Lucy Group

Gary Winstanley

Global Shared Services Manager

2

• Lucy Group

• Key Change Drivers

• What we are trying to achieve

• Our Core System

• Our journey

• Timeline

• Lessons Learned

Context……

1812William Carter opens ironmongery Oxford High Street

1825Jericho Foundry Opens in Jericho Oxford

Lucy Group

1864Business renamedto

Grafton & Lucy

1911Lucy acknowledgesfuture lies

in electrical

1989Sandawana Castingsacquired

2015Acquisition of GridKey and CG Lucy India

1996Acquisition of Power Isolators & Connectors Ltd

2008Redevelopment ofEagle Works complete.Lucy Real Estate created

2011Zodion Ltd net assets acquired.

2017W Lucy changes name to Lucy Group

1999ManufacturingUnit opens in Dubai

Lucy Electric provides

medium voltage switching and

protection solutions for electrical distribution systems.

Lucy Properties is one of

the largest landlords of

residential property in

Oxfordshire

Lucy Zodion is an

Innovative provider of street lighting controls;

Lucy Castings - specialist

manufacturer of iron,

aluminium and copper based

casting

Need for centralizedHR system

Lacking visibility into global

people metrics

30 disconnected HR systems to manage people related data

Non standardized HR processes

and challenges in running global processes e.g. salary review

Managers and employees have

limited or no visibility to data

HR policies loosely

implemented

Inability to effectively

manage a complex,

growing organisation

Key Change drivers

5

• Managers:

• Standard people processes

• Identify talent

• Centralized control with de-centralized

management

• Ability to continuously improve by

sharing resources across the

organization.

• Manage succession plans,

development plans, objectives,

training, competencies

• Actively participate in pay and bonus

reviews

What we are trying to achieve…

• HR:

• Follow standard people processes

• Support managers with data to

make effective people decisions

• Model pay and bonuses, manage

process

• Evaluate employed resources

• Identify competency gaps

• Partner with the business

• Assess organizational and

workforce plans

Our Core System

Phase 1

Phase II

Finally….

Building Requirements

Go to Market

Selection - Top 5 Vendors

Sourcing the Ideal Vendor

Comparisons

• Collected current system requirements

• Spoken to our customers - employees,

managers and HR

• Research into system functionality &

talking to vendors and their customers

• Used network to gather feedback

• Research online/ Forums

• Visiting HR software exhibitions e.g. HR

Tech Worldwide, CIPD trade shows.

• Liaising with Vendors cliental.

• Oracle (Global)

• CoreHR (Global)

• Cascade (UK)

• CIPHR (UK)

• Ramco (Indian)

• Demos/ Presentations from vendors.

• Listening to a small companies experiences

• Ability to leverage functionality from others

• Like 4 Like system comparisons

• Value for money

• Functionality and mobile app

• Ongoing investment in product

• Ability to deal with an east looking

company (Dubai, Saudi Arabia, India,

Thailand)

• Scalable support

• One solution!

OUR JOURNEY…

8

• Implementation took 3 months from Project Kick Off to go live for phase I! This was

fast…..

• Focus was to use Oracle ‘vanilla’ configuration as much as possible – limited

customization. Impacted limited processes as not turning on self service.

• Project team small and focused and worked as ‘one’ with Cedar consulting,

taking a pragmatic approach to issues.

• Getting live meant we had all our data in one place and we could start to

see the challenges – alignment with Finance, Job title variations

• By creating this as an HR database gave us the opportunity to

move at speed and give a standard reporting platform

Implementation! Phase I

9

Timeline

July 2016

Gather

requirements

Jan 2017

Start Phase I

Implemetation

May 2017

Phase II

requirements

Oct 2016

Vendor selection

Mar 2017

Complete Phase I

implementation

2016/17

Aug 2017

Phase II requirements

complete

Jul 2017

Start build for

phase II

Oct 2017

Complete build

for phase II

Jan 2018

Full go live

Oct -Dec 2017

Testing, Training

10

Align the speed of implementation to your organization.

Project team are in place and back ups established in case of illness or long

term absence.

Complexity of gathering and transforming data.

Go with as much of the standard configuration as possible although consider

the impact of showing fields you are not using

Getting the data live quickly in one system means we have insight into global

data and are able to see where data is not correct and work on updating.

Lessons Learned

Sabre with Air

Metering Unit

AegisPlus

Trident with Oil

Metering Unit

Aegis 36

Thank You!

Scimitar

gary.winstanley@lucygroup.com