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W O R K P L A C E F U T U R E S THE CRYSTAL February 12 th , 2012 PowerPoint PPT Presentation


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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. GOOD CHEMISTRY Sodexo and AstraZeneca – strategic partnership in action. 2 – . INTRODUCTION – NICK CATON. Head of EMEA FM Procurement & Global Category Lead Energy, AstraZeneca .

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W O R K P L A C E F U T U R E S THE CRYSTAL February 12 th , 2012

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W o r k p l a c e f u t u r e s the crystal february 12 th 2012

W O R K P L A C E

F U T U R E S

THE CRYSTAL

February 12th, 2012

With thanks to our sponsors


W o r k p l a c e f u t u r e s the crystal february 12 th 2012

GOOD CHEMISTRY

Sodexo and AstraZeneca – strategicpartnership in action

2 –


Introduction nick caton

INTRODUCTION – NICK CATON

Head of EMEA FM Procurement &

Global Category Lead Energy, AstraZeneca

PHOTO REQUIRED

  • ‘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.


Astrazeneca strategy and challenges to pharma industry

ASTRAZENECA STRATEGY AND CHALLENGES TO PHARMA INDUSTRY


Emea fm priorities a balanced scorecard approach

EMEA FM PRIORITIES – A BALANCED SCORECARD APPROACH

  • Focus to improve the Business Performance

  • Optimise services for our three value delivering customers

    • Scientist, Operator andSalesforce

Continuous Improvement

Ensure eFM is a great place to work

Achieve our financial targets

Connect with our customers

  • To be recognised internally & externally for Customer Service Excellence

  • Improved Customer Service year on year

  • All our services meet industry benchmark for service performance

  • eFM costs to be at same ratio to AZ sales as 2012 and demonstrate improved eFM Service delivery vs external benchmarks

  • To ensure we have the right engagement and capability across total FM to deliver the broader business goals


The efm supplier ecosystem

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

THE PARTNERSHIP – SODEXO’S ROLE

Innovation

Collaboration

Value factors

Relationship development

Service desk

Reception/

meeting room services

Technical services – Building fabric, M&E

Grounds maintenance

Hygiene factors

Strategic importance

Cleaning

Mail and logistics

Catering


Introduction neil murray

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

THE STRATEGY

  • We focus on the Quality of Life of the consumers of our services

Best

Cheapest

Closest


Innovating and adding value for astrazeneca

INNOVATING AND ADDING VALUE FOR ASTRAZENECA

Why

Strategic issues for the client : why our services are important to them

Change

Client buys results

Improve

Client buys expertise

Outsource

Client buys capabilities


Partnership success the specifics

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

THE PARTNERSHIP – OUR LEARNINGS

  • Partnering doesn’t mean complacency or ‘on a plate’ growth

    • Laboratory Instruments

  • Requires open and honest relationships, built on trust and mutual respect

  • A need for a mature approach to collaboration


In summary

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


W o r k p l a c e f u t u r e s the crystal february 12 th 2012

Q&A


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