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W O R K P L A C E F U T U R E S THE CRYSTAL February 12 th , 2012

W O R K P L A C E F U T U R E S THE CRYSTAL February 12 th , 2012. With thanks to our sponsors. GOOD CHEMISTRY Sodexo and AstraZeneca – strategic partnership in action. 2 – . INTRODUCTION – NICK CATON. Head of EMEA FM Procurement & Global Category Lead Energy, AstraZeneca .

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W O R K P L A C E F U T U R E S THE CRYSTAL February 12 th , 2012

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  1. W O R K P L A C E F U T U R E S THE CRYSTAL February 12th, 2012 With thanks to our sponsors

  2. GOOD CHEMISTRY Sodexo and AstraZeneca – strategicpartnership in action 2 –

  3. INTRODUCTION – NICK CATON Head of EMEA FM Procurement & Global Category Lead Energy, AstraZeneca PHOTO REQUIRED • ‘Big Four’ consultancy background, followed by move into industry • Joined AstraZeneca in 2010 to support major change programme in IS Procurement. • 2012 focus as part of the EMEA FM business as they moved through a period of significant change through outsourcing and to drive the implementation of supplier ecosystem and service management thinking to support these changes. • 2013 focus is to leverage a collaborative supplier environment and realise the benefits from outsourced service delivery model.

  4. ASTRAZENECA STRATEGY AND CHALLENGES TO PHARMA INDUSTRY

  5. EMEA FM PRIORITIES – A BALANCED SCORECARD APPROACH • Focus to improve the Business Performance • Optimise services for our three value delivering customers • Scientist, Operator andSalesforce Continuous Improvement Ensure eFM is a great place to work Achieve our financial targets  Connect with our customers • To be recognised internally & externally for Customer Service Excellence • Improved Customer Service year on year • All our services meet industry benchmark for service performance • eFM costs to be at same ratio to AZ sales as 2012 and demonstrate improved eFM Service delivery vs external benchmarks • To ensure we have the right engagement and capability across total FM to deliver the broader business goals

  6. THE eFM SUPPLIER ECOSYSTEM • A collaborative partnership between 16 strategic partners • Leaders across the ecosystem have signed up to role-model the right behaviours to make this work • Regular Supplier Engagement & Networking Sessions (three per year) to drive partnering, collaboration and innovation • AstraZeneca supporting strong behaviours in sales pitches, formal recognition and commercial benefits • Facilitation and Intelligent Client role

  7. THE PARTNERSHIP – SODEXO’S ROLE Innovation Collaboration Value factors Relationship development Service desk Reception/ meeting room services Technical services – Building fabric, M&E Grounds maintenance Hygiene factors Strategic importance Cleaning Mail and logistics Catering

  8. INTRODUCTION – NEIL MURRAY Managing Director, Sodexo Corporate Services IFM • Managing Director of the Corporate Services IFM segment within Sodexo UK&I • Responsible for the largest segment in Sodexo’s UK business with over 7,000 employees • Involved in a Group strategic project to move Sodexo to a Quality of Life service provider

  9. THE STRATEGY • We focus on the Quality of Life of the consumers of our services Best Cheapest Closest

  10. INNOVATING AND ADDING VALUE FOR ASTRAZENECA Why Strategic issues for the client : why our services are important to them Change Client buys results Improve Client buys expertise Outsource Client buys capabilities

  11. PARTNERSHIP SUCCESS – THE SPECIFICS • Successfully collaborated with ecosystem to deliver financial imperatives through intelligent solutions • Enabled AstraZeneca to focus on core business and key drivers (e.g. R+D) by delivering the right environment to: • Attract and retain the best people • Focus them on high value activities such as research • Support the engagement of people e.g. Wellness • Supported innovation through on-site teams working in collaboration with the Client and ‘competitors’ • Understood Client drivers and expectations through our ‘Clients for Life’ Key Account Management framework • Regularly measured consumer experience and engagement with improvement of contract KPIs and delivered a consistently high consumer experience in UK, Sweden and China

  12. THE PARTNERSHIP – OUR LEARNINGS • Partnering doesn’t mean complacency or ‘on a plate’ growth • Laboratory Instruments • Requires open and honest relationships, built on trust and mutual respect • A need for a mature approach to collaboration

  13. IN SUMMARY • We mustn't allow the industry to become commoditised • FM holds key levers for business performance • The FM industry must now truly understand the core business landscape of its clients • The industry must adopt a B2C approach – not just B2B

  14. Q&A

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