
Role and experiences with IMG – CIO Org Consulting
“As Is” analysis “To Be” definition
 General discussion about the “As Is”  Support in the definition of the „To Be“
situation Andritz Group IT
 Identification of weakpoints and areas  Setup of an IT Transformation Program
Role
for improvement  Identification of the IT governance
 Guidance for the „As Is“ analysis model
 Evaluation of the „Need for action“  Organizational regulations for a
 Triggering of the financial analysis business to IT alignment
 Outcome was a new organization and
 Using the existing knowledge and
needed functions
experience accelerates the „As Is“
Experiences
 Additionally a transformation plan
analysis phase
which allows Andritz to go into the
 Based on their approach very efficient
planned directions
and straight forward oriented
 Governance definitions have been
 Whole topic was handled very slim and
formed
target oriented
 In the meanwhile the plans have been
 Utilization of existing know how
approved
21 Andritz and S&T – partnership for business success

22. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services (OCS) & LiveMeeting (LM)
 Summary
 Questions and Answers
22 Andritz and S&T – partnership for business success

23. Office Communication Services (OCS) & LiveMeeting (LM)
Need for action
 Calling to and from abroad creates very high costs through high roaming charges
 Sharing of presentations and applications with internal and external partners is
heavily requested
 Public tools are available which allows communication with almost no costs (e.g.
Skype) this tools create high security risks for enterprises but still are used for
erection sites
 The implementation of OCS and LM inside our enterprise allows a secure VOIP
(Voice over IP) solution with additional features
 The communication is routed inside our global network and therefore allows a cost
optimal way of communication
23 Andritz and S&T – partnership for business success

24. Office Communication Services (OCS) & LiveMeeting (LM)
Usage of MS OCS & LM as a UC tool
Microsoft OCS delivers streamlined communication features for presence
information, instant messaging, conferencing and enterprise voice for businesses
around the world.
OCS key features:
 VoIP (Voice over IP) based phone calls
 Screen sharing
 Instant Messaging
Main Benefits:
 Improved communication methods with presence information for Andritz
employees
 Reduced phone costs due to usage of the internal network
 Cost savings by using Live Meetings without the need for travelling
24 Andritz and S&T – partnership for business success

25. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services and LiveMeeting
 Summary
 Questions and Answers
25 Andritz and S&T – partnership for business success

26. Andritz and S&T – partnership for business success
Summary – Expectations in a close partnership
 A lot of small sales offices
Andritz’s  Some big production sites
 Big capital project sites typically in no man’s land
Initial Situation
 Andritz offices in approx. 50 countries globally
Customer  Know how about the customer and also the customers area of operation is essential
 Proven track record for the area of the cooperation engagement
understanding,  Cooperation should be a partnership, open communication
external view  Continuity of resources especially in strategic topics is important
 Customer oriented
Attitude  High degree of willingness to perform and motivation
Attitude  Agreements must be kept
 Activities and tasks should be executed from the perspective of an internal resource
 Structured and organized
 Documentation of all activities as well as application/system related implementations 
Mode of traceability
operation and  Proactive suggestions of further possibilities and ideas
commercials  Specialist expertise in the area of activities
 Market oriented pricing
 Delivery according to the agreed scope and time frame
26 Andritz and S&T – partnership for business success

27. Andritz and S&T – partnership for business success
Summary – Experiences
Long lasting
partnership and
thrust
Successful
High willigness
implementation
for success
of projects
Summary
Experiences –
Andritz and S&T
Cooperation up
Highly motivated
to an Executive
and engaged
Level, therefore
people
enough attention
Due to their
experience
adding value to
our organization
27 Andritz and S&T – partnership for business success

28. Andritz and S&T – partnership for business success
Contents
 The Andritz Group – Overview and company profile
 Main areas of cooperation with IMG and S&T
 ERP strategy definition and ASAP implementation
 CIO Organizational Consulting
 Office Communication Services and LiveMeeting
 Summary
 Questions and Answers
28 Andritz and S&T – partnership for business success

29. Thank you for your attention
Any questions or comments?
Klaus Glatz
Dipl.Ing.
Chief Information Officer Andritz Group ANDRITZ AG
Head of Information and Stattegger Strasse 18
A-8045 Graz, Austria
Communication Technology
Department Tel. +43 316 6902-2954
Fax +43 316 6902-92954
klaus.glatz@andritz.com
www.andritz.com
29 Andritz and S&T – partnership for business success

30. Andritz and S&T – partnership for business success
Klaus Glatz – CIO Andritz Group