LEISURE & RETAIL FACILITIES
system used by Sainsbury’s and will be applying it across HRG. Here, all issues will be raised using a telephone- based system, through the Arcus helpdesk. It’s a simple process, however it means we can aim to better manage issues and more thoroughly interrogate and investigate data to ensure we deliver first-time fixes, while also taking complete ownership of the issue.
Deeper relationships While the aim of the above is to deliver efficiency savings to HRG, we are also working hard to create strong day-to- day working relationships. The planned regular visits to Argos stores and taking on additional FM roles means our technicians will understand the individual store layout and previous FM history, while also becoming familiar with a store’s workforce, thereby building a relationship based on trust and expertise.
It’s important to recognise, as with any successful partnership, the relationship must be two-way. A large part of our success comes from working with an engaged client. For Arcus, this means regularly involving the client from the onset of our working relationship to understand their individual challenges as a business and the ways in which FM can overcome these and effectively measuring the success of our services in line with our clients’ overall business objectives.
For example, we took the existing reactive FM model deployed across Argos stores, instead implementing one that will operate on a proactive basis. So now, instead of waiting for a store to identify a fault, our team of technicians visit each store once a month to carry out regular maintenance, while also compiling the volume of work technicians undertake. A strategy that minimises costs and travel times. Not only will this see the number of reactive call outs raised reduce as technicians are able to identify a potential issue before a store employee notifies us, but this model of working, which increases our service levels, will be implemented without any additional cost to HRG.
Yet, working proactively is just one of the ways we have ensured that we can increase the effectiveness of FM services across the HRG estate. To further complement our proactive approach, we’ve also invested in up skilling our technicians, empowering our team to take on more roles and responsibilities outside of traditional building services, such as lighting management and fire extinguisher servicing. This has seen many of our technicians undertake training in emergency light testing, further maximising the efficiency of our delivery, giving both service and cost improvements to HRG.
A collaborative approach to this way of working also focuses on technology, to further streamline processes and increase efficiency gains. We’ve taken the reporting
www.tomorrowsfm.com
This relationship of trust means we have been able to develop a unique suite of services tailored specifically to the needs of HRG. In addition, it’s given us the insight as a business to create a bespoke induction and training programme for our dedicated team of 20 technicians who will be servicing HRG stores and concessions, ensuring that when the transition period from current FM service provider to Arcus is complete, we are able to hit the ground running and reduce downtime.
For Sainsbury’s and
other food retailers, fast response times are key.
Effective FM is delivered by people. Therefore, it makes sense that at the heart of our operations are our people and the relationships they hold with our customers. Priorities for FMs to demonstrate value to customers, must focus on working closely with customers, gaining buy-in from the outset and delivering customer-centric solutions and services that are regularly reviewed to ensure they remain efficient.
In a fast-paced retail environment, it is those who are effective in delivering the above who will add real value to their services, while reducing customer costs and, most importantly, further enhancing a consistent customer experience.
www.arcus.holdings TOMORROW’S FM | 37
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56