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FM&BS - New Ways of Working

The Transformation into a modern Approach
by

Jordie van Berkel

on 2 March 2017

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Transcript of FM&BS - New Ways of Working

New Ways of Working
The transformation into a modern approach
Jordie van Berkel-Schoonen | Manager Essent Facility Service | Director Forte Solutions
27 June 2012
Interaction
Focus
Present
Past
Communication
Transaction
Dan Pink, a whole new mind (2004)
Employees are stimulated to think from an customer-perspective and to offer creative solutions....
Trends in the market ....
"ENERGIZING PEOPLE"
Future organisation believe in ...
values
story
Meaning
Interaction
knowledge-sharing
emotions
informal
leaders
creativity
flexibility
empowerment
Essent delivers...
Gas & energy
Essent Delivers..
We deliver energy.. literally and figurative!
Product oriented
Service oriented
What has it delivered so far for us?
Het draait steeds meer om het regiseren van de klantbeleving...
Relations between companies and customers are changing...
Veel organisaties zijn daar nog niet op ingesteld..!
Kennisdeling
Verhoudingen tussen organisaties
en individuen
'At the moment people develop themselve faster than the companies where they are dependend of..'
Sustainability
identitity
It enables us to become the best performing energy company !
innovation
Process & Business Case & Lessons Learned
Transformation & Results
The experience economy, Pine & Gilmore (1999)
"Getting and Providing Energy, by delivering when, where and how you would like it to be..."
Flexibility
opportunities for innovation
Employee 2.0.
Reduction m2
work mobile
work life balance
Diverse generations
Maatschappelijk verantwoord ondernemen
Medewerkers zoeken een betere balans tussen werk en prive...
Kostenbewustzijn van organisaties.
Verschillende generaties
'War for talent'
22 teams
300 Essent employees
13 work profiles (call centre/back office/(sr.) management/etc)
Q1 – Q4 2009
Cultural change accompanied by professional consultants
Monitored by Rotterdam School of Management
Translated to vision and strategy for @nother way of working within Essent
Implementation plan and approach integrated by HR, IT and Facility
Great results achieved as showed before!
Pilot (Q1-Q4 2009)
Evaluation Pilot (Q1 - 2010)
Integrale ondersteuning van het primaire proces

Operational Excellence

1 Standaard voor alle kantoren met als resultaat een Essent look & feel.

Kernwaarden: open, effectief en inspirerend.

Verlaging van impact en kosten voor verhuizingen.

Flexibele werkplekken, paperless office, clean desk

Ratio: 0,9 FTE/werkplek
Waarom FIT-INN?
Unsufficient opportunities for differentation
Unsufficient connection in between concept-organistion culture
Ownership work environment not sufficient stimulated
Unsufficient footprints & flexibility
Recommandations
Bottlenecks
Lessons learned FIT-INN 2007
Groningen
Zwolle
Utrecht
HQ Den Bosch
Roermond
Meetinglocations
@nother place to work....
Generic areas
Energy Plants as 'Hubs'
FM Support at home
Final impressions
The implementation-process
@nother way of working (together)
Profit
People
Planet
+ 15% Productivity
-20% Illness rate
Effectivity
Costs
Engagement employees
Customer loyalty
Attractive employer
HSE
CO2 footprint
+9% employee satisfaction
work & life balance
-30% kilometers work-home
-30% office space
Examples:
Getting and providing energy is not only depending of working on other locations...
@nother way of working also means organizing in @nother way
@nother way of leading ...
Organizing based on:

freedom, responsibility and trust which will create togetherness
From telling what to do..
..to enabling and entrepreneurship
phone boxes
relax rooms
workplaces
meetingfacilities
...so we can work everywhere. Offices transfer in inspiring meetinglocations to...

* work alone (short)
* to meet
* to experience being part of Essent
* to be creative!
@nother way of connecting...
* Independent of location
* Everywhere acces to internet
* Communication at distance
* Everywhere access to Essent data
* Via office communicator in contact (video chat, messaging, screenshare)

The use is the accent, not the technology..!
@nother way of feeling welcome ...
anyone is a hostman of the company, for customers as well as collegues
we deliver services which inspire us
Interaction is central, we build together our organisation!
@nother way of furnishing the Essent environment...
anytime, anywhere, any device..
@nders (samen)werken...
@nders (samen)werken bij Essent betekent niet:
@nders (samen)werken bij Essent betekent wel:
Opgeven van beslissingsbevoegdheid van managers
Een arbeidsvoorwaarde of recht voor medewerkers
Geschikt voor alle medewerkers in alle postities op alle momenten
'ja' zeggen tegen ieder verzoek
Alle medewerkers hetzelfde behandelen
primair voor vrouwen met kinderen
vermindering van medewerkersbetrokkenheid
Een nieuwe werkstijl
het meten van resultaten in plaats van fysieke aanwezigheid en zichtbaarheid
individuele, persoonlijk, situatie- en functieafhankelijke afspraken tussen leidinggevende en medewerker
een eerlijk en consistent besluitvormingsproces t.a.v. tijd- en plaatsonafhankelijk werken
een win.win voor business en medewerkers
verhoogde medewerkers-verantwoordelijkheid en 'eigenaarschap'
Thinking in processes

Hierarchic management

'How' settled by employer, low focus on 'what'

Control & rules

Mandates high in organization
Thinking in results

Self employed employees

'What' settled by employer, 'how, where and when' by employee.

Trust and responsibility

Mandates on same level as responsibility
from
to
Stimulate ownership
More footprints
More personification floors
Manage ratio to 0,6 FTE/workspace
1980
1990
2000
2010
@nother way of working (together)
FIT-INN
Office - garden
Cell-office
Top arguments for investing in 'New Ways of Working'
Flexibility

Efficiency

Attract talent

Keep talent

Costcutting

Housing
69,5%

57,8%

53,9%

51,6%

42,2%

20,3%
Source: heliviewresearch march 2011, 128 direction members, more answers possible
'..70% of innovations starts by cooperation ..'
Source: US Workplace Survey
Arguments derived from divers external research...
'In between 2010 and 2015 almost 5% more people retire than start on the labour market within the Netherlands..'
Source: Central Office of the Statistics (CBS)
'..75% of the Netherlands knowledge workers is aiming to work flexible (no fixed times and locations), only 25% has the opportunity..'
Source: Platform of the information community
'Smart office concepts reduce per FTE 5 to 10% costs compared with conservative concepts ..'
Source: Rabobank
Reactions from the organisation..
People were concerned about the change...

Work Council was sceptical about the change...

Diverse generations reacted on divers ways..
Al these signals were taken seriously by listening and having a dialogue. But by staying focused on the strong vision of @nother way of working..!
Integral approach within organisation of Essent...!
Floors
The support economy, 2004
Decrease of real-estate portfolio enabled by @nders werken
Essent
Essent
17%
13%
‘11
‘08
‘09
‘10
4 million
customers
4,500 employees
Of all Dutch
sustainable
power generation
Of all Dutch power generation
Turnover
In millions of euro
RWE
Essent is an RWE company
Essent is the RWE brand in the Netherlands
RWE one of the top 5 European power companies
RWE more than 25 million customers
Turnover of app 52 billion
Investments app 6,4 billion
Workforce 72,068
Located in Essen, Germany
RWE – Top 5 power company
United Kingdom
The Netherlands
Germany
Belgium
Poland
Austria
Hungary
Czech Republic
Slovakia
Largest power company in the Netherlands
Biggest producer of sustainable energy in the Netherlands
2004
2012
2009
Transformation Essent Facility Service
Insourced department

500 FTE+

100 mio

55

Fit-INN

>1 FTE/workplace
Single Services outsourced

100 FTE+

50 mio

13

Transition phase

0,9 FTE/workplace
Total Facility Management

5,5 FTE

20 mio

5

@nother way of working

0,6 FTE/workplace
Transformation of the office
Organisation

Size

OPEX

Locations

Housing concept

Desk share ratio
Why should we make a transformation based on external sources?
Context & Vision
SO.... ESSENT IS CHANGING
Most attractive energy company of NL (Intermediair 2012), 2010 + 2011 in top-50
36th Position Intelligence Group most attractive employers (2011)
9th Position Best employer for working parents (2011)
Top Employers 24,5 out of 25 stars (2011)
2004
2010-2012
2007
2002 March
Fit-Inn
- Paperless Office
- Flex work spaces
- Clean Desk
- Working at home
- Desk share ratio 0,9
2009
Pilot
Evaluation
2013 onwards
@nother Way of Working
Sustaining change and continuous improvement
What do our stakeholders think about it??
Director Essent Service
Florian Kolb
Fit-Inn
Business Case
Total reduction in m2 is the result of three different levers.
M2 are allocated to the three levers according to contribution to reduction
‘@nders werken’
PMI / synergies / business plans
Location policy
x%
% savings on locations
Reduction of # FTE from 4.500 to 4.000
55%
14%
31%
Decrease of unused office space / reduction of m2 per seat from 18 to 14
Reduction of # seats per FTE from 0,97 to 0,6
Locations out of scope of this business case and correction of m2 compared to location policy business case
Sensitivity analysis shows that m2 / seat and # of seats
have the biggest impact on the business case results
Impact on CDCF in 2017, compared to base case scenario
Variable (worst / base / best case scenario)
Utrecht one-off investment casco+ (2,8/2,0/1,3mln)
Budget compliance HR (120%/100%/80%)
Budget compliance Facilities (120%/100%/80%)
Incentive Arnhem building (6/4/2)
Budget compliance IT (120%/100%/80%)
% one way travel reductions (10%/30%/40%)
Total # FTE (4.500/4.000/3.500)
# seats in final situation (0,7/0,6/0,5)
# m2 / seat (19/14/10)
% productivity increase1 (-2%/0%/+2%)
Productivity increase in base case is set to 0% - benchmark and pilot show 10-15% - Huge upward potential, not yet taken into account
Business Case - Summary
- Payback period 3 years
- Savings mainly derived from decrease of m2
- Independent business case @W also positive
- Productivity increase not taken into account
One-offs:
- CAPEX in buildings
- Provisions for vacancy
- Implementation costs
- Migration, VPN improvement
Recurring costs:
- max increase of 10% per m2
- fee home internet connection
- HR expenses
- home workspaces
80.000
25.500
Savings:
- M2 / closing locations
- Less mobility costs
Board of Directors as well Central Work Council approved the vision of @nother way of working within 6 months after the pilot was finalized.
Essent developed the most sophisticated dashboard of the Netherlands to monitor implementation @nother way of working
Elements monitored on monthly basis:
- IT: Number of VPN users, performance speedtests, reported incidents helpdesk, (dis)satisfaction
- FAC: Occupation buildings, meetings, parking, external meetingspend
- HR: Short illness rate, employee voluntary leave, home/work kilometers, number of employees
Research available on other elements as knowledge, attitude and behaviour towards @nother way of working
Find the right balance between push (provide a strong frame) and pull (translate the frame together with the people into solutions)
Fit-Inn was driven by the facility department alone
20.000
Source: Termaat, Saxion University 2012
Some more insights...
Long breath is needed
Facts will help you in beating resistance
Excel in stakeholdermanagement
Don't search the perfect solution: it doesn't exist
Learn from other companies ahead you
50% of a succesfull change depends on leadership
The right moment to start will never come, so start today
Generic places everywhere
@nother place to work..
Jordie van Berkel-Schoonen
@Jordievanberkel @ForteSo
+31620562837
Create visible quick wins
Don't talk too long about the 'hard' investments needed, just fix them
Dear Prezi-visitor,

We appreciate the fact you find your way to this prezi!

- This prezi is assembled for the Facility Management & Business Service World Summit in Barcelona 2012.
- The content is about the way we implemented New Ways of Working within the largest energy company of the Netherlands, Essent.
- You will find information about our results, vision, the process we went through, parts of our business case and lessons learned.
- Over 200 persons enjoyed the story in Barcelona and we received an enthusiastic feedback.

- We are available for (international) presentations or workshops around topics as Total Facility Management, Innovative European Tenders and New Ways of Working or more generic topics.
- We also deliver as an independent supplier, transition capacity for change processes within Facility Management, Procurement (management, coaching, workshops, consulting, recruitment) and Commerce.
- Interested? Feel free to contact us,

On behalf of Forte Solutions thanks,

Jordie van Berkel-Schoonen
Director
(www.forte-solutions.nl of jordie@forte-solutions.nl or +31620562837)
Full transcript