Business Excellence in Halcrow

Sellafield November 2009

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Background to Consulting in Halcrow Our BEM journey Building blocks What went well & what didn’t?

Contents

Business structure

The company is organised into seven domestic regions focused on five principal business groups

Main board United Kingdom Regions North America Middle East Latin America India Asia Pacific Europe & Central Asia Water Consulting Business groups Property Transport Maritime

Staff Capital Resources/ Supply chain

INPUTS

Consulting business model

PROJECTS

Business processes

Training Knowledge management Project management BEM Better Bidding Client Relationship management Satisfied staff Profit Customer value

BUSINESS PROCESSES OUTPUTS

Planning and Economics Consulting Services Evolution du portefeuille des risques

140 120 100 80 60 40 20 0 10 /0 1/ 20 03 10 /0 3/ 20 03 23 /0 4/ 20 03 27 /0 6/ 20 03 26 /0 8/ 20 03 25 /1 0/ 20 03 19 /1 2/ 20 03 26 /0 2/ 20 04 20 /0 4/ 20 04 30 /0 6/ 20 04 20 /0 8/ 20 04 28 /1 0/ 20 04 14 /1 2/ 20 04 17 /0 2/ 20 05 28 /0 4/ 20 05 21 /0 6/ 20 05 A évaluer Acceptables Inacceptables LPC

The places we work

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

Slide 2 01-09-03

Our BEM Journey…..

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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!

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Advised clients such as Alstom; Go-ahead Group; Keolis; DfT Rail

The Starting Point: Engaged people

...oh no...not another ******* initiative!

New fangled spin for common sense Why bother?

Let’s go through the motions to keep management happy!

What’s wrong with how we’ve always done things?

Engagement 1: Link BEM to our vision

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SPIRIT S uccessful – world class in the eyes of our clients and our people P rofitable – 8% to 10% return on net earnings I ntegrated – global planning and advisory business R espected – brand defined by added value I nclusive – a diverse and empowered workforce playing an active role in their local communities T alented – highly skilled, motivated people valued by our clients

Engagement 2: link to business outcomes

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Clients starting to use BEM Also, other prestigious organisations Tender documents sometimes structured around BEM Need to align with clients

Engagement 3: present the evidence

Business excellence winners and control group Average % change in performance measures

140% 120% 100% 80% 60% 40% 20% 0% St ock O pr pe ice ra tin g in co m e Sa R le et s ur n on sa le s N o Em pl oye es To ta l a sse ts Award winners Control Group

>Twic e as good!

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Staff survey

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Client survey

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Three years’ of key performance data

The Basic Building Blocks: Results

More elaborate building blocks: Process

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Clarity on key processes

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A process framework into which other processes are integrated

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An approach to CSR

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‘Corporate ‘DNA’ covering values, vision, etc

100.00

90.00

80.00

70.00

60.00

50.00

40.00

30.00

20.00

10.00

0.00

Transport for London - Overall client satisfaction results

2004 2005 2006 2008 • • • • • •

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

Essential Evidence

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

Making it all hang together: RADAR

MORE LIKELY TO HAVE

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There’s the theory (Approach)

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You have actually implemented it (Deployment)

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And you have evidence to back this up (Results)

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You have assessed whether it is working (Assessment)

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You have reviewed the results and made changes where necessary (Review) LESS LIKELY TO HAVE

What went right

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Senior team engaged at early stage

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Core message: ‘do this because our clients expect it’…helped

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Client survey and staff survey in place well in advance (since 2002)

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We communicated regularly with staff through training, presentations and newsletters

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We engaged with clients and have built up a new service line

What did not go so well?

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We did not really understand how or why our processes operated until quite late in the journey

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We never got to grips with CSR (Society Results)

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We would have benefited from better engagement with internal stakeholders in our complex organisation

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Our targets were pretty random until late in the process

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Benchmarks against other organisations were poor

Where we learned and improved

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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

What next?

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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!