Who They Are.

• Veolia ANZ are part of the Veolia Group, the global leader in optimised resource management with nearly 179,000 employees worldwide.

• In Australia and New Zealand, Veolia have more than 40 years’ experience in water, waste and energy management and are the only integrated environmental solutions provider working across Heavy Industry, Commercial and Municipal sectors.

• Water - provides water management systems for commercial, industrial, and municipal operations using cutting-edge technology.

• Energy - combine innovative technologies and technical expertise to create solutions for municipal, commercial and industrial operations.

• Waste Management - leading experts in managing all types of commercial waste removal solutions.

• This project impacted:

  • 1300 monthly salaried staff

  • 3000+ weekly & fortnightly paid staff.

Project Background.

• SuccessFactors Employee Central is the foundational platform underpinning Veolia’s Global HCM Strategy. The transformation aimed to :

  • Optimize HR processes

  • Promote consistency across HR process interactions

  • Avoid process duplication and redundancies and limit manual activities to focus on more added-value tasks

  • Improve the flow of HR information, mainly to facilitate managers’ daily work

  • Build a reliable HR database with up-to-date employee data (i.e. core data)

  • Access employee data from a single-entry point for managers

  • Deliver secure HR reporting.

Business Challenges.

• Veolia’s Australia and New Zealand businesses were using two different payroll systems and a number of different time capture systems. 

• The scope was to replace the payroll systems with their related interfaces, address some of the timecard systems that didn’t perform any direct job costing in payroll as well as a number of manual processes.

• Business involvement and their overall satisfaction with previous projects left a lot to be desired.  It was crucial that the Business streams were kept well informed on a regular basis and were prepared for a new system.

• Covid-19 created enormous upheaval to the project as both project & business resources immediately started working remotely.  As well as the impact on normal project communications and working relationships, this had a major impact on

  • the data transformation stream where close collaboration is essential and

  • training which needed to be conducted largely remotely.

Project Scope.

• Release 1 – Employee Central, Employee Central Payroll, Recruitment and Onboarding

• Release 2 – Talent Hub (Performance and Goals & Succession Planning)

Objectives

• Replace existing payroll as the license expired in 2020 and there was no appetite to renew it.

• Establish the Employee Central module as an entry prerequisite to Release 2, the Veolia Global implementation of Talent Hub, enabling retirement of the legacy Performance System by December 2020.

• HR systems were old and required upgrading / replacing.

Other drivers include addressing the following business pain points:

• Consolidate payroll into a single system to support the various entities, reducing payroll and administration overheads.

• Improve the payroll reporting.

• Remove forms and manual processes for ad-hoc payment to wages staff (and some salaried staff) with ESS and workflow routing for approvals and processing of Km Allowance, Standby, On Call, Overtime etc.

ExpediteIT’s engagement with Veolia over the course of the project:

• Ad-hoc services at project commencement. This included reviewing the RFP Business Case, reviewing the procurement strategy, providing tools and templates for the tender evaluation of system integrators and writing a tender report.

• Independent advisory role and Project Quality Assurance over the course of the project. This included performing a once-off project budget review; performing a QA role in the project including reviewing the project plan, deliverables, milestones, issues and risks; providing advice as required; preparing a monthly QA report and attending steering committee meetings.

• Business Readiness engagement included conducting a review of the Veolia’s organisation change and stakeholder management strategies; developing an appropriate business readiness strategy and & approach; conducting interviews with Change, Communications & Training Leads, HR leaders & Business Stream leaders; establishing Business Readiness templates for the Business Streams (distinct from Project Readiness); monitoring Business Readiness in the lead up to cutover (8 weeks prior to go live); and providing input to Go/No Go Meeting.

Results.

• Business Stakeholders – through ‘Business Readiness’, created regular forums with sponsors and key business stakeholders  and assessed their preparedness for go-live.

• Steerco – recommended revised format, agenda & finance reporting.

• Data Transformation – highlighted need for better reporting resulting in improved daily updates & commentary. This proved invaluable in providing the project executive with a measurement of progress aligned to the methodology.

• Resources – identified internal SME bottleneck and single point of failure to be addressed; recommended changes to joint internal / systems integrator project management structures, roles and responsibilities; identified resourcing shortfall and additional support requirements for internal team in developing change management strategy and plans.