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Before KPMG

As a global engineering and professional services company serving the energy, chemicals, and resources sectors, Worley relied on a diverse landscape of systems supporting finance, human resources, procurement, and sourcing. While these systems supported the business, leadership recognized an opportunity to strengthen alignment across the enterprise through a more cohesive operating model.

Senior executives and IT leaders set out to modernize the enterprise resource planning (ERP) landscape in a way that would streamline operations and create a trusted, scalable data foundation. They also recognized that future analytics and AI-enabled capabilities would depend on strong governance, standardized processes, and integrated data. To help define that path forward, Worley engaged KPMG Canada as a strategic advisor with deep experience in ERP strategy, data governance, and large-scale transformation.

Andrew Forde

Partner, Technology Strategy and Digital Transformation | Head of AI Research

Toronto

KPMG Canada

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Key pillars of KPMG’s collaboration

Defining a unified ERP strategy

KPMG worked closely with Worley's business and technology leaders to assess current requirements across finance, HR, and procurement and align future capabilities with the organization's strategic priorities. Through a series of workshops aimed at understanding the current state, the team consolidated hundreds of system and process requirements into a single enterprise view, reducing complexity, aligning stakeholders around shared priorities, and enabling more informed decision-making.

This work informed the development of a five-year ERP roadmap designed to support both immediate priorities and long-term business objectives.

Establishing a scalable governance and integration framework

To support execution, KPMG implemented a federated approach that balanced regional and functional needs while reinforcing enterprise standards. Executive steering committees provided strategic direction, while functional working groups translated design decisions into practical outcomes, creating clearer accountability and stronger alignment across the organization.

A key outcome was the creation of a reusable integration playbook that established architectural principles, IT governance standards, and interoperability practices across core business functions. Rather than addressing integration challenges on a case-by-case basis, Worley gained a repeatable framework to guide future initiatives and support greater consistency across the organization.

Building the foundation for analytics and AI

Recognizing that trusted data is essential for analytics and AI, KPMG developed a data strategy alongside the ERP roadmap. Governance and architectural standards were established to enable consistent data flows across systems and improve visibility into how information moved across the enterprise.

To support this effort, KPMG implemented a dashboard that visualized system dependencies, data pipelines, and integration points, providing leadership with a consolidated view of the organization's technology and data landscape.

This engagement was about building the trust in data that every future decision, human or machine, will depend on. Worley did that foundational work with discipline, and it positions them to move on analytics and AI from a position of strength.

Andrew Forde

Partner, Technology Strategy and Digital Transformation | Head of AI Research

KPMG Canada

Client outcomes since working with KPMG

The engagement delivered several strategic and tangible outcomes:

A clear roadmap for ERP modernization: Worley now has a phased implementation roadmap that enables the organization to modernize with greater certainty, prioritize investments more effectively, and reduce execution risk.
A repeatable governance and integration framework: Rather than solving integration challenges on a project-by-project basis, Worley now has a scalable framework that promotes consistency, reduces complexity, and accelerates future transformation efforts.
A stronger foundation for analytics and AI: With stronger governance and more connected data, Worley is better positioned to generate trusted insights and support future analytics and AI-enabled capabilities across the enterprise.
Improved enterprise alignment: A shared view of requirements and priorities has helped bring business and technology stakeholders into closer alignment, enabling faster decision-making and more coordinated execution.
Global standardization: Created a common foundation of processes, data, and controls across the enterprise, accelerating the application of AI at scale. It enabled AI solutions to be developed once and deployed globally, reducing integration complexity and eliminating the need to solve the same problems repeatedly across markets. This accelerated use cases such as intelligent automation, forecasting, anomaly detection, and AI-enabled decision-making. Ultimately, it created the foundation to move AI from isolated pilots to repeatable, enterprise-wide capabilities.

By helping define a long-term ERP, integration, and data strategy, KPMG enabled Worley to establish the foundations required to support future analytics and AI-enabled capabilities across the enterprise. The result is a more connected operating model designed to support growth, improve decision-making, and prepare the organization for what comes next.