Changing Gear in Planning Rise to the Customer Challenge

Strategic Impact of Planning Chaired by Paul Smedley, Founder & Chair at the Forum, with presentations from: James Taylor, Head of Resource Planning at RSA. © Professional Forums Ltd 2015

Jenny Ryatt, Head of Systems Administration & Command Centre at Geoban.

Welcome Before we start, have a chat with colleagues from other organisations…

■ How do you raise the profile and -Paul Smedley-

■ What are you hoping to gain from the session this afternoon?

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Founder and Chair The Forum

impact of planning within the business?

Changing Gear in Planning Rise to the Customer Challenge

Strategic Impact of Planning

© Professional Forums Ltd 2015

How do we give strategic direction to the workload & credibility of the Planning Function? Let’s open up the conversation ...

Agenda 25 minutes

Jenny Ryatt, Head of Systems Administration & Command Centre at Geoban

25 minutes

Table Group Discussion Comments, Q&A Next steps

35 minutes

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James Taylor, Head of Resource Planning at RSA.

Changing Gear in Planning Rise to the Customer Challenge

Value & PRIORITISATION James Taylor, Head of Resource Planning at RSA. © Professional Forums Ltd 2015

VALUE & PRIORITISATION RSA RESOURCE PLANNING

October 2015 6

RSA Background • General Insurer trading in Personal and Commercial Insurance

• 17 UK locations over 6,500 staff • UK and Offshore Outsource Operations Glasgow

Edinburgh

• Complex environment range of front office, blended and back office operations teams across Sales, Service and Claims functions

Sunderland

Leeds Manchester

Halifax

Liverpool Birmingham

Leicester Peterborough Ipswich Chelmsford

Cardiff Bristol

London Redhill Horsham

• UK business supported by central Operations Development team providing • Resource Planning • MI & Insight • Transformation and Change • Customer Complaints • SRM

The Challenge…

Our internal customers want more... 1.How do we identify opportunities to add value? 2.How do we prioritise?

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In RSA our Business Partners play a key role…

Customers

Business

Partners

Resource Planning

Account Team

What our internal Customers value… Delighters – Drives repeat business and internal promoters

New Ideas Opportunities to Exceed Plan Manage Risks to Plan Understand my Business Planning to run my Business – Right 1st Time, On Time

The bar is raising…

Hygiene factors Drive dissatisfaction if not in place

WE USE A SIMPLE FOUR BOX MODEL TO UNDERSTAND EFFICIENCY

Demand Contacts per policy or claim

X

Average Handle Time

Total Demand (time) Total Contacts X Average Handle Time

= Productive Time % Ptp

X

=

FTE Requirement

Productivity

Occupancy

Overall Utilisation X Occupancy

(or inverse of wait)

Manage these inputs to drive this outcome

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Demand - 30% Improvement in Contact Rate since 2012.

Productivity – relatively flat, area of opportunity against benchmark of 65% driven by secondments and projects

Front line total resourceonly beingchart used for - create personal secondments & projects impacts Ptp - change axis to 0 dec places - remove gridlines Remove chart border

Average Handle Time – minimal movement with 1.7% reduction since 2013

Occupancy – Opportunity against benchmark of 85%

- create personal total only chart - remove gridlines Remove chart border 12

Contact Rate X =

Demand

X

PIFs X Contact Rate

Drop in contact rate in July and August = 14 FTE reduction 13

Identifying Opportunities…

Customers

Value Tracker

Business

Resource Planning

Partners

Account Team

4 box model

Value tracker is used to capture opportunities, prioritise effort and track benefits…

£Saving, £Cost Avoidance & Customer Experience Impact 15

Case Study: Injury Claims The Problem Statement: Reducing expenses in the context of shrinking Motor book • Injury Claims was traditionally a non-capacity planned area, with a focus on indemnity performance rather than operational efficiency – resource plans were flat or increased to drive more Indemnity savings • With the reducing Motor portfolio putting pressure on M&I to reduce expense base, there was a clear need to bring operational efficiency into equal focus • This was exacerbated by the profile of Injury claims - long tail of up to 2 years means that FTE has not reduced in line with GWP • In light of this context, Resource Planning partnered with Injury Claims in 2014 to baseline & deliver operational efficiency improvements

Case Study: Injury Claims Our Approach: We leveraged our expertise to complete a full review of operational performance & capacity • Analysed actual demand • Conducted AHT performance review • Conducted full review of shrinkage & utilisation of resource • Partnered with the business to remodelling Injury claims run off The Impact: Resource Planning approach helped deliver c. 30% FTE reductions from 2014 to present day

• Significant improvements in modelling of Injury claims run off and of demand • This translated into tangible results with c30% FTE reduction • The crucial enabler to this was influencing stakeholders around the opportunity to reduce headcount, which was never believed until this point. • A sustainable partnership model is now in place, which enables the leadership team to pro-actively plan FTE reductions, e.g. with further opportunities to refine modelling reviewed at Monthly Capacity meetings

Trajectory of FTE reductions Prior to resource planning support

Improved accuracy of customer demand forecast enables leadership team to pro-actively Plan reduction of FTE

So far this year we’ve delivered £4.9m of savings

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Monthly Account Team Meeting brings Opportunities and Priorities together

Customers

Value Tracker

Business

Resource Planning

Partners

Account Team

4 box model

Monthly Account Team Meeting • Strategy •Opportunities • Priorities

Key Learnings

 Develop a toolkit (Four Box model & Value Tracker) that promotes identifying opportunities  Have an open forum for talking about ideas and agreeing what as a team you work on – drives great business results and engagement  Data driven approach needs to be combined with stakeholder management – to challenge and drive change or turn away low value work

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Changing Gear in Planning Rise to the Customer Challenge

Strategic Impact of Planning How do we give strategic direction to the workload & credibility of the Planning Function? © Professional Forums Ltd 2015

Changing Gear in Planning Rise to the Customer Challenge

Command Centre Evolution Jenny Ryatt, Head of Systems Administration & Command Centre at Geoban. © Professional Forums Ltd 2015

Command Centre Evolution Geoban UK (part of the Santander Group) October 2015 23

Our Journey...2010 to 2015 & beyond… • Individual MI & Planning Teams sat in Ops • Inconsistent methodology, tools, skills. • Limited contingency • Limited interaction with other support functions • • • • • • •

Cultural Transformation Business Partnering End to end Value Addition Regulatory Pressure Single focus to drive organisation Back to floor sessions Front Office disciplines applied to Back Office

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Where Governance & Control fit in

Risk

Financial & Accountin g Control

• Developed Tools/ Model/ Framework • Work closely with other G&C teams to drive appropriate level of control • Working Together with ops areas with an Independent, Objective mandate

Finance Comman d Centre

Systems Admin

Quality Assurance Process Document ation

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GUK Vision To be the best-in-class provider of innovative operational service excellence for Santander UK entities GUK Mission

QUALITY

To consistently deliver high-quality and cost-efficient operational services through: Centres of Excellence Engaged, high performing teams Continuous Process Improvement Technology and Automation Centralised Control and Risk Management

CONTROL

GUK Way Living the GUK enTICE values (Teamwork, Innovation, Commitment and Excellence) Always delivering in a Simple, Personal and Fair way

OUR PEOPLE & CUSTOMERS

PRODUCTIVITY

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Cultural Journey

Specialised Skills

Cultural

• Investing in Professional Planning Skills/ SME’s • Identifying the best tools • Continuous improvement training • Linking recognition to both performance & development • Best Practice seminar's • Leadership Programmes

• Shared Goals/ Tangible Benefits • Personal Development Plans • Understanding end to end Customer Journey • Measuring & targeting the right KPIs • Relevant frequency of controls • Glimpses of Brilliance

People Focus & Investment in Learning & Development has Driven a Customer Service Excellence Culture within Geoban UK helping drive & achieve ambitious Strategic Goals

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What we’ve achieved

End to End reporting driving Customer Focus

70% reduction in SLA breaches & 300+ SLA’s improved ~15000 automated SLA alerts sent YTD

60% of transactional stock reduced

Business Partnering Model & shared Values/ goals

Integrated controls & Quality framework £5m efficiency Real Time & gains Intraday reporting

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Results – Customer satisfaction FRS Customer Satisfaction Score 2010/2011

• •

Dramatic improvement in FRS ratings. Top Institution for Customer Satisfaction in July survey (12 Month Rolling Score)

July 2014

•

Number 1 High Street Bank for Current Account Satisfaction in August MoneySavingExpert Customer Survey

The Financial Research Survey (FRS) is an independent survey run by GfK interviewing 60k adults per year

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Considerations

Q1 How do you demonstrate value to business stakeholders & how do/could we measure and define this?

Q2 How do you identify new opportunities for planning that offer maximum impact and leverage for the business & share examples of these success stories or pitfalls within the group?

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Changing Gear in Planning Rise to the Customer Challenge

Strategic Impact of Planning How do we give strategic direction to the workload & credibility of the Planning Function? © Professional Forums Ltd 2015

Table Group Discussion (17 mins) ■ ■

What did you hear that most challenged or excited you? How do we identify the best new opportunities for planning? What has worked – or not worked – for you? How do we demonstrate value to business stakeholders? How do/could we measure and define this?

■

How do we spot openings for overcoming silo mentality in the enterprise and encourage collaboration?

■ ■

What structure or governance supports this? What gets in the way? 32

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Questions and Comments ■ Any questions, comments or observations you would like to share?

■ Feel free to contribute to the

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continuing conversations on TWITTER or by emailing [email protected]

Changing Gear in Planning Rise to the Customer Challenge

Strategic Impact of Planning How do we give strategic direction to the workload & credibility of the Planning Function? © Professional Forums Ltd 2015

Support, recognition & development ■ 2016 – The Year Ahead (page 2 of your handbook) ■ Tell us about your challenges ■ How can you harness support from the planning community and The Forum?

■

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Sign up for the 2016 planning challenge at the next challenge workshop, or contact us

Feedback and learning ■ Use a blue WOW form if something stood out as exceptional ■ Use a yellow form if anything didn’t meet your expectations, so we can make improvements

■ How can we support you in moving forward in this area? ■ Email ideas or feedback to [email protected] ■ Accredited professionals – do you want to use your special

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forms or add comments in the chatter community?

Conference Handbook Take a moment to reflect and write down:

■ Information discussed that you found most interesting and relevant for your organisation

■ Key takeaways from this session that you can implement in your organisation

■ How you could share these ideas with others in your

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own organisation or network

What’s up Next Networking: drinks will be served from 17:30

Leadership Forum ■ ■

18:00 Keynote Darren Lawrenson & Michael McQuillan There are still a few spare places

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