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Jeremy L. Campbell Director, EMCOR Group (UK) Contact details: [email protected] 07917 393 168 31st July 2013 - UNCLASSIFIED © BAE Systems 2013 1
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Jeremy L. Campbell
Director, EMCOR Group (UK)
Contact details:
07917 393 168
31st July 2013 - UNCLASSIFIED© BAE Systems 2013 1
Key Learning Event
Collaborative Partnerships
31st July 2013 - UNCLASSIFIED© BAE Systems 2013 2
– The use of any photographic, video or voice recording equipment (including Camera Phones) on this site is illegal under the Official Secrets Acts 1911 & 1982 without prior authorisation.
Welcome
– No smoking except in the designated
smoking shelters.
– Please do not use your mobile phone in any of the hangars or laboratories and ensure it is switched off.
– Loos, fire escape, personal kit etc..
10th January 2013- UNCLASSIFIED© BAE Systems 2013
Collaborative partnerships agenda
• 1800 – Welcome, Jeremy Campbell, Account Director, EMCOR UK
• 1810 – International Traffic in Arms Regulations (ITAR) Induction and Introduction
to 302 Building
• 1830 - Tour 1 Group leaves for 302 building
• 1840 - Tour Group 2 leaves for 302 building
• 1900 - Coach collects Tour Group 1 for return
• 1910 - Coach collects Tour Group 2 for return
31st July 2013 - UNCLASSIFIED© BAE Systems 2013 4
Guest speakers
• 1930 - "Heritage of BAES at Warton, about I&IS and collaboration with EMCOR”, Paul Nolan, Head of Estates Infrastructure and Site Services, BAE Systems
• 1945 - "Raising the Standard for Collaboration, opportunities in FM”, David
Hawkins, Director of Operations and Knowledge Architect, Institute for Collaborative
Working
• 2015 - "The importance of collaborative partnerships and the benefits they
can deliver, a personal perspective”, Steve Gladwin, Director, Nodus Facilities
Solutions
• 2045 - "The Collaboration Effect, pursuing excellence in FM”, Christopher
Kehoe, Group Executive Director, EMCOR UK
• 2100 – Close, Jeremy Campbell, Account Director, EMCOR UK
31st July 2013 - UNCLASSIFIED© BAE Systems 2013 5
Building business relationships
Raising the Standard for Collaboration
Opportunities in FM
Date:13th November 2014
Location: BAE Systems , Preston
Name: David E Hawkins
i Formed in 1990 by DTI now BIS and the CBI
i Assist organisations to develop collaborative relationships for competitiveness
i Develop, share, promote best practice Business Relationship Management
i Self financing – Not for Profit
i 24 years of practical relationship management experience
i Executive Knowledge Network 87 members - Public sector/Industry / Academia
ICW Board
Lord David Evans of Watford (Chairman), Les Pyle (CEO),
Andy Scott- CBI, Charlotte Stillwell-BIS, Barry Sheerman MP,
Dawn Marriott-Sims (Capita), Douglas McCormick- (Atkins Rail)
David Hawkins Knowledge architect & Director of Operations
Background to ICW
Our Vision
Collaborative Working recognised as a fundamental business discipline
necessitating a structured methodology to underpin successful business relationships.
ICW Executive Knowledge Network
BIS
CBI
Dept. for Communities & Local Government
Dept. For Culture Media & Sport
DEFRA
Dept. Health
Dept. for Transport
FCO
HSE
Ministry of Justice
UK Trade & Investment
MoD-DE&S
National Audit Office
NHS Shared Business Services
NDA
Royal Navy
Royal Air Force
US Department of Defense
ACE Funding
AECOM
AMEC
Ansaldo
Atkins Rail
Babcock International
Balfour Beatty
Bam Nuttall
Bechtel
British Standards Institute
British Retail Consortium
British Transport Police
BT Global Services
Business Continuity Institute
CAPITA
CH2MHill
Chicks
CIFAS
Costain
Construction Excellence
DONG Energy
EMCOR
Frequentis
Frost and Sullivan
Guide Dogs for the Blind
Indra
Institute for Export
Invisible Artists
Linkbrooke Services
Lockheed Martin
Morgan Sindall
J. Murphy
National Express (C2C)
NATS
Network Rail
Newsdesk Media
NIP
PERA
Policy Connect
Probrand
Rail Alliance
Rail Industries Association
RT Infrastructure
Schneider Electric
Selex-ES
Siemens plc
Signalling Solutions
Skanska
SMMT
Thought Crew
Toshiba
Volker Wessels
Xchanging
CASS Business School
Manchester Business School
University of Bath
University of Birmingham
University of Bournemouth
University of Cambridge IfM
University of Cardiff
University of Cranfield
University of Exeter
University of East London
University of Southampton
University of St. Andrews
University of Surrey
University of Warwick
Warwick Manufacturing Group
Business relationships
formed
by committed organisations
to
maximise joint performance
for
achievement of mutual objectives
and
creation of additional value
Collaborative Working
The Journey
© copyright Midas Projects Ltd June 2013
The Changing face of business
Every more complex business landscape
Supply chain
vulnerability
Resilience
Business continuity
Collaboration
Adaptability
Cyber security
Changing demands
SMEs
Building Business Relationships
Outsourcing - The inside out theory
© copyright Midas Projects Ltd June 2013
The Glass floor –Customer challenges
• Lack of clarity
• Conflicting objectives
• Differing agendas
• Internal stress
• Wasted effort
• Failed outcomes
Adversarial
• Clarity of purpose
• Joint objectives
• Complimentary skills
• Optimised resources
• Joint management
• Integrated processes
• Mutual benefit
Collaborative
Promoting alternative thinking
Adversarial
The Relationship Iceberg
Motivation
Power
Prestige
Ambition
Rules
Expectations
NeedsSecurity
Culture
Systems
Tools
Management structure
Policies
SkillsMeasures
Experience
Personality
Learning style
Formal relationship Process issues
Informal relationship People Issues
Mutual Benefits from Collaboration
CRAFT Relationship Management framework
C R A F T
Collaborative
Relationship
Assessment
Fulfilment
Transformation
Looking beyond traditional measures
Management
and
Training
Executive
sponsorship
Business
Culture
Business
processesService
levels
Corporate
culture
DocumentationCollaborative
profile
Relationships
Continuous
Improvement
Continuous
Improvement
Behaviours &
Reputation
Processes
Training &
development
Quality
Systems
Collaborative
skills
Learning
OrganisationMarketplace
Demand
Supplier
Capability
SlowFast
High
Low
Cycle time
Customer
Expectations
Learning
© copyright Midas Projects Ltd October 2013 rev1
Leadership
Building Business Relationships
Osmosis or process
© copyright Midas Projects Ltd October 2013 rev1
Behaviours and competencies
© copyright Midas Projects Ltd October 2013 rev1
Key Milestones
2008
1998
2006
2010 2011
2004
2012
Next step ISO 2016 ?
Rules
Teams
Duration
Languages
Cultures
Playing fields
Kit
Ball
Football?
Overview of collaborative framework/BS 11000
Understanding Yourbusiness objectives
Developing the strategy &
business case
Knowing yourorganisations strengths & weaknesses
Finding the right partner
with appropriate strengths
Establishing governancefor joint working
Creating innovation &
additional value
Maintaining & maximising joint potentialover time
Recognising the changing market
place
Building Business Relationships
Benefits of a collaborative Framework
BS 11000 Early Adopters
BS11000 certification
Building Business Relationships
65 major organisations covering 120 sites …100 organisation on-route to certification
ICW national scheme now in place to maintain integrity of the standard
with ICW approved certification bodies
BS11000 = ISO 11000
BS 11000 is already making a difference
and now
Building Business Relationships
BS 11000 to ISO 11000
Building Business Relationships
Collaborative Capability Pathway
Building Business Relationships
Is your company positioned for success?
27© copyright Midas Projects Ltd October 2013 rev1
CapabilityAssessments.com
Building Business Relationships
Steven Gladwin; Director
Nodus Solutions UK Limited
Chairman BIFM Excellence Awards
Past Chairman: Facility Management Association Australia and Global FM
IntroductionProfessional Background
• 21 years in support services sector;
• 9 years in construction project management
• Building Services Engineer
• MBA from University New South Wales (AGSM)
Previous Roles
• MD, HOCHTIEF FM Ireland & UK
• Director, Tungsten Group, Australia
• General Manager, Haden FM Australia
Current• Director: Nodus Solutions Limited
• Associate Lecturer; Sheffield Hallam University
• Non Executive Director; BIFM
• Chairman; BIFM Excellence Awards
Company OverviewNodus; Latin for “knot”
No-dus (NOH-duhs) n.pl “A complicated situation or problem”
• Nodus Group: privately owned independent Group of companies including:– Nodus Solutions Limited
• Consultancy
– Nodus Facility Services Limited• Direct delivery of maintenance
• Based in the North West
• Working with a broad range of clients across the UK
What is Collaboration?
Collaborate
1. to work jointly with others or together especially in an intellectual endeavour
2. to cooperate with or willingly assist an enemy of one's country and especially an occupying force
What is Collaboration?
"Collaboration" - first appearance in 1871
Deriving from the Latin word ”collaborare ” the word is made up of:
– Com which means “with”– Labore which means "to work”
Labouring together!
What is Collaboration?
2.3 - formal and/or informal business arrangements where two or more discrete organisations collaborate to create mutual value
Source: BS 11000-1: 2010 Collaborative business relationships –Part 1: A framework specification
Collaborative Business Relationships
Can take many forms:
– Strategic business partnerships: private or public
– Supplier relationships
– Consortia and alliance partners
– Shared services
– Collaborative procurement
– Divisional relationships
– Client or customer relationships
Behaviours and Trust
• What behaviours are required to ensure a collaboration can exist?
• Can a collaboration exist without trust?
• What is trust?
What is Trust?
Collaboration Framework – BS 11000
Strategic
• Awareness
• Knowledge
• Internal Assessment
Engagement
• Partner Selection
• Working Together
• Value Creation
Management
• Staying Together
• Exit Strategy
BS 11000 is designed to test your organisation’s collaborative capability and does not, therefore, require your partners, suppliers or customers to be certified as well
• Part 1, BS 11000-1
– contains the requirements and principles of effective collaboration - the key stages
• Part 2, BS 11000-2
– provides additional practical guidance to aid implementation of 11000-1
Examples in Practice
“BS 11000 gives us the strategic framework to develop, with our key suppliers, the policies and processes, the culture and behaviours required to establish successful collaborative relations and to drive continual improvement.
Maintaining collaborative business relations can only lead to benefits for Network Rail and its suppliers, for the rail industry and for Britain.”
Simon Kirby, Managing Director, Network Rail Infrastructure Projects
Early Adopters of BS 11000BS 11000 sets out a framework that will enable companies like ours to apply good practice principles to it’s own way of working, and has wide applications on how to manage valuable business relationships
EMCOR
Adopting BS11000 was a “no‐brainer” and doing so will demonstrate to our customers that we do whatwe say
Costain
BS11000 provides a framework and a language to improve the way we create and sustain our collaborative business relationships
Skanska
BS 11000 gives us a ‘universally’ recognised structure and the catalyst to develop the next stage of ourcollaborative working capabilities
Balfour Beatty
The BS11000 standard has provided us with a framework for implementing and objectively measuring thebenefits of collaborative working
Lockheed Martin
Project Case Study
Project Overview – Retail Site OutsourcingThe Co-operative has almost 5000 Trading Properties throughout the UKincluding, Food, Pharmacy, Funeral-care and Retail Banking.
OpportunityTo outsource hard and soft services contracts in separate bundles.
Risk• Lack of historical data including plant records
• Community obligation in terms of de-mobilisation of over 400 existing suppliers
SolutionUnder a 3+2 year agreements, 3 hard service contracts and 2 soft servicecontracts were awarded under collaborative arrangements usingBS11000.
Outcomes• Solution development workshops to assess cultural fit
• Cost reductions
• Consistent approach to collating compliance records
• Asset data collection framework over 6 months
• Journey of improvement over 3 years
Strategic
•Awareness
•Knowledge
•Internal Assessment
Engagement
•Partner Selection
•Working Together
•Value Creation
Management
•Staying Together
•Exit Strategy
Implementation of New Contract Structure
Project Case Study
Project Overview – Outsourcing & Cultural FitNodus were engaged to provide advice on including Cultural Fitassessment into OJEU process and evaluation criteria.
OpportunityUoL had 34 hard and soft service contracts across their estate. TheEstates team were seeking a outcome that reduced compliance risk,improved customer satisfaction whilst reducing internalmanagement costs more effectively.
Risk• Interface with UoL’s existing Plannon system• Lack of asset, maintenance and energy management skills• Interface with large future capital works• Cultural change from reactive to proactive service
SolutionInitially the UoL were seeking a TFM model. As a result of a strategy review and gap analysis undertaken as part of our assignment, it was concluded that separate Bundled Hard and Soft service contracts under NEC 3 Framework were most desirable.
Outcomes• Quantified technical support from bundled hard service
provider• Customer service driven by soft services bundled partner• Collaboration model through BS11000
Collaborative Business RelationshipsBS11000
• BS 11000 will help an organisation:
– Identify how relationship management can help achieve its business objectives
– Evaluate the benefits of entering into single or multiple partnerships
– Select the right partner to complement its objectives
– Build a joint approach based on mutual advantage
– Develop added value from the relationship
– Measure and maintain maximum benefit
– Develop and execute an exit strategy
Collaborative Business RelationshipsBS11000 Summary
• There are a number of common themes throughout the eight-stage
• framework which are fundamental to the success of any collaborative venture
• These are:
– alignment with business objectives and desired outcomes, both
– internal and those agreed with external partners;
– agreement, governance and alignment of common operations
– and activities;
– the creation of value and delivery of mutual benefits;
– effective integration of appropriate risk management.
• All of these can be captured in the relationship management plan
Collaborative Business Relationships Benefits of BS 11000
1. Partner Integration
2. Establishes the foundations for partnering
3. Improved partner selection
4. Improved risk management and confidence
5. Consistency
6. Enhanced focus
7. Baseline for improvement
8. Proof through independent assessment and certification
Bridging the Gap?
Reference: Workplace Law: Extract From “Evaluating Performance in Facilities Management 2012”
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