Greenwich Peninsula




(+44) 203 790 7333

Q11, Quorum Business Park, Benton Lane, Newcastle upon Tyne, NE12 8BU

The Challenge

Tearfund is a not-for-profit organisation who are active on a global scale supporting those who are most in need.

As a charity, they require full visibility and transparency, and this is something that they were struggling to achieve through their old CAFM system.

With so many assets on the ground in remote locations, Tearfund was struggling to keep up to date records and a log of all assets.

Our Solution

Autonomous has provided a multi-lingual helpdesk and CAFM system to help Tearfund centralise all maintenance and asset information.

By centralising the service we funnel all performance data through our systems to report on spending, control costs and provide that crucial visibility of all operations.

We have collated all of their global assets and uploaded them to the CAFM system for improved management and tracking, providing transparency and real-time business intelligence reporting.

The Challenge

Greenwich Peninsula reviewed the services they offered to their residents and found that the solution currently in use was no longer fit for purpose. Homeowners felt removed and distant from the service delivery with a distinct lack of quality from the incumbent vendors. Visibility was poor with minimal clarity on when vendors would attend.

The Service Level Agreements and Key Performance Indicators were not aligned across the entire supply chain, and it was difficult to report and measure delivery effectively.

Reporting on how the service charge was drawn down was inconsistent and statutory compliance was identified as an area for improved reporting. It was also highlighted that residents required multiple-channels of communication with the management team to keep them up-to-date at all times.

Our Solution

We carried out full asset logging and condition assessments of all assets allowing us to focus resolution into areas that had an immediate risk of non-compliance. This allowed us to implement our PPM procedures and maintenance calendars to ensure contractors were managed and carrying out procedures correctly and within the service level agreements.

We implemented our mobile solutions into the resident’s hands allowing real-time interaction and support. This also enabled us to maintain fast and effective communication with residents, always keeping them informed on ongoing works.

Through the introduction of our Business Intelligence reporting, we were able to report in real-time on all aspects of the contract from spend through to statutory compliance at the click of a button or the swipe of a hand.

Using our standard SLA and KPI’s we were able to monitor and significantly improve the response to customers and drive performance across all measured activity.

We can now project the most accurate capital spending predictions through our live asset monitoring. These are based on real information and allow for better service charge planning, also providing all residents with full visibility of how their service charge is spent.

The challenge

There was a mix in the delivery of FM services across the estate with some single service outsourced contracts managed centrally and local offices retaining the responsibility for PPM and reactive services through regional contractors. In-house FM’s are not always from a facilities background and pick up FM responsibilities as part of another role and require extra support to create best practice and improve FM delivery.

With no central dedicated CAFM system, it was hard to view the number of jobs going out to contractors and the associated spending until your contractor’s invoice for works, by which time it can be too late to affect the outcome. Contractor self-reporting was mixed with some contractors reporting on their delivery, while others provide no reports on performance at all. With no defined standard KPI/SLA’s that all contractors have agreed to it is difficult to gather information on performance to drive efficiencies in the supply chain.

The current delivery model means it is almost impossible to have a unified view of FM delivery and visibility across the whole estate while ensuring that each site is fully compliant and meets the necessary criteria for each country.

Our Solution

Starting with Informa’s global head office at 5 Howick Place, London, we designed and implemented an asset verification program to log and manage all existing assets.

We reviewed the PPM schedules and assigned all works to the designated contractors through Informa’s dedicated contractor portal. This allowed all vendors to manage PPM and maintenance requests on time and within their service level agreements.

To assist with compliance across the estate, we designed a mobile application that all stakeholders with facilities management responsibilities could easily access to provide regular updates to the central management team.

Our solution has provided Informa with market-leading business intelligence, standardised processes and a centralised help desk providing 24/7 support.

Now that Informa has a plethora of information available on their estate they can use the real-time data to improve service delivery, benchmark costs and procure more efficiently.

The Challenge

Oil & Gas company Halliburton outsourced their facilities services over a period of five years to a number of large international service providers.

Whilst this first generation outsource had delivered cost savings, they wanted to re-think their approach to deliver further synergies back into the business.

The various outsource providers each operated their own individual helpdesk and CAFM systems, employing some 18 administrative resources across a number of countries.

Our Solution

Consolidating the administration of the contracts and various helpdesks into our multi-lingual service centre.

Eliminating three disparate asset management and reporting systems to provide a single platform for reporting and control.

This has not only allowed Halliburton to deliver annual cost savings of £250,000 to reinvest into the business, but also streamlined the management of facilities providers across several continents.