Using Dayforce's single data architecture, Orica will be able to consolidate disparate systems around the world, including managed payroll and workforce management.
It should allow the mining and infrastructure solutions company to deliver a complete cloud human capital management experience.
With more than 12,500 employees across 47 countries, Orica was looking for a solution to unify its employees after enjoying tremendous growth both organically and through acquisitions.
Dayforce will support Orica's future growth by providing a single system for timely and accurate payroll and helping maintain compliance across multiple geographies.
Ceridian managing director of Australia and New Zealand Brian Donn said Dayforce would help Orica streamline global people processes, deliver a world-class employee experience and support strategic decision making through real-time workforce data and analytics.
"In today's ever-changing world of work, Ceridian's momentum in Australia and New Zealand continues to grow as organisations choose Dayforce to inform HR decision-making and drive operational efficiencies," he said.
Orica partnered with Deloitte to provide global payroll expertise and guide it through the selection process.
Deloitte workforce and payroll solutions advisory lead Mark Bateson said Orica needed a solution that could match the complexity and diversity of its global business.
He said through the process it had found Dayforce's HCM suite to be the best product to match those needs.
Orica has also retained Think Best Practices as part of the implementation team to drive the project.
Think Best Practice will work with Orica, Deloitte and Ceridian to manage Dayforce's implementation, bring deep global implementation experience with Ceridian's tools and services to drive quantifiable value to the business and its employees.
This is only the latest step in Orica's efforts to get a better handle on its business.
Under former chief executive officer Alberto Calderon spent about $300 million on an updated SAP enterprise resource planning system.
Calderon realised the company had become very centralised, which meant its people in the regions, who were actually closest to the customers, had lost responsibility for earnings.
The SAP upgrade was meant to give those close to the customers more control.
Orica also completely overhauled its information technology systems, swapping from a multiprotocol label switching network to a software-defined wide area network.
BT was the driver of that shift, which effectively unchained Orica workers from their desks.
Prior to the switch Orica workers needed to have an Orica-issued laptop and be in the Orica office to access its systems.