Companies like BP have entrusted EQHO to help train their global workforce. So can you.
BP had approached translation on a per country basis, however, this model was taking up valuable management time, there were frequent delays getting translations out, quality varied greatly, and no tools were being used to manage and recycle terminologies or translations.
Stemming from mergers, almost overnight there was a pressing need to get communications out, and provide training and support to their global workforce. BP knew they had to seek a more streamlined solution for these communications to happen quickly, regularly, and correctly.
Project Feedback (HSSE Training)
The training was a great success. This was largely due to the collaborative efforts of all parties; however, because the training was conducted in local languages, the training-room and workplace knowledge transfer was fully maximized. This is the standard to follow!
BP Mgmt Consultant
Find a quicker, more reliable, way to translate and distribute messages to employees and stakeholders
Reduce the cost of multi-lingual communications, including unit costs, time delays, management overheads, etc
Eliminate the redundant processes currently being performed by each country
Develop a set of procedures and best practices to procure and manage localization service and projects
A regional strategy with centralized management was implemented in APAC
A centrally-managed global model was introduced
A set of “BP Best Localization Practices” was devised for internal use and for use by third-party vendors
A set of localization tools, including Computer-Aided Translation and Terminology Management tools, were introduced to manage and recycle multi-lingual content
Translation and localization were integrated earlier into the content development cycle
After the successes of the regional APAC strategy, BP decided to pilot this model on a global level. In adopting a more streamlined approach by centrally or regionally managing localization, BP’s outsourced solution brought quick returns, some of which included:
Focus – in-country managers were no longer involved in translation projects apart from official sign-offs and local staff did not have to translate in their ‘spare time’
Scalable – translated documentation was now getting to the right people at the right time, no matter how much content there was or how many languages were covered
Quality – translation quality across business units and countries increased due to the adoption of repeatable processes (eg. glossary; review; translate; review); staff were now authoring documents with translation in mind which led to further increases in quality and cost-cutting
Sustainable – there was a single-silo to manage and recycle multi-lingual content assets for each target language; all assets were managed on behalf of BP
Costs & ROI – with centralized (or regionalized) purchasing, BP increased their purchasing power; a single method for billing and accounting made it easier to produce an ROI statement