o Fact 86% of homeowners have suffered a domestic emergency at some point, but home emergencies aren't covered by most household insurance policies and it is often hard to find a reliable, affordable tradesman in an emergency.
o 1993 - These are precisely the needs that Richard Harpin set out to address when he established a joint venture with South Staffordshire Water to provide home Emergency cover, this JV grew quickly and within 10 years accounted for two thirds of the company’s profits.
o 2004 - South Staffordshire Water plc demerged from the group and the company changed its name to
HomeServe plc. With the Prime Emergency contact number 0800 247 999 o HomeServe is now a FTSE 250 company, with a market capitalisation of over £1billion o Over time, we have expanded our product range from our original plumbing and drainage cover to include electrics, gas and oil central heating, external water supply pipe, internal gas supply pipe, appliance repairs, pest infestations, locksmith service and glazing repairs.
o We have also expanded our Partner base, and now work with many major utilities, appliance manufacturers and other companies that have an affinity with our products.
o Recognising that homeowners the world over face the same problems, we have expanded internationally and now operate in the UK, US, France, Spain, and are test marketing in Italy and Germany.
o With over 10 million policies from c4.5 million customers, we are continuing to grow rapidly, following our clear strategy to become the first place people turn to for home emergencies and repairs.
o HomeServe helicopter overview

Business users Business & IT Analysts Process Owners
10’s 100’s 1000’s
+

Business & IT Analysts
Lots of technical products
Process Modelling
Process Owners Business users
Just want a simple process mapping tool that is easy to understand and informative
PowerPoint,
Word, Excel
Visio, etc.
 Lack of standards
 Lack of change control
 Un-maintainable
 Un-integrated
 No metrics
 No collaboration
Process Management

to be:
 Change control
Created in an intuitive and logical manner easily digestible format for process owners and

o 2012 - The Basics (Business Operating
System) o Compliance – lack of documented process to demonstrate compliance o Standardisation – lack of documented processes causing inconsistency within the same process o Improvement – to highlight inefficiencies and provide the platform for improvements o Risk - documenting and understanding the processes would enable mitigation of risks o Training & Knowledge – to achieve a base level that would be easy to find & easy to follow to ensure that new staff (and existing) pick them up quickly o 2013 -Target Operating model (T.O.M) o Defining the future state of the organisation –,
Process, People, Technology, Customers, Markets,
Geographies, Product o 2013- Ensura replacement programme o Replacement of Ensura (Policy Management system)
- Requirement to replace our International life expired legacy policy management system o Standardisation, Global map of Truth - standard
Processes across locations (initially UK & USA)

• Our own business knowledge
• Colleagues business knowledge
• External SME business knowledge
• Formal presentations by suppliers
• Evaluation of options & costs
• Short list selected
• Existing Customer site visits (ING, many thanks)
• Triaster ability to support HML short term Global resource requirements

Programme refocus & churn
2013 - Enhanced
Programme requirement
(T.O.M. & Unity)
Wider Business disengagement
2012 - Identified business need
(B.O.S.)
Process Central launch
Triaster deployment refocus &
Stakeholder engagement
(CFO Sponsor)
Last station -
Success

>80%
Employee engagement
>8.5
Customer effort score
3m
90%
Retention Rate
£100m
Profit
Our winning aspiration
To be a strategic partner to the business and shape the transformation agenda to drive well defined projects & initiatives delivering effortless Customer service,
HML objectives
By 2020 we want…
Customers process & system improvements, and associated cost benefits
How to win
Explore Opportunities
Identify and scope the problem or opportunity
Shape the Proposition
Provide robust analysis, solid business case and solution design - working with the business, support functions and suppliers
Gain Commitment
Engage stakeholders to agree & commit to the change and ensure that once delivered, the benefits will be fully realised
Set in Motion
Enable the Transformation Delivery Team to implement the change with absolute clarity, confidence and pace
Strive for Better
Explore innovative and industry-leading solutions to deliver improved ways of working and fully engage colleagues to realise more than the sum of our parts
Our capabilities
Thought Leadership
LEAN Six Sigma &
Process Engineering
Business & Cost
Transformation
Business Analysis &
Solution Design
Business Case &
Financial Analysis
Stakeholder
Engagement

What initiated the need to develop the Process Library?
o Re engineering project for Marketing.
o Marketing had seen previous exercises like this before so our people were apprehensive.
o We used a new approach to process mapping in the workshops which made it easier when translating the output into Triaster.
o Explained the end user benefits and principle of Triaster which grew their interest.
o The enthusiasm across Marketing became apparent to have a one central source of information.
o We recognised we needed to develop our brand and launch quick whilst the momentum was high!
How we developed our ideas?
o Set up a Triaster Working Group to initiate the project.
o We spoke with Triaster and expressed our need to develop a concept for our Process Library.
o Working with the Design Consultant we came up with two possible ideas that supported our Effortless strategy. The purpose of the library was to hold all process information making it easy for our people to serve our customers.
o It was critical for the library navigation to be easy and visually pleasing.
o After receiving the visual designs we made the decision to develop the tube map idea into the brand as it visually represented everything we wanted it to stand for.

Gaining our peoples buy in o Small tactical launch to Marketing and Contact Centre.
o We presented a demo on Process Central to our Chief Marketing Officer and his Directors.
o Showed them the benefits Process Central could bring to their business areas.
o The CMO was keen to show his support and agreed to cascade down our communications.
Process Champions o The one problem we faced was gaining the time to have our agents off the phones for briefings and demo’s.
o We created the role of the Process Champion to act as a contact point for all queries on Process Central.
o The Process Champions were responsible for briefing their teams and providing demo’s in their team meetings, this way it was minimum impact for our agents.
o We provided the Champions with User training alongside some received Author training to enable them to maintain their processes.
Meeting the business areas requirements o Working with the Process Champions we captured their business area requirements for Process Central.
o The system our Contact Centre used for accessing scripts was old and unsupported and not very user friendly.
o After 4 weeks of Process Central going live we decommissioned the old script system.

Uploading new scripts for our agents is much easier; it now requires minimum effort.
It’s really easy to find what we need and has helped to make things effortless.

I love the tube map idea, the colours and illustrations are eye catching and it’s easy to navigate.
The process flows are easy to understand and
I like being able to view a document which supports the process, with ease.

o At HomeServe we always put our customers at the heart of what we do.
o As we move forward and embed our Effortless Customer Journey we are encouraging our people to improve our processes and make them more streamlined.
o Our team, Transformation Strategy are pinnacle to helping the business achieve it’s vision by delivering a one central source of information to enable our people to serve our customers quickly and efficiently.
o Here is one of our customers, Mr Smith.
24

We wanted to provide HomeServe with more than just ‘process maps’, we want to create a Centre of Excellence.
Explored several resourcing options, of which the one we gained our Chief Financial Officers endorsement was to train SME’s in each business area who will be accountable for mapping and maintaining their processes which will enable our team to manage and own the Standards and Governance.
o Benefits include: o An accelerated deployment over 18 months o Empowers business to own their processes and identify Waste reduction o Enables a mapping community across HomeServe supported by Transformation Strategy o Transformation Strategy to coach SME’s with Waste techniques and formal process modelling training o Standards and control centralised within Strategy team
Dedicated resource, training and best practise o Dedicated Library Administrator to support each implementation phase o Training modules for each Author o Understand each business areas specific wants and needs to benefit our customers o Mapping community throughout HomeServe will meet monthly

o Launched Process Central to our team in October.
o Currently underway in our Customer Relations department with an aim of launching early December.
o Further details to be confirmed with other areas of the business, using our set up of Customer Relations as the example Centre of Excellence.
o HomeServe are a Global company, so expansion maybe on the horizon to promote Best Practise.
2014 2015
Business Area
Marketing
Contact Centre
Transformation Strategy
Customer Relations
Finance, Underwriting, Procurement, BI
IS and Transformation Delivery
Service Operations
Legal
Compliance
HR (TBC as part of HR transformation programme)
Key Undeway Booked Not Booked

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