Transcript Slide 1

…becoming a customer service business
…it’s big ..
We manage a critical part of national infrastructure
– Four million people use
our network daily:
everyone relies on it
– Carries 2/3 of all freight –
connecting key distribution
points
– We build, maintain and
operate this critical
infrastructure
– Coverage of network
largely unchanged for the
last 20 years
– Until now unable to plan
for the long term
4,300
miles
£110b
assets
Spend
£2b pa
3,600
staff
4m users
daily
95% spend
via 3rd
parties
…a simple unifying philosophy ..
HIGH
Customer
HIG
H
Potential to influence risk
Leading
Managing
today
maintenance &
contracts
‘MACs, ASCs’
Customer
LO
W
step 3 - by year 5
Commodity
purchase
HA
Potential to add
value
Strategic
alliance
step 1 - by year 1
from maintenance to assets
from contract to relationships
behaving differently
step 2 - by year 3
2020 vision
‘mile a minute’
assets linked to customers
relationships linked to assets
behaving differently
working differently
from assets to customers
different capability
performing differently
ASR
Asset Support Relationships
ACR
Asset Customer Relationships
ASC+
Asset Support Contracts Plus
learning to engage
engaging
engaged
understanding needs
starting to measure
measuring improvements
administrators
leaders
leaders & partners
leaders & partners
internal silo’s
understanding core capability
insource priority capability
insource core capability
stopping poor
performance
promoting performance & practices
driving out waste, inspiring & rewarding improvement
…what does customer service mean to you?
•“I deliver schemes. My
suppliers do the customer bit”
•“Customers don't come into
it...our customers are
ministers who dictate what we
deliver whether it is needed or
not ”
•“We don’t have customers”
•“I have targets to meet. I
don’t have time to do
customers”
•“I don’t care about customer
service, I just don’t want any
queues”
…why is this customer stuff not for us?
• We are a practical and down to earth
customer service is about emotions
• We don’t have customers who pay for a
service
• There is no choice, no consequence if
we don’t perform and no alternative
• We are part of government
• We enforce driving standards and
behaviours
• Keep it simple we provide the roads –
we are an engineering business
…roads business, travel business, information business?
We now need to make a step-change
The Challenge
The Cook Review
Government response
Boost network performance
Modernise for future
Strategic approach
Funding stability
Autonomy to deliver
Treble capital budget
Establish NewCo
Roads Investment Strategy
We must meet much greater expectations
•
•
•
•
•
Deliver a hugely expanded investment programme
Make substantial further efficiency gains
Improve customer service
Meet performance goals including reliability, safety & environment
Support economic growth
We will increase the impact of our investment
Save £2.6b over
10 years
In future, NewCo will:
• Widespread roll out of Smart Motorways
• Renew assets more intelligently
• Contract and manage suppliers
more effectively
To deliver this,
we need
More PPM,
commercial skills
and capability
To use
technology
smarter
Certainty for our
supply chain so
they can invest
2010
Now
2021
And improve customer relationships
Consistently
meet customers’
real needs
In future, NewCo will:
• Ensure better quality customer interactions
• Improve provision and take-up of journey
information
• Use new approaches to shift driver
behaviour
• Obtain feedback through new customer
panels and use it
To deliver this,
we need
New skills
and company
culture
Lean and
improved
processes
Collaboration
with commercial
partners
2010
Now
2021
Whilst maintaining excellent levels of safety
In future, NewCo will:
• Promote innovation in safety management
• Eliminate need for workers to cross live
carriageways
• Better understand causes of incidents
• Lead change to improve road user
behaviour
• Pedestrian/cycling safety initiatives
Reduced road
user KSIs:
Zero workforce
fatalities
To deliver this,
we need
To educate
through multiple
channels
Greater
partnership
working
Improve
analysis of data
2010
Now
2021
Making economic growth happen
SRN will be at the
heart of
national/regional
growth planning
In future, NewCo will:
• Engage more effectively with local
authorities, LEPs & business
To deliver this,
we need to
• Work more closely with other major
infrastructure providers
• Play a more visible leadership role
Complete our
route strategies
Build strategic
planning
capability
Collaborate with
large employers
& developers
2010
Now
2021
Engaging communities and improving the environmentWe minimise the
impacts of our
activities
In future, NewCo will:
• Reduce noise pollution for many people
• Help re-connect communities
affected by our roads
To deliver this,
we need to
• Improve air quality in the worst areas
• Improve natural environment
Engage effectively
with communities
and groups
Play a full part in
research and
innovation
Work closely with
local transport
bodies
2010
Now
2021
…transformation workstreams...
Deliver
Customer
Service
Build intelligent
relationships with
suppliers
Provide a
Develop
Capable
Operational
Asset
Capability
Becomes a high
performance
organisation
Develop
our Strategic
plan
Establish
clear
identity
& image
…the cost of getting it wrong ..
Definitions
Customer
•Anyone we directly provide products & services to
•For example: road users; those who rent from us; those who use
our property team for land searches.
•To be used as the ‘umbrella term’
Stakeholder
•Anyone affected by or interested in our products and services
•For example: neighbouring communities; groups representing road
users.
Partner
•Organisations with whom we work, who have a shared and agreed
aim
•For example: emergency services; our supply chain
Client
•Anyone we directly provide products and services to, with whom
we have an ongoing business relationship
•For example: developers paying for work via s278s; local
authorities where main funder.
…how many road workers does it take to ...
…our customers hate...
•“empty or poorly planned road
works, inaccurate information
and multiple visits .. get it done in
one go”
•“Information which arrives just
too late to act”
•“accident delays”
•“poor road surface, white lines
and cats eyes”
•“pompous answers which alk
about the process and ignore local
peoples’ concerns ”
•“other drivers”
…drive safely....
... developing the right culture
We need to change our current
culture to create:
– Stronger sense of
ownership/accountability
for performance
– A genuine customer
service ethic
– Commitment to the need
to deliver at pace
– Passion for the quality of
work we carry out
Deliver
Customer
Service
Build intelligent
relationships
with suppliers
Provide a
Develop
Capable
Operational
Asset
Capability
Becomes a high
performance
organisation
Develop
our Strategic
plan
Our 50 most senior managers are already engaged
Establish
clear
identity
& image