Case Studies

Brief:

To complete due diligence assessment
To transition the FM staff and operational delivery responsibilities at manufacturing sites in Central and Southern Europe to a new outsourced FM model
To source new service contracts for specialist equipment and services
To achieve targeted cost savings
To manage stakeholders (key staff, country managers, etc)

Approach:

Desktop and onsite review of due diligence information undertaken
Site FM organisation structure and functions reviewed on-site together with asset assessment
Company introduction presentation and Q&A session held on-site with country manager and senior management teams
Initial meetings held on site with senior FM client affected staff
Onsite meetings held with specialist service providers as part of competitive tender process
Process supported by HR, procurement and hard services specialists as needed

Outcome:

Due diligence successfully completed for all sites
Specialist service contracts negotiated and mobilisation aligned to overall project plan
Final European-wide proposal successfully presented to client and sign-off achieved

Brief:

Approach:

Mapped existing processes and identified all services
Identified existing performance data sources
Reviewed teams structure, span of control and authority levels
Implemented data capture of customer interactions (call volumes (telephone/email), average time to answer, first time resolution, average handling time, fault type, abandonment, customer satisfaction etc)
Reviewed adoption of technology and systems

Outcome:

Operations Team re-structured into three teams (onboarding, training and technical support)
All processes re-engineered, documented and RACI matrix included
New IP cloud contact centre system implemented for voice, email and live chat support
New KPIs introduced for Operational Teams
Specialist staff training implemented Salesforce CRM system implemented across the company
Weekly meetings implemented with Development Team to review common bugs/themes identified through customer interaction
Dedicated ‘development maintenance’ time scheduled each week to correct common bugs or to improve UI
NPS score increased to 34

Brief:

To refurbish an existing building to create a new corporate HQ office for 300 staff
To obtain Exec Team and shareholders approval to the design
To deliver within budget
To minimise carbon emissions
To introduce agile working principles

Approach:

Building identified through local property searches and planning successfully completed to extend the building and car park provisioning.
Demolition contractor, design team and main contractor sourced through competitive tender
Staff engagement teams established to inform/assist design and flexible working approach to new building
Design layouts shared with Exec Directors on 1-2-1 basis prior to board presentation and subsequent shareholder presentation
Weekly management report and monthly board report implemented

Outcome:

A nineties building acquired in local business park and strip out completed
Design finalised to achieve occupation of up to 300 staff and introduce agile working principles
Main contractor appointed below budget
Annual operating cost savings through efficiency estimated at £600k
Carbon emissions reduced by 15%

Brief:

Identify and document the existing property management processes of all group companies
Identify industry best practice in terms of property management services and operating model
Compare and contrast the ‘in-house’ and 3rd party companies in terms of service and cost
Determine the most appropriate operating model in terms of resource and technology
Prepare business case for executive approval

Approach:

Reviewed and process mapped existing models for property management
Established a project team consisting of in-house representatives from Legal, HR, Finance, Property Management and Demand Management
Facilitated workshops to review each model and develop preferred model
Developed business case for approval
Negotiated preferred operating model with supplier
Communicated and mobilised new operating model

Outcome:

Business case to outsource property management to leading real estate management company approved by Aviva Executives
UK first in terms of an all-inclusive property management services agreement (covering all aspects of the property management life cycle from acquisition to disposal) negotiated and mobilised
Cost saving targets achieved, and risk profile significantly reduced