The document summarizes an agenda for a collaborative partnerships event at BAE Systems on July 31st, 2013. It includes:
- A welcome from Jeremy Campbell and an ITAR induction tour of building 302 between 1830-1910.
- Guest speakers on the heritage of BAE Systems, opportunities for collaboration in facilities management, benefits of collaborative partnerships, and pursuing excellence in FM between 1930-2100.
- The event aims to discuss collaborative partnerships and raise the standard for collaboration in FM.
Ukif Workshop: Working with Non-Executive Directors 17 October 2013 Speaker P...David Doughty
UKIF Workshop: Working with Non-Executive Directors What to look for and how to manage your Non-Executive Directors 17 October 2013| University of Nottingham Innovation Park, NG7 2TU | 9:30am-1:00pm http://lnkd.in/4Kd27r
Symposium On Sustainable Design Report 8.11.08[1]retoker
1) The symposium discussed sustainable design in the technology industry, focusing on reducing environmental impacts from manufacturing to energy use. 2) Speakers emphasized the need for more holistic and collaborative approaches to address issues like material waste, emissions, and large energy needs of data centers. 3) Martin Charter explained drivers for sustainable design like resource costs, legislation, and consumer awareness are pushing for more transparency in global supply chains, and outlined challenges in Asia where eco-design awareness remains low compared to leaders like Japan.
Andrew Douglas is a highly sought after employment and safety professional in Australia. He has over 20 years of experience in curbing industrial action, developing enterprise agreements, and advising clients on employment, industrial relations, occupational health and safety, and workers' compensation issues. Andrew holds a Bachelor of Laws with Honors and is a co-editor-in-chief of The OHS Handbook publication.
Open Contracting and Data Standards: Lessons from the International Aid Trans...ocdata
Bond has supported 175 UK and 44 non-UK NGOs to implement the International Aid Transparency Initiative (IATI) standard, funded by the UK Department for International Development (DFID). As a member of the IATI Steering Committee and co-chair of working groups, Bond works closely with the IATI technical team and advises national NGO networks on using IATI. Bond also works with DFID and its fund managers to share guidance on IATI implementation via its website and events. A team of two staff members at Bond handle around 50 technical inquiries per month regarding IATI.
Atanas Politov: Legal voluntarism as the cradle of pro bonoZsófia Balázs
About the speaker:
Atanas Politov is director of PILnet’s Budapest office and is responsible for managing PILnet’s pro bono efforts. He has developed large-scale legal aid reform projects in Bosnia Herzegovina and Serbia, coordinated PILnet’s contributions to legal aid reform in other countries and has overseen the development of PILnet’s pro bono clearinghouses in China, Hungary, Russia, and globally.
Politov received legal training in his native Bulgaria and worked as a staff attorney for Bulgarian Lawyers for Human Rights.
He subsequently received an LL.M. from Columbia Law School and is a former Fulbright Scholar. Throughout his academic and professional career, Politov has promoted the advancement of human rights principles, most recently focusing his energy on the development of legal aid infrastructure and the promotion of pro bono practices in Central and Eastern Europe, the Balkans, and Russia.
He has worked with PILnet since 2002.
Enterprise, Finance and Jobs for a New Humanity
Morten Huse
Professor of Organisation and Management, BI Norwegian Business School, Oslo and Tor Vergata University, Rome
President European Academy of Management
Catalyst Europe Advisory Board Member
On 18th September 2013, members of the BIFM Lancashire Group attended a networking event at the BBC Media City Complex. The subject matter was agile working.
Ukif Workshop: Working with Non-Executive Directors 17 October 2013 Speaker P...David Doughty
UKIF Workshop: Working with Non-Executive Directors What to look for and how to manage your Non-Executive Directors 17 October 2013| University of Nottingham Innovation Park, NG7 2TU | 9:30am-1:00pm http://lnkd.in/4Kd27r
Symposium On Sustainable Design Report 8.11.08[1]retoker
1) The symposium discussed sustainable design in the technology industry, focusing on reducing environmental impacts from manufacturing to energy use. 2) Speakers emphasized the need for more holistic and collaborative approaches to address issues like material waste, emissions, and large energy needs of data centers. 3) Martin Charter explained drivers for sustainable design like resource costs, legislation, and consumer awareness are pushing for more transparency in global supply chains, and outlined challenges in Asia where eco-design awareness remains low compared to leaders like Japan.
Andrew Douglas is a highly sought after employment and safety professional in Australia. He has over 20 years of experience in curbing industrial action, developing enterprise agreements, and advising clients on employment, industrial relations, occupational health and safety, and workers' compensation issues. Andrew holds a Bachelor of Laws with Honors and is a co-editor-in-chief of The OHS Handbook publication.
Open Contracting and Data Standards: Lessons from the International Aid Trans...ocdata
Bond has supported 175 UK and 44 non-UK NGOs to implement the International Aid Transparency Initiative (IATI) standard, funded by the UK Department for International Development (DFID). As a member of the IATI Steering Committee and co-chair of working groups, Bond works closely with the IATI technical team and advises national NGO networks on using IATI. Bond also works with DFID and its fund managers to share guidance on IATI implementation via its website and events. A team of two staff members at Bond handle around 50 technical inquiries per month regarding IATI.
Atanas Politov: Legal voluntarism as the cradle of pro bonoZsófia Balázs
About the speaker:
Atanas Politov is director of PILnet’s Budapest office and is responsible for managing PILnet’s pro bono efforts. He has developed large-scale legal aid reform projects in Bosnia Herzegovina and Serbia, coordinated PILnet’s contributions to legal aid reform in other countries and has overseen the development of PILnet’s pro bono clearinghouses in China, Hungary, Russia, and globally.
Politov received legal training in his native Bulgaria and worked as a staff attorney for Bulgarian Lawyers for Human Rights.
He subsequently received an LL.M. from Columbia Law School and is a former Fulbright Scholar. Throughout his academic and professional career, Politov has promoted the advancement of human rights principles, most recently focusing his energy on the development of legal aid infrastructure and the promotion of pro bono practices in Central and Eastern Europe, the Balkans, and Russia.
He has worked with PILnet since 2002.
Enterprise, Finance and Jobs for a New Humanity
Morten Huse
Professor of Organisation and Management, BI Norwegian Business School, Oslo and Tor Vergata University, Rome
President European Academy of Management
Catalyst Europe Advisory Board Member
On 18th September 2013, members of the BIFM Lancashire Group attended a networking event at the BBC Media City Complex. The subject matter was agile working.
BIFM Key Learning Event 1: Insight into the future of Facilities ManagementWhitbags
Presentation slides from the BIFM North West Branch Key Learning Event in January 2014. We looked at future trends & technology in the facilities management market space with expert opinion from Mark Catchlove, Kath Fontana & Martin Ward
Post Occupation Evaluation: A Means to an End?Whitbags
A copy of the presentation from Integral UK's Mark Whitaker at the BIM Academny Event at Liverpool University on Post Occupancy Evaluation, BIM & Facilities Management
This document provides a case study on Jollibee Foods Corporation and their consideration of expanding internationally to Papua New Guinea, Hong Kong, and California. It summarizes Jollibee's history and growth in the Philippines since 1975. It also outlines some of the key human resources, operating, financial, and marketing issues Jollibee has faced in previous international expansions. These include strained relationships between domestic and international operations, cultural differences hampering decisions, and management issues at locations like Hong Kong. The document analyzes the fast food industry and Jollibee's position to help inform their choice of international strategy and location.
Jollibee Food Corporation-An International Expansion Case StudyKartik Mehta
The document discusses Jollibee's international expansion strategies. It started as an ice cream parlor in the Philippines and became the largest fast food chain in the country. In the 1990s, it began expanding internationally but faced challenges implementing Tony Kitchner's strategy of rapid expansion without proper research. By 1997, a new general manager, Noli Tingzon, was considering three options for growth: entering Papua New Guinea by partnering with a franchisee, opening a fourth store in Hong Kong, or supporting existing stores in California to expand to other markets in the US. The recommendation was to pursue the Papua New Guinea opportunity to gain a first-mover advantage with minimal risk.
This document outlines a case study of Jollibee, a Philippine fast food company. It discusses Jollibee's story timeline, values, mission, vision, 3Bs, 5 forces analysis, key success factors, strategic group map, operational excellence in serving customers, employees, franchises, and the country. It also covers leadership, globalization efforts, and proposes discussion questions.
Honda was founded in 1948 and is known for manufacturing automobiles and motorcycles. It uses planning, organizing, leading, and controlling to coordinate work activities and accomplish goals efficiently. Honda develops flexible plans and involves staff in planning. It places specialists globally and uses team leadership. Honda also controls machines through human monitoring. It aims to supply high-quality, reasonably priced products for customer satisfaction.
This report may bring you great value if your company is planning to enter or further develop in China: include case studies of companies which entered the Chinese market (AT&T, KFC...); success stories, failure stories; Do's & Don'ts to succeed in China from a corporate point of view, Hope it helps! Just let me know: cedric.brusselmans@luruico.com. (realized at Insead during 'Strategies for Asia Pacific' curriculum)
The document summarizes the goals and tactics of the Ireland Community of Practice (CoP) for Lean Construction in 2015. The CoP aims to establish Lean Construction as the standard way of doing business in Ireland. It has six pillars (growth, knowledge, barriers, collaboration, demand, measure) led by individuals who will implement tactics in 2015 like developing finance plans, training materials, and promoting Lean through awards and conferences to engage different sectors of the industry. The core team and pillar leads are listed to support expanding participation in Lean Construction across Ireland.
NDFA Schools Building Programme Meet the Contractor Event 13 June 2013Orlagh Murphy
NDFA Schools Building Programme Construction Sector Awareness event - Meet the contractor - 13th June 2013
Event in partnership with Enterprise Ireland. Presentations by NDFA, Enterprise Ireland, ABM/Clancy, Rhatigan, Sammon, Stewart/Treacy & Western Build
The document discusses a feasibility study conducted by Attentive Consulting for a proposed New England Shared Service. It outlines the vision of creating a shared services center in New England to provide IT, business support and transactional services to local organizations. This would help ensure economic and social sustainability in the region. The study examined establishing a data center, support call center and transactional service hub. It also proposed obtaining funding and partnerships with telecom companies, the university and government to help the shared service expand over time.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
BS 11000 is the world's first national standard for collaborative relationship management. It was developed by the Institute for Collaborative Working (ICW), formed in 1990 to assist organizations in developing collaborative relationships. The standard provides a framework to govern collaborative working through establishing common objectives, leadership, risk management, knowledge sharing, and a joint governance structure. It aims to maximize joint performance through business relationships based on mutual benefit.
Tata Steel was established in 1907 in India and has grown to be one of the largest steel producers in the world. It focuses on excellence through creative insight, sensitivity, vision, versatility, focus, and patience. Tata Steel achieved its excellence by establishing a strong base in India with its founder Jamsetji Tata's vision and then expanding globally through strategic acquisitions. It emphasizes quality, sustainability, and social responsibility. Tata Steel aims to further increase its production capacity and raw material sources to achieve its vision of being among the top global steel companies.
In House Market Seminar 27 Jul10 Improvements To In House Practice Since The ...philliplhunter
With the in-house legal recruitment market improving Naiman Clarke recently held a seminar addressing the Improvements to In-house Practice since the GFC. This seminar addressed a variety of matters; CLE and career development, what qualities and attributes create a suitable in-house counsel, changes in legislation and regulation and their impact, lessons learnt from working with reduced capital and head count.
Julian Price has over 25 years of experience leading corporate responsibility and sustainability strategies for global companies such as Microsoft and Camelot. As Group Head of Corporate Responsibility and Sustainability at Camelot, he defined an ambitious responsible gambling strategy and established world-leading standards of player protection. Price is now seeking a board-level role to lead and develop corporate responsibility strategies for a global business.
Recruiting legal professionals across the worldHydrogen Group
Having grown our networks since 2001, we are able to provide our clients with access to suitably qualified legal specialists – in many cases, these individuals work exclusively with us.
This document discusses collaboration in corporate real estate and facilities management. It provides background on David Wright and his experience in various CRE/FM roles. It then summarizes DX, a logistics company he currently works with, outlining their network, market challenges, and investments. The document argues that to raise their profile and value, CRE/FM professionals must collaborate beyond just property deals by taking a holistic corporate approach and reinventing their role to facilitate collaboration across different business functions. It stresses the need to listen more, be creative, and make clients' lives easier in order to foster long-term partnerships with suppliers.
Leading Edge Celebrate 21 Years of Lean TransformationsJoe Aherne FCPA
Read our article which appeared in the Irish Examiner on February 3 and learn more about Leading Edge Group's 21 years of continuous improvement training and education and Lean transformations.
This document provides a detailed resume for Richard Mark Beaumont Tasker, including personal details, work history, qualifications, skills, and references. It summarizes his experience in strategic human resources consulting, change management, and project management across multiple industries globally. He holds degrees in industrial sociology and psychology and has over 25 years of experience leading HR projects and transformations.
Dan Ranta - Power of Connections at ConocoPhillipsSIKM
ConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natural gas liquids, liquefied natural gas and bitumen on a worldwide basis. It focuses on safely operating producing assets, executing existing major projects and exploring for new resources. ConocoPhillips conducts exploration activities in 19 countries and produces hydrocarbons in 13 countries, with proved reserves located in 15 countries. Headquartered in Houston, Texas, ConocoPhillips has almost 17,000 employees worldwide operating in almost 30 countries.
This document summarizes a workshop on the future of mobile services hosted by the Centre for Converged Services (3CS). The agenda covers topics like phones, operating systems, mobile apps, network services, location services, and social networks. Speakers will discuss these topics from 2011 to 2015. The workshop aims to get industry feedback on 3CS's research relevance and opportunities for collaboration. Attendees are encouraged to provide questions, feedback, and expressions of interest to help guide 3CS's future research strategy.
QinetiQ is focused on becoming a more sustainable business. Sustainability is important for reducing costs and risks, engaging employees, and gaining business opportunities. QinetiQ has implemented various programs to improve sustainability such as reducing carbon emissions and waste, engaging suppliers and the community, and changing workplace culture. Employee involvement is key to QinetiQ's sustainability efforts through training, initiatives to generate ideas, and celebrating successes.
BIFM Key Learning Event 1: Insight into the future of Facilities ManagementWhitbags
Presentation slides from the BIFM North West Branch Key Learning Event in January 2014. We looked at future trends & technology in the facilities management market space with expert opinion from Mark Catchlove, Kath Fontana & Martin Ward
Post Occupation Evaluation: A Means to an End?Whitbags
A copy of the presentation from Integral UK's Mark Whitaker at the BIM Academny Event at Liverpool University on Post Occupancy Evaluation, BIM & Facilities Management
This document provides a case study on Jollibee Foods Corporation and their consideration of expanding internationally to Papua New Guinea, Hong Kong, and California. It summarizes Jollibee's history and growth in the Philippines since 1975. It also outlines some of the key human resources, operating, financial, and marketing issues Jollibee has faced in previous international expansions. These include strained relationships between domestic and international operations, cultural differences hampering decisions, and management issues at locations like Hong Kong. The document analyzes the fast food industry and Jollibee's position to help inform their choice of international strategy and location.
Jollibee Food Corporation-An International Expansion Case StudyKartik Mehta
The document discusses Jollibee's international expansion strategies. It started as an ice cream parlor in the Philippines and became the largest fast food chain in the country. In the 1990s, it began expanding internationally but faced challenges implementing Tony Kitchner's strategy of rapid expansion without proper research. By 1997, a new general manager, Noli Tingzon, was considering three options for growth: entering Papua New Guinea by partnering with a franchisee, opening a fourth store in Hong Kong, or supporting existing stores in California to expand to other markets in the US. The recommendation was to pursue the Papua New Guinea opportunity to gain a first-mover advantage with minimal risk.
This document outlines a case study of Jollibee, a Philippine fast food company. It discusses Jollibee's story timeline, values, mission, vision, 3Bs, 5 forces analysis, key success factors, strategic group map, operational excellence in serving customers, employees, franchises, and the country. It also covers leadership, globalization efforts, and proposes discussion questions.
Honda was founded in 1948 and is known for manufacturing automobiles and motorcycles. It uses planning, organizing, leading, and controlling to coordinate work activities and accomplish goals efficiently. Honda develops flexible plans and involves staff in planning. It places specialists globally and uses team leadership. Honda also controls machines through human monitoring. It aims to supply high-quality, reasonably priced products for customer satisfaction.
This report may bring you great value if your company is planning to enter or further develop in China: include case studies of companies which entered the Chinese market (AT&T, KFC...); success stories, failure stories; Do's & Don'ts to succeed in China from a corporate point of view, Hope it helps! Just let me know: cedric.brusselmans@luruico.com. (realized at Insead during 'Strategies for Asia Pacific' curriculum)
The document summarizes the goals and tactics of the Ireland Community of Practice (CoP) for Lean Construction in 2015. The CoP aims to establish Lean Construction as the standard way of doing business in Ireland. It has six pillars (growth, knowledge, barriers, collaboration, demand, measure) led by individuals who will implement tactics in 2015 like developing finance plans, training materials, and promoting Lean through awards and conferences to engage different sectors of the industry. The core team and pillar leads are listed to support expanding participation in Lean Construction across Ireland.
NDFA Schools Building Programme Meet the Contractor Event 13 June 2013Orlagh Murphy
NDFA Schools Building Programme Construction Sector Awareness event - Meet the contractor - 13th June 2013
Event in partnership with Enterprise Ireland. Presentations by NDFA, Enterprise Ireland, ABM/Clancy, Rhatigan, Sammon, Stewart/Treacy & Western Build
The document discusses a feasibility study conducted by Attentive Consulting for a proposed New England Shared Service. It outlines the vision of creating a shared services center in New England to provide IT, business support and transactional services to local organizations. This would help ensure economic and social sustainability in the region. The study examined establishing a data center, support call center and transactional service hub. It also proposed obtaining funding and partnerships with telecom companies, the university and government to help the shared service expand over time.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
BS 11000 is the world's first national standard for collaborative relationship management. It was developed by the Institute for Collaborative Working (ICW), formed in 1990 to assist organizations in developing collaborative relationships. The standard provides a framework to govern collaborative working through establishing common objectives, leadership, risk management, knowledge sharing, and a joint governance structure. It aims to maximize joint performance through business relationships based on mutual benefit.
Tata Steel was established in 1907 in India and has grown to be one of the largest steel producers in the world. It focuses on excellence through creative insight, sensitivity, vision, versatility, focus, and patience. Tata Steel achieved its excellence by establishing a strong base in India with its founder Jamsetji Tata's vision and then expanding globally through strategic acquisitions. It emphasizes quality, sustainability, and social responsibility. Tata Steel aims to further increase its production capacity and raw material sources to achieve its vision of being among the top global steel companies.
In House Market Seminar 27 Jul10 Improvements To In House Practice Since The ...philliplhunter
With the in-house legal recruitment market improving Naiman Clarke recently held a seminar addressing the Improvements to In-house Practice since the GFC. This seminar addressed a variety of matters; CLE and career development, what qualities and attributes create a suitable in-house counsel, changes in legislation and regulation and their impact, lessons learnt from working with reduced capital and head count.
Julian Price has over 25 years of experience leading corporate responsibility and sustainability strategies for global companies such as Microsoft and Camelot. As Group Head of Corporate Responsibility and Sustainability at Camelot, he defined an ambitious responsible gambling strategy and established world-leading standards of player protection. Price is now seeking a board-level role to lead and develop corporate responsibility strategies for a global business.
Recruiting legal professionals across the worldHydrogen Group
Having grown our networks since 2001, we are able to provide our clients with access to suitably qualified legal specialists – in many cases, these individuals work exclusively with us.
This document discusses collaboration in corporate real estate and facilities management. It provides background on David Wright and his experience in various CRE/FM roles. It then summarizes DX, a logistics company he currently works with, outlining their network, market challenges, and investments. The document argues that to raise their profile and value, CRE/FM professionals must collaborate beyond just property deals by taking a holistic corporate approach and reinventing their role to facilitate collaboration across different business functions. It stresses the need to listen more, be creative, and make clients' lives easier in order to foster long-term partnerships with suppliers.
Leading Edge Celebrate 21 Years of Lean TransformationsJoe Aherne FCPA
Read our article which appeared in the Irish Examiner on February 3 and learn more about Leading Edge Group's 21 years of continuous improvement training and education and Lean transformations.
This document provides a detailed resume for Richard Mark Beaumont Tasker, including personal details, work history, qualifications, skills, and references. It summarizes his experience in strategic human resources consulting, change management, and project management across multiple industries globally. He holds degrees in industrial sociology and psychology and has over 25 years of experience leading HR projects and transformations.
Dan Ranta - Power of Connections at ConocoPhillipsSIKM
ConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natural gas liquids, liquefied natural gas and bitumen on a worldwide basis. It focuses on safely operating producing assets, executing existing major projects and exploring for new resources. ConocoPhillips conducts exploration activities in 19 countries and produces hydrocarbons in 13 countries, with proved reserves located in 15 countries. Headquartered in Houston, Texas, ConocoPhillips has almost 17,000 employees worldwide operating in almost 30 countries.
This document summarizes a workshop on the future of mobile services hosted by the Centre for Converged Services (3CS). The agenda covers topics like phones, operating systems, mobile apps, network services, location services, and social networks. Speakers will discuss these topics from 2011 to 2015. The workshop aims to get industry feedback on 3CS's research relevance and opportunities for collaboration. Attendees are encouraged to provide questions, feedback, and expressions of interest to help guide 3CS's future research strategy.
QinetiQ is focused on becoming a more sustainable business. Sustainability is important for reducing costs and risks, engaging employees, and gaining business opportunities. QinetiQ has implemented various programs to improve sustainability such as reducing carbon emissions and waste, engaging suppliers and the community, and changing workplace culture. Employee involvement is key to QinetiQ's sustainability efforts through training, initiatives to generate ideas, and celebrating successes.
The document defines a corporate university as an educational entity established by organizations to help achieve their missions through activities that cultivate individual and organizational learning. It provides a brief history of corporate universities emerging in the 20th century to oversee workforce education and development. The document outlines key roles of corporate universities in fostering corporate citizenship and core workplace competencies. It also lists some prominent corporate university examples and how Indian companies like Infosys and Motorola have established educational institutions to train employees.
COLBI Co GROUP HOLDING S.A. ACTIVITIESCOLBIcoGroup
COLBI Co. GROUP HOLDING S.A. is a group of companies that provides consulting services for business investments, property management, construction projects, and more. It operates across various sectors including energy, environment, agriculture, trade, and tourism. The group aims to successfully generate business for its clients through innovation, internationalization, and sustainable and high-quality solutions. It has been in operation for over 20 years and provides strategic consulting, management services, and implements complex projects.
LCI Ireland COP March 2015 Event ( Sponsored by Project Management )John French
This document provides an overview of an event introducing lean construction principles. It includes an agenda for the event with presentations on lean project delivery and kickstarting a lean construction journey. It also summarizes the introduction to Lean Construction Ireland's community of practice, including its structure, purpose to change the industry, and events held so far. Additionally, it outlines the lean project pathway as a route for delivering projects and highlights elements needed for success, including applying lean throughout the project cycle and establishing integrated project teams.
Taylor Hopkinson North American BrochureJeff Anderson
Taylor Hopkinson Associates is a recruitment firm specializing in renewable energy and clean technology. They have placed candidates in roles across several countries. The document provides details on the company's history, team, clients, candidates, sectors, and commitment to sustainability. It establishes Taylor Hopkinson Associates as an experienced recruitment partner for renewable energy projects across the full lifecycle.
Presentation at the APM Governance SIG conference: Governance and collaborative working 21st May 2013. Martin Samphire, Peter Hansford, Mark Sewell and Andy Murray.
Similar to BIFM North Key Learning Event - BAE Systems (20)
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
This document summarizes a security seminar hosted by BIFM North. It provides an agenda for the event including introductions, several speakers on topics like emergency preparedness and decision making. Speakers from Senate Group discuss how to be ready for emergencies and make perfect decisions. They reference historical figures and statistics. The event aims to help attendees ensure employee and building safety and security.
The document discusses the history and current state of facilities management. It traces the evolution of the industry from its origins in the 1970s to the present day. Facilities management is now defined as the integration of processes to maintain and develop services that support an organization's primary activities. The UK facilities management market is worth £11.9 billion and is expected to grow to £13.9 billion by 2021. The document also examines current challenges like commoditization and an aging workforce, and potential future trends such as the impact of technology and the Internet of Things on the industry.
BIFM North Region "Asset Management" seminar, June 2017Whitbags
The document discusses asset management at Manchester Metropolitan University. It provides an overview of the university's estate including its size, buildings, and recent capital expenditures. It then discusses the university's strategic asset management approach, including its asset management challenges around integrating systems and managing large volumes of asset data. Finally, it discusses the university's vision for further developing its asset management including fully adopting BIM, improving space management through data collection, and enhancing property and asset management.
"Using social media to enhance your personal brand"Whitbags
This document discusses using social media to enhance one's personal brand and provides tips for doing so effectively. It recommends asking yourself how you want to appear, how often to engage professionally, and what message you want to convey on different platforms. Some pitfalls to avoid include choosing an unprofessional profile picture, using social media to settle scores, and confusing professional and personal content. The key takeaways are to always keep content professional, keep it up to date, and be clear on your message before posting.
BIFM Lancashire Group: The Criticality of ComplianceWhitbags
This document outlines the agenda and speakers for an event hosted by BIFM North discussing compliance. The event will include presentations on effective fire compliance management, understanding fire compartmentation, and key things to know about legal compliance. Speakers will cover topics like conducting fire risk assessments, the responsibilities of competent assessors and those responsible for premises, and consequences for noncompliance, including potential enforcement actions and penalties. A question and answer session will conclude the half day event.
This document summarizes an event called "Women in FM: Afternoon Tea" organized by BIFM North. It includes the agenda for the event, introductions of and presentations by several speakers on topics like boosting your personal brand in facilities management and navigating your career journey in FM. Two of the speakers discuss their experiences in facilities management recruitment and sharing advice on finding supportive work environments and mentors. The event aims to support and connect women working in facilities management.
BIFM Risk Management Event 8th September 2016Whitbags
This document summarizes a presentation on risk management in facility management. It discusses how workplaces are a key factor in business resilience and how changes can erode relevance over time. Cyber security risk was also addressed, noting the convergence of physical and cyber threats and importance of collaboration across functions. The presentation emphasized that culture comes from leadership and governance must support appropriate security behaviors.
This document summarizes a key learning event held by BIFM North (Merseyside) on delivering a great customer experience. The event included presentations from Jamie McDonald, Customer Experience Director at Carillion plc, on developing a customer-centric culture and measuring customer feedback. It also provided information on upcoming BIFM events and awards. The overall document shared insights on improving the customer experience in facilities management.
This document summarizes a seminar on counter terrorism. It discusses the reality of terrorism threats, how facilities management can help manage those threats, and ways to motivate a guard force to be effective in deterring terrorism. Specific topics covered include identifying terrorism risks, establishing security measures and plans, the role of manned guarding, characteristics of low and high guard force motivation, and how keeping motivation levels high provides an effective deterrent against terrorism threats.
BIFM North Region Key Learning Event - BIM & Soft LandingsWhitbags
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6. Building business relationships
Raising the Standard for Collaboration
Opportunities in FM
Date:13th November 2014
Location: BAE Systems , Preston
Name: David E Hawkins
7. i Formed in 1990 by DTI now BIS and the CBI
i Assist organisations to develop collaborative relationships for competitiveness
i Develop, share, promote best practice Business Relationship Management
i Self financing – Not for Profit
i 24 years of practical relationship management experience
i Executive Knowledge Network 87 members - Public sector/Industry / Academia
ICW Board
Lord David Evans of Watford (Chairman), Les Pyle (CEO),
Andy Scott- CBI, Charlotte Stillwell-BIS, Barry Sheerman MP,
Dawn Marriott-Sims (Capita), Douglas McCormick- (Atkins Rail)
David Hawkins Knowledge architect & Director of Operations
Background to ICW
Our Vision
Collaborative Working recognised as a fundamental business discipline
necessitating a structured methodology to underpin successful business relationships.
8. ICW Executive Knowledge Network
BIS
CBI
Dept. for Communities & Local Government
Dept. For Culture Media & Sport
DEFRA
Dept. Health
Dept. for Transport
FCO
HSE
Ministry of Justice
UK Trade & Investment
MoD-DE&S
National Audit Office
NHS Shared Business Services
NDA
Royal Navy
Royal Air Force
US Department of Defense
ACE Funding
AECOM
AMEC
Ansaldo
Atkins Rail
Babcock International
Balfour Beatty
Bam Nuttall
Bechtel
British Standards Institute
British Retail Consortium
British Transport Police
BT Global Services
Business Continuity Institute
CAPITA
CH2MHill
Chicks
CIFAS
Costain
Construction Excellence
DONG Energy
EMCOR
Frequentis
Frost and Sullivan
Guide Dogs for the Blind
Indra
Institute for Export
Invisible Artists
Linkbrooke Services
Lockheed Martin
Morgan Sindall
J. Murphy
National Express (C2C)
NATS
Network Rail
Newsdesk Media
NIP
PERA
Policy Connect
Probrand
Rail Alliance
Rail Industries Association
RT Infrastructure
Schneider Electric
Selex-ES
Siemens plc
Signalling Solutions
Skanska
SMMT
Thought Crew
Toshiba
Volker Wessels
Xchanging
CASS Business School
Manchester Business School
University of Bath
University of Birmingham
University of Bournemouth
University of Cambridge IfM
University of Cardiff
University of Cranfield
University of Exeter
University of East London
University of Southampton
University of St. Andrews
University of Surrey
University of Warwick
Warwick Manufacturing Group
9. Business relationships
formed
by committed organisations
to
maximise joint performance
for
achievement of mutual objectives
and
creation of additional value
Collaborative Working
12. Every more complex business landscape
Supply chain
vulnerability
Resilience
Business continuity
Collaboration
Adaptability
Cyber security
Changing demands
SMEs
Building Business Relationships
25. Overview of collaborative framework/BS 11000
Understanding Your
business objectives
Developing the
strategy &
business case
Knowing your
organisations
strengths &
weaknesses
Finding the right
partner
with appropriate
strengths
Establishing governance
for joint working
Creating
innovation &
additional value
Maintaining &
maximising
joint potential
over time
Recognising the
changing market
place
Building Business Relationships
28. BS11000 certification
Building Business Relationships
65 major organisations covering 120 sites …100 organisation on-route to certification
ICW national scheme now in place to maintain integrity of the standard
with ICW approved certification bodies
29. BS11000 = ISO 11000
BS 11000 is already making a difference
and now
Building Business Relationships
30. BS 11000 to ISO 11000
Building Business Relationships
35. Steven Gladwin; Director
Nodus Solutions UK Limited
Chairman BIFM Excellence Awards
Past Chairman: Facility Management Association Australia and Global FM
36. Introduction
Professional Background
• 21 years in support services sector;
• 9 years in construction project management
• Building Services Engineer
• MBA from University New South Wales (AGSM)
Previous Roles
• MD, HOCHTIEF FM Ireland & UK
• Director, Tungsten Group, Australia
• General Manager, Haden FM Australia
Current
• Director: Nodus Solutions Limited
• Associate Lecturer; Sheffield Hallam University
• Non Executive Director; BIFM
• Chairman; BIFM Excellence Awards
37. Company Overview
Nodus; Latin for “knot”
No-dus (NOH-duhs) n.pl “A complicated situation or problem”
• Nodus Group: privately owned
independent Group of companies
including:
– Nodus Solutions Limited
• Consultancy
– Nodus Facility Services Limited
• Direct delivery of maintenance
• Based in the North West
• Working with a broad range of
clients across the UK
38. What is Collaboration?
Collaborate
1. to work jointly with others or together
especially in an intellectual endeavour
2. to cooperate with or willingly assist an enemy
of one's country and especially an occupying
force
39. What is Collaboration?
"Collaboration" - first appearance in 1871
Deriving from the Latin word ”collaborare ” the word is
made up of:
– Com which means “with”
– Labore which means "to work”
Labouring together!
40. What is Collaboration?
2.3 - formal and/or informal business
arrangements where two or more discrete
organisations collaborate to create mutual value
Source: BS 11000-1: 2010 Collaborative business relationships –
Part 1: A framework specification
41. Collaborative Business Relationships
Can take many forms:
– Strategic business partnerships: private or public
– Supplier relationships
– Consortia and alliance partners
– Shared services
– Collaborative procurement
– Divisional relationships
– Client or customer relationships
42. Behaviours and Trust
• What behaviours are
required to ensure a
collaboration can exist?
• Can a collaboration
exist without trust?
• What is trust?
44. Collaboration Framework – BS 11000
Strategic
• Awareness
• Knowledge
• Internal Assessment
Engagement
• Partner Selection
• Working Together
• Value Creation
Management
• Staying Together
• Exit Strategy
BS 11000 is designed to test your organisation’s collaborative
capability and does not, therefore, require your partners,
suppliers or customers to be certified as well
• Part 1, BS 11000-1
– contains the requirements
and principles of effective
collaboration - the key
stages
• Part 2, BS 11000-2
– provides additional
practical guidance to aid
implementation of 11000-1
45. Examples in Practice
“BS 11000 gives us the strategic framework to develop, with our
key suppliers, the policies and processes, the culture and
behaviours required to establish successful collaborative
relations and to drive continual improvement.
Maintaining collaborative business relations can only lead to
benefits for Network Rail and its suppliers, for the rail industry
and for Britain.”
Simon Kirby, Managing Director, Network Rail Infrastructure
Projects
46. Early Adopters of BS 11000
BS 11000 sets out a framework that will enable companies like ours to apply good practice principles to
it’s own way of working, and has wide applications on how to manage valuable business relationships
EMCOR
Adopting BS11000 was a “no‐brainer” and doing so will demonstrate to our customers that we do what
we say
Costain
BS11000 provides a framework and a language to improve the way we create and sustain our
collaborative business relationships
Skanska
BS 11000 gives us a ‘universally’ recognised structure and the catalyst to develop the next stage of our
collaborative working capabilities
Balfour Beatty
The BS11000 standard has provided us with a framework for implementing and objectively measuring the
benefits of collaborative working
Lockheed Martin
47. Project Case Study
Project Overview – Retail Site Outsourcing
The Co-operative has almost 5000 Trading Properties throughout the UK
including, Food, Pharmacy, Funeral-care and Retail Banking.
Opportunity
To outsource hard and soft services contracts in separate bundles.
Risk
• Lack of historical data including plant records
• Community obligation in terms of de-mobilisation of over 400
existing suppliers
Solution
Under a 3+2 year agreements, 3 hard service contracts and 2 soft service
contracts were awarded under collaborative arrangements using
BS11000.
Outcomes
• Solution development workshops to assess cultural fit
• Cost reductions
• Consistent approach to collating compliance records
• Asset data collection framework over 6 months
• Journey of improvement over 3 years
Strategic
•Awareness
•Knowledge
•Internal Assessment
Engagement
•Partner Selection
•Working Together
•Value Creation
Management
•Staying Together
•Exit Strategy
49. Project Case Study
Project Overview – Outsourcing & Cultural Fit
Nodus were engaged to provide advice on including Cultural Fit
assessment into OJEU process and evaluation criteria.
Opportunity
UoL had 34 hard and soft service contracts across their estate. The
Estates team were seeking a outcome that reduced compliance risk,
improved customer satisfaction whilst reducing internal
management costs more effectively.
Risk
• Interface with UoL’s existing Plannon system
• Lack of asset, maintenance and energy management skills
• Interface with large future capital works
• Cultural change from reactive to proactive service
Solution
Initially the UoL were seeking a TFM model. As a result of a
strategy review and gap analysis undertaken as part of our
assignment, it was concluded that separate Bundled Hard and Soft
service contracts under NEC 3 Framework were most desirable.
Outcomes
• Quantified technical support from bundled hard service
provider
• Customer service driven by soft services bundled partner
• Collaboration model through BS11000
50. Collaborative Business Relationships
BS11000
• BS 11000 will help an organisation:
– Identify how relationship management can help achieve its
business objectives
– Evaluate the benefits of entering into single or multiple
partnerships
– Select the right partner to complement its objectives
– Build a joint approach based on mutual advantage
– Develop added value from the relationship
– Measure and maintain maximum benefit
– Develop and execute an exit strategy
51. Collaborative Business Relationships
BS11000 Summary
• There are a number of common themes throughout the eight-stage
• framework which are fundamental to the success of any collaborative
venture
• These are:
– alignment with business objectives and desired outcomes, both
– internal and those agreed with external partners;
– agreement, governance and alignment of common operations
– and activities;
– the creation of value and delivery of mutual benefits;
– effective integration of appropriate risk management.
• All of these can be captured in the relationship management plan
52. Collaborative Business Relationships
Benefits of BS 11000
1. Partner Integration
2. Establishes the foundations for partnering
3. Improved partner selection
4. Improved risk management and confidence
5. Consistency
6. Enhanced focus
7. Baseline for improvement
8. Proof through independent assessment and
certification