1 October 2015 Command Centre Evolution. 2 Where we started..2010 Individual MI & Planning Teams sat in Ops Inconsistent methodology, tools, skills. Limited.

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Presentation transcript:

1 October 2015 Command Centre Evolution

2 Where we started Individual MI & Planning Teams sat in Ops Inconsistent methodology, tools, skills. Limited contingency Limited interaction with other support functions

3 Cultural Transformation Business Partnering Value Regulatory Pressure Single focus to drive organisation Our Journey

4 Where Governance & Control fit in

5 Governance and Control Risk Financial & Accounting Control Finance Quality Assurance Command Centre Systems Admin Process Document ation Developed Tools/ Model/ Framework Independent, Objective Work closely with other areas within G&C to enable appropriate level of control

6 GUK Vision To be the best-in-class provider of innovative operational service excellence for Santander UK entities OUR PEOPLE & CUSTOMERS CONTROL QUALITY PRODUCTIVITY GUK Mission 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 GUK Way Living the GUK enTICE values (Teamwork, Innovation, Commitment and Excellence) Always delivering in a Simple, Personal and Fair way

7 Cultural Journey Specialised Skills Investing in Professional Planning Skills Identifying the best tools Continuous improvement training Recognising success Specialised Skills Investing in Professional Planning Skills Identifying the best tools Continuous improvement training Recognising success Cultural Shared Goals Personal Development Plans Understanding Customer Journey Measuring & targeting the right KPIs Relevant frequency of controls Cultural Shared Goals Personal Development Plans Understanding Customer Journey Measuring & targeting the right KPIs Relevant frequency of controls

8 What we’ve achieved 71% reduction in SLA breaches Account Opening SLAs reduced to 1 day 89% reduction in stock in Corp area ~15000 automated SLA alerts sent YTD 225 internal SLAs improved 85 Contractual SLAs improved 10% increase in efficiency 59% reduction in stock in PPI & SARS

9 Number 1 High Street Bank for Current Account Satisfaction in August MoneySavingExpert Customer Survey Results – Customer satisfaction Dramatic improvement in FRS ratings. Top Institution for Customer Satisfaction in July survey (12 Month Rolling Score) The Financial Research Survey (FRS) is an independent survey run by GfK interviewing 60k adults per year FRS Customer Satisfaction Score 2010/2011 July 2014

10 Considerations How does or does your structure and reporting within the business, help or hinder ? How do you demonstrate value to business stakeholders? How do/could we measure and define this? In what ways can a central planning function help overcome the ‘silo mentality’ within a business?