Post on 09-Jan-2016
description
…becoming a customer service business
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
£110bassets
Spend£2b pa
3,600staff
95% spend via 3rd parties
4m users daily
4,300miles
…it’s big ..
Potential to influence risk
P
oten
tial t
o ad
d va
lue
LOW
HIGH
HIGH
Commodity purchase
Strategic alliance
Collaboration / partnership
learning to engage engaging engaged
journey … ‘radically different’
understanding needs starting to measure measuring improvements
leaders leaders & partnersadministrators leaders & partners
understanding core capability insource priority capability insource core capability
today
maintenance & contracts
‘MACs, ASCs’
step 1 - by year 1
from maintenance to assetsfrom contract to relationships
behaving differently
ASC+Asset Support Contracts Plus
step 2 - by year 3
assets linked to customersrelationships linked to assets
behaving differentlyworking differently
ASRAsset Support Relationships
step 3 - by year 5
2020 vision‘mile a minute’
from assets to customersdifferent capability
performing differently
ACRAsset Customer Relationships
promoting performance & practices driving out waste, inspiring & rewarding improvementstopping poor performance
internal silo’s
Managing
Leading
Customer
…a simple unifying philosophy ..
•“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”
…what does customer service mean to you?
• 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
…why is this customer stuff not for us?
…roads business, travel business, information business?
We now need to make a step-change
The Challenge
Boost network performance Modernise for future
The Cook Review
Strategic approachFunding stabilityAutonomy to deliver
Government response
Treble capital budgetEstablish NewCoRoads 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 have already delivered
a 20% efficiency gain
Now 20212010
We will increase the impact of our investment
More PPM,commercial skills
and capability
To use technology
smarter
Certainty for our supply chain so they can invest
To deliver this, we need
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
We already interact w
ith customers via
an increasing number o
f channels
Now 20212010
And improve customer relationships
New skills and company
culture
Collaboration with commercial
partners
To deliver this, we need
Lean and improved processes
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
Whilst maintaining excellent levels of safety
We have contributed to
Improvements in
national ro
ad safety
Now 20212010
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
To educate through multiple
channels
Greater partnership working
Improve analysis of data
To deliver this, we need
Reduced road user KSIs:
Zero workforce fatalities
We have started to
address regional
issues, e.g. ro
ute strategies
Now 20212010
Making economic growth happen
Complete our route strategies
Build strategic planning capability
To deliver this, we need to
In future, NewCo will:
• Engage more effectively with local authorities, LEPs & business
• Work more closely with other major infrastructure providers
• Play a more visible leadership role
Collaborate with large employers
& developers
SRN will be at the heart of
national/regional growth planning
We have started to
address environmental is
sues
Now 20212010
Engaging communities and improving the environment
To deliver this, we need to
We minimise the impacts of our
activities
In future, NewCo will:
• Reduce noise pollution for many people
• Help re-connect communities affected by our roads
• 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
Deliver
Customer
Service
Develop
Operational
Capability
Provide a
Capable
Asset
…transformation workstreams...
…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 ...
•“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”
…our customers hate...
…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
Our 50 most senior managers are already engaged
Deliver
Customer
Service
Develop
Operational
Capability
Provide a
Capable
Asset