Euroclear voert nieuwe bedrijfscultuur wereldwijd door Kostenbesparend project resulteert in nieuwe manier van werken De financiële crisis zette Euroclear er in 2009 toe aan om een grondige kostenoptimalisatie door te voeren. Het bedrijf zag in deze noodzaak een opportuniteit om de nieuwe manier van werken te integreren en de Facility afdeling terug op de kaart te zetten. Het “SHAPE”-project werd over vijf jaar wereldwijd geïmplementeerd, goed voor een totale investering van ongeveer 20 miljoen euro.

1. EUROCLEAR
IFMA (Belgium Chapter)
Facility Management Project of the year 2015 Award

2. 2010 - 2015 … a story of …
•The company cultural change and transition agenda
•An upgrade of FM function within the company mission and strategy.
• A force for accelerated professionalising of the FM organisation.
• The rebirth of innovation, creativity and entrepreneurship
2
A “classic” facilities cost savings and real estate
restructuring story turning into a challenging “new ways of
working” company deal contributing to:

3. 3
EUROCLEAR
A brand of stability, safety, business resilience, ..
 International Central Securities Depository
 World leader in clearing, settlement and custody for financial
institutions and corporate clients
 Critical Infrastructure for Financial Markets (‘Plumbers’)
 Key figures
 Value of assets held under custody: € 26 trillion
 Average daily value of transactions settled = € 2,4 trillion
 Yearly number of transactions = 180 million
 Employees worldwide = 3,900 (Belgium 2,500)
 AA+ by Fitch / AA bij S&P
 39% Tier 1 Capital under Basel III
(*) Created by JP Morgan in 1968, became a Belgian Bank in 2000, HQ in Brussels
Euroclear Group includes the national CSD’s of Belgium, France, UK, The Netherlands, Finland, Sweden
Shareholders are financial institutions

4. Corporate culture

5. Euroclear vision: Ambition to become the preferred partner in the
post-trade industry.
The trigger: The future will not be “one size fits all”, our business will
become more and more complex: increasing commoditisation of
our core business activities, new entrants, new technologies, new
business models, new services to offer etc.
Why a need for a change in culture?

6. Therefore, we have to implement new behaviours:
• Act more agile and flexible in responding to change and business
opportunities, reduce ‘through-put time’.
• Further increase efficient usage of resources.
• Stimulate the creativity, knowhow and ideas of all our employees and
create an entrepreneurial culture.
Why a need for a change in culture?

7. 7
How to change?

8. The Opportunity – The Challenge
New Way of Working should bring along a cultural evolution
2010 question from MC: set-up and implement a real estate strategy for
the group to:
• Significantly reduce the overall occupancy cost
• Harmonize the office concept throughout the group
Significant investment:
• Stimulates reflection within business unit on how to leverage the office
set-up to contribute to a culture change for the company

9. Ambition - Create an environment fit for NWOW as an enabler for:
•A better and more efficient company
• More cross-divisional cooperation and interaction
• Employee engagement
• Flexibility
The Opportunity – The Challenge
New Way of Working should bring along a cultural evolution

10. We called it …
The Opportunity – The Challenge
New Way of Working should bring along a cultural evolution

11. Why New Way of Working?
NWOW stands for:
•Performance is everything, no matter where and when it happens.
•Managers who trust their employees to go out and get results
•a workforce that takes initiative and holds itself accountable for its output
so a more productive and engaged workforce, more innovation and
creativity

12. Why New Way of Working?
NWOW stands for:
• Flexibility while you work so a better work-life balance.
•Knowledge sharing in a different way is key in the new service economy.
• Lower facility costs.

13. 13
NWOW requires the right physical environment,
efficient technological tools and the appropriate
culture:
•A good base to set up a common workplace strategy
between IT, HR and FM.
Why New Way of Working?

14. SHAPE sets the foundation for a more collaborative,
effective and inspiring working environment:
14
• An office concept preparing for New way of working
► Flexible desking, significant increase of meeting space
• Improve and harmonize our current work environment, staff wellbeing,
efficiency & engagement
• Right workplace for the right type of work
► Multi-purpose areas
• Boost staff interactivity (eg marketplace, informal meeting space)
• A professional client area
What did Shape do?

15. The Market Place
15
For internal use

16. 30%
What did we achieve?
By 2014 total Euroclear occupancy budget dropped by:
•Main contributors
► Space reduction
► Site rationalisation
► Rent renegotiation
► Reduction of related occupancy costs (eg maintenance, utilities)
Total investment = +/- €20 million 2009 2014
Total yearly occupancy cost €69 mi €48.5 mi
Average Occupancy cost
by FTE (excluding DC costs)
€15.2k €10.7k

17. What did we achieve?
•Common look and feel in office concept throughout all offices, creating a
strong identity for clients and a sense of belonging for employees
•Flexible, efficient and multi-purpose usage of space, and considered a
‘scare resource’ (80% desks factor, market place, restaurant area)
•Key contributor to accelerated implementation of teleworking.

18. What did we achieve?
•Improved staff wellbeing and engagement (climate surveys).
•Increased cooperation, communication and interaction between
employees, teams and divisions; Market place as an icon.
•Project/business related stacking versus traditional silo-based (=per
division) stacking discussion on the table.

19. What did we achieve?
•Managing in an NWOW environment as part of HR training catalogue.
•FM team reputation: experts driving business unit strategy in a professional
way, and ensure a modern and efficient working environment.

20. The cherry on the cake
Euroclear JumpStarter
Make better use of people and their ideas, increase people engagement,
foster creativity and install an entrepreneurial mindset.

21. Euroclear JumpStarter
We wanted to create a collaborative community that gives the opportunity to:
►Capture ideas from everyone, everywhere, anytime.
►Raise ideas, share, discuss and enrich them through the entire organisation
►Raise problems and invite people to come with ideas to solve them.
►Try options to validate hypothesis.
►Support & facilitate realisation.

22. JumpStarter
22
Pulse+
Idea
Community Mentor
Creative Zone
Connecting the dots

23. Key building blocks
23

24. Euroclear JumpStarter
The innovation incubator is a physical & virtual safe environment for people
to exchange, create, try, fail, succeed and learn happily without judgement!
Fully endorsed by the management team!

25. 25
For internal use
Euroclear JumpStarter

26. Lessons learnt
•Change management
►No secret recipe: blood, sweat and tears
►Takes time
•Facts and figures can help
►Eg footfall vs capacity
•Benefit of a burning platform
•Senior management endorsement is key

27. FM insights
•The company workplace strategy is shared by and requires 100%
alignment between IT, HR and FM
•The workplace can be strong contributor to the corporate
culture and image, and impact on employee efficiency and
engagement should not be underestimated
•FM teams need to broaden expertise versus traditional more
technical one (eg ‘sociotechniek’) – increase impact / credibility
•The workplace is moving more and more from a physical one to
a virtual one: understand what does this means for FM and
ensure we remain in the driving seat

28. Thank you!