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Week 1 Unit 1:

Welcome

Welcome
Objective

We want to give you the tools to:


Articulate a sustainable strategy
for an organization.
Make the business case
for sustainability.
Embed sustainable principles
in an organization.
Leverage IT to execute them.

2014 SAP AG or an SAP affiliate company. All rights reserved

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Welcome
Why Does SAP Do This?

Were passionate about it.


Just like you.
Weve avoided 260 million in
energy-related cost over five years.
Sustainability software has become
an important part of our business.
Weve had great successes and we
struggled.
Its time to share our learnings.

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Welcome
Definitions of Sustainable Development (1/4)

Hans Carl von Carlowitz (1713)


Long-term, responsible use of
resources

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Welcome
Definitions of Sustainable Development (2/4)

Brundtland Commission, UN (1987)


Meet the needs of the present without
compromising the ability of future
generations to meet their own needs.

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Welcome
Definitions of Sustainable Development (3/4)

Hasna Vancock (2007)


A continually evolving process that
resolves the conflict between the
competing goals of economic
prosperity, environmental quality, and
social equity (paraphrased)

Competing Goals?

People

Planet

Profit

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Welcome
Definitions of Sustainable Development (4/4)

SAP (2009)
Balance short and long-term
profitability by holistically managing
economic, social, and environmental
risks and opportunities.

Triple bottom line

People

Planet
Triple
Win

Profit

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Welcome
Why sustainability and innovation are connected

"We can't solve problems by using


the same kind of thinking we used
when we created them.
Albert Einstein

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Welcome
The Sustainability Challenge Inspires Innovation

Sustainability can help organizations:


Reduce risk

Design Thinking

Enhance brand value


Reduce cost
Attract the best talent

Create competitive advantage


Tap into new markets
Remain relevant to investors
Launch new business models

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Welcome
Course Structure

Weeks 1 through 6
Several videos and self-tests

Week 1

One weekly assignment


( online test)

Business
Case for
Sustainability

Online forum
(collaborate, ask questions)

Video 1

Self test 1

Video 2

Self test 2

Video n

Self test n

Weekly assignment

Week 2

Sustainable Strategies

Week 3

Sustainable Processes

Week 4

Sustainable Processes

Record of Achievement

Week 5

Stakeholder Engagement

Collect at least 50% of the total points


available in all online tests during the
course

Week 2
6

Sustainability
Sustainable Strategies
Reporting

day of effort each week


Week 7
Final exam (

online test)

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Week 7

Final Exam

Public

10

Thank you

Contact information:
open@sap.com

2014 SAP AG or an SAP affiliate company.


All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional
trademark information and notices.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP AG or an SAP affiliate company for informational purposes only, without representation or warranty of any kind,
and SAP AG or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP AG or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and
services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP AG or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related
presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP AGs or its affiliated
companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be
changed by SAP AG or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties
that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking
statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

2014 SAP AG or an SAP affiliate company. All rights reserved

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12

Week 1 Unit 2:
Root Causes

Root Causes
Introduction

Why such focus on sustainability?

Whats different now?

How does it impact business?

?
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Root Causes
Population Growth

Nine billion people by 2050


Size of the middle class triples
Impact
Urbanization
Consumption catch-up
Resource scarcity

Geopolitical tensions over water, rare


earths, oil, gas, and so on

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Root Causes
Economic Growth

50% increase in energy consumption


by 2030
40% increase in price volatility of
commodities since 1990s
Impact
Economies grow faster than energy
and resource efficiency gains

New energy technologies


(fracking, solar, wind, biogas)
More conventional power plants
Climate change

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Root Causes
Linear Value Chains

From 1.3b tons today to 2.2b tons of


municipal solid waste by 2025
Only ~30% of resources are recycled

Impact
Supply at risk
Increased land use by landfills
Cost of $375 billion to manage waste
by 2025 (almost double from 2010)
5% of global greenhouse gas
emissions caused by waste
decomposition

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Root Causes
Increased Risk Through Complexity

To satisfy demand, increasingly


risky practices are applied
Impact

Catastrophic events happen


Thousands of new environmental
and safety-related government
regulations per annum (p.a.)

Cost and risk of compliance


Forced supplier transparency

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Root Causes
Ubiquitous Information Exchange

1+ billion people in social networks


1 billion smart phones by 2017
Impact
Everyones a news reporter
News travels everywhere, instantly
Brands at risk

Consumer behavior changes


(Lifestyle of Health and Sustainability)
Public awareness/NGO pressure
Employability

2014 SAP AG or an SAP affiliate company. All rights reserved

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Thank you

Contact information:
open@sap.com

2014 SAP AG or an SAP affiliate company.


All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional
trademark information and notices.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP AG or an SAP affiliate company for informational purposes only, without representation or warranty of any kind,
and SAP AG or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP AG or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and
services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP AG or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related
presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP AGs or its affiliated
companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be
changed by SAP AG or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties
that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking
statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

2014 SAP AG or an SAP affiliate company. All rights reserved

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Week 1 Unit 3:
Sustainable Value Creation

Sustainable Value Creation


Why CEOs Care About Sustainability

Brand, trust, and reputation

69%

Potential for revenue growth/cost


reduction

49%

Consumer/customer demand

47%

Personal motivation

41%

Employee engagement and recruiting

38%

Governmental/regulatory environment
Impact on business (e.g., water, food,
poverty, infrastructure)
Investor/shareholder pressure

27%
15%
12%

Source: The UN Global Compact-Accenture CEO Study on Sustainability 2013


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Sustainable Value Creation


Nike

Early 1990s
Global negative TV footage on sweatshops
and child labor
Significant revenue loss
Company valuation cut in half

From compliance and risk focus to


opportunity for innovation
Established CSO
Seven principles Designs for the
Environment
Sustainable supply chain/waste reduction

Result
Back to No.1 athletic footwear maker
Highly ranked in sustainability indices
Frontrunner for sustainability initiatives
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Sustainability at the core of value creation


Walmart

Early 2000s

30% stock price drop with new CEO


Growth falling behind competitors
Discrimination lawsuits
Cost of compliance violations

The turning point


Convinced member of founder family
Convergence with strategy analysis

Result

Global impact on billions of shoppers


Democratized whole sustainability idea
Sustainability standard for suppliers
Big numbers with small measures
Significant margin contribution

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Sustainability at the core of value creation


General Electric

2004
Strong customer demand to consider
energy and ecology in six GE core
businesses
Reduced innovation speed
GE research confirmed external trends

The difference: Jeff Immelt (CEO)


Understands dramatic change is required
Clear targets on growth and innovation

Result
$20+ billion annual revenues from highly
profitable ecomagination products
Program catalyzes sustainable product
design across all product lines
Staying ahead and influencing regulations
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Sustainable Value Creation


BP

Early start
Beyond Petroleum rebranding in 2000
Increase in brand value and employability
NGO criticism (greenwashing) in 2005

Deepwater Horizon accident


Damage to brand and revenue streams
Loss of 50% stock value in three months
Sales of parts of the business to pay for
legal consequences and cleanup

Implications
Renewed focus on business risk and the
cost of compliance
Ongoing quest to increase resource
productivity and value chain efficiency

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Sustainable Value Creation


Five Leading Questions That Help Articulate Your Sustainable Strategy

What are our broad aspirations and the


concrete goals against which we can
measure our progress?
Across the potential field available to us,
where will we play and not play?
In our chosen place to play, how will we
win against the competitors there?

What capabilities need to be built and


maintained to win in our chosen
manner?
What management systems are
necessary to operate, build, and
maintain the key capabilities?

Help the world run better


and improve peoples life
Innovate
Sustainability

In our own
company

Transform SAP into


a sustainability
role model

For our
customers

Lead the market of


sustainability
software

Source: SAP, 2009

Source: Roger Martin, HBR Blog Network, 2010


2014 SAP AG or an SAP affiliate company. All rights reserved

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Thank you

Contact information:
open@sap.com

2014 SAP AG or an SAP affiliate company.


All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional
trademark information and notices.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP AG or an SAP affiliate company for informational purposes only, without representation or warranty of any kind,
and SAP AG or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP AG or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and
services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP AG or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related
presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP AGs or its affiliated
companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be
changed by SAP AG or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties
that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking
statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

2014 SAP AG or an SAP affiliate company. All rights reserved

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Week 1 Unit 4:
Engaging Top Management

Engaging Top Management


Whats the Trigger Point for Action?

Perception (intangibles)
Issues with PR, disasters or accidents,
talent acquisition, employee engagement
Purpose, policies, NGO dialogue, reporting

Profitability (revenue, cost)


Declining revenues, lack of innovation,
shareholder pressure, compliance req.
Drive efficiency, invest in product or
process innovation

Prosperity (survival, long term risk)


Systemic industry challenges
Business model change, new markets

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Engaging Top Management


Your To-Do-List Before Going for Management Approval (1/2)

1. Establish a sense of urgency


Perception, profitability, prosperity?
Analyze the status quo and future
implications on products, markets,
competitors, risks, trends, externalities,
stakeholder expectations
Explain the consequences
(also of non-action)

2. Create the guiding coalition


Educate fact based
Include CEO influencers
Use existing movements and expertise

Source: Leading change, J.P. Kotter


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Engaging Top Management


Your To-Do-List Before Going for Management Approval (2/2)

3. Develop a vision and strategy

A bigger purpose
Size the opportunity
Outline the risks
Project impact on
business model
product portfolio
triple bottom line
shareholder value
brand,

4. Empower broad-based action


Organizational set up, skills
Financial needs (budgets, M&A)
Milestones, targets, communication plan

Source: Leading change, J.P. Kotter


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Engaging Top Management


Tips and Tricks

Once you have approval

Communicate the change vision


Generate short-term wins
Use wins to produce more change
Anchor new approaches in the culture

Timing is everything
New CEO
Company crisis
Compelling industry event

Document decisions thoroughly


Management changes over time

Source: Leading change, J.P. Kotter


2014 SAP AG or an SAP affiliate company. All rights reserved

Public

Thank you

Contact information:
open@sap.com

2014 SAP AG or an SAP affiliate company.


All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional
trademark information and notices.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP AG or an SAP affiliate company for informational purposes only, without representation or warranty of any kind,
and SAP AG or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP AG or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and
services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP AG or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related
presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP AGs or its affiliated
companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be
changed by SAP AG or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties
that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking
statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

2014 SAP AG or an SAP affiliate company. All rights reserved

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Week 1 Unit 5:
Organizational Setup for
Sustainability

Organizational Setup for Sustainability


Organizational Structures Usually Change Over Time

Line or staff organization


Central decisions
Influence from the top
Lack of reach in big company
Matrix organization
Bilateral decisions
Embed sustainability in company
Potential conflict, misalignment
Networked organization
Collaborative decisions
Great reach even in big company
Hard to gain traction

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Organizational Setup for Sustainability


The Sustainability Organization

Build the business case for


sustainability (initiatives).
Engage stakeholders within and
outside the company.
Embed sustainability into the core
business.
Withstand short-term business
pressure and perceived conflicts.
Stay lean and evolve over time.

2014 SAP AG or an SAP affiliate company. All rights reserved

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Organizational Setup for Sustainability


You Will Also Need

Champions network
Dedicated internal multipliers
Embrace grassroots efforts
Advisory council
Investors, customers, academia,
NGOs, partners, regulators,
employees
New talent
Attract newly required expertise

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Organizational Setup for Sustainability


Budgets

Biggest sustainability core team budget needs


Personnel (core team < 20 people)
Strategic initiatives
(renewable energy, electric vehicles (EVs), telepresence, education, )
Donations (0.6% - 1% of earnings before interest and tax (EBIT))
Report creation, publication (+/- $500k)
Earmark budget in other teams
Research, development, design
Procurement
Production and logistics
Marketing, communication and
sales/service
...

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Organizational Setup for Sustainability


Most Common Mistakes

Lack of management support


CEO committed, management engaged?
Not placed at the core of value creation
Into which organization do you report?
Unclear objectives
Targets for your team?
Targets for other lines of business?

Unclear competencies
Which decisions and policies do you own?
Missing budgets
Youll need to increase investment
to capture the full returns over time
2014 SAP AG or an SAP affiliate company. All rights reserved

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Thank you

Contact information:
open@sap.com

2014 SAP AG or an SAP affiliate company.


All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional
trademark information and notices.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP AG or an SAP affiliate company for informational purposes only, without representation or warranty of any kind,
and SAP AG or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP AG or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and
services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP AG or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related
presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP AGs or its affiliated
companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be
changed by SAP AG or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties
that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking
statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

2014 SAP AG or an SAP affiliate company. All rights reserved

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Week 1 Unit 6:
The Role of IT

The Role of IT
Two Perspectives

IT = problem
Energy (2.3% of global consumption)
Rare earth elements
Recycling, e-waste
Digital divide

IT = solution
Global platform for awareness, action
More transparent, efficient, and
transformed business practices
More inclusive business models
(shared value)
Reduced environmental impact ($1.86
trillion global savings [today-2020])
Source: Global e-Sustainability Initiative (GeSI), Smarter 2020
2014 SAP AG or an SAP affiliate company. All rights reserved

Global
emissions
55

Global IT
abatement
potential
IT caused
emissions

9.1

1.3

Example: Emissions in 2020 [GtCO2e]


Public

The Role of IT
The Problems

Energy consumption
+3.8% per annum (2011-2020)
30 Petawatt hours in 2020 (2.3% total)

Rare earth elements


IT sector growth > 8% p.a.
Price volatility due to lack of supply

E-waste, toxicity
20-50 million tons e-waste (global 2011)
80% of electronics go to landfill/incineration
2% of US trash, but 70% of toxic waste

Digital divide
Increasing economic inequality
Exclusive information access
Source: Gartner, IDC, GeSI, EPA, Electronics TakeBack Coalition
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The Role of IT
Economics: Enterprise Resource Planning (ERP)

Software system to manage


all resources, information,
and functions of a business

LoB 1

Org Unit

...

Process automation
Real-time transparency
Efficient cash management
Optimized inventories and
logistics
More seamless operations
Inherent compliance

Works with other systems


Customer relationship
management
Supplier networks
Analytics,

Team 007

Team 73

Team 23

Team 47

Team 38

Team 31

Team 44

Team 34

Team 19

Team 15

Source: Wikipedia
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The Role of IT
Environmental: Emission Abatement Potential of IT
Total (2020)

9,1

Transformation
Transformation

2.8

Efficiency

4.1

Transparency

2.3

Abatement Potential [GtCO2e]

Substitute a product or process by a less


resource intense alternative
E.g. dematerialization (vinyl, CD, iTunes)

Efficiency
Optimize an existing process to achieve
better results with fewer resources.
E.g. route optimization, simulation,
analysis,

Transparency
Data collection and communication
E.g. usage reports

Courtesy: GeSI Smarter2020


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The Role of IT
Social: IT Empowers Local Communities

Shea nuts
Resource of food and cosmetics industries
Source of family income
No demand and price transparency

Involved parties
10,000+ Nut-collecting women
Wholesale, consumer products
StarShea Inc. (Social business)

Connectivity

Transactions
Impact
Income increase of rural women
Fair price through demand transparency
Reliable , fair trade nut supply

Source: www.starshea.com
2014 SAP AG or an SAP affiliate company. All rights reserved

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The Role of IT
Solutions for Sustainable Business

Sustainable Design
Sustainable Sourcing and
Procurement

Recycle

Sustainable Manufacturing
Sustainable Logistics
Sustainable Consumption

Design

All resources
Sell &
Use

Sustainable End-of-Life Processes

All people

Source

Across the
value chain

powered by

big data, cloud, mobile and social


innovations

Store
& Ship

Produce

Source: McKinsey, 2011: Big data: The next frontier for innovation, competition, and productivity

2014 SAP AG or an SAP affiliate company. All rights reserved

Public

Thank you

Contact information:
open@sap.com

2014 SAP AG or an SAP affiliate company.


All rights reserved.
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG or an
SAP affiliate company.
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG
(or an SAP affiliate company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epx for additional
trademark information and notices.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.
These materials are provided by SAP AG or an SAP affiliate company for informational purposes only, without representation or warranty of any kind,
and SAP AG or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP AG or
SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and
services, if any. Nothing herein should be construed as constituting an additional warranty.
In particular, SAP AG or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related
presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP AGs or its affiliated
companies strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be
changed by SAP AG or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment,
promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties
that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking
statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

2014 SAP AG or an SAP affiliate company. All rights reserved

Public

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