One size does not fit all

Transcription

1 One size does not fit all How to balance global consistency with local needs 4 th June 2014 Wendy Cuthbert

2 Wendy Cuthbert Global Head of Facilities Management Barclays Bank plc. 2

3 Background Barclays is a major global financial services provider engaged in retail banking, credit cards, corporate and investment banking and wealth management, with an extensive international presence in Europe, the Americas, Africa and Asia. With over 300 years of history and expertise in banking, Barclays operates in over 50 countries and employs over 140,000 people. Barclays moves, lends, invests and protects money for customers and clients worldwide. 3

4 Corporate Real Estate Solutions Corporate Real Estate Solutions (CRES), under the leadership of Vivienne Grafton, is responsible for delivering exemplary services to the portfolio and putting the customer at the heart of everything we do. Our aim is to operate as a global cohesive team optimising our service delivery in every location where we do business. The primary aim of Barclays CRES is to acquire, mobilise and create high quality financial services office and retail environments in the most efficient and cost effective manner. This requires the management of 5,000 sites ranging from small regional retail properties to large iconic office buildings in over 50 countries. This includes ensuring that data and contact centres keep providing the high level of service that our customers and colleagues expect and that our people and assets are protected. 4

5 Facilities Management Services in Barclays Mechanical and Electrical Fabric maintenance repairs Catering Cleaning Landscaping Document & printing services Front of House services Manned guarding Waste management Mailroom services Moves and changes Small works Health and Safety Transport Switchboard services Energy management Landlord liaison Helpdesk services Work order management Utilities (Bill validation) 5

6 Project Unity Project Unity was a global initiative created to transform the way that Barclays CRES supported our customers through the provision of Facilities Management services. Its aim was to create a market leading global operating model that placed the customer at the heart of the operations and that would also deliver value and effectiveness and protect our people and assets. Project Unity was the first time in the history of the Bank that the entire portfolio of services and properties was taken to market. The scope covered over 50 countries, over 5000 properties and 30 service lines that every day impact all our colleagues and customers. A key driver to the programme was to deliver global consistency whilst maintaining the need to meet local requirements of our customers and the countries where we operate. 6

7 7 So one size could not fit all

8 Project Unity - a different approach A detailed RFI was issued to over 50 companies across the globe The team was open minded on the model to be procured and was not prescriptive An RFP was issued to 12 companies and comprised of only 12 questions Evaluation of the suppliers was based on their ability to evidence service delivery rather than their ability to write business presentations Capability was tested by a theme of You told us so Show us A key determining factor was cultural alignment with the suppliers 8

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10 Global FM award suppliers to 2 10

11 Project Unity countries so far.. Unity mobilised Unity mobilising Unity starting 11

12 So how did we balance global versus local? The selection of two suppliers globally meant that Barclays had the ability to provide consistency in the structure but the ability to flex to local needs. The global consistency was provided through the following: Single set of KPIs and SLAs Single Management Information system Standard building and asset nomenclature End to end governance processes Standard reporting Clear accountability and responsibilities Common identity across both internal and external teams one team, one vision This allows the team to focus on what matters delivering service to our customers 12

13 Tiering of the portfolio To be able to deliver a global standard that was capable of meeting a local requirement, Barclays developed a tiered service approach to their portfolio. The portfolio was split into building type and then each of the services was further split into: Platinum Gold Silver Bronze So across each building there are 120 different service options available at the highest level of detail. Multiply this globally and you have over 500,000 possible combinations of service levels. 13

14 A common platform In order to be able to deliver this globally consistent approach and to be able to flex locally to meet the needs of the customer, it was important to have the best technical tools available in the market. The systems had to be: Easy and simple to use Have a single version of the truth Accessible from multiple platforms Capable of integrating disparate data streams Granularity down to component level for FMs at site level Strategic dashboard with full drill-down capability Real time reporting 14

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16 Operating model CoE Regional Delivery Enablement Capital Projects Workplace PMO Business planning and Administration Portfolio Optimisation Facilities Management Engineering UK & Europe Americas Asia & Middle East Africa Commercial Controls Relationship Management Security Capital Planning Partners (HR, IT, Finance Sourcing) CBRE/Broll / JLL, T&T, Realys, ISS/Tsebo 16

17 Increasing value Operating model: current vs. future Current Model Future Model 10% Strategy & Planning 10% Colleague Relationship Management 40% Strategy & Planning A step change is required on how services are provided and how both teams interface 20% Supplier Relationship Management 40% Colleague Relationship Management 60% Operational Excellence 20% Supplier Relationship Management Suppliers Operational Excellence - Suppliers 17

18 Project Unity charter Working together, we put our colleagues, customers and stakeholders at the heart of everything we do to deliver world class services that are the envy of our competitors We develop and deliver as one, sharing knowledge and embedding best practice We treat people as we wish to be treated we say thank you and we have fun We trust, respect and actively listen to each other We acknowledge the impact of change on people We communicate to engage and empower We have a licence to act and the courage to do so 18

19 It always seems impossible until it is done Nelson Mandela 19

20 Questions 20