1. Smart work Seminar -
‘Beyond 2010’
Birmingham, October 2010
Guy DANON
Industry Director
Local & Regional Government
Industry Business Solutions
SAP EMEA & India

2. SERVICES
CONSUMER
INDUSTRIES
TRADING
INDUSTRIES
FINANCIAL
SERVICES
PROCESS
MANUFACTURING
DISCRETE
MANUFACTURING
PUBLIC
SERVICES
35 Years of Industry Expertise serving over 100,000 companies in over
120 countries
OUR MISSION: MAKE EVERY CUSTOMER A BEST-RUN BUSINESS
EMEA
Over 1200
customers
Americas
Over 300 customers
APJ
Over 200 customers

3. Local & Regional Government
Sample of achievements across EMEA & India
EMEA & India
Local & Regional Government represents ~25% of SAP’s
Public Services turnover, and ~230 customers
(excluding Business Objects and Sybase clients)
Germany: present
within 47 cities with
over 100,000
inhabitants
UK: 55 cities, councils &
boroughs usingf PS Admin,
Shared Services, citizen
services, BI platform, & City
transformation solutions
Spain: Market leader in
provinces, capturing 16 of 17
provinces + 3 largest Cities
France: ~200 SME installed
based Business Objects
clients, via a set of OEM
channel partners
Italy: leading provider of
Back office for Regions
(~25% market)
South Africa: chosen
IS-PS & IS-U platform
within 3 main cities
and 1 province
CH: market leader in
Kantons across 13
Kantons (and 3 cities)
Denmark, Norway,
Finland:
- DK: 50% of cities (KMD)
- NO: 43 councils (EDB)
- FI: ~20 Finnish Cities
Did you know?? First SAP LRG projects across EMEA & India took place in Germany (1995) at the City of Cologne, the
Rhineland Regional Council & Informationsverarbeitung Leverkusen
Others
Regions in Russia, Utrecht (NLs),
Vienna (AT), Mumbai, Bhopal,
Lisbon…..

4. Ever increasing pressures over Local Government
Economic
Volatility
Environmental
Challenge
Safety &
Security
Ever Increasing
Expectations
of Government
Smart Worker Seminar Questions
1. How can I and my staff work smarter, not just harder?
2. What can technology offer to make this a reality?
3. What is possible, what are the cost benefits and how do I make it happen?

5. How could your staff worker leverage
technology in order to work smarter?
Shared Services Structures
 Consolidate efforts for delivering same services (HR, FIN, Procurement,
IT & Corporate Services) to different groups within an organization, or to
different organizations
 Streamlining, automation of administrative processes improves efficiency
 Interaction Center and self-services improve service experience,
employee satisfaction & Enabling work from home
On Device : Mobility…
 Extension of ERP into mobile : push / pull data regardless of location
 Real time processing, manual logging of data saved, push-pull
 Mobilized staff could range from road & street maintenance teams,
inspectors, social workers…
Online Citizen Services
 Unified, harmonized, integrated platform: Citizen-facing extension of
operational systems and internal processes
 Transfer of administrative tasks to citizens as increasing their satisfaction
 Less queues at bureaus, less paper work and respective costs

6. Management Reporting Cockpits
Government Framework – One Office
Records Mgmt
Electronic Forms
Citizen
Account
(Business
Partner)
SocialSecurity
Public Sector Administration &
back office systems
Finance
Procurement
HR&Payroll
Tax&Revenue
Management
Property&Assets
SocialSecurity
Customer
Relationship
Management
Property
Identity
Registration
Gvnt / City www
Gvnt / City Office

7. © 2010 SAP AG. All rights reserved. / Page 7
Somerset County Council: Citizen Service Portal & Online Services
Somerset County Council
Citizen Services Portal:
http://www.somerset.gov.uk/irj/public

8. Strategy to Execution Today ….
in Many Enterprises
ERP &
Transaction Systems
Execution
Strategy
Strategy Inititiative tracking
Performance
Analysis
Ad Hoc
reporting
Business Planning
KPI
dashboards
Project Reporting
Budgeting
Simulation
Cost Tracking
Risk
Management
Controls
Situation Analysis
Companies often manage
most (~70%) of their most
critical information with
Excel sheets and other
point solutions, whose
access, control,
distribution, accuracy and
integrity is extremely
difficult to ensure.
Resulting in*:
95% of a typical workforce
does not understand its
organization’s strategy
90% of organizations fail to
execute their strategies
successfully
70% of organizations do not
link middle
management
incentives to strategy
60% of organizations do not
link strategy to
budgeting
*Source: Performance Collaborative
Survey 2007
Data
Warehouse
GIS interface wit
SAP KPI
performance mgm
Dashboard: http://w
.tib.wa.gov/performa
e/Dashboard/#

9. Shared Services look at technology to continue their
success story in turbulent times
Shared Services enable organisation to
Consolidate efforts for delivering the same services to different
groups within an organization
Lower administrative cost by leveraging economies of scale
Adapt more flexibly to growth and acquisitions
Improve the service to the business
Best Practices
Baseline performance of
processes relevant for
centralization
Harmonize and
standardize business
processes
Automate business
processes via technology
investments
Enable employees and
business partners via self
services and single-point-
of-contact
Manage services
effectively through a
globally consistent service
and operating model
Implement governance to
internal client-provider
relationship

10. © SAP 2009 / Page 10
Benchmark data proofs significant cost
savings in your SSO powered by SAP
Human Resources ProcurementFinance
Our Customers have Achieved Significant Benefits using Our Solutions
Tangible Benefits* % impact
Operating Cost
 Reduced Maverick Indirect
Spend
 Staff efficiency
3-5%
5-10%
Tangible Benefits* % impact
Operating Cost 25 – 40%
 Payroll
 HR Cost per Employee
 Improved recruitment costs
 Improved process cost by
Employee Self Service
10-30%
20-30%
10-15%
14%
IT
Real-Estate
Tangible Benefits* % impact
Operating cost
 Increase office space
efficiency
20-30%
Tangible Benefits* % impact
Operating Cost
 Reduced Integration cost
 Hardware & Operations
 Software Maintenance and
implementation
15-20%
20-50%
20-70%Several Sources: e.g. ASUG benchmark data; Hackett Group
Tangible Benefits* % impact
Operating cost
 Accounts Payable
 Accounts Receivable
 Budgeting & forecasting
 Cash management
 Collections management
 Credit management
 Customer billing
 Fixed asset management
 General Ledger and
Finance Closing
 Internal Auditing
 Regulatory and compliance
 Risk management
 Tax accounting and
reporting
 Treasury
 Reduced DSO
- Working Capital Cost
 Increased DPO
- Working Capital Cost
20-50%
20-50%
50-80%
50-70%
50-65%
25-35%
40-70%
20-35%
45-75%
50-70%
40-60%
40-60%
5-10%
35-55%
5-25%
5-25%
Function*
Saving to
peers
Finance 49-61%
Human Resources 16-49%
Procurement 30-49%
IT 8-39%
Overall Cost Saving Potential

11. Sybase Unwired Platform Leads the Market
AbilitytoExecute
Niche Players
Completeness of Vision
Visionaries
Challengers Leaders
Sybase
Syclo
Antenna
Software
Spring
Wireless
RIM
Microsoft
Pyxis Mobile
SAP
OracleIBM
Apple
Sybase recognized in the leaders quadrant for Mobile Enterprise Application
Platforms for completeness of vision and ability to execute
As of December 2009*Source: Gartner, 12/2009

12. Account & Contact
Management
Activity & Task
Management Live data inputs
directly from the Field
Analytics &
Reporting
Sybase Mobile For SAP
4m14s
Works Management – Mobile
City of Dortmund

13. I
Its main aim is to deliver £1.2Bn of benefits for an investment of £140M over ten years.