Customer Success Stories

Testimonials

Wesley Gee Kee
Head of HR
Swire Pacific Offshore & China Navigation Co.
For full case study video, click here

Jenny Ooi
Senior VP of HR
USG Boral, Malaysia

Case Studies

Robinsons – First SAP Hybrid Implementation in APJ

Robinsons logo, RSH Logo, An AI-Futtaim Group Company Logo

ABOUT

Robinsons & RSH Group of Companies is part of the AI-Futtaim Group, which comprises a diverse range of strategically positioned operating subsidiaries and associate companies in the Gulf and Asia region. Established in the 1930s as a trading business, AI-Futtaim is one of the most progressive regional business houses, with headquarters in Dubai, UAE.

In Asia, it is represented by Robinsons & RSH Group of Companies. The Robinsons Group manages three retail entities that trade under Robinsons, John Little and Marks & Spencer. Currently, the Group operates in Singapore and Malaysia.

The RSH Group is a leading pan-Asian marketer, distributor and retailer for sports, golf, active lifestyle and fashion products. The RSH Group retails and distributes over 50 international brands in nine countries, including Singapore, Malaysia, Thailand, Hong Kong, Indonesia, Philippines, Vietnam, United Arab Emirates and Australia. The Group’s portfolio of international fashion brands include Zara, Mango, bebe, Massimo Dutti, Bershka, Pull and Bear, Ted Baker and Lacoste.

Background

AI-Futtaim took over the Robinsons Group of Companies in 2008, and invested in RSH Group of Companies in 2012.

To integrate their different subsidiaries, they needed a single solution across the entire HR life cycle to replace their existing scattered process.

Challenges

  • Need to align with global implementation timeline for learning (driven by Al-Futtaim)
  • Ensure local requirements are imprinted in learning design, while keeping global partners in the loop
  • Since there are no existing processes for performance and recruitment, we had to analyze and re-design current processes and map them to system functionalities.

Scope

4,000 employees in Singapore & Malaysia

Modules: Core HR, Payroll Management, Time Management, Performance & Goal management, Recruiting Management

Timeline: 16 weeks (SuccessFactors only – phased hybrid approach)

Critical Success Factors

  • Original plan for a Big Bang roll out for SF was changed to a phased roll out to ensure client has sufficient resources to support the project
  • Strong knowledge of product and processes and demonstrate value of simple process/ best practice
  • Flexibility in both process design and timeline adjustment as a result of extra re-design work

TESTIMONY

Rolling Arrays strives to meet our expectations with the necessary skills and professionalism. The team members are capable and responsive to our requirements.

– Chee Nian Tze, Group Human Resources Director, Robinsons

MEO - Secured quick wins and streamlined processes

MEO MICLYN EXPRESS OFFSHORE

Background

MEO is a provider of support vessels and project transportation solutions to the offshore oil and gas industry. They needed a cloud solution to support their HR transformation, so that they can secure some quick wins and leverage on market best practice.

Challenges

  • Extremely short timeline to deliver real results prior to go live prior to public holiday
  • Challenge from the customer side to deliver end user training for the system immediately after going live
  • Standardize and streamlining existing HR process to adopt to SuccessFactors process
  • Obtaining manager buy-in for new streamlined processes

Scope

300 employees across Singapore Headquarter and Malaysia

Modules: Platform, Performance and Goal Management, Compensation Management

Critical Success Factors

  • Adopting standardized implementation, while leveraging on existing templates within SucessFactors to streamline HR processes within two weeks
  • Minimal customization as there was no existing framework
  • Agile development – adapting a different methodology for implementation to shorten timeline and receive quicker feedbacks
Music Group - Transforming business strategies into business outcomes

MUSIC GROUP

Background

Music Group is one of the world’s largest holding companies for pro audio and music product brands (i.e. Behringer). To revamp their fragmented IT system, they have chosen SuccessFactors to provide them with a unified platform for all their HR needs.

Challenges

  • Identify and design the integration points given that SF was to be the single source of truth for HR data
  • Re-mapping previously manually process design to SF functionalities and best practices
  • Project management and localization over a wide geographic spread

Scope

800 employees across Singapore, Malaysia, China, Germany, Japan, Luxembourg, Macao, US, Philippines, UK

Modules: Core HR, Performance and Goal, Learning Management, Succession and Career Development, Recruiting Execution, On Boarding, and Compensation

Critical Success Factors

  • Extensive involvement by the project manager from both side (RA and MG) to keep things in check
  • Best practice templates were extensively discussed and ensured that the processes were mapped early on to reduce re-work and re-design at a later point
  • Extensive training and guidance provided early on by the consultant to the HR ensured that they could be self sufficient there-after
Bunge – world’s leading agribusiness and food company

BUNGE

Background

Bunge is an agribusiness, plantation and food company headquarter in Brazil. In order to consolidate their fragmented HR systems, they have adopted SuccessFactors globally.

Challenges

  • Ensuring that system design in APAC does not impact the decisions made in EMEA (already running on SuccessFactors)
  • Complexity of project planning – each region was embarking on different modules in two phases – needed to ensure that milestones did not overlap and design did not impact other modules
  • Creating an overall design for Integration with different payrolls spread across different countries (various 3rd party vendors)

Scope

3,000 employees across Brazil, North America, EMEA, and APAC (1,000)

Modules: Core HR for Brazil, North American and EMEA; Employee Central for APAC.

Critical Success Factors

  • Project was further split into phases for countries to ensure smooth roll-out and minimal disruption to the existing process
  • Ensure design phase included all important business partners across geographies so that common functionalities was discussed to prevent any re-design or impact on other countries’ processes
  • Early recognition of data requirements
  • Coordination with teams across Europe and Brazil to plan the milestones and regular updates to prevent overlaps
BW Maritime - Giving the flexibility to achieve their HR aspirations

BW Group

Background

BW Group is one of the world’s leading maritime groups in the tanker, gas and offshore segments. They wanted an end-toend cloud solution with full talent management functionality to integrate with payroll and avoid manual maintenance

Challenges

  • Lack of a unified HR process and lack of standardized data source resulted in a significant amount of extra data related work
  • Limited internal resource from the client side to be dedicated to this project
  • Needed to implement big bang approach despite the limitations of resourcing

Scope

300 employees across Singapore and Norway

Modules: Employee Central, Performance and Goal, Learning Management, Succession and Career Development, and Recruiting Execution

Critical Success Factors

  • Strong expertise in both process and system was crucial, as we needed to advise extensively on process re-design on top of product implementation
  • Ensured the new processes had long term planning in mind and is relevant for the next 3 to 5 years
  • Provided a vision in terms of how Sembcorp can use learning in the future
Biosensor – Optimizing the SuccessFactors experience

BIOSENSORS INTERNATIONAL

Background

Biosensors develop, manufacture and market innovative medical devices. They were not getting the best value out of SuccessFactors from their existing implementation partner, so they engaged with Rolling Arrays to help them optimize the functionalities for SuccessFactors.

Challenges

  • Since this is a re-configuration project, there is extra effort in re-designing existing parts that are already implemented
  • Needed to change existing users and stakeholder’s negative association with SuccessFactors
  • Wide geographical spread adds complexity in project and resource management

Scope

1,300 employees across Asia Pacific Japan, LATAM, UK & US

Modules: Employee Central, Performance & Goals Management (re-configure), Onboarding and Succession Management

Critical Success Factors

  • Extra effort to analyse current system (what works; what doesn’t) and providing possible design options that can help them improve their processes
  • Using a phased approach (do it right rather vs. do it quick), so that client has sufficient resource to absorb the new changes
  • Planning out a longer timeline to roll out
Others

Sumitomo Mitsui Banking Corporation

Background

Sumitomo Mitsui Banking Corporation (SMBC) & its group companies, offer a broad range of financial services on banking, leasing, securities, credit card, investment, mortgage securitization & venture capital. SMBC previously did not have a system that captured their performance process & their employee’s goal plans. By implementing Successfactors, SMBC is able to have a system to map out its Goal Plan and properly compensate their employees based on accurate performance ratings.

Challenges

  • Implementing Performance Management online despite the differences in forms in various countries
  • Business was going through a rapid expansion, so the need for automation
  • Complexity of current internal processes

Scope

  • Employees : 450
  • Countries : Singapore, Malaysia, Vietnam, Thailand, Myanmar, Philippines, Indonesia (PMGM only), India, Australia
  • Modules : Performance & Goals Management & Compensation
  • Timeline : 12 weeks

Critical Success Factors

  • Clearly defined project timeline and firm commitment to meet the Go-Live target
  • Strong Project Stakeholder and Top Management support and commitment to adopt a new system to help automate their business processes k
  • Clear direction of the Project goal and objective to all project team member
  • System implementation mapped to HR calendar and critical function are released at the right time
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