partners across borders award submission

EUROFM PARTNERS ACROSS BORDERS AWARDEMEA ONE TEAM PROGRAMME

EuroFM: Partners Across Borders Award

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IntroductionEMC 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 BarclayManager EMEA


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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 geo-wide 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.

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.

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

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

See Appendix B for further detail.

Brand IdentityEmployee

Engagement

CustomerExperience

Infrastructure

Measurment & Insight

Finance


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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.

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.

From

To


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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 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.

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 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.

The way forward

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.

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.

FMS installed a bike rack and launched a ‘bike to work’ promotion


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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 AChart 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 CHow 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 business

Understanding the business

Know how we provide real value to our customers 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 DResults 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 EThe 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 FLeadership 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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Month 2014

Country Activity

August Belgium/Luxemburg Ice cream car on hot days

September Switzerland Free chocolates for the school start

Belgium Parking space for bicycles and motorcycles and special locker room

Luxemburg Breakfast for EMC employees to welcome the new district manager

October The Netherlands/Nieuwegein

Q3 drink with finger foods for EMC employees

Austria/Vienna Change of normal coffee machines to Nespresso

November Austria/Vienna Reiwag sponsored new equipment for the EMC soccer team

Austria/Vienna Supporting and facilitated three charity actions

Austria/Vienna Free bottles of wine (with no alcohol, local specialty) for EMC employees

Switzerland/Zurich Future Day 2014: cinema posters, lunch and drinks for EMC employees

Belgium Free energy drinks for EMC employees

Belgium Run in the dark, charity pop up event, donation of €295

December Switzerland Free chocolates for EMC employees

Switzerland/Zurich Table kicker for lounge room

Switzerland Free fruit during flu time to improve the health of the EMC employees

Switzerland/Zurich & Gland

CTA Services provided free Christmas tree

Switzerland/Zurich Facilitating lunch for orphaned children

Belgium Organising Christmas lunch for EMC employees

The Netherlands/Nieuwegein

Christmas gift (chocolates) for all EMC employees

Appendix GExamples of wow moments

Month 2014

Country Activity

February Austria/Vienna Valentine flowers for EMC employees

The Netherlands Valentine cupcake for EMC employees

The Netherlands Winter Olympic games on TV with snacks and drinks

March Luxemburg Daily newspaper for EMC employees

April Switzerland Donation for global earth day of 500CHF for a charity water project

Belgium/Luxemburg Donation to a local autism organisation

Belgium/Luxemburg Free herbal plants (mint, sage, parsley) for Global Earth day for EMC employees

Belgium/Luxemburg Easter eggs for EMC employees

The Netherlands Collection box for local autism organisation (€36 from EMC employees and €164 from Facilicom)

The Netherlands/Nieuwegein

Free bottle of water from a brand that aims to provide clean water to everybody (Marie-Stella-Maris foundation)

May Austria/Vienna Free bicycle service (repairs/check) for EMC employees

Austria/Vienna Lunch and presentation on Global Earth day for EMC employees

Belgium/Luxemburg Ergonomic tips for EMC employees

June Austria/Vienna World FM Day: Ice cream for EMC employees

Increased free fruit for EMC employees

Belgium/Luxemburg World FM Day: free pen and notebook, free barista coffee and massage for EMC employees plus a healthy lunch


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Appendix HExamples of where the One Team approach has allowed service partners to share expertise and where this has benefited the client.

The Energy Management Working GroupAfter 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 atan organisational and individual level.


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Appendix IExample 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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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.

Appendix JTestimonials 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


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Maria Torbina, Regional Manager, GREF (Russia & CIS)

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.

Philip Hosking, Regional Director, VINCI (Southern Europe)

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.


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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 KTimeline

FaaS Operating Platform, Culture and Service Transformation Timeline2013, Q3

—Operations Manager employed (with service transformation brief )

—Vision and roadmap need identified

—Roadmap submission and approval

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 LEMEA Real Estate & Facilities Vision and Mission

VisionBy 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.

MissionEMEA 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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