WIXLIB

Asset Management : A CorporateJourneyOCT 2016

Sodexo – An Overview

knowledge skills behaviourThe Challenges .

Meeting the Challenges4–

knowledge skills behaviourLeadership .A Team .A Plan .

knowledge skills behaviourEstablish an AmbitionStep 1:Step 2:Step Establishing andEnabling ProcessEstablishing Competencyand expertiseConsolidating CapabilitySustainableMethodology designGlobal roll outMarket position –Competitive advantageCommunications andengagement programmeCommunications andengagement programmeCommunications andengagement programmeDemonstrate deliveryContinuous ImprovementTarget Excellence

knowledge skills behaviour Recognise the importance of Asset Management to yourOrganisational Strategy

knowledge skills behaviourMake it Scalable

knowledge skills behaviourOrganisational Maturity

knowledge skills behaviourOrganisational MaturityStep 4 & Step 5Performance to TargetExcellenceStep 2 & Step 3:Delivering toAchievingStep 1:Optimum whole life assetAwarenessBetter decision makingImproved operationalefficiencycost Selecting the right maintenance Using knowledge, capability andregimeprocess approach to establish Prioritising capital expenditure to long term maintenance andinvestment schedules .maximise value of investment; Using process to define data. through workflow processmanagement.

knowledge skills behaviourWorkforce Capability .

knowledge skills behaviourWorkforce Capability .

knowledge skills behaviourWorkforce Capability?PerceptionReality

knowledge skills behaviourGlobal Market Maturity .

knowledge skills behaviourGlobal Market Maturity .

knowledge skills behaviourGlobal Market Maturity

Deploying in a GlobalOrganisationOct 2016

Asset Management ProgramPLAN2. Asset Management Policy7. Management ReviewACT6. Performance Assessment & Improvement6.1 Performance and condition monitoring6.2 Investigation of asset-related failures, incidentsand nonconformities6.3 Evaluation of compliance6.4 Audit6.5 Improvement actions6.6 RecordsISO 55000MANAGEMENT SYSTEMSTRUCTURE1. General Requirements5. Implementation of Asset ManagementPlans5.1 Life cycle activities5.2 Tools, facilities & equipmentCHECK3. Asset Management Strategy, Objectives & Plans3.1 Asset Management Strategy3.2 Asset Management Objectives3.3 Asset Management Plans3.4 Contingency PlanningDO4. Asset Management Enablers & Controls4.1 Structure, authority & responsibilities4.2 Outsourcing asset management activities4.3 Training, awareness & competence4.4 Consult, participate & communicate4.5 Asset Management System documentation4.6 Information management4.7 Risk management4.8 Legal & other requirements4.9 Management of change

Asset management approach in a client environmentSodexo’s AssetManagement Frameworkwill:19 Align CLIENT ’s strategic assetmanagement plans with the servicedelivery outcomes. Quantify the current condition of thefacility infrastructure Benchmark current performancecapability of the asset infrastructure Identify and define the risks theasset infrastructure represent to thebusiness Determine the best asset carestrategies in line with CLIENT ’scorporate objectives, minimisingrisks and maximising performanceand availability of the assetinfrastructure for the best possiblecosts. Define the asset informationrequired to enhance asset decisionmaking

Asset Management Program StructureStrategyCapital PlanMaintenance PlanFCABuilding/SystemDataEAM (CMMS)Job PlansWork OrdersPolicies, Procedures, and Standards

Strategic Capital PlanningWhat is in the portfolio ?What is the condition of the assets?How much funding do we need?What do we prioritize as most important?

Asset Lifecycle and Maintenance aligned with KeyDriversKey DriversGreat Placeto work andliveHealth lExcellenceMaximizing the utilization ofyour assets by applyingstandardizedtoolsandprocesses that ensure a safeand sustainable einsuranceAM policy and ng and capital costsas well as the costs of yourassets over their entire lifetostrengthenyourcompetitivenessRISK CONTROLProviding a safe, reliableand controlled environmentwith transparency about therisks so you are able tofocus on your businesspriorities

Maintenance Strategy Asset criticality Condition & Performance ofAssets Reliability Assessment Profitability and impact of Failure Asset repair/replacement options Safe operations of assets Run to Fail Reactive Maintenance Planned Maintenance Predictive Maintenance Condition Based Maintenance

knowledge skills behaviourAMS – Knowledge Transfer

knowledge skills behaviourMaking the Change Sustainable .

knowledge skills behaviourInfluencing People and BehavioursThe first aim was to win the hearts and minds of our staff.The second was to give them the competence and confidence to makethe best use of “The Sodexo Way”.

knowledge skills behaviourThe Importance of Knowledge Transfer .

knowledge skills behaviourGlobally Accessible .

knowledge skills behaviourMaking ChangeSustainable – RelevantLearning T1 Strategy, investment and planning T2 Change management T3 Risk T4 Continual improvement T5 Asset performance management S1 Awareness;S2 Risk Management;S3 Change Management;S4 Continual Improvement;S5 RCA;S6 FMECA;S7 RCM;S8 CBM Techniques;S9 Asset PerformanceManagement;S10 Benefits of Asset ManagementS11 Effective Asset ManagementStrategies and Plans;S12 Building an Asset ManagementOrganisation;S13 Implementation of AssetManagement Plans;S14 Assessing Risk in AM;S15 Assessing and monitoringPerformance;S16 The AMF;S17 Developing Asset ManagementStrategies and Objectives;S18 Investment Planning

knowledge skills behaviourSodexo Training Methodology

knowledge skills behaviourBenefit Expectation .

knowledge skills behaviourSuccess Individually .

knowledge skills behaviourCorporate Success .

knowledge skills behaviourCorporate Success .The Results 10% average improvement in control of day-to-day activities and business effectiveness 20% reduced failure rates Estimated 40% reduction in risk-related costs Able to demonstrate 100% compliance with regulatory requirements Greater staff motivation: standardisation facilitates greater mobility & encourages sharing ofinsights & innovations Reduced staff attrition – 1% improvement in engagement scores represents 800 staff in theTechnical community Bottom line: improved reputation, cultural unity and realised business opportunities, RTIOAustralia; IBM LATAM; Citibank Mexico; Pfizer USA etc . Winners of 2014 IAM Outstanding Achievements Award

SODEXO AM JOURNEYCase StudiesOct 2016

GSK: providing value beyond the traditional scope of FacilitiesManagement services and structuring an effective governance programGSK Bio-Pharmaceutical 97,000 employees 4th world largestbio-pharmacompanyOUTSOURCED SCOPEIn 2007, GSK launched an enterprise wide Operational Excellence program to improve the efficiencyand productivity of its operations. The initiative expected to deliver 700 million annual savings overthe course of a three-year period and achieve the following objectives: Grow a diversified global business Deliver more product of value Simplify the operating modelManufacturingOrientation6 R&D Centers12 Manufacturing SitesCanada Soft and HardServices5 SitesCanadatraditionalFM scope Custodial ServicesGrounds ManagementSecurity ServicesFood ServicesReception / HelpdeskAudio/Video ConferencingWaste DisposalMove/Add/ChangeLaboratory Asset ManagementInstruments repair servicesDe-commissioningInstallation servicesPreventive MaintenanceCalibrationFinancial reportingAsset Management IT SolutionLab AssetManagement:A GSK R&D CoreSupport ActivitydecommissionassetSoft Services Scope use / maintainassetidentify needsrequest capitalLab AssetManagementProgramprocure assetUKspecializedsupportscopeinstall assetProcuring and maintaining complex and expensivelab equipment had traditionally been a significantproblem throughout the pharmaceutical industry.Sodexo provides a comprehensive, independent andOEM-agnostic lab asset management solution with xxx million under management in a highlyregulated environment.In the UK, the service delivery of Facilities Management Soft Services and Comprehensive Laboratory Asset Management mobilizes astaff of 1,000 Sodexo employees. In Canada, the service delivery of Hard and Soft services is based on a model where 60% to 70% of allservices are self-performed, which considerably reduced the number of contractors involved in providing these services.RESULTS-30%HQ R&DOrientationHard Services Scope Energy & Utility Management Building Maintenance Project Management23 sites in the UK and CanadaUK Soft Services LabAsset ManagementSCOPE TAILORED TOPORTFOLIO SPECIFICSLAB ASSETSTotal Cost ofOwnershipThe successful integration of Sodexo team into GSK’s operations were the results of key governing structure decisions: Creation of Steering Committee composed of both GSK and Sodexo executiveskey attributes of successful Initiation of Strategy Seminars and creation of Asset Management teamgoverning structure Establishment of joint financial planning and joint improvement/business planning Implementation of a performance measurement program

Sodexo Property Solutions – Asset Management Case Study ClientBAE Systems ScopeCondition SurveyAsset TaggingCapital Expenditure Plan OutputComplete Asset List5 year Capital Expenditure Plan Internal ValueOur clients wanted a deeperunderstanding of the relationship ofcost, risk and performance acrosstheir estate.In a matter of weeks, we not onlygave them a detailed view of thecurrent condition of their assets, butalso the insight to proactivelymanage them for the next five years.Comprehensive asset data delivered for GlobalMaximo mobilisation.Summary 5 year FMR by ServiceLineAsset data and condition for due diligenceidentified, minimising the risk for a semicomprehensive contract.Identified potential internal project deliveryopportunities. External Value“The reports have proven veryuseful when discussing themaintenance schedules withour client The client was particularlydelighted with the reports andas a consequence has askedfor the rest of his estate toenjoy a similar verification.”Alex Hayter, Senior AccountManager, SodexoClient has a 5 year view of capital investmentrequirements.Capital plans prioritised based on essential,advisable and desirable expenditure.‘With this detailed asset survey, we are able to start a new contract withSodexo with confidence in the condition of our assets, and a valuableinsight to our capital needs’Steve Cole, Operations Manager, BAESodexo Property Solutions – Case Study – Asset Management - BAE

Case Study: Melrose-Wakefield Hospital, Massachusetts, USAKEY FACTSCLIENT CHALLENGES 234 bed non-profit hospital Proper management of asset inventory list Top 10% of hospitals in the nation for stroke care Maintaining consistent workflow process and work ordermanagement Top 15% in the nation for heart attack treatmentSODEXO’S SOLUTION Implemented Sodexo Asset Management Framework andMaximo Standardisation of workflow process and work ordermanagement; Improved monitoring of asset failure feedback utilisingCMMS; Introduced clarity in asset priority levels and improvedresponsiveness Training of the Nursing Staff in call management andprioritisation BENEFITS TO CLIENT & SODEXO Additional capability to process PPM activity by 30% Absorbed additional work activity requirement on increasedasset portfolio Improved compliance satisfaction Improved customer satisfaction feedback Maintained availablity of critical facilities Maximised revenue opportunity for clientPage 38