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G4S Interim Leadership Case Study
Dominic Proctor • January 6, 2020
G4S Interim Leadership Case Study
THE CLIENT
G4S is one of the worlds largest outsourcing companies. Headquarters in the UK and publicly owned, with gross revenue of £7.3 billion and a workforce of 570,000 people worldwide. G4S FM division supplies the public sector and Government department with Total Facilitates Contracts which include a mixture of hard and soft services including the management of third party building maintenance contractors.
- Provide operational excellence leadership for a major contract through a period of significant change and uncertainty.
- Review all internal operational processes and develop best practice so that base service levels were readdressed.
- The regional leadership team was not delivering consistent results across the contract.
- Javelin IT system implementation for security shift structure was not delivering against original expectations and the project plan needed to be overhauled.
- Safety First Culture needed to be established in the contract.
- Operational Team of 1400 were disengaged and demotivated.
- Established a positive relationship with all key internal and external stakeholders.
- A strategic operational excellence roadmap was developed encompassing lean techniques, mobile technology and adoption of best practice consistency across all regions.
- Coached team in Operational and Customer excellence.
- Devised and Implemented Operational Balance Scorecard KPIs.
- Completed talent review utilising 9 block and implemented revised regional structure.
- Developed IT Project Strategy and new leadership team appointed which addressed actual Javelin versus expected performance.
- 2019 Safety improvement plan implemented.
- Supported development of G4S FM Way values which were adopted into contract.
- Developed engagement strategy and coached leadership team to be more emphatic in their day to day interaction with operational teams.
- Javelin Scheduling system fully implemented resulting in a 53% reduction in drop shifts and a 74% reduction in payroll adjustments.
- Mobile tablet Mobiess solution adopted resulting in enhanced KPI reporting and completion of monthly safety audits.
- Balanced scorecard designed and implemented which delivered streamlined reporting and ensured management team were fully focused on key operational inputs which resulted in;
- KPI compliance achieved across all key contractual metrics.
- Vacancy gap reduced by 49% resulting in significant reduction in OPEX being achieved through reduced reliance on agency staff.
- Customer Complaints reduced by 30% as a result of the introduction of 5 Whys analysis which identified the complaint root cause.
- 90% improvement in Quality Compliance Process.
- Safety First culture adopted in all regions resulting in a 58% increase in reported safety hazards.
- Employee engagement levels increased as a result of listening workshops and overhaul of the Annual Leave approval process mitigating the need for any holidays to be carried forward into 2020.
Bio
Dominic Proctor is the Managing Director of Matrix which provide Interim Management or Consultancy project support for Industrial Manufacturing, Logistics and FM organisations looking to achieve breakthrough growth for their businesses through the development of Operational Excellence model which delivers transformational change. Dominic has 30 years of supply chain and operational leadership experience in Industrial Manufacturing (Berendsen & Johnson Service Group) and Wholesale Distribution (Bunzl & Rexel), he is passionate about supporting organisations to achieve Supply Chain Excellence which is achieved through a collaborative leadership style and a continual pursuit to achieve excellence. If you like to discuss a potential Supply Chain or Operational Efficiency Improvement project then you can contact Dominic for an informal discussion at dominic.proctor@matrix.org.uk.