Quality & Environment

1. Quality & Environment • Committee Meeting 12/04/2012

2. Q&E Objectiveschampions reports

3. 1. Reduce Miles Per Job by 5% • A straight forward target. • Benefit : Reduced carbon footprint of ZCS activities. • Benefit : Reduced costs to ZCS. • Benefit : Reduced initial outlay by employee. • Benefit : Reduced down-time spent driving. • Benefit : Reduced accident exposure per job.

4. What’s the Current Situation? Last full years figures available, 2010-2011, show a total business mileage by ZCG of 833094 miles. This includes all mileage made by all employees excluding sub-contractors. Some of this mileage was made by directors, managers, and sales and marketing staff. Figures for the actual number of journeys made by these staff are very difficult to measure. I have concentrated on our biggest and most accountable staff, the EMS team.

5. Mileage Breakdown by Discipline

6. EMS Actual Mileage • Of 833094 miles total for ZCG 459298 were done by the ZCS EMS team. • By month EMS made up between 42% and 62% of total mileage. • Average annually 52% of ZCG mileage. • During this same period there were approximately 10,800 visits recorded by CMS. • This represents 43 miles per job. • At 43 miles per job, 5% represents 2.15 miles per job!

7. Saving 5%? We tell EMS Team to stop a mile from destination and walk the last mile and back again? Probably not! Planning routes carefully/introducing technology. Being logical – start a furthest point and work back, making missed sites easier to re-visit without lengthy journeys. Insisting that detours to find the perfect sandwich are not acceptable – spot checks on route planning.

8. Saving 5% continued Ensuring the nearest qualified person does the work wherever practical. Requires good skills matrix of site staff at Zeta House Requires that we are smarter than just post code filtering Requires that we continue training to get all staff to the appropriate levels to maximise national coverage.

9. But Wait... • The EMS Team makes up 52% of mileage, way bigger than the next biggest group, ZCS Sales and Account Managers at 14%. But.... • Collectively the remainder make up a not inconsiderable 48% of total mileage, and this is mostly not directly fee earning mileage. • In other words 373797 miles were done by others during this period. • A 5% cut here would see this figure reduced by 18,690 miles to 355107 miles.

10. How do we address this saving? • Carbon division is no longer staffed saving 52082 miles. • Account management tier removed in cost cutting exercise Jan 2012 saving 98857 miles on known figures. • A total saving of 150939 miles. • This represents a reduction of 40% of non EMS miles... • Which represents a reduction of 18% of total mileage! • There will obviously be some additional mileage by other staff covering some of this workload. • We need to ensure this mileage is controlled and also recorded!

11. Summary • EMS Team currently do just over half total mileage of Zeta Compliance Group Plc. • Technology, training and oversight needed to make this necessary business requirement as tightly controlled as possible. • Other business areas have been trimmed back, it is important to ensure these savings stick. • Other business users need to be made aware of alternatives to travel, and to maximise mileage where possible. • We need to record number of non EMS trips to get good data.

12. 6. Meaningful Customer Satisfaction Index • Customer satisfaction can be judged to some extent by repeat business. • This is far from precise however, inertia can lead to repeat business where service is less than satisfactory up to the point where the customer no longer allows their inertia to dictate, and the custom is lost. • Customer satisfaction will fall to two things: • Customer expectation. • Service delivery

13. Customer Expectation • Customers will have expectations based upon previous experience, their understanding or lack thereof of what is meant/agreed as the service to be delivered, and the actual contractual parameters. • A customers engagement with their expectations is a very hard bond to break, if a contract is produced to demonstrate that what is delivered was what was agreed, despite their understanding being other, they are likely to respond emotionally, rather than rationally. • For this reason it is important to understand expectations as a first step.

14. Customer Expectation continued.... • To know our customers expectations, we need to know what competitors are offering, and indeed delivering. • To understand expectations we need to ask the right questions of our customers.

15. Service Delivery • “To ceaselessly delight our customers” is the avowed goal of ZCG. • This is a lofty ambition, and one that comes under pressure in times of financial austerity. • The implication of this goal is that we exceed, or are believed to have exceeded the minimum requirements of our contract, and/or the expectations of our customers. • Again, we can only know if we have achieved this by asking our customers the right questions.

16. Customer Satisfaction Index • JFD as Brand Director is responsible for market research and customer satisfaction. • To this end I have asked James to explain how we do this as a business and how he interprets the results.

17. Customer Satisfaction Survey Selection of Sample….Who are we asking? Why we are asking? What are we looking to find out from this particular audience? Sampling can be based on size of client, business engaged with, job title, amount spent or product & service purchased. We follow a 3 Step Process….. Collect Manage Share

18. Collect Once sample audience is selected….We create the questionnaire on our survey software The software allows us to create a unique survey link that we send to respondents in a number of ways (Email, Website, Social Media Pages). Often we create automatic workflows associated with sending out surveys. All respondents need to do is click on the link and they'll be taken directly to the survey.

20. Manage • Once responses are received results can be viewed and reports can be generated. This allows us to… • Watch for global trends by viewing the results in aggregate. • Dive into individual responses to view details of a particular respondent or to read the comments of open-ended questions. • Create custom reports including only the questions, tabulations, filters and charts that you want. • This ultimately allows us to get either an overview statistic of our customer satisfaction or drill down and focus on individual customers concerns.

22. Share Once data is reviewed and trends highlighted information is shared with relevant stakeholders, account owners, departments and process leaders. Appropriate action is then taken according to the information presented utilising Quality Management processes and recording Follow up to any actions are undertaken and also recorded Positive results are communicated to potential and existing customers.

23. Survey sent by appropriate method Survey completed by recipient Sample audience selected Survey results analysed and reviewed by marketing Information shared to relevant stakeholders

24. Example Workflow for support case handling How this works: When a support call “status” is changed to closed an email is automatically sent out to the contact associated with that case. Within the email there is a link that will direct clients to a survey (http://www.surveymonkey.com/s/MG6MGWJ ) which they can fill out, the results from clients feedback will automatically be generated and reviewed each month.