The document summarizes Lucy Group's journey to implement a new global HR system. It outlines the key drivers for change including a lack of visibility into global people metrics and 30 disconnected HR systems. The goals of the new system were to standardize HR processes, provide data and analytics to support effective people decisions, and manage a growing global organization. After a selection process, Oracle was chosen as the core system. The implementation took 3 months and focused on using standard Oracle configuration to go live quickly with initial HR data in one place. Lessons learned included aligning the speed of implementation to the organization and preparing for data transformation challenges.

1. Lucy Group
Gary Winstanley
Global Shared Services Manager

2. 2
• Lucy Group
• Key Change Drivers
• What we are trying to achieve
• Our Core System
• Our journey
• Timeline
• Lessons Learned
Context……

3. 1812
William Carter opens
ironmongery
Oxford High Street
1825
Jericho Foundry
Opens in
Jericho Oxford
Lucy Group
1864
Business renamed
to
Grafton & Lucy
1911
Lucy acknowledges
future lies
in electrical
1989
Sandawana Castings
acquired
2015
Acquisition of
GridKey and
CG Lucy India
1996
Acquisition of
Power Isolators
& Connectors Ltd
2008
Redevelopment of
Eagle Works complete.
Lucy Real Estate created
2011
Zodion Ltd net
assets acquired.
2017
W Lucy
changes name to
Lucy Group
1999
Manufacturing
Unit 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

4. Need for
centralized
HR 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. 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

6. Our Core System
Phase 1
Phase II

7. 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. 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. 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. 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

11. Sabre with Air
Metering Unit
AegisPlus
Trident with Oil
Metering Unit
Aegis 36
Thank You!
Scimitar
gary.winstanley@lucygroup.com