Date post: | 29-Nov-2014 |
Category: |
Business |
Upload: | iss-uk-ld-team |
View: | 518 times |
Download: | 0 times |
Our Strategic Direction and The ISS Way
Richard SykesMay 2013
A WORLD OF SERVICE
2
A global business…… with more than 100 years of heritage
Central Europe
West Europe
Nordic
Iberia and LatAm
Asia and Pacific
East Europe
North America, UK, Ireland and MiddleEast
32%
Rev
enu
e
Em
plo
yees
14%
17%
14%
4%12%
30%
9%
2%
22%
15%15%
11%
10%25%
2%
Group revenue: DKK >75 billion No. of employees: ~541,000
Argentina, Australia, Austria, Belgium, Bosnia and Herzegovina, Brazil, Brunei, Canada, Chile, China & Hong Kong, Croatia, Czech Republic, Denmark & Greenland, Japan, Estonia, Finland, France, Germany, Greece, Hungary, Iceland, India, Indonesia, Ireland, Israel, Italy, Latvia, Lithuania, Luxembourg, Malaysia, Mexico, Netherlands, New Zealand, Norway, Philippines, Poland, Portugal, Romania, Russia, Singapore, Slovakia, Slovenia, South Africa, Spain, Sri Lanka, Sweden, Switzerland, Taiwan, Thailand, Turkey, United Kingdom, Uruguay, USA
3
…with the ability to deliver a full product and service range…
Facilities Management
Support Services
Security Services
Cleaning Services
CateringServices
Property Services
Service split
52%
21%
7%
9%
4%7%
4
5
We are undergoing a transformation…
Cleaning
Facility Services
1. CAPABILITY
Local
Global
2. MARKET
Product
Customer orientation
3. VALUE PROPOSITION
Acquisitive
Organic growth
4. GROWTH
People
People and Processes
5. PROCESSES
The Customers’ Need: A Sustainable Solution…which is well advanced
6
BUSINESS MIX
Non-cleaning as % of total
IFS revenue
33%
DKK 1.2 Bln (3%)
49%
DKK 16.6 Bln (21%)
16ppt
x 13.8
GEOGRAPHY
Countries(3)
Emergingmarkets(4)
42
DKK 2.3 Bln (6%)
50
DKK 15.0 Bln (19%)
+ 19%
x 6.5
+ 92%
+ 95%
OVERALL GROWTH
Revenue
Employees
DKK 40.4 Bln
~ 274,000
DKK 77.6 Bln
~ 535,000
ISS 2004(1)
(PRE-ACQUISITION) ISS TODAY – 2011
1. 2004 revenue represents the last annual revenue prior to ISS being taken private2. Operating profit refers to operating profit before other items3. Excludes 13 countries in which ISS currently provide services without any local management presence or registered office4. EM defined as Asia, Eastern Europe, Latin America, Turkey, Israel, and South Africa5. Defined as contract involving operations in more than 1 country and centrally procured
7
…with more than 500,000 employees covering above than 90% of world’s GDP – how can we succeed in this
transformation and create the world’s greatest service
company?
It’s all aboutcreating purpose
What is our common purpose? - Meeting the customer’s need
9
Value added offeringCredible and effective risk management, including HSE and local labour law managementBrand protection
Delivery capabilitiesSingle Service ExcellenceConsistent delivery globallyFlexible delivery model
Integration of servicesOne point of contact - convenienceEfficiencies and financial certainty
ISS Value Proposition & Competencies
The customer’s need: A sustainable solution
10
We
self-deliver the services neededwith our own employees
And each individual has to have purpose
Are youremovingdirt…
…or lettingthe sun in?
Are youmowingthe lawn…
…or clearing a space for reflection?
Are you moving patients around…
…or helping people back on their feet?
18
”What is really important at my hospital is that patients and their relatives are always dealt with by polite and caring staff at a time that can be very stressful and upsetting. As a porter, I am often the first person that a patient or relative meets, so I always try to be friendly and helpful. Some people want to chat while others prefer silence – that is the skill in my job.
I make a difference to their whole experience of the hospital and possibly how fast they may recover.”
A real life example of Purpose…
George Wickham, Porter, Royal Liverpool
Hospital
Purpose is a pre-requisite – but cannot stand
alone…
20
Our Current Strategic Focus – Alignment
VISION
VALUES & LEADERSHIP PRINCIPLES
GROUP POLICIES
STRATEGIC CORNERSTONES
KEY STRATEGIC PRIORITIES
BUSINESSPLATFORM
Universal application across the
Group
Adapted locally and regionally based on
Group strategic direction
A WORLD OF SERVICE
Framework for aligning and optimising our business
The foundation is common for all our operations – defines how the business is run
Each region has certain freedom to execute the strategy tailored to its market, through leveraging the know-how and best practices of the Group
And how will we secure alignment?
21
…by putting hearts and minds to work together
989910291
020406080
100120
2005 2006 2007 LTM H12008
Priority 1: Cash Conversion (EBITA)
5.7%5.8%
6.0% 6.0%
5.4%
5.6%
5.8%
6.0%
6.2%
2005 2006 2007 LTM H12008
Priority 2: Operating Margin (EBITA)
3.5%
5.5% 6.0% 5.8%
0.0%
2.0%
4.0%
6.0%
8.0%
2005 2006 2007 LTM H12008
Priority 3: Organic Growth
6.06
7.28
6.16
6.59
5.75
6.25
6.75
7.25
7.75
2005 2006 2007 LTM H12008
Priority 4: Delev. on a multiple basis
22
Our implementation tool - the ISS Value Chain
Defining playing fields, rules and strategic priorities Turning strategic
priorities into attractive and operational service offerings
Engaging capable individuals in all positions
Delivering on promises
Following up on customer experience to identify areas of improvement
Managing sales effectively
Boosting the Business Platform
Purpose and alignment – our route to success
23
VISION
VALUES & LEADERSHIP PRINCIPLES
GROUP POLICIES
STRATEGIC CORNERSTONES
KEY STRATEGIC PRIORITIES
BUSINESSPLATFORM
Our Strategic Direction and The ISS Way
Richard SykesMay 2013
A WORLD OF SERVICE