The issue
- Ineffective incentive structure resulting in organisational silos & sub-optimal performance (in-house and contractors)
- Limited long-term planning and investment as result of weak and inaccurate in-house Asset Knowledge
- Legacy support services from merged smaller companies resulted in fragmented internal processes
- Lack of job prioritisation and adequate planning leading to poor productivity & rework
What we did
- Development and introduction of single performance management framework and incentive system to drive efficiency and customer focused culture
- Implementation of an Asset Capability Centre focused on three capability areas: Physical Asset Management, Stewardship & Delivery; revalidated proposed Capex and ran adaptive approaches on costs
- Implemented regulatory compliant Shared Services with revised governance, improved service levels and cost efficiencies
- Redesign and implementation of new job initiation, planning and scheduling processes
The results
- 20m annualised improvement in Totex
- Annualised Capex avoidance of c£18m throughout the regulatory period
- Annualised Opex reduction of c.£3m
- 25% reduction in shared service cost base
- 20% productivity increase in Field work, 30% increase in RFT and 10% reduction in Customer Complaints
£20m
annualised improvement in Totex
£18m
annualised Capex reduction
c£3m
annualised Opex reduction
25%
reduction in shared service cost base
20%
productivity increase in Field work
10%
reduction in customer complaints
An award-winning team
