Paris-based Technip, founded in 1958, worked to become a global leader in project management, engineering, and construction services for the oil and gas industry. In 2017 it merged with Houston-based FMC Technologies to create one of the world’s most comprehensive subsea, offshore, and onshore exploration services companies.
Changing market conditions are forcing the $12 billion company and its contractors to work under new and sometimes grueling conditions, drawing on skills and experiences markedly different from those of earlier times. Falling energy prices require refiners—and by extension their suppliers—to cut costs and improve operational efficiency.
TechnipFMC, now with headquarters in London, realized that it needed to unify and optimize its HR functions not only to cut costs, but also to fully engage its more than 37,000 employees in 48 countries representing 9 languages and 126 nationalities, as well as attract highly skilled and technical new talent.
We’re investing in technology that gives us more efficient business models, and that means rethinking how we work, not just in digital, but in the field as well.
Vice President, TechnipFMC
TechnipFMC moved quickly to replace several legacy, incompatible HR systems, including an on-premise SAP system, which the merged companies had accumulated over the years. It decided to standardize its talent-management applications and employee-related processes on the fully functional, fully integrated Oracle Cloud HCM suite of applications.
Oracle Cloud HCM gives TechnipFMC employees a common self-service platform to check benefits, update their profiles, and access a range of other information. Meanwhile, it gives managers improved visibility into headcounts and a variety of other employee data, as well as increased data analytics capabilities to make more-informed decisions about hires, raises, promotions, and other employee matters.
The new cloud-based system, which went live in just six months, was being used within eight months by TechnipFMC HR managers worldwide to evaluate talent. Even CEO Doug Pferdehirt uses the system to evaluate his direct reports.
Bringing the global system online so quickly not only allowed the company’s HR managers to access common job codes, career management tools, and sets of goals, but it also proved to employees worldwide that the merger was more than a simple financial transaction. “By making HR a priority, it showed our employees that they were a priority,” says Julie Cranga, the TechnipFMC vice president who helped oversee the project.