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Hi, I'm Rich Richardson.

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I'm the senior vice president
of human resources

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at American Honda
Motor Company.

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I've been with the
organization almost 30 years.

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About 4 or 5 years ago,

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we had multiple

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entities of Honda companies
in the United States.

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And through about a year
and a half, two year effort

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we consolidated
those companies

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into two major companies.

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In doing so, we consolidated
multiple core HR systems,

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multiple timekeeping systems,

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and brought
all of our policies

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and practices
into one unified approach.

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All of that was really
the catalyst

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that took us to ServiceNow
and our ability

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to better serve our associates
across the United States.

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What we learned
through previous technology

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deployments is if we didn't

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dedicate the right
amount of time

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and energy and focus
to change management

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we're really setting
ourselves up for failure.

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The starting point is
we have over 30,000 associates

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in the US that were going
to have access to ServiceNow

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and with varying, you know,
degrees of accessibility

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to technology

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and varying degrees of time
to get to that technology.

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So we have a large portion
of our population

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that is tied to our production

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facilities and
building our products

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and then we have
our exempt workforce

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and our leadership workforce

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that have more accessibility
to the product.

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Making sure we had avenues
for all personas

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to to reach the platform.

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And what we found
over the past

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nine plus months

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since our initial
implementation is

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we have had over 63% of our
population as unique users.

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So we know the majority of
people coming to the platform

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many are returning
to the platform.

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And so we're very comfortable
with where we are today

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with plenty of room to grow

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those unique
users in the coming years.

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Long term impact is really
about enabling our ability to

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deliver exceptional customer
service to our associates.

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Really, we get to
discover continually

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what's on our
associates’ minds.

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And so at a macro level,
we can see where associates

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are going in

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and reading
certain knowledge articles,

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Or we can hear what questions

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they're asking
of our contact center

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what tickets
are getting created.

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And you know, what challenges
they're having.

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And we can deploy specific
countermeasures

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to those areas to kind of

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you know, limit
the amount of questions

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that associates
might be having.

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Our launch of ServiceNow
was very foundational

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gave us the kind of base
to build upon.

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And so

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you know, we're
in that iterative process

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now or continuing to bring,

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you know, new enhancements
and new features

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to the platform

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which really helps us
propel that into the future.

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Deloitte became our partner
through the same process

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we put every potential partner

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through—a very robust request
for proposal approach

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and due diligence to make sure
we're partnering with

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the best talent

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and the best organization
to help us meet our outcomes.

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So, you know,
it was through that process

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and through
previous experiences

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with Deloitte's

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knowledge of the
automobile industry

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and Deloitte’s projects
with Honda globally.

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When we have a partner

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that has both the skill sets
of the HR side of the business

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and also the technology
side of the business.