Our dedicated mobilisation teams draw on extensive experience to fully understand the customer brief and deliver a seamless transition to 'go live' on day one.
Our dedicated mobilisation teams draw on extensive experience to fully understand the customer brief and deliver a seamless transition to 'go live' on day one.
VINCI Facilities provides a sector-leading approach to Change Management and Solution Delivery. This core service area encompasses project management, contract mobilisation and transition, and hard and soft FM solutions. Customers benefiting from this service include Transport for London, the Welsh Government, Lincolnshire County Council, East Midlands Railway and more.
By clicking on the interactive Change Management and Solution Delivery Capability Wheel below, you can explore each facet of our expertise in this area.
Explore how we deliver a smooth transition phase on large mobilisation contracts, with over 500 staff TUPEd in during the past four years. To ensure staff become familiar with us and the VINCI Facilities way of working, we deliver workshops, training, mentoring, how-to guides and open days.
Discover how our approach to Solution Design and Development is critical to ensuring optimised performance and risk management. After creating a baseline model, we guide customers through a detail process of refinement and adjustment to deliver a customised solution that meets all key requirements at an affordable cost.
Learn about our sector-leading FM service delivery, including our self-delivered cleaning solution, which sees our team of BICSc-accredited trainers and assessors monitor standards to ensure that our offering is second-to-none, as evident from two wins the National Golden Service Awards.
For full interactivity, please view our capability wheels on a desktop computer or laptop.
Click on the diagram to find out more 
Mobilisation does not stop when the contract goes live and service delivery commences. Our experience from mobilisations such as East Midlands Railway and Transport for London have shown that it is critical for the mobilisation team to stay close to the new operational delivery team, to be their mentors when needed, aiding their smooth induction into VINCI Facilities. This transition phase is designed to help the new staff become familiar with us, the new contract and VINCI Facilities’ way of working. This is delivered via:
Our staff familiarisation or transition technique has been utilised on all our recent mobilisations, including:
When a contract draws to a close, we exit as professionally as we mobilised, and use dedicated mobilisation professionals to manage the process. We enact our Exit Management Plan following client agreement.
During the latter stages of a contract the mobilisation team are engaged to manage the demobilisation process, which includes engaging with incoming contractor(s), ensuring that TUPE is carried out to the benefit of the current staff, and that compliance, maintenance records and outstanding requests are successfully handed over to the new contractor, ensuring a smooth and compliant handover of services.
A bespoke and clearly managed demobilisation guarantees service delivery to the client during this period of change. Utilising our demobilisation expertise when exiting a London Underground contract, we were able to demonstrate via KPIs and contract measurements that we upheld the high level of service until the very last day.
Our Exit Strategy has been recently utilised on:
Our mobilisation team are experts in welcoming new starters to VINCI Facilities. This expertise has been gained over many years of writing, preparing and delivering inductions to over 500 staff TUPEd in throughout 2017 to 2020.
The mobilisation team have developed a comprehensive induction template that is tailored to the unique requirements of each contract and client in order to cover all the key elements of what it means to work with us.
Our experience in staff inductions ensures that when we start a new contract, the staff who are welcomed into VINCI Facilities know how we work, and understand our values and our Empowerment, LEAN, and Think Again programmes. We explain why we work this way and, more importantly, how our way of working ensures success is shared by the team and the client.
Our induction technique has been utilised on all our recent mobilisations including:
Successful service delivery from day one relies on successfully mobilising the contract. Our mobilisation programme is set out in modules and the team follow clearly set procedures identified in our ISO 9001 accredited Business Management System, The Way We Work (TWWW), but can adapt modules as required.
We use dedicated and experienced mobilisation teams, who take ownership of delivering the mobilisation plans. Drawing from their experience they are able to fully understand client needs and how to establish the service, pulling together all aspects of the requirements to ensure a successful transition to ‘Golive’ on day one.
For example, during the mobilisation of our Welsh Government contract, we mobilised earlier than the contractual start date in order to meet the client’s operational security needs.
Our mobilisation process is aligned with BS8892:2014 – Transition management of facilities-related services.
Recently our mobilisation team have fully mobilised:
Remobilisation is a little-discussed practice and is used when changes in scope, direction, or disrupters are identified by us or jointly with our clients during board-level strategic meetings. Disrupters may be changes to critical staff who wish to take the contract in a different direction or changes to the environment within which our client works. During the COVID-19 pandemic, for example, train operating companies and retail clients had contracts reorganised or scaled down.
Our mobilisation team working with the contract operational team review the changing circumstances and deliver and manage a plan to remobilise the contract to meet the new requirements.
Our re-mobilisation expertise gives the client an agile service partner willing to help adapt to changing circumstances, reduce costs or change the service delivery model to reflect the new reality, as was demonstrated during the COVID-19 pandemic.
Recent examples have been the adaption of our service delivery to help retail clients through the COVID-19 pandemic, a midcontract review of service delivery to Lincolnshire County Council, and a staff reorganisation of Transport for London.
Tailoring solutions to meet client specifications and needs is key to successful delivery of projects. We adopt an agile approach to ensure we deliver client requirements in a timely manner.
We employ subject matter experts with the ability to visualize client requirements from an operational perspective and translate theory into practical solutions that optimise resource and deliver expected outcomes.
We create a baseline model then make a series of adjustments and guide clients through a structured process of solution design refinement, providing the client with options as we work through the various process mapping stages. In some cases, this will relate to increased levels of risk for the client as the optimisation increases.
Ultimately, our clients benefit from a fully customised solution designed to meet all key requirements at a cost which is affordable, thereby meeting budgetary requirements whilst providing confidence that service levels will be met. This was a key component of the project with the London Stadium, as part of the project solution was to redesign the service delivery but maintain service levels.
We operate a structured methodology for project lifecycles, including bid stage, mobilisation, and service delivery. The Way We Work (TWWW) provides the framework by which we manage projects, linked to Orchestra. Orchestra focuses on the application of TWWW processes and behaviours that are required every day to ensure we deliver our projects right first time, on time, on cost, and safely, which creates consistency, leading to greater efficiency and governance.
We apply consistent terminology and documentation across projects and use standard industry tools, including project plans, RACI Matrix, and sign-off protocols. Our traditional Waterfall programme delivery approach with Agile techniques, including Scrum, LEAN, DSDM and eXtreme Programming (XP), ensures our projects adapt to changes in requirements. For our clients, this provides clarity and assurance that projects are managed effectively and transparently, attaining agreed quality standards through recognised processes.
Recent successes include our contracts with LocatED, Transport for London, and Lincolnshire County Council, where we successfully bid and handed over to mobilise and subsequently operate TFM and maintenance contracts.
Our planning and scheduling methodology provides clear understanding of our thought process and the practical implementation of the project requirements. We use a range of planning tools, including PrimaveraP6, Asta Powerproject and Time Chainage in addition to the traditional Gantt Charts, incorporating Critical Path Analysis (CPA) which provides graphical representation of the methodology, as many of our projects have interdependent activities.
This is built on sound knowledge of the project with input from subject matter experts, to create a fully functional working model to meet all desired outcomes. For the client, CPA provides all stakeholders with a view of potential pinch-points and enables them to act to mitigate potential disruption. This was used to great effect in the Main Entrance Project for the Office for National Statistics, as it showed the key actions and events which had to take place and at which point within the schedule. Failure to meet these critical points would have impacted the overall project, causing delay and increased risk both operationally and financially.
A key aspect of projects is the management of risks and opportunities. As these can have material effects on the outcome of projects, we work with our clients to identify and develop clear lines of sight of all potential risks across financial, programme, design, and health and safety aspects. Each project has inherent in-built risk, which we identify at the outset and monitor to ensure they do not escalate.
Key risks, including PESTLE, are identified and logged, monitored and mitigated to reduce any potential effect they may cause. The use of tools such as Primavera Risk Analysis software and Xactium software in conjunction with Monte Carlo simulations allow us to quickly identify and mitigate risk.
By operating in this manner, we remain focused on key issues and provide assurance for clients that financial and operational risk will be minimised.
A recent project at the London Stadium provided our client with the opportunity to review a menu of cost saving initiatives and related PESTLE risk, with the aim to strike a cost / risk balance between them and achieve the desired outcome, which was to save cost with no operational impact. The client stopped at Stage 3 of 6, where 6 had the greater risk profile.
Improvement is at the heart of everything we do. To facilitate continuous improvement, our clearly defined review technique Earned Value Management (EVM) is implemented at various stages of the project to review project delivery and progress to ensure the project remains on track and in line with expectations.
EVM measures actual progress and provides data as efficiency ratings. These are applied to forecasts of the remainder of the project to provide a realistic completion date and final costs.
Reviews of operational processes and procedures ensure that all are working safely and within company and client instructions. Findings and feedback from audits are made available to clients who can check that operations and projects are being delivered within agreed financial and operational parameters. This allows them to review their own expectations in light of any findings and learning from the reports. Our monthly contract review meetings with clients provide information and learning to both parties.
For example, on our monthly meetings with Cancer Research UK, the following items are on the agenda: Health, safety and environment; people & social value; KPI scorecard; helpdesk performance & customer satisfaction; service delivery performance; work order activity; spend reports; trend analysis; and compliance.
Pest Control services are delivered by British Pest Control Association (BPCA) accredited service partners who undertake all aspects of control and elimination. Our team of highly trained service specialists offer on-site consultation and targeted programmes to meet the individual needs of clients. Our services include rodent control, insect infestation removal and bird proofing, using the latest technology to keep sites pest-free.
Professional pesticide product usage is regulated, and operators obtain a Certificate of Competence in the Safe Use of Pesticides from the National Proficiency Tests Council (NPTC). As professional users of pesticides and biocides, we make sure that all legal obligations relating to storage, handling, usage and safe disposal are met. All staff are suitably trained in this respect and understand how to protect themselves, others, wildlife and the environment.
A ‘hawking’ service can be provided to deter pigeons from gathering. The hawk is deployed at regular intervals for a short period to scare away pigeons in conjunction with other control measures.
Our national service provision covers c.4,000 sites across the UK, all of which have bespoke programmes in place to make effective use of the measures employed. The client portfolios differ and include schools, retail premises, heritage sites, government and corporate offices on behalf of Derby Council, Cancer Research UK, Cadw, Welsh Government and Transport for London.
VINCI Facilities offers a self-delivered cleaning solution that has been recognised at the National Golden Service Awards for Best Cleaned Building and Best Cleaned School. The award scheme has also recognised Wendy Hargreaves, Regional Soft Service Manager, for her outstanding performance in managing and monitoring the cleaning across our contracts in Derby and Lincolnshire.
The VINCI Facilities Clean Team is comprised of BICSc accredited regional trainers and assessors who assess new sites, mobilise the soft services elements (including the provision of training) and monitor performance and standards to ensure that the delivery of cleaning meets the client’s bespoke requirements. Critically, we ensure the professional development of our cleaning operatives, training them to BICSc Level 2 and recognised NVQs.
We are also committed to achieving environmental goals on behalf of our clients and ourselves. We are reducing the use of hazardous chemicals by using Ecoflower recognised products and also removing plastics where possible within our service delivery. We invest in innovative equipment and materials to enable us to provide clients with a safer, more sustainable environment.
We directly deliver cleaning and related services to Welsh Government, East Midlands Railway, Derby Schools, Lincolnshire County Council, and London Stadium, amongst many others.
Grounds Maintenance is delivered directly via VINCI Facilities Green or British Association of Landscape Industries’ (BALI) accredited service partners. We undertake all aspects of grounds maintenance, including landscaping, general maintenance and winter snow and ice clearance. With access to national resource we provide services 52-weeks per year. In addition to our routine activities of grass cutting and weeding, we undertake integrated tree and vegetation management including surveying, ecological management, tree surgery, felling, and replanting, providing clients with a fully managed service as demonstrated at Princess Royal University Hospital in Bromley, Queen Elizabeth Hospital in Woolwich, at the London Stadium, and nationally for LocatED.
Treatment of destructive invasive species (e.g. Japanese knotweed), which cause physical and biological damage to native plants, is undertaken to stem the spread and leave client sites with native plants that thrive. Our experts provide full management of the project, which often spans several years. We recently completed a one-year treatment on behalf of Science & Technology Facilities Council at their laboratory in Daresbury.
Biophilia in the office can bring benefits to the workplace as employees who actively engage with their surroundings tend to be more productive. Thus, we also provide internal planting displays and ‘green walls’ designed to bring nature into the office. Clients include the London Stadium, Office for National Statistics, and VINCI Facilities’ offices nationally.
The management of waste is an integral part of our service delivery across all aspects of our business. We have taken steps to reduce the volume of waste we generate through our operations and provide facilities to reduce our clients’ waste volumes.
We work with specialist waste management companies to reduce, reuse, or recycle waste, resulting in zero waste to landfill across our contracts.
We have clearly defined waste streams, in line with current legislation, ensuring waste is segregated and disposed of appropriately. These include Dry Mixed Recycling, Food, Waste Electrical & Electronic Equipment (WEEE), among others. Confidential waste and hazardous waste, including sanitary and bio-hazardous waste, is dealt with separately from the main waste streams and collected and disposed of through registered providers.
By working with clients and increasing awareness for building users, we have introduced measures to segregate waste at source and put initiatives in place to reduce volumes. This has been exemplified on our contract with Welsh Government, where volumes of waste have been reduced by 27% and recycling increased to 90%.
Mechanical and electrical maintenance services are provided by our in-house team of mobile and contract-specific engineers. Each engineer holds appropriate skills and qualifications in their chosen field and is supported by specialist supply chain partners, with delivery models designed to ensure a complete package of services, relative to our clients’ needs.
We adopt industry standards, such as Approved Codes of Practice (ACoPs) and the guidance provided under SFG20, to create forward maintenance plans for each site, which detail assets and their frequency of maintenance. Statutory maintenance is delivered in line with current legislation, incorporating the requirements of regulations such as L8, LOLER and PUWER etc. Manufacturers’ recommended maintenance frequencies are also accounted for.
Our site-based and mobile engineers are supported by our compliance management teams and our Centre of Expertise, which provides guidance as appropriate. These include BSRIA, CIBSE and RICS-accredited engineering professionals, who also act on our behalf as Approved Persons and Authorising Engineers.
Our mobile resource covers the whole of the UK and ROI, and static teams are located on key sites such as The London Stadium, seven major hospitals and for the Office for National Statistics.
VINCI Facilities provides an allencompassing security service on behalf of clients, including consultancy, security reviews, manned guarding, CCTV monitoring, keyholding and alarm response. Services are tailored to suit client objectives and utilise the latest technology and methodologies to ensure the workplace is safe and secure for all building users. We are a SIA Approved Contractor and deliver the service directly or through carefully chosen long-standing service partners, with access to circa 5,000 security personnel and remote monitoring centres.
We undertake full security reviews to ensure that any proposed solution is cost effective, including where technology can replace manned guards. This is a central feature of the security contract we have with LocatED, where we have replaced guards with remote monitoring on several sites nationally. Our services are fully compliant with all statutory requirements, including SIA standards and guidelines, BS7858, security vetting, BS7499, training and accredited with the British Security Industry Association (BSIA).
CCTV monitoring of client space is undertaken by on-site teams or remotely through our Response Centre. This forms part of the site assignment instructions and is undertaken within agreed protocols. Remote monitoring can also monitor fire, security and Redcare alarms.
We also provide keyholding services for over 1,500 Transport for London and 80 LocatED sites. At LocatED, we installed Sentikey, which issues one-time codes to visiting engineers, thereby eliminating the need for centralised key holding.
VINCI Facilities’ reception service provides clients with comprehensive reception services that are tailored to meet their needs. Delivered by fully trained receptionists, we ensure building users are greeted and directed appropriately. We place tremendous emphasis on the smart appearance of personnel and partners, with locallybased tailors providing bespoke uniforms.
Our personnel are an integral part of the overall service delivery team, as demonstrated in our Welsh Government contract, where we employ Welshspeaking staff to aid interaction with building users. Additionally, our reception staff at Welsh Government and London Stadium are an integral part of our solution, working collaboratively to deliver the overall service.
In addition, the role of the modern corporate concierge is multi-faceted and covers a wide range of activities – from reception and helpdesk duties to meeting room management, visitor management, guest meet and greet, message handling, and switchboard operation.
We recruit only the highest calibre individuals who display outstanding interpersonal skills, meticulous attention to detail and a proactive attitude. They are given high-level security awareness training and understand the fundamentals of good security management. This means they can support the existing manned guarding function. We also provide SIA licensed personnel when required.
