w o r k p l a c e f u t u r e s the crystal february 12 th, 2012 with thanks to our sponsors
TRANSCRIPT
W O R K P L A C E
F U T U R E STHE CRYSTAL
February 12th, 2012
With thanks to our sponsors
2 – 2 –
GOOD CHEMISTRYSodexo and AstraZeneca – strategic partnership in action
INTRODUCTION – NICK CATON
Head of EMEA FM Procurement &
Global Category Lead Energy, AstraZeneca
‘Big Four’ consultancy background, followed by move into industry
Joined AstraZeneca in 2010 to support major change programme in IS Procurement.
2012 focus as part of the EMEA FM business as they moved through a period of significant change through outsourcing and to drive the implementation of supplier ecosystem and service management thinking to support these changes.
2013 focus is to leverage a collaborative supplier environment and realise the benefits from outsourced service delivery model.
PHO
TO
REQ
UIR
ED
ASTRAZENECA STRATEGY AND CHALLENGES TO PHARMA INDUSTRY
EMEA FM PRIORITIES – A BALANCED SCORECARD APPROACH
Continuous Improvement
Achieve our financial targetsEnsure eFM is a great place to work
Connect with our customers
Focus to improve the Business Performance
Optimise services for our three value delivering customers
Scientist, Operator and Salesforce
• To be recognised internally & externally for Customer Service Excellence
• Improved Customer Service year on year
• All our services meet industry benchmark for service performance
• To ensure we have the right engagement and capability across total FM to deliver the broader business goals
• eFM costs to be at same ratio to AZ sales as 2012 and demonstrate improved eFM Service delivery vs external benchmarks
THE eFM SUPPLIER ECOSYSTEM
A collaborative partnership between 16 strategic partners
Leaders across the ecosystem have signed up to role-model the right behaviours to make this work
Regular Supplier Engagement & Networking Sessions (three per year) to drive partnering, collaboration and innovation
AstraZeneca supporting strong behaviours in sales pitches, formal recognition and commercial benefits
Facilitation and Intelligent Client role
THE PARTNERSHIP – SODEXO’S ROLE
Hyg
ien
e fa
cto
rs
Valu
e factors
Cleaning
Catering
Service desk
Innovation
Collaboration
Relationship development
Strategic im
portanceGrounds
maintenance
Reception/meeting room services
Mail and logistics
Technical services – Building fabric, M&E
INTRODUCTION – NEIL MURRAY
Managing Director, Sodexo Corporate Services IFM
Managing Director of the Corporate Services IFM segment within Sodexo UK&I
Responsible for the largest segment in Sodexo’s UK business with over 7,000 employees
Involved in a Group strategic project to move Sodexo to a Quality of Life service provider
THE STRATEGY
We focus on the Quality of Life of the consumers of our services
Best
Cheapest Closest
Product leadership
Consumer intimacy
Operational excellence
INNOVATING AND ADDING VALUE FOR ASTRAZENECA
Relationship model
Client - Sodexo
WhatDesign of the service, result specifications
HowProcess and methods,
organization for the execution of the service
How MuchPrice of the service,
cost to use
Specified by the client = the request
Has to be shared with the client, when « What » is not specified – to be the base for commercial proposal design
Heart of Sodexo proposal
Sodexo proposal – as a consequence of previous
OutsourceClient buys capabilities
Improve
Change
Client buys expertise
Client buys results
WhyStrategic issues for the client : why our services
are important to them
PARTNERSHIP SUCCESS – THE SPECIFICS
Successfully collaborated with ecosystem to deliver financial imperatives through intelligent solutions
Enabled AstraZeneca to focus on core business and key drivers (e.g. R+D) by delivering the right environment to:
Attract and retain the best people
Focus them on high value activities such as research
Support the engagement of people e.g. Wellness
Supported innovation through on-site teams working in collaboration with the Client and ‘competitors’
Understood Client drivers and expectations through our ‘Clients for Life’ Key Account Management framework
Regularly measured consumer experience and engagement with improvement of contract KPIs and delivered a consistently high consumer experience in UK, Sweden and China
THE PARTNERSHIP – OUR LEARNINGS
12 –
Partnering doesn’t mean complacency or ‘on a plate’ growthLaboratory Instruments
Requires open and honest relationships, built on trust and mutual respect
A need for a mature approach to collaboration
IN SUMMARY
We mustn't allow the industry to become commoditised
FM holds key levers for business performance
The FM industry must now truly understand the core business landscape of its clients
The industry must adopt a B2C approach – not just B2B
13 –
Q&A
14 –