BALFOUR BEATTY WORKPLACE

• When managing different accounts, it is important to keep barriers of information between different clients and buildings. Nevertheless we want to reach economies of scale, when some services are shared. Working for BBW I had to manage contractors delivering services to three different accounts: GLL, IMO and QEOP with a total turnover of over £15m pa. and more than 30 engineers. I implemented a clear control of hours used for transport and operation, which allowed us to know where was every engineer at every moment, and allocate costs fairly, for time, labour and materials.

• The clients were given the alternative to share technicians and resources (van, tools, etc) or have dedicated ones, with the differences in costs that it would imply. All contracts with contractors, specified key performance indicators and service level agreements, agreed with all parts involved. The client and contractors knew in advance the terms of engagement and contractors were able to access their performance according to their reports and service. Contracts with clients and contractors were based on performance and responsibilities were shared and clearly stated (NEC or NEC inspired). As a result, every counterpart owned their responsibilities and they were measured and monitored with open books.​

• The system proved to work, bringing savings of a 15%. Every part had their own share of this benefit, clients, contractors and facilities managers.

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