OFFICE CUSTOMER SATISFACTION UPDATE 2014

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1 OFFICE CUSTOMER SATISFACTION UPDATE 2014 Tim Roberts, Head of Offices and Residential at British Land: We are pleased to provide an update on how we are continuing to address our occupiers priorities improving the occupier experience, delivering service charge value, enhancing building management and meeting the needs of new occupiers.

2 KEY SATISFACTION DRIVERS These drivers to improve customer satisfaction were identified by British Land and Broadgate Estates Ltd through a review of customer feedback from our Office Occupier Satisfaction Survey We commission independent surveys of our occupiers every two years to track our performance and identify opportunities for further improvements. Our 2013 survey results were largely positive, with an average score of 8/10, compared to an industry average of 5.3/10. Feedback from customers also helped us determine areas where we can focus to further improve our service key satisfaction drivers. To find out more about our Office Occupier Survey 2013, please visit OFFICE CUSTOMER SATISFACTION UPDATE

3 OCCUPIER EXPERIENCE VISITOR EXPERIENCE Overall feedback on our reception service was very positive. However, perception of service is affected by isolated incidents. Worked with our reception service provider to deliver further training modules for reception teams across our portfolio Worked with software supplier Vicinitee to develop an app that captures our visitors views on their experiences (good or bad) at the time they visit the building. This links to a simple reporting function so that we can identify trends to learn from and adapt our service accordingly. The trials for this launched in June. LIFT PERFORMANCE In reviewing lift performance, breakdowns, incidents and down time, we realised that we did not have to hand all the information needed to properly analyse what was happening across our portfolio. Continued to deal with local incidents Developed and implemented a lift incident recording methodology and linked it to a reporting tool so that we can identify trends and compare lift performance between properties, learning from areas of good performance and targeting areas where improvements are needed. Following feedback from occupiers in a few buildings, we have also introduced a similar approach for fire alarms, in particular the incidence of false alarms, which cause disruption to our customers. We have developed and implemented a fire alarm incident recording methodology and linked it to a reporting tool so that we can identify trends and compare fire alarm activity between properties, learning from areas of good performance and targeting areas where improvements are needed. OFFICE CUSTOMER SATISFACTION UPDATE

4 SERVICE CHARGE VALUE VALUE FOR MONEY Feedback from occupiers showed that value for money from service charges was important. Appropriately high service standards should be matched with costs that are properly market tested in accordance with the RICS Service Charge Code. Cleaning: undertaken campus-wide tenders at Broadgate and Regent s Place, for all the properties we manage. These have delivered savings, whilst maintaining our aim of accommodating the London Living Wage Guarding services: carried out a campus-wide tender at Broadgate, delivering like-for-like savings of nearly 8% in year one, with further operational improvements and consequent efficiencies anticipated for year two. At Regent s Place, the team has achieved 1% savings on the overall contract value year-on-year, whilst maintaining staff levels and introducing a new management structure Mechanical and electrical: tendered 60% of the maintenance contracts at Broadgate, resulting in savings of nearly 250,000 in year one, compared to the previous year. We achieved this by combining services across properties, which we also expect to result in improved service Electricity: tendered across our office portfolio, resulting in average savings of 6.8% against contracts for individual buildings if they had been tendered at the same time. We first selected an energy broker through competitive tender, who then worked with us to secure the best deal in the market using some of the country s biggest energy suppliers. The scale of our portfolio allowed the suppliers to spread the risk and us to secure competitive rates for our properties and occupiers. The contract also provides flexibility for us to obtain the benefit of sustained falling market rates during the contract term. We held workshops with occupiers to share the planned energy procurement programme and methodology. We are also currently tendering all the major service contracts at Paddington Central, using our procurement expertise and buying power to secure the best deals for occupiers. CONSULTATION ON SPEND In preparing building service charge budgets for 2013/14, our property management teams met with occupiers to discuss their priorities and plans for the property in the coming year Provided indicative service charge budgets six months before the new financial year, to give occupiers an indication of expected service charge costs so that they can plan their budgets accordingly Included a RICS Service Charge Code checklist in our service charge packs to demonstrate our compliance. OFFICE CUSTOMER SATISFACTION UPDATE

5 BUILDING MANAGEMENT LICENCES FOR ALTERATION The granting of Licences for Alteration is sometimes a concern of occupiers, and the results of the 2013 satisfaction survey indicated that whilst we were generally good in this area we could be better. Put in place key performance indicators to monitor our performance and that of our solicitors, in particular focusing on the timeliness of completion of each stage of the process Took action to reduce the number of people involved in processing applications from January 2014, with Broadgate Estates taking on sole responsibility for coordinating the process Gave training to our property teams to ensure they are aware of their responsibilities and are equipped to deal with applications in a timely manner British Land, Broadgate Estates and our solicitors, KWM, are now working together to streamline the process. As part of this project, our software supplier, Vicinitee, is building a revised online tool that will both mirror the improved process and enable all stakeholders to see what stage the licence application is at and what the next actions are to be undertaken. These amendments will be undertaken in consultation with a sample of occupiers Our solicitors have also taken the opportunity to dedicate colleagues to the licence process, thereby providing better continuity to the important part they play in the process Held the fees charged for licences again. HELP DESK RESPONSIVENESS Trialling new helpdesk and CAFM (Computer-Aided Facilities Management) systems at both Broadgate and Regent's Place to determine the most appropriate for future use and to enable us to use the technology available to manage and track work schedules and improve performance. INVOICING TIMELINESS AND INFORMATION Developing a system to track the timeliness of issuing service charge invoices to customers. OFFICE CUSTOMER SATISFACTION UPDATE

6 NEW OCCUPIERS (FIRST 12 MONTHS) POST OCCUPANCY SURVEYS Feedback from occupiers confirmed that the early stages of occupying a building through the fit-out and moving in period are critical. We therefore survey our occupiers post occupancy, so that we learn from their experiences and further improve our service. Our latest post occupancy surveys of 12 new occupiers showed: 85% think that British Land is better than most when compared with other landlords and developers 100% think that the building projects the right image for their business 60% think that the building has had a positive effect on their business and 40% say it is too early to really tell but there are positive signs. ISSUES TIME TO FIX Feedback in our post occupancy surveys showed that we need to do more, more quickly to prevent relatively small issues from having a big impact on our occupiers moving in experiences. British Land and Broadgate Estates are working together to make this happen. Exploring a formal review process for each new building, involving the development team, asset management team and property management team. This will set out mechanisms to review issues, snags and observations, including assessing the potential customer impact. We also recognise the need to clearly identify who is responsible for addressing issues, particularly during the transition from development to property management. MOVING IN EXPERIENCE In addition to improving how quickly we address issues, we are working with our lawyers to try to improve the process for occupiers to get telecoms connections. OFFICE CUSTOMER SATISFACTION UPDATE

7 CONTACT US WE WELCOME YOUR FEEDBACK Hanna Corney Property Management Executive Paddington Central T: E: Georgia Hogg Property Management Executive West End of London T: E: Catherine Thomas Property Management Executive City of London T: E: British Land York House 45 Seymour Street London W1H 7LX Tel: Fax: OFFICE CUSTOMER SATISFACTION UPDATE