EUROCLEAR

IFMA (Belgium Chapter)

Facility Management Project of the year 2015 Award

2010 - 2015 … a story of …

•The company cultural change and transition agenda

•An upgrade of FM function within the company mission and strategy.

• A force for accelerated professionalising of the FM organisation.

• The rebirth of innovation, creativity and entrepreneurship

2

A “classic” facilities cost savings and real estate

restructuring story turning into a challenging “new ways of

working” company deal contributing to:

3

EUROCLEAR A brand of stability, safety, business resilience, ..

International Central Securities Depository

World leader in clearing, settlement and custody for financial

institutions and corporate clients

Critical Infrastructure for Financial Markets (‘Plumbers’)

Key figures Value of assets held under custody: € 26 trillion

Average daily value of transactions settled = € 2,4 trillion

Yearly number of transactions = 180 million

Employees worldwide = 3,900 (Belgium 2,500)

AA+ by Fitch / AA bij S&P

39% Tier 1 Capital under Basel III

(*) Created by JP Morgan in 1968, became a Belgian Bank in 2000, HQ in Brussels

Euroclear Group includes the national CSD’s of Belgium, France, UK, The Netherlands, Finland, Sweden

Shareholders are financial institutions

Corporate culture

Euroclear vision: Ambition to become the preferred partner in the

post-trade industry.

The trigger: The future will not be “one size fits all”, our business will

become more and more complex: increasing commoditisation of

our core business activities, new entrants, new technologies, new

business models, new services to offer etc.

Why a need for a change in culture?

Therefore, we have to implement new behaviours:

• Act more agile and flexible in responding to change and business

opportunities, reduce ‘through-put time’.

• Further increase efficient usage of resources.

• Stimulate the creativity, knowhow and ideas of all our employees and

create an entrepreneurial culture.

Why a need for a change in culture?

7

How to change?

The Opportunity – The Challenge New Way of Working should bring along a cultural evolution

2010 question from MC: set-up and implement a real estate strategy for the group to:

• Significantly reduce the overall occupancy cost

• Harmonize the office concept throughout the group

Significant investment:

• Stimulates reflection within business unit on how to leverage the office

set-up to contribute to a culture change for the company

Ambition - Create an environment fit for NWOW as an enabler for:

•A better and more efficient company

• More cross-divisional cooperation and interaction

• Employee engagement

• Flexibility

The Opportunity – The Challenge New Way of Working should bring along a cultural evolution

We called it …

The Opportunity – The Challenge New Way of Working should bring along a cultural evolution

Why New Way of Working?

NWOW stands for:

•Performance is everything, no matter where and when it happens.

•Managers who trust their employees to go out and get results

•a workforce that takes initiative and holds itself accountable for its output

so a more productive and engaged workforce, more innovation and

creativity

Why New Way of Working?

NWOW stands for:

• Flexibility while you work so a better work-life balance.

•Knowledge sharing in a different way is key in the new service economy.

• Lower facility costs.

13

NWOW requires the right physical environment,

efficient technological tools and the appropriate

culture:

•A good base to set up a common workplace strategy

between IT, HR and FM.

Why New Way of Working?

SHAPE sets the foundation for a more collaborative,

effective and inspiring working environment:

14

• An office concept preparing for New way of working

► Flexible desking, significant increase of meeting space

• Improve and harmonize our current work environment, staff wellbeing,

efficiency & engagement

• Right workplace for the right type of work

► Multi-purpose areas

• Boost staff interactivity (eg marketplace, informal meeting space)

• A professional client area

What did Shape do?

The Market Place

15

For internal use

30%

What did we achieve?

By 2014 total Euroclear occupancy budget dropped by:

•Main contributors

► Space reduction

► Site rationalisation

► Rent renegotiation

► Reduction of related occupancy costs (eg maintenance, utilities)

Total investment = +/- €20 million 2009 2014

Total yearly occupancy cost €69 mi €48.5 mi

Average Occupancy cost

by FTE (excluding DC costs) €15.2k €10.7k

What did we achieve?

•Common look and feel in office concept throughout all offices, creating a

strong identity for clients and a sense of belonging for employees

•Flexible, efficient and multi-purpose usage of space, and considered a

‘scare resource’ (80% desks factor, market place, restaurant area)

•Key contributor to accelerated implementation of teleworking.

What did we achieve?

• Improved staff wellbeing and engagement (climate surveys).

• Increased cooperation, communication and interaction between

employees, teams and divisions; Market place as an icon.

•Project/business related stacking versus traditional silo-based (=per

division) stacking discussion on the table.

What did we achieve?

•Managing in an NWOW environment as part of HR training catalogue.

•FM team reputation: experts driving business unit strategy in a professional

way, and ensure a modern and efficient working environment.

The cherry on the cake

Euroclear JumpStarter

Make better use of people and their ideas, increase people engagement,

foster creativity and install an entrepreneurial mindset.

Euroclear JumpStarter

We wanted to create a collaborative community that gives the opportunity to:

►Capture ideas from everyone, everywhere, anytime.

►Raise ideas, share, discuss and enrich them through the entire organisation

►Raise problems and invite people to come with ideas to solve them.

►Try options to validate hypothesis.

►Support & facilitate realisation.

JumpStarter

22

Pulse+

Idea

Community Mentor

Creative Zone

Connecting the dots

Key building blocks

23

Euroclear JumpStarter

The innovation incubator is a physical & virtual safe environment for people

to exchange, create, try, fail, succeed and learn happily without judgement!

Fully endorsed by the management team!

25

For internal use

Euroclear JumpStarter

Lessons learnt

•Change management

►No secret recipe: blood, sweat and tears

►Takes time

•Facts and figures can help

►Eg footfall vs capacity

•Benefit of a burning platform

•Senior management endorsement is key

FM insights

•The company workplace strategy is shared by and requires 100% alignment between IT, HR and FM

•The workplace can be strong contributor to the corporate culture and image, and impact on employee efficiency and engagement should not be underestimated

•FM teams need to broaden expertise versus traditional more technical one (eg ‘sociotechniek’) – increase impact / credibility

•The workplace is moving more and more from a physical one to a virtual one: understand what does this means for FM and ensure we remain in the driving seat

Thank you!