BRINGING US CLOSER TOGETHER
An introduction to our new organisational structure
Contents Operating model
page 4
Structure in brief
6
Together, we work better
2
12
STRUCTURE
LEANER, SIMPLER AND MUCH MORE RESPONSIVE TO THE NEEDS OF CLIENTS Simpler. More flexible. Closer to clients.
3
Operating Model • Greater flexibility of resources, company wide • Regional focus to bring us closer to clients • Practice-area focus to support technical capability • Regions and practice areas are interdependent
4
PRACTICE AREAS
REGIONS
Demand for skills and services
Supply of skills and services
Responsibilities • business development (marketing and sales) • client management and development • project leadership and delivery • profit and loss • appointment and commercial management of sub-consultants • support services, accommodation and facilities for employees • establishing a local presence • operating in accord with local norms, customs and laws
• technical excellence and innovation • productivity, utilisation and project contribution margins • employee development and deployment • client care • project management • resource management • managing and assuring sub-consultant technical performance • industry leadership
Composition • approximately 5 per cent of fee-earning employees • approximately 10 per cent of operating costs • new region minimum size – 1,000 employees
• approximately 95 per cent of fee-earning employees • approximately 90 per cent of operating costs • new practice area minimum size – 500 employees • common or related skills • practice areas (up to 10,000 employees) are made up of practices (up to 1,000 employees), consisting of groups (up to 100 employees), which are made up of teams (up to 10 employees)
Corporate and support services • support services based in regions • global central corporate services operate at a policy, strategic or group-wide level • maximise shared services in one or more low-cost locations whenever possible • provide services that are governed by national laws and regulations in country
5
STRUCTURE in brief • Four regions • Three practice areas • Corporate and support services
6
Regions AMERICAS • USA • Canada • Argentina • Chile • Caribbean • Panama • Brazil • Colombia • Peru • Mexico • Venezuela
ASIA AND AUSTRALASIA • China • Hong Kong • Australia • India • Thailand • Malaysia • Philippines • Vietnam • South Korea • New Zealand
EUROPE • UK • Ireland • Romania • Poland • Turkey
MIDDLE EAST AND AFRICA • UAE • Qatar • Pakistan • Syria • Libya • Saudi Arabia • Oman • Kuwait • Iran • Iraq
Practice areas DEVELOPMENT • building engineering • business and asset management • tunnelling and earth engineering • urban and land development
NATURAL RESOURCES • maritime • power and energy • urban water • water and environmental management
TRANSPORTATION • bridges • highways • rail and aviation • transportation strategy and planning
Corporate and support services CORPORATE • assurances • business improvement and business ethics • communications • finance • human resources • knowledge management • MIS • secretariat and insurances
PRACTICE AREAS • human resources • learning and development • resource planning and analysis
REGIONS • administration • business development • communications • development support units • finance • global shared service centres • human resources • office management • secretarial services
7
DELTA LEADERSHIP AND MANAGEMENT M ODEL FOR REGIONS AND PRACTICE AREAS
Group chief e
Group development director
Group finance director
Regional managing directors
Business development directors
Marketing directors
Sales directors
Country/emerging regions managing directors
Client directors
Commercial directors
Project delivery directors
Project directors
Regional finance directors
Regional finance and admin services
Country managers
Country finance team Bid leaders
Bid teams
8
Shared support services
Project managers
Technical and
executive officer
Executive team
Group human resources director
Practice area managing directors
Practice leaders
Regional human resources team
Resource planning and analysis manager
Group leaders
Management team
Practice area human resources directors
Leadership team
Regional human resources directors
Country human resources team Resource managers
Team leaders
project teams
9
PRACTICE AREA STRUCTURE – TECHNICAL TEAMS
Practice area Practice
Practice
Practice
Practice
Group
Group
Group
Group
Group
Group
Group
Group
Practice
10
Team
Team
Team
Team
Team
Grou
Currently, there are three practice areas each headed by a managing director. Practice areas can be increased in number.
Group
Group
Currently, there are four practices in each practice area but these can increase to ten.
There are up to ten groups in each practice, under the leadership of a practice leader.
Team
Team
Team
Team
Team
up Each group has a group leader heading a minimum of five, and a maximum of ten, teams.
Team Each team is made up of ten people including a team leader.
11
Together, we work better
12
Collaborative working With the majority of fee-earning and clientfacing employees in practice areas, but with work winning and project leadership roles in regions, the new organisation creates significant interdependencies. The Delta model does not allow either regions or practice areas to function without the other: success for Halcrow will depend upon active collaboration across the business to balance the supply and demand for people and projects. The organisation will address this through a number of mechanisms: • fewer interfaces enable regions and practice areas to align their business plans • simplified decision escalation routes and clearer accountability promote early resolution of resource conflicts
• the balanced scorecard measures performance and rewards the balancing of supply and demand and collaborative planning and working • practice-area and regional teams are in the same offices, enabling collaboration and joint decision making • practice areas are involved in client liaison, preparing proposals and project planning, providing them with visibility of forward workload • resource managers in each practice team establish forward resource demand by consulting just a few key individuals in the simplified regional structure • an integrated executive team with collective responsibilities plays a pivotal role in ensuring that supply and demand issues are addressed early and the risks of imbalance are shared equitably
13
The new organisational structure helps us bring together regional management, services and technical capability, so we can work more efficiently and get closer to clients.
Good for you:
Greater emphasis on technical leadership, project management and project delivery.
Good for Halcrow:
More flexibility in allocating resources and delivering projects, and more efficient relationships across the business.
Good for our clients:
delta@halcrow.com
CCT March 2011 TN version 1
Management of the business based on local and regional needs, to bring us closer to clients.