Utvikling av en FM organisasjon i StatoilHydro - From Running Operations to Business Partner

Transkript

1 Classification: Internal (Restricted Distribution) Status: Draft Utvikling av en FM organisasjon i StatoilHydro - From Running Operations to Business Partner NBEF Kari Hamre-Hanssen Service Responsible My Workplace, Facility management services, StatoilHydro 2 Dette er StatoilHydro Etablert 1. oktober 2007 etter fusjon mellom Statoil og Hydro olje og energi ansatte med virksomhet i 40 land Produserer over 1,7 mill fat o.e. per dag, 6,3 milliarder fat o.e. i påviste reserver Verdens største operatør på store havdyp og tredje største nettoselger av råolje Verdensledende i bruk av dypvannsteknologi Verdensledende på fangst og lagring av CO2

2 3 Et selskap med globale vekstambisjoner Maksimere verdiskapingen og utnytte hele potensialet på norsk sokkel Bygge sterke og vekstkraftige internasjonale oppstrømsposisjoner Utnytte selskapets verdensledende teknologi og evne til prosjektgjennomføring Styrke posisjonen i gassverdikjeden og nedstrømsvirksomheten Bygge en sterkere og bærekraftig posisjon innen ny energi 4 Facility Management Services (GBS FMS) Operations at 21 different locations from Hammerfest to Copenhagen/Stockholm and Warsaw, Poland Turnover approx. NOK 1.9 bill. Approx. 300 employees contractor FTE s. Main contractors: Securitas, ISS, ESS, Stråhlfors StatoilHydros office at Rotvoll, Trondheim

3 5 Facility Management What we do.. Operation of m office workplaces 1500 flats or houses 30 canteens ( lunch guests pr day 3 mill. lunches) Security, postal services and switchboard full board days in construction site accommodation (2007) 6 Bakgrunn for ønske om endring av FM FM del av en ny Shared service organisasjon i StatoilHydro Global Business Services etablert i 2007 Klar oppfatning av at det var behov for en systematisk jobbing innen flere områder Utvikle en tydelig tjenestedefinisjon Etablere felles språk/terminologi Beskrive arbeidsprosesser, prosedyrer og beste praksisdokumenter Gjennomføre sourcing - kjøpe/gjøre selv analyser Klargjøring av roller og ansvar Etablering en FM IT-plattform som støtter opp om prosessene Støtte internasjonaliseringen av StatoilHydro

4 Shared services in StatoilHydro A long and winding road 7 Improvement Global Business Services established Local IT functions centralised HR, accounting and HSE services centralised Business support unit Corporate Services established SAP implemented Service functions in all units World class ambition 8 Mandate from the CEO Implement a multifunctional and global shared services concept through a common structure and organisation Global Business Services IT Finance Facilities HR Procurement

5 Space & infrastructure Work Environment Examples Switchboard Graphical design and production Building surveillance Housing Process management for: Property management Workplace management Operations & maintenance Safety & security Logistics Hospitality Property management Workplace management Operations & maintenance on premises Safety & security Logistics 1 Hospitality Portfolio management Occupancy forecasting and strategy Strategic space planning and management Office design strategies Public demand/requirements Contract management/lease administration Construct building Renovation and/or refurbishment Taxes, duties, licenses, and insurance Landlord relations Workplace design strategies Workplace design Procure furniture, machinery and equipment Workplace move management Equip workplace environment Workplace equipment maintenance Energy, electricity and oil/gas power management Environmental sustainability management Building repairs and maintenance (office, plants, and private) Electrical installations Water, drainage and waste (hazardous) disposal Cleaning; inside and outside Outdoor services (e.g. landscaping, grounds maintenance, external repairs) Security policy and strategy Access control, I.D./smart cards, locks and key holding Disaster planning and recovery Fire safety and protection Surveillance Personnel transport (INT) Courier, mail operations etc Accessories, office supply Freight forwarding, storage systems Vehicle fleet management Creative services Print and Copying (ICT) A & V support (ICT) Document management and archiving (ICT) People transport and travel services (HR) Switchboard Reception Catering, canteen and vending management On-/Off site meetings and events Personal services (e.g. dry-cleaning) Corporate housing administration Camp maintenance Relocation management (HR/FIN) Group responsibility for FM corporate standards. Strategic planning and development of standardised FM-services. Key roles: Service responsible Company representative Subject matter expert Services: My Workplace Housing Site accommodation Graphical services FM Facility Management -SAP Real Estate -SAP Plant maintenance - Centralized operation systems (teknisk drift) - Safety & sec.: SASS, ITV - Logistics: Meeting Planner (MS), switchboard system, freight system - Hospitality: Web Camp mngt. system integrated with SAP Eiendomsutvikling og fasilitetsstyring i usikre tider NBEF og forfatter Building blocks for FM Services Terminology Based on European Standard (CEN EN :2006) Establish standardised Scope of Work and consistent terminology Establish consistent foundation for all other improvements areas within FM Governing principles Based on BPM First version of FM process descriptions Foundation for standardisation and efficiency improvements Governing documents Service Management processes 9 Organisation/Roles Business Process Centre Centralised operational tasks and deliveries. GBS FMS Locale Service Deliveries Location A Location B Location C Location D Location E Location F Location Location X Governance- and Competence Centre Based on principles of shared service Clear task split between Specialist Centre, Business Process Centre and Local Service Delivery Roles based on new processes and service management Services My Workplace It-Applications Portal Com m on system s Space & Infrastructure Work Environment Standardise and upgrade application portfolio Create new self service applications Support implementation of new processes Service Centre application to support service management FM main service -> My Workplace 10

6 Scope of Work Based on European Standard (CEN EN :2006) This Scope of Work creates the basis for a new revised common terminology of FM in StatoilHydro. The Scope of Work is the foundation for all changes in the FM stream in regards to: - Organisational design - Role descriptions - Process descriptions - IT applications Space & infrastructur e Work Environment Property management Workplace management Operations & maintenance on premises Safety & security Logistics 1 Hospitality 11 Portfolio management Occupancy forecasting and strategy Strategic space planning and management Office design strategies Public demand/requirements Contract management/lease administration Construct building Renovation and/or refurbishment Taxes, duties, licenses, and insurance Landlord relations Workplace design strategies Workplace design Procure furniture, machinery and equipment Workplace move management Equip workplace environment Workplace equipment maintenance Energy, electricity and oil/gas power management Environmental sustainability management Building repairs and maintenance (office, plants, and private) Electrical installations Water, drainage and waste (hazardous) disposal Cleaning; inside and outside Outdoor services (e.g. landscaping, grounds maintenance, external repairs) Security policy and strategy Access control, I.D./smart cards, locks and key holding Disaster planning and recovery Fire safety and protection Surveillance Personnel transport (INT) Courier, mail operations etc Accessories, office supply Freight forwarding, storage systems Vehicle fleet management Creative services Print and Copying (ICT) A & V support (ICT) People transport and travel services (HR) Switchboard Reception Catering, canteen and vending management On-/Off site meetings and events Personal services (e.g. dry-cleaning) Corporate housing administration Construction site accommodation GBS FMS Work Processes 12 Manage Property Develop property forecast Analyse an develop strategies Acquire property Plan and design layout Build and/or refurbish property Handover property Manage property portfolio Manage Workplace Develop workplace forecast Develop workplace strategies Plan and design workplace Acquire furniture s and equip Equip workplace environment Manage move Manage workplace portfolio Manage Op. & maintenance Manage guarantee Plan and prepare operations Plan maintenance Perform maintenance and repairs Perform cleaning Manage waste disposal Manage energy/utilities Manage Safety & Security Manage Safety & Security Manage fire safety Operate surveillance systems Administer ID-cards Administer Keys and locks Perform security advisory Provide Logistics Office support Acquire office and computer accessories Handle shipment Incoming Outgoing Administer storage Manage storage of personal office items temporary Manage accessory storage Manage furniture storage Administer storage of personal office items Administer accessory storage Maintain workplace inspection plan for meeting room and common area Inspect meeting room and common area Maintain work place Manage Provide a hospitable working environment making employees and visitors feel welcome, inspired and comfortable Hospitality

7 From Running Operations to Business Partner 13 Focus As-Is: Operations Strategic level Focus To-Be: Customer Strategic level StatoilHydro resources External resources Mixed group of resources Tactical level Tactical level Scope of Operational Service level and geographica l location Operational level FM in StatoilHydro today can be described as: High focus on operational level Services provided based on convenience more than standardised procedures. I.e. no documented process descriptions to ensure levelled quality and practice. Pockets of good practice exist in some operational areas. Personalized, not service based deliveries FM in StatoilHydro in the future should be: Strengthened strategic responsibility and capability as means to create long term strategies within the FM Scope of Work Enhanced tactical expertise for improved serviceand contract management Selective sourcing on operational level to increase flexibility and improve cost efficiency FMS structural principles 14 GBS FMS Business Process Centre Locale Service Deliveries Project & Process Centre Centralised operational tasks and deliveries. Examples: Switchboard Building surveillance It applications Process management for: Manage Property Manage Workplace Manage Operations & maintenance Manage Safety & security Provide Logistics Manage Hospitality Location A Location B Location C Location D Location E Location F Location Location X Process ownership for corporate FM processes Group responsibility for FM corporate standards. Strategic planning and development of standardised FM-services. Key roles: Service responsible Company representative Subject matter expert Services: My Workplace Housing Construction Site accommodation This is NOT the organisational chart, but structural principles for organising FMS.

8 Delivery model High Self service portal All services available 24/7 at Statoil intranet Service desk Handle user requests and dispatch them further covering all services 24/7 Volume Process centres Large amount of operational tasks and transactions CURRENT AND FUTURE PRACTICES 15 Specialist centres Low Highly specialised expertise High Low Complexity of service Degree of interaction with user Management systems 16 Corporate processes in StatoilHydro FM en egen konsernprosess i StatoilHydro

9 17 Status så langt Vi har startet på en endringsprosess Endring tar tid! Mye av det teoretiske er på plass Nå gjenstår å få hele organisasjonen med! Hvordan måle forbedring? Delta i benchmarking Deltakelse på FM arenaer / konferanser / nettverk Samarbeid med peers Classification: Internal Status: Draft BACK-UP FOILER