Equinor’s user-centric approach for fast, quality service delivery
To power its vision and drive value for Equinor, the global business services team set out to modernise service delivery
The Equinor Global Business Services team has a vision to “enable a better Equinor,” with a strategic focus on improving the employee experience, accelerating digital transformation, and enabling future ways of working.
Unni Torflåt Østbø, Head of Corporate Service Management at the global energy company, explains: “I firmly believe that business support services should maximise the potential and productivity of end users and create business value for the organisation.”
But the existing support infrastructure presented challenges in its complexity and high operational costs. Service delivery was built around an outdated core, with departments using different systems and new functionality simply added on top, with only simple integration.
“We needed to move away from a very fragmented system to create an enterprise service management strategy that intrinsically brought together all our services in a complementary way, for maximum impact and efficiency,” says Unni.
A global enterprise service management platform built on ServiceNow delivers fast, quality service to employees, suppliers, and contractors
Using ServiceNow, Equinor created a single, cloud-based platform for the delivery of global business services to approximately 49,000 employees, suppliers, and contractors.
“It was a big bang implementation, with all services put into the platform at the same time,” says Unni. “The ease of integration with other applications and systems was a key factor in moving to ServiceNow, creating a single source of truth for all our business services right from the start.”
The “request and deliver” services extend across multiple business functions, including finance, HR, IT, procurement, facility management, land administration, safety and security, as well as drilling, exploration, and gas trading. Around 6,000 operators from 285 departments use the platform to deliver more than 320 different services, comfortably handling in the range of 60,000 tickets every month.
Improvements to onboarding services enable new employees to be productive immediately
Collaboration across the organisation has improved considerably, by using the same tools for different—yet related—tasks across teams, business units, and vendors.
A key example is the employee onboarding service, where the service offered to hiring managers has been dramatically simplified through automation and the integration of service delivery from HR, IT, facilities, and security.
Unni explains: “We have reduced the workload on managers for onboarding a new hire by removing the need to submit a ticket at all. What used to include up to eight requests is now triggered by support at the end of the recruitment process. The process design and automation mean we can now get a new employee started in the first hour of the first day.”
A people-first approach yields a 15% increase in employee satisfaction and a more efficient work day
A key focus for the Global Business Services team is user centricity and creating an experience that mirrors that of consumer services, to enable an efficient work day for all. Employees now have just one place to go to raise a request or issue, whether that’s to reset a password, apply for a car loan, or initiate a recruitment process.
“The user is central to our strategy, so speed and quality of service are critical,” says Unni. “The workflows we have are complex, often involving as many as seven departments in any one request, but for the user the experience is efficient and seamless.”
A new approach to measurement reflects the team’s focus on the employee experience, moving away from metrics like handling time and number of incidents to benchmarking performance on the service experience, quality of services, improvements in service, and business value.