EUROFM PARTNERS ACROSS BORDERS AWARD
EMEA ONE TEAM PROGRAMME
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Introduction
EMC is a global leader in information technology as a service operating in 86
countries with manufacturing plants in the US and Ireland. In Europe, the Middle
East and Africa (EMEA), EMC occupies 125 buildings in 49 countries supporting
c12,000 people. The EMEA Real Estate and Facilities function is led by Ken
O’Mahony, senior director EMEA for Global Real Estate and Facilities (GREF),
with Bruce Barclay, manager EMEA Facilities Operations, managing more
than 160 staff through several service providers: FMS (UK and Nordics); Vinci
(Southern Europe); and Facilicom, Wisag, CTA Services and REIWAG (Northern
Europe). See Appendix A.
Ken O’Mahony
Senior director EMEA
Bruce Barclay
Manager EMEA
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Section 1:
Partnership between a corporate client
and service provider/s
EMC has a culture of outsourcing. The company’s co-founder Richard Egan
(the ‘E’ in EMC) believed that the business wouldn’t be successful without
support from supply chain partners. EMC’s global RE&F presidents John Herrera
and Dan Fitzgerald continue to embrace Dick’s philosophy through EMC’s FM
outsourcing arrangements, where service providers are treated as partners and
integrated into the EMC structure.
and regional coordination. The landscape of employee engagement and the battle
for talent was also changing with a need to develop a strong brand and reputation
that focused on delivering a differential employee experience.
One of EMC’s core values is Customer Experience First. With this in mind, in June
2013 Bruce Barclay, who comes from a hotel and property background, was
recruited to introduce the hospitality sector’s culture and value principles into
EMEA operations, creating a One Team approach to service delivery.
The aim was that by the end of 2014 the EMEA RE&F team would enjoy a geowide culture of service excellence, innovation and sustainability. This would be
achieved through trusted, industry-leading, service teams and partnerships
that deliver exceptional service to emotionally engage EMC employees. This
was a transformational shift in culture to partnership working across EMEA.
Before the introduction of the One Team approach, the standard of service in
EMEA was good, but there was no shared alignment between service partners
in different geographies and no sense of a unified EMEA FM business family
being part of a global business focus. Attention wasn’t always focused on the
customer experience.
The Drivers for Change
Employee
Engagement
Brand Identity
Infrastructure
Measurment
& Insight
EMC was engaging individually with 10 supply chain partners across EMEA which
created a siloed approach in which there was a danger that RE&F delivery in
EMEA would appear disjointed. The wider business was shifting with a need for
improved compliance, risk mitigation and agility; together with cross-functional
Customer
Experience
Finance
See Appendix B for further detail.
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How was this achieved?
EMC’s core values and mission are well documented, serving as the backbone
to EMC’s success. In partnership with ServiceBrandGlobal, experienced in FM
and One Team initiatives and Dr Alison Whybrow, an expert in organisational
design and change management, the EMEA RE&F leadership team held a
series of workshops, adapting the core EMC values into specific FM values (see
Appendix C ) and creating an FM strategy and roadmap. Further workshops
helped to understand the different personality types within the team, and how
best to work together, and introduced the One Team approach and operating
platform.
From
The next step was to understand the internal client’s current perception of
the service. Although regular feedback had been received in the past it was
generally informal. A full customer survey, to managers and end users, was
conducted in April 2014. The survey revealed that overall the team was doing
a good job, but highlighted areas for improvement which were fed back to the
service partners (see Appendix D for a full summary). The survey is now an
annual event, with the second one being sent out in March 2015, to ensure that
the RE&F team constantly captures accurate customer opinion which enables
focused service delivery.
To create the sense of one cross-border team, an FM summit was organised
in Paris in April 2014 where 34 members of the EMEA RE&F team spent
inspirational and interactive time together. The conference included keynote
speeches, working sessions, and discussion of the mission and values, the
roadmap and the One Team approach. The structure of the One Team operating
platform was introduced and the team came up with ideas for how it would
work. These were prioritised and the top 15 agreed – see Appendix E. Nine of
those 15 have been implemented.
To
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The impact of time spent together cannot be underestimated. Several of
the service partners have acknowledged they were skeptical about the
approach until that point, suspecting it was more about beating up suppliers
than improving outcomes. In the end there was a true sense of belonging,
togetherness and camaraderie in the group, which is extraordinary
considering that the service partners are direct competitors. The feedback was
overwhelmingly positive. See Appendix F.
Ongoing communication is an important part of maintaining momentum for
the whole team. In addition to a global RE&F newsletter, one was introduced
in each geography, with a common pan-European theme, to update the teams
about progress. In January 2015, EMC introduced a One Team planner, a
calendar designed to accommodate both One Team and local tasks.
The One Team approach was already bearing fruit. Delegates were encouraged
to photograph and video parts of the conference and their footage was edited
to produce a conference video. See http://bit.ly/1HQK8r1. This was produced at
no cost without external resource with the additional benefit that the team had
collaborated in its making.
At the conference, the One Team brand had been launched and this was
embedded into a global branding initiative and gradually disseminated
throughout all sites so the brand is visible on everything from email signatures
to presentation templates across EMEA.
This consistency was then extended into job roles and descriptions, so a corporate
receptionist in London has the same job description as one in Frankfurt. The job
profiles were rewritten to fit in with the FM team’s vision and values. Although
these job descriptions were owned by the service providers, it is testament to
their commitment that they were enthusiastic about aligning them.
Underpinning these cultural changes, is a fundamental shift in service delivery.
Facilities-as-a-Service, a title that originated from the corporate function,
was introduced to provide the internal client a predictable expense with a
predictable outcome. The operating platform, to which all the service partners
are associated, ensures consistent systems, processes and standards across
EMEA. It coordinates all activities from high-level strategy through management
practices to delivery on the ground, maximising synergies and minimising
duplication.
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Section 2 and 3:
The achievements of the partnership towards
agreed goals; the innovation introduced to
deliver facilities management consistently
and effectively across European boundaries
In early 2014, EMC set itself the target of being in the Top 25 Great Places to
Work globally. The results were announced in October 2014 and EMC was
ranked 18th at a global level, and 7th for best multinational workplaces in
Europe, with high rankings across individual European countries including 1st in
Spain. Even more ambitious targets have been set for this year. Compared to
the 2013 results, scores improved year-on-year in 19 areas with 83 per cent of
people saying that “EMC is a great place to work”.
The survey results from the 2015 RE&F EMEA customer survey are released in
early April. Initial results indicate a significant increase in RE&F performance
and customer appreciation. Full details will be available in early April 2015
should the judges wish to receive them at that stage.
The approach has allowed the RE&F team to better respond to the needs of
the business. As a technology company, change is constant and EMC regularly
acquires start-up ventures and other businesses. The consistent approach to
RE&F across the world has enabled the team to integrate these acquisitions
more efficiently and reduce risk.
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The way forward
FMS installed
a bike rack and
launched a
‘bike to work’
promotion
EMC is going through a major period of change moving towards cloud-based
services. In order to provide the best real estate and FM service, the team has
to create ever more agile, scaleable and responsive services that can respond to
the business’s changing needs and deliver demonstrable value.
In April 2015, EMC will hold its second FM Leadership Summit, this time in
Frankfurt, to further bond the team and inculcate the One Team approach. This
year will see the launch of the inaugural One Team Achievement Awards for
business excellence to reward exceptional service, teamwork, improvement and
living the values.
The credibility of the RE&F function has been raised substantially with senior
management. The One Team approach empowers local teams to introduce ideas
to delight customers. For example, in London, FMS installed a bike rack and
launched a ‘bike to work’ promotion to tie in with local efforts. See Appendix
G for examples of wow moments that has been delivered by service partners
above and beyond the commercial arrangement.
There has been a quantum shift in service provider thinking from seeing
themselves as working alongside competitors for one client, to being part of
one business family across Europe. They are more engaged with the client
as a result and staff morale has improved. There are numerous examples of
where individual facilities professionals working in different regions have been
inspired by the One Team programme to develop new ways of doing things to
delight the customer. See Appendix H and I.
During 2015 additional locations across EMEA will be added to the integrated
FM programme by extending the scope of existing partners.
The FaaS Operating Platform will be improved to become deeper, more robust
and with embedded measurement and insight processes.
Overall there is a recognition across EMEA that is an ongoing journey, not a
finite path. Maintaining this kind of FM business family across borders requires
ongoing effort on all sides.
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Conclusion
Over the past 18 months, the EMC RE&F team across EMEA has transformed
from a group operating independently, to a fully-aligned One Team where
competitiveness is put aside to create the best possible outcome for the client
and the EMC business.
2015
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Appendix A
Chart showing the EMEA operational footprint and service providers
responsible for which area
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Appendix B
The One Team Operating Platform
The One Team Operating Platform has been developed from the SERVICEBRAND® approach and
SERVICEBRAND Operating Platform, created, owned and used by SERVICEBRAND GLOBAL Ltd.
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Appendix C
How the FM team adapted the EMC core values to guide the team
EMC Value
Adapted RE&F
EMC Description
RE&F description
1
Customers first
Customer
Experience First
Focus on their needs; deliver on our promises.
Through good communication accurately identify needs
and focus on the customer experience; deliver on our
promises
2
Expertise / quality
Expertise / quality
Develop and deliver best-of-breed products and services Continuously develop and deliver best-practice services
3
Understanding the Understanding the Know how we provide real value to our customers
business
business
Know how we provide real value to individuals, business
units and the Federation
4
Integrity
Integrity
Treat other with respect and do the right thing always.
Be professional, treat others with respect and do the
right thing always
5
Results driven /
accountability
Results driven /
accountability
Complete what you say you are going to do; no excuses. (no change)
6
Sense of urgency
Sense of urgency
Seize opportunities quickly; get it done now.
Be responsive, act professionally; get it done now
7
Communication
Communication
Maintain open, honest interaction; build relationships
on trust
Maintain engaged, open interaction; build relationships
on trust
8
Teamwork
Teamwork
Collaborate smoothly with others; leverage our diversity Collaborate effectively; leverage our diversity,
experience and talent
9
Innovative
problem solving
Innovative
Solutions
Think creatively to provide the solution
Think creatively to provide solutions and innovation;
Challenge the norm
10
Adaptability
Adaptability
Stay flexible; adapt as circumstances change
(no change)
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Appendix D
Results of first customer survey
The aim of the research was to chart client satisfaction with EMEA Real Estate
& Facilities services. It was conducted as an online survey in April-May 2014
sent to management and employees working in EMEA facilities. Data analysis is
based on 2,293 respondent’s evaluations.
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Appendix E
The top 15 priorities which came out of the summit and those
that have been achieved.
Generic Appropriation Request
✔
Website
✔
Interactive Kiosk
Five-star Extended Service
Archibus
✔
Reception experience
✔
Global work request system
✔
Regular meetings (coffee/ lunch)
Service uniform
EHS Training Software
Quarterly EMEA FM Call
✔
Branded promotion of corp
messages
✔
International exchange programme
Celebrate and reward success
✔
Ideas forum
✔
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Appendix F
Leadership summit 2014 feedback
A robust feedback process took place based on scientific research
principles (quantative and qualitative). The net promoter score approach
was applied to set a testing and stretching benchmark. The results were
overwhelmingly positive.
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Appendix G
Month
2014
Country
Activity
Examples of wow moments
August
Belgium/Luxemburg
Ice cream car on hot days
September
Switzerland
Free chocolates for the school start
Month
2014
Country
Activity
Belgium
Parking space for bicycles and motorcycles and
special locker room
February
Austria/Vienna
Valentine flowers for EMC employees
Luxemburg
The Netherlands
Valentine cupcake for EMC employees
Breakfast for EMC employees to welcome the new
district manager
The Netherlands
Winter Olympic games on TV with snacks and drinks
Q3 drink with finger foods for EMC employees
March
Luxemburg
Daily newspaper for EMC employees
The Netherlands/
Nieuwegein
April
Switzerland
Donation for global earth day of 500CHF for a
charity water project
Austria/Vienna
Change of normal coffee machines to Nespresso
Austria/Vienna
Belgium/Luxemburg
Donation to a local autism organisation
Reiwag sponsored new equipment for the EMC
soccer team
Belgium/Luxemburg
Free herbal plants (mint, sage, parsley) for Global
Earth day for EMC employees
Austria/Vienna
Supporting and facilitated three charity actions
Austria/Vienna
Belgium/Luxemburg
Easter eggs for EMC employees
Free bottles of wine (with no alcohol, local
specialty) for EMC employees
The Netherlands
Collection box for local autism organisation (€36
from EMC employees and €164 from Facilicom)
Switzerland/Zurich
Future Day 2014: cinema posters, lunch and drinks
for EMC employees
The Netherlands/
Nieuwegein
Free bottle of water from a brand that aims to
provide clean water to everybody (Marie-StellaMaris foundation)
Belgium
Free energy drinks for EMC employees
Belgium
Run in the dark, charity pop up event, donation of
€295
Austria/Vienna
Free bicycle service (repairs/check) for EMC
employees
Switzerland
Free chocolates for EMC employees
Switzerland/Zurich
Table kicker for lounge room
May
June
October
November
December
Austria/Vienna
Lunch and presentation on Global Earth day for
EMC employees
Switzerland
Free fruit during flu time to improve the health of
the EMC employees
Belgium/Luxemburg
Ergonomic tips for EMC employees
CTA Services provided free Christmas tree
Austria/Vienna
World FM Day: Ice cream for EMC employees
Switzerland/Zurich &
Gland
Increased free fruit for EMC employees
Switzerland/Zurich
Facilitating lunch for orphaned children
World FM Day: free pen and notebook, free barista
coffee and massage for EMC employees plus a
healthy lunch
Belgium
Organising Christmas lunch for EMC employees
The Netherlands/
Nieuwegein
Christmas gift (chocolates) for all EMC employees
Belgium/Luxemburg
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Appendix H
Examples of where the One Team approach has allowed service partners to
share expertise and where this has benefited the client.
The Energy Management Working Group
After the 2014 summit in Paris, the different service partners expressed a desire
to work together outside the contractual agreement to improve the service
delivery. A working group in energy management was set up, formed of experts
from each service partner, to provide advice and recommendations to the
core business. The focus was on buying utilities, improving the procurement
of renewable energy and becoming more energy efficient. The group shared
expertise from across their organisations and produced a energy best practice
handbook for all sites which is already reaping results in a reduction in energy
use. EMC now uses 10 per cent less energy than before the introduction of the
programme. This is a clear benefit for the business which is seeing a reduction
in energy costs with no increase in FM consultancy costs. This approach was so
successful that it is going to be applied in other areas such as communication
and customer experience.
The One Team approach encourages service partners to go above and beyond.
FMS has been supporting the business providing a regional solution for the
Nordics at a negligible profit margin because of their commitment to the
relationship. They have also provided a regional co-ordinator for the Middle
East to support the operation there with an extraordinary commitment from one
individual, David Chamberlain. All of this is an example of discretionary effort at
an organisational and individual level.
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Appendix I
Example of how people throughout the service partner organisations (not just
management) are inspired by the One Team approach
One of the Facilicom FM co-ordinators Suzan Barnhoorn in Holland suggested
that EMC change the monthly reporting to align the priorities with the RE&F
values and demonstrate what they have done to translate the EMC values into
daily practice.
The before and after monthly reports
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Previously EMC’s service partners would brand capital project reports (which
were circulated to the internal client) under their own brand giving the
perception that they were solely responsible for project delivery. All service
partners now consistently use the One Team brand across EMEA, further
improving client perception and understanding of RE&F’s function and role
within the business.
Internal Client Project Report Branding
Before Program
After Program Implementation
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Appendix J
Testimonials from the service partners about the One Team approach
Guy Claes, Operations Manager, Facilicom (Benelux)
Being invited to last year’s summit in Paris is not only
a privilege, it is of significant value to our partnership
with EMC. Last year gave us a much better insight and
understanding of the service improvements for our
clients – the EMC employees throughout EMEA. For
the first time, competitors and client were working
together for the greater good, working as one team to
achieve an EMEA and global standard in facilities for
EMC. We strongly believe that this year’s summit will
be of an even higher value.
David Chamberlain, Regional Manager, FMS (East Europe, Middle
East and North Africa)
I think that the initial reaction for most of the service
partners, including myself, was that this approach is a
crazy idea as we are all competing for business from
EMC. However, the more that I spend working on the
programme, the more sense it makes and it makes us
all stronger by collaborating.
As a result of the programme, I have spent more
time talking to my colleagues within other FM
companies. It helps us to up our game where we need
to, in order to deliver the best possible service. I have
learned so much from others about heightening the awareness of facilities
within their offices, and I hope I have also imparted some of my experience to
others.
The team that I work with are on fire with enthusiasm. Cut them in half and
you would see EMC.
Isabella Pozzoni, Regional Manager, GREF (Southern Europe)
I thought the One Team approach was a revolutionary
idea, a very courageous and ambitious project. I
feared it could have been a too dramatic change for
us, difficult to pursue in the long term. However it has
proved to be a very well planted seed that is paying
dividends to us all. At the first summit we started to
talk about values, and to feel and act like one team.
We better understood our priorities and objectives.
Now we speak the same language and we are more
aligned, more integrated.
As a result of the One Team approach, I have learned to open my mind to new
ideas and how important is to share best practice and experiences. I learned
that we can get inspiration and insight from other sectors such as the hotel
and hospitality sector, not just from our industry. We gained more visibility as a
team within our organisation. The sense of belonging and pride has improved
hugely within the team.
The latest Great Places to Work report for Italy showed incredible results.
We are the third best organisation to work for in Italy. I believe the adoption
of our new operating platform and the continuous focus on the total customer
experience contributed to this success.
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Philip Hosking, Regional Director, VINCI (Southern Europe)
Maria Torbina, Regional Manager, GREF (Russia & CIS)
As a result of the programme, we have seen a much
greater understanding and recognition of the role of
facilities in EMEA, and greatly improved
communication between EMC and the FM partners.
The first summit was brilliant, pioneering, and a
fantastic way to get everyone moving in the same
direction.
As a result of the One Team approach, we have
improved communication to all of our team members,
about what the client is doing and we have reinforced
the family spirit with our onsite subcontractors who are in daily contact with
end users. We have seen increased commitment from our staff members and
better recognition from local management.
I have liaised with my colleagues in London about some of their projects
which has given me some great insight into the projects we wish to do in Paris
and Madrid. The exchange of experience is very important.
It is vital to keep the ball rolling. Life is all about adapting, improving,
optimising and asking ‘why do we do this in that way?’. If we look back only two
to three years, what we now do with EMEA, bears no resemblance to what we
did when we started our joint venture in 2008, and we will most certainly say
the same thing in five years time. A rolling stone gathers no moss.
The One Team philosophy has professionalised the
local FM team in the eyes of our customers. They see
we are part of one EMEA team, driven by a business
strategy, rather than a couple of local professionals
helping to fix broken furniture and change light bulbs.
As a result of the programme, we have changed
almost everything we do. We are more open with our
customers, and more visible through the One Team
brand. We have been empowered to implement a
lot of small things as part of the service excellence
philosophy and customer first approach. For example, we leave a ‘thank-you’
card on people’s desks when work has been completed. As a result we have
reached 91 per cent customer satisfaction in My voice survey in Moscow this
year in comparison to 74 per cent last year, while in St Petersburg, appreciation
grew from 80 per cent to 84 per cent.
I have learned so much from my colleagues in other countries. At last year’s
summit we discussed maintenance requests, and layout marking/labeling,
with colleagues from Israel, which we then used to improve our own processes
locally. Besides that we also learned a great deal from our colleagues in
Cairo about their power consumption project, which informed our power
consumption reduction in the St Petersburg office. We now have regular
facilities calls within local teams from all locations in my region where we
brainstorm our relevant challenges, and then calls and meetings with the wider
GREF EMEA team. All of this makes us stronger and better connected, which
reflects in our productivity and results.
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Tobias Archut, facilities manager, EMC for Wisag
At the beginning, I was unsure whether it would be
possible to include so many different companies and
cultures under one single understanding of providing
business for one customer, although we had all been
partners to EMC for many years. I felt that this was a
new and unique way to approach partnership and to
find a basis of service, communication, trust and
cooperation. The One Team approach in my eyes is the
logical consequence in working together with many
teams over many countries, with a great leadership
team and an outstanding project leader. Over the past few months, the idea has
become a reality. Creating and adopting visions and sharing programmes and
initiatives between the leadership team and partners and among the different
countries has became common practice. At the first summit in Paris, we all were
delighted to meet the leadership team and all the other partners personally.
This was the starting point of the One Team effect. Understanding partnership
and cooperation as a living value was a great experience. The openness within
the whole team, the clear vision and the trust was, and still is, a motivation to
take the next step and to provide the best service we can – together with the
service partners in all other countries and the leadership team.
Adopting the One team values was one of the biggest benefits of the new
approach. We now understand our team as a piece of the bigger picture,
providing services to one customer. Which means that we are aware that
decisions and procedures made or agreed could have an effect and an influence
on us all. In the past we met on a regular basis to discuss topics – we now
reflect situations under our value aspects and try to anticipate needs and
impacts for the One Team group.
As a result of the One Team approach, we have seen great improvement
in team spirit at all levels – internally, among our FM team, among EMEA FM
teammates and the leadership team.
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Appendix K
FaaS Operating Platform, Culture and Service Transformation Timeline
2013, Q3
—Operations Manager employed (with service transformation brief )
—Vision and roadmap need identified
—Roadmap submission and approval
Timeline
2013, Q4
—Strategy development workshops commence
—Values, vision and mission agreed
2014, Q1
—Strategy and 2014 roadmap documented
—Service Partner conference planning – Alignment theme
—Customer survey detailed planning
—Senior Leadership Workshop (Self assessment, sharing of One Team and Single Operating Platform Approach)
2014, Q2
—Customer survey conducted
—Service partner conference held in Paris (Values, vision and mission alignment , creation of the One Team business family)
—Customer survey results received
—Summit impact assessed and reported
2014, Q2
—Customer survey analysis distributed - focus areas highlighted
—2014 strategy implementation review
—One Team brand standard introduced
—One Team Role Descriptions introduced – aligning values and mission to each role
2014, Q4
—Corporate Reception function introduced
—EMC My Voice / GPTW Survey
—One Team Communication structure introduced
—One Team QBR introduced – conference call with all Service Partners
—Local newsletters implemented
—Service Partner Organisation (SPO) Survey – self assessment
2015, Q1
—Measurement and Insight process development (aligned to GREF strategy and FaaS Operating Platform)
—2015 strategy review
—Senior Leadership Workshop – SPO survey review/measurement & Insight system launch
—One Team online community portal development
—Service Partner conference program development (Leadership and measurement and insight theme)
—Service excellence recognition program introduced
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Appendix L
EMEA Real Estate & Facilities Vision and Mission
Vision
By year end of 2014 EMEA RE&F will have implemented a geo-wide culture
of service excellence, innovation and sustainability through the formation
of trusted, industry leading, service teams and partnerships that create and
deliver exceptional client services which emotionally engage and enable EMC
employees. Our performance will be guided by a clear and concise mission
statement for each client and by an ongoing quest for service excellence within
all operational and administrative functions. This quest for excellence requires
hiring, developing and retaining a diverse workforce of the highest calibre.
Mission
EMEA Real Estate & Facilities’ mission is to excel in the delivery of market
leading client service, through quality of service, business need for recognition,
agility, and the constant drive for service excellence. Grounded by our values
and vision, and with a focus on continuous improvement, innovation and
selfassessment, EMEA Real Estate & Facilities will provide safe, secure, great
places to work that enhance the GREF brand and EMC business.
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