Marine Harvest Modernizing the HR Organization at a Norway based Global Company 1
Our business is unique Marine Harvest ASA is one of the world s largest seafood companies based in Norway with operations several countries worldwide. It is rapidly expanding its footprint, both organically and inorganically. The company employs 11,700 people, across 24 countries around the world. In 2015 the company had a turnover of NOK 28 billion. Marine Harvest is listed on the Oslo Stock Exchange (OSE) and the New York Stock Exchange (NYSE). Marine Harvest supplies farmed salmon and processed seafood to more than 70 markets worldwide. In 2015, harvest volumes of salmon was 420,000 tonnes (GWE). Primary interest is the production, processing and sale of farmed salmon. The farming operations are focused on Norway, Scotland, Canada, Faroe Islands, Ireland and Chile. Marine Harvest harnesses nature to produce nutritious, tasty and supreme quality food from the ocean. As a result of its ongoing innovation and sustainable development, it is the world s largest supplier of farmed Atlantic Salmon - satisfying one fifth of global demand 2
What business needed One global transparent view of the Marine Harvest workforce Consolidated and consistent Marine Harvest Group people data, and improved global reporting capabilities to support future growth Align people processes based on best practices Decentralized HR model with processes being handled either manually, Excel Sheet based or on local HR systems Disparate HR systems in local countries with little or no integration between the systems To meet these business needs, we evaluated various HCM products and selected Oracle HCM Cloud for handling employees hire to retire cycle across the globe 3
Scenario before implementation Each country had disparate HR systems, falling under one of the below scenarios: HR Payroll HR manual processes HR system integrated with external Payroll HR Payroll Payroll Payroll system, acting as HR system Talent HR & Talent system, integrated with Payroll 4
HR system roadmap Core HR Profile Management Absences OTBI + Integration with Payroll Self Service with Fusion Tap Goals / Performance Succession Plan Compensation Recruiting Learn Phase-1 Phase-1A Future Phase Future Phase Multi-Country North / South Americas (3 countries) Europe (13 countries) Asia (6 countries) Multi-Lingual English 10 other global languages 5
Our guiding principles 6
Scenario after phase-1/1a implementation HR team (All Countries) Self Service (with mobility) For Norway Employees & Managers Oracle HCM Cloud (16 countries, HR business processes) Codit Integration Middleware Layer (for employee data for any other future integrations) Payroll Interface 3 rd 33 rd party rd party country party country level country level PAYROLL level Payroll service Payroll service providers service providers providers 7
Project timelines (phase-1/1a) Jan 2015 Mar 2015 May 2015 Jul 2015 Sep 2015 Nov 2015 Jan 2016 Mar 2016 Waves M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 Global Design Wave 0 Wave 1 Wave 2 N Pilot implementation (Singapore, China & Korea) Rollouts (Ireland, USA, Norway, Czech Rep, Turkey, Faroe Islands, Spain, Japan, Vietnam, Taiwan, UK, Chile, Canada) Warranty Support and Managed Services Managed Services Cloud Upgrades (REL-9 to REL-10) and (REL-10 to REL-11) Cloud Upgrades Self Service (Norway) Self Service-Norway Conference Room Pilot (CRP) User Training System Integration Testing (SIT) User Acceptance Testing Post Go-Live Support Go-Live / Roll-outs 8
How did we do it First Step 1 Global Templates (All Countries) Oracle HCM Cloud instance Standard Business Process Maps Global workshops to finalize: Key Implementation Decisions Marine Harvest Global HR Business Processes Data Field Dictionary, validated against local legal requirements Global Security Roles We worked hard and had a lot of fun!! 9
How did we do it Next Steps 2 Local Templates (Country / Region wise) Capture Configuration & Org Master Data Local workshops to finalize: Approval Workflows Local Security Exceptions Local Reporting needs Local Interface needs 3 Pilot or Roll-out (Country / Region wise) HR users training Systems and UAT Testing Employee Data Conversion Cutover & Go-live 10
Business and Technology Benefits Transparency Consistency Efficiency Contributes toward our One Company target. Supports Marine Harvest Group s strategies and future growth Contributes to global people management, based on real time and comparable data Basis for efficient global talent management, while supporting local laws and regulations Provides Accurate and consistent data for Payroll and Finance Effective support to global HR governance Creates Foundation for a consolidated and centralized HR-IT system 11
Key Learnings 1/2 Governance Stakeholder alignment and buy-in from sponsors to push standardization and implementation, with zero customization Create a strong project governance and design/change control board Buy-in from regional/country management, identification of the right SMEs for implementation; budgeting the time required during the project lifecycle Detailed planning and clear call outs on the expectations and desired outcome for effective HR business & process workshops Early planning of training for key HR business users Conduct high level due diligence of the As-Is local landscape during pre-planning stage, including local vendors Planning Employees Transactional Data Conversion activity is complex. Proper planning from both client and SI side from the initial stages is critical to go-live in time Start early on Integrations and Data Migration activities, especially if external vendors are involved. Set the right expectations and provide clear timelines 12
Key Learnings 2/2 Implementation Consultants to speak the same language as HR - Use of HR business terminology to explain the processes and significance of Master Data for smooth migration of HR system and employee data Workshops Early clarification on which reports are deemed crucial to set up in the new system for reporting to the organization HR/ Finance / Payroll / IT Early clarification of roles that should have access to system, IT and administration Ensure compliance to Data privacy and Security needs Validate the solution with HR business teams for local regulatory compliance, SOX compliance HR business teams to be equipped with sanitized and validated Organizational Master Data Local language translation of the Oracle HCM Cloud system and modification with Oracle translation team During the Project Identify Data Steward role for business-as-usual closer to UAT and Go-live 12
14 Any questions?
Thank You For any further questions, contact: Anne Lorgen Riise anne.lorgen.riise@marineharvest.com Anshul Gupta Anshul.gupta7@cognizant.com 15