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Business Excellence in Halcrow Sellafield November 2009.

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Presentation on theme: "Business Excellence in Halcrow Sellafield November 2009."— Presentation transcript:

1 Business Excellence in Halcrow Sellafield November 2009

2 Contents Background to Consulting in Halcrow Our BEM journey Building blocks What went well & what didnt?

3 Business structure Latin America Europe & Central Asia Middle East North America Asia Pacific Regions Main board United Kingdom Consulting Property Transport Water Business groups India The company is organised into seven domestic regions focused on five principal business groups Maritime

4 Consulting business model Staff Capital Resources/ Supply chain Satisfied staff Profit Customer value Client Relationship management Better Bidding Project management BEM Knowledge management Training Business processes INPUTSOUTPUTS BUSINESS PROCESSES PROJECTS

5 Planning and Economics Consulting Services

6 The places we work Slide 2 01-09-03 Headquartered in the UK, Halcrow has a total of 61 permanent offices - 29 in Britain and further 32 elsewhere in the world. The company is currently undertaking commissions in over 70 different countries

7 Our BEM Journey….. Used the BEM since 2001 Considered external assessment Group-wide in 2003 but too large and complex a task Halcrow Group focuses on facilitating individual elements of the BEM processes (SRD, staff survey, IIP, HGBS, etc) Consulting began to use BEM in 2004 to improve our performance and influence the way CBG and Halcrow Group does business Internal assessments in Consulting in 2005 & 2006 External assessment in 2007 – scores >400 External assessment in 2008 – WINNER! Advised clients such as Alstom; Go-ahead Group; Keolis; DfT Rail

8 The Starting Point: Engaged people...oh no...not another ******* initiative! Why bother? Lets go through the motions to keep management happy! New fangled spin for common sense Whats wrong with how weve always done things?

9 Engagement 1: Link BEM to our vision SPIRIT Successful – world class in the eyes of our clients and our people Profitable – 8% to 10% return on net earnings Integrated – global planning and advisory business Respected – brand defined by added value Inclusive – a diverse and empowered workforce playing an active role in their local communities Talented – highly skilled, motivated people valued by our clients

10 Engagement 2: link to business outcomes Clients starting to use BEM Also, other prestigious organisations Tender documents sometimes structured around BEM Need to align with clients

11 Engagement 3: present the evidence >Twic e as good!

12 The Basic Building Blocks: Results Staff survey Client survey Three years of key performance data

13 More elaborate building blocks: Process Clarity on key processes A process framework into which other processes are integrated An approach to CSR Corporate DNA covering values, vision, etc

14 Essential Evidence A strategy …that you have followed ….ideally with some demonstrable success Benchmarking: you against competitors/others Partnerships with have been built and have delivered something 3 years of data

15 EG: UK 2008 client survey results summary Ahead of best competitor in 9 of 10 factors

16 Making it all hang together: RADAR Theres the theory (Approach) You have actually implemented it (Deployment) And you have evidence to back this up (Results) You have assessed whether it is working (Assessment) You have reviewed the results and made changes where necessary (Review) LESS LIKELY TO HAVE MORE LIKELY TO HAVE

17 What went right Senior team engaged at early stage Core message: do this because our clients expect it…helped Client survey and staff survey in place well in advance (since 2002) We communicated regularly with staff through training, presentations and newsletters We engaged with clients and have built up a new service line

18 What did not go so well? We did not really understand how or why our processes operated until quite late in the journey We never got to grips with CSR (Society Results) We would have benefited from better engagement with internal stakeholders in our complex organisation Our targets were pretty random until late in the process Benchmarks against other organisations were poor

19 Where we learned and improved We now understand why process is important! We try to monitor and review more Our targets match our strategy much better We put a lot more effort into communicating a vision to our staff We now understand the difference between having an Approach and Deploying it! We still need an effective and useful CSR policy

20 What next? Use the BEM to manage the business Roll out in overseas locations Aim for 700 points in two years time! …And spread the word about the benefits of business excellence!

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