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BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 1 “We Accelerate Growth” fac
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 2 “We Accelerate Growth”
Frost & Sullivan’s Global Research Platform
Frost & Sullivan is in its 50th year in business with a global research organization of 1,800
analysts and consultants who monitor more than 300 industries and 250,000 companies.
The company’s research philosophy originates with the CEO’s 360-Degree Perspective™,
which serves as the foundation of its TEAM Research™ methodology. This unique approach
enables us to determine how best-in-class companies worldwide manage growth,
innovation and leadership. Based on the findings of this Best Practices research, Frost &
Sullivan is proud to present the 2014 Latin America Green Excellence Award in Contact
Center Outsourcing to Teleperformance Colombia
Significance of the Green Excellence Award
Key Industry Challenges Addressed by Green Excellence Strategies
There are ongoing strategies, tactics, and practices that demonstrate how being green can
positively affect a company’s profit margins and demonstrate a strong stand on responsible
energy usage and environmental stewardship. Contact centers do not have manufacturing
facilities, and thus are not major industrial polluters with huge, glaring opportunities to
affect global climate change. However, as call centers are mostly enterprises with a large
number of people housed in commercial buildings, there are several initiatives that can be
undertaken by them to ensure a green environment.
The simplest and least expensive way to save energy is by turning off lights, computers that
are not in use, and turning down thermostats. Employee involvement is crucial to ensure
GREEN EXCELLENCE
LATIN AMERICA
CONTACT CENTER OUTSOURCING
Presented to
TELEPERFORMANCE
Colombia CONNECTA Phase II
NORTH AMERICA
CONTACT CENTER OUTSOURCING
Presented to
West Corporation
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 3 “We Accelerate Growth”
success, and contact center agents and managers often come up with the most creative
ideas. Frost & Sullivan research shows that in general, buildings account for:
• 65% of electricity consumption
• 36% of energy use
• 30% of greenhouse gas emissions
• 30% of raw materials use
• 30% of waste output
• 12% of potable water consumption
Environmental benefits are important, and companies therefore want to be known for
having green practices. Outsourcing companies in the contact center industry are
challenged to pursue business processes (including green ones) that lead to value
generation and branding awareness, while contributing towards expanding the customer
base as well as improving profits.
In 2014, green consciousness has permeated customer care outsourcers worldwide and
will pose several challenges for C-level executives, call center directors, and top
management. Green initiatives in the contact center space are growing at a rapid pace
with the realization that a large carbon footprint is difficult to justify and costly to
maintain.
Many service providers have set carbon reduction targets but do not know where to start or
how to achieve them. They are asking themselves a number of challenging questions:
“What issues should we look at first? How will the efforts be benchmarked and measured? Is
there a positive return on investment and how soon are we going to achieve that? What are
the potential savings and will it be enough to create a sustainable impact? Are there any
easy opportunities?
Frost & Sullivan research shows that for the customer care outsourcing sector, the level of
green activity varies widely from company to company. In green parlance, the companies
struggle to achieve the basic 3 R’s—reduce, reuse, and recycle. While many call centers
have just begun to educate themselves and have started employee motivation and
awareness programs, others are further down the path. Frost & Sullivan believes that a high
level of CEO and top management commitment is necessary in order for green initiatives to
take hold within an outsourcing organization. It is expected that identifiable contact centers
that are moving forward with Earth-friendly initiatives and CEO support will do so with an
eye toward making business as well as environmental sense. Frost & Sullivan research
indicates that it takes from 18 months to 2 years to get sufficient internal company
momentum to begin realizing tangible results.
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 4 “We Accelerate Growth”
Impact of Green Excellence Award on Key Stakeholders
The Green Excellence Award is a prestigious recognition of Teleperformance’s
accomplishments in contact center outsourcing. Unbiased, third-party recognition can
provide a profound impact in enhancing brand value and accelerating Teleperformance’
growth. As captured in Chart 1 below, by researching, ranking, and recognizing those
who deliver excellence and best practices in their respective endeavors, Frost & Sullivan
hopes to inspire, influence, and impact three specific constituencies:
Investors
Investors and shareholders always welcome unbiased and impartial third-party
recognition. Similarly, prospective investors and shareholders are drawn to
companies with a well-established reputation for excellence. Unbiased validation is
the best and most credible way to showcase an organization worthy of investment.
Customers
Third-party industry recognition has been proven to be the most effective way to
assure customers that they are partnering with an organization that is leading in its
field.
Employees
This Award represents the creativity and dedication of Teleperformance’s executive
team and employees. Such public recognition can boost morale and inspire your
team to continue its best-in-class pursuit of a global number #1 competitive
position for Teleperformance.
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 5 “We Accelerate Growth”
Chart 1: Best Practices Leverage for Growth Acceleration
Best Practice Award Analysis for Teleperformance
The Frost & Sullivan Award for Green Excellence is presented each year to the company
that has demonstrated excellence in developing and offering innovative product, service,
or technology solutions that address the concerns of climate change. This award
recognizes the company's inordinate efforts and focus on advancing the cause of long-
term sustainability.
Teleperformance’s Market Performance in Customer Care Outsourcing
Teleperformance is a public company and its shares are traded on the New York Stock
Exchange (NYSE) Euronext Paris market. The company boasts an industry-best 5A1 Dunn &
Bradstreet rating. The Teleperformance Group today operates 230 contact centers in 46
countries. This includes 110,000 computerized workstations, with more than 149,000 full-
time equivalent employees. Teleperformance manages customer interactions in more than
63 languages and dialects on behalf of major international companies operating in 78
markets around the world. This makes Teleperformance the leading global customer care
provider in the world.
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 6 “We Accelerate Growth”
Key Performance Drivers for Teleperformance
The Teleperformance Group is being recognized for the Green Excellence Award based on
the design and operation of 4 Leadership in Energy and Environmental Design (LEED)
certified contact center sites (named CONNECTA A, B, C and F. The last 2 buildings will be
receiving the Silver certification by July 2014) in Bogota, Colombia. With CEO Daniel Julien’s
vision and support, Teleperformance re-built and re-designed 2 existing buildings
(CONNECTA A and B) in 2011 and later completed the construction of its 2 newest buildings
(CONNECTA C and F). The campus, housing all 4 buildings, will have a total capacity of
3,510 workstations. No competitor in the business process outsourcing (BPO) industry has
taken on such a large green building project for a contact center campus worldwide. This
extensive green project has been beneficial for all stakeholders—employees, clients, and
prospects—as operational costs have been reduced and customer satisfaction scores have
increased.
Factor 1: Executive Level Leadership
Going green takes a great deal of energy and coordination, along with efficient top-level
leadership. It is not an easy task to build and manage a set of environmentally friendly
goals that everyone in the organization can support and sustain.
However, the internal mantra of Teleperformance is “we have to go green”. Employees
assume responsibility for protecting nature and the environment. The company’s Citizen of
the Planet (COTP) is the company’s initiative for protecting nature and lessening the impact
on the environment. COTP is focused on carbon footprint reduction. Furthermore,
Teleperformance’s CEO, Daniel Julien, challenges his employees with this statement:
“Teleperformance is going to be the undisputed green contact center company.”
Leading by example, employees are encouraged through a corporate social responsibility
(CSR) induction program. In this program, employees are encouraged and recognized for:
Switching to energy-efficient lighting at home
Carpooling with friends and colleagues
Using public transportation
Buying fuel-efficient vehicles
Using solar energy at home
Purchasing energy-efficient refrigerators and home air conditioners
In 2012, Teleperformance Colombia became the first subsidiary of the Teleperformance
Group with a LEED-certified contact center. The construction and re-design of CONNECTA’s
green building sites was spearheaded by the following Teleperformance Executives:
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 7 “We Accelerate Growth”
Juan Rodrigo Hurtado Penagos - CEO, Teleperformance Colombia
Gabriel Toscana - Head of the Teleperformance Global CSR Environmental Sub-
Committee
Omar Ladino - CIO, Teleperformance Colombia
This green initiative has been so successful that the company continues to expand its
efforts. By March 2014, Teleperformance will have more than 3,000 operating workstations
in the CONNECTA complex.
Factor 2: LEED Green Building Certification
In 1998, the US Green Building Council undertook the daunting task of developing and
administering the LEED family of rating systems. These ratings were focused on appraising
sustainable building achievements with an integrated “whole building” approach. The LEED
Green Building Rating System™ encourages and accelerates global adoption of sustainable
green building and development practices through the creation and implementation of
universally understood and accepted tools and performance criteria. It provides external
assurance that buildings are designed utilizing strategies for continuous performance
improvement in several areas of impact, such as energy savings, efficient water usage, CO2
emission reduction, improvement of interior environment quality, and adequate resource
management.
While LEED is not the only standard for Green Building Rating Systems™ (other examples
are Green Globes or breeam), it focuses on:
Site planning
Water management
Energy
Material use
Indoor environmental quality
LEED rating systems have 4 levels (certified, silver, gold, and platinum) and are
developed through an open, consensus-based process led by LEED committees. The
systems are used by architects, real estate professionals, facility managers, engineers,
interior designers, landscape architects, construction managers, lenders, and government
officials.
Among many others, green buildings offer several important benefits:
Resource optimization
Increased employee satisfaction (E-SAT)
Improvement of health and wellness
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 8 “We Accelerate Growth”
Reduced operational costs
Increase in property value
Access to public incentives and programs
Corporate social responsibility
Customers/prospective customers like it
The Consejo Colombiano de Construcción Sostenible (CCCS), a private organization, was
created in Colombia in 2008. The mission of the CCCS is to lead the transformation of the
construction activities in Colombia towards green building sustainability. Currently, there
are approximately 100 projects in the process of LEED certification in Colombia.
Factor 3: Location, Environmental Conservation and Savings
The CONNECTA contact center site is strategically located next to the El Dorado
International Airport. It is an accessible and highly connected location at the heart of
Bogotá’s fastest growing economic district—Avenida El Dorado. This site is conveniently
situated in close proximity to a major public rail transportation hub—the Transmilenio Main
station and the “Ciclovia” (the Bogotá cycling road). The Ciclovia also borders the campus.
CONNECTA is qualified as a transit-oriented development (TOD). This is important for
Teleperformance employees, who are among the 1.8 million people who use Transmilenio
every day to commute to work.
The CONNECTA campus location selection was an important part of the “going green” plan,
which helped reduce CO2 emissions drastically. In fact, its highly connected location means
that only 3% of the current workforce uses their own cars to travel to work, while in other
Teleperformance sites (such as some in Mexico) as much as 50% of its employees use
personal vehicles to commute to work.
All CONNECTA Teleperformance Colombia buildings share the following characteristics:
Implementation of green roofs on each building
Energy-efficient lighting that reduces energy consumption
Natural ventilation systems that reduce energy consumption and improve air quality
Recycling facilities to reduce solid waste
Sustainable material usage
Low-consumption toilets and efficient faucets to control water consumption
Facades that improve natural light and outside views
Reductions in the total carbon footprint
Rain and residual water recirculation and treatment
Designs with thermal and acoustic isolation
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 9 “We Accelerate Growth”
In terms of cost savings and environmental conservation, these LEED buildings have
delivered dramatic results. For example, the energy usage in the campus sites has
decreased by 30% in 1 year. The LEED-certified buildings use a tremendous amount of
natural light, have the latest technology and energy-saving light bulbs, utilize highly
efficient air conditioning systems, and cultivate green rooftops. The green rooftops allow the
buildings to reduce heat emission, lowering the site’s overall temperature level.
On another important note, water consumption has been reduced by more than 40% during
2013. Rain water is being treated and reused in the campus toilets as a result of the
implementation of waterless urinals and efficient faucets.
Finally, LEED-certified call centers are directly correlated to higher employee satisfaction (E-
SAT) ratings. A green and sustainable place to work not only creates a more positive and
enthusiastic work environment but the annual E-SAT survey results from the CONNECTA
campus actually were 6% above the average when compared to the rest of the Colombian
centers in 2013, when the net promoter score (NPS) was measured.
Factor 4: Future Sustainability
The leadership team at Teleperformance has made a pledge to sustainability—going green
and staying green—and believes that such a strategy is crucial to establishing the
company's image in the marketplace, workplace, and community.
The Teleperformance COTP is being taking seriously within the company and has proven to
achieve real results and an impact on the environment. Lower energy consumption, higher
efficiency, better wellbeing, and lower carbon emissions, among others, are key priorities
for Teleperformance. In fact, all subsidiaries in the world (46 countries) report their carbon
footprint yearly.
Teleperformance has also been committed to the global compact (UNGC) since July 2011,
which is a strategic policy initiative of the United Nations to align businesses with human
rights, labor, environment, and anti-corruption principles. In order to embrace and adhere
to the universal principles of the UNGC, the company formally launched the
Teleperformance Corporate Social Responsibility Committee. This committee is responsible
for creating and overseeing the Worldwide Corporate Social Responsibility (CSR) Group
strategy efforts, which includes developing the necessary policies and ensuring compliance.
Conclusion
Going green is not an easy task nor is it an inexpensive one. This is true especially in the
outsourcing industry where contact centers are viewed as “cost centers.” However, in 2012,
Teleperformance Colombia became the 1st subsidiary worldwide with a LEED-certified
contact center.
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 10 “We Accelerate Growth”
The CONNECTA campus location selection was an important part of the company’s “going
green” plan, helping to reduce CO2 emissions drastically. Also, the amount of energy used
in the campus sites decreased by 30% and the water consumption was reduced by more
than 40% in 2013. Finally, LEED-certified call centers have a direct and positive impact on
employee satisfaction (E-SAT) ratings.
Based on the design, construction, and operation of its LEED-certified CONNECTA contact
center sites as part of its environmental conservation commitment, Frost & Sullivan is
proud to present the 2014 Latin America Green Excellence Award in Contact Center
Outsourcing to Teleperformance Colombia.
The CEO 360-Degree PerspectiveTM
- Visionary Platform for Growth
Strategies
The CEO 360-Degree Perspective™ model provides a clear illustration of the complex
business universe in which CEOs and their management teams live today. It represents
the foundation of Frost & Sullivan's global research organization and provides the basis on
which companies can gain a visionary and strategic understanding of the market. The CEO
360-Degree Perspective™ is also a “must-have” requirement for the identification and
analysis of best-practice performance by industry leaders.
The CEO 360-Degree Perspective™ model enables our clients to gain a comprehensive,
action-oriented understanding of market evolution and its implications for their companies’
growth strategies. As illustrated in Chart 5 below, the following six-step process outlines
how our researchers and consultants embed the CEO 360-Degree Perspective™ into their
analyses and recommendations.
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 11 “We Accelerate Growth”
Chart 5: How the CEO's 360-Degree Perspective™ Model Directs Our Research
BEST PRACTICES RESEARCH
© 2014 Frost & Sullivan 12 “We Accelerate Growth”
Critical Importance of TEAM Research
Frost & Sullivan’s TEAM Research methodology represents the analytical rigor of our
research process. It offers a 360-degree view of industry challenges, trends, and issues by
integrating all seven of Frost & Sullivan's research methodologies. Our experience has
shown over the years that companies too often make important growth decisions based on
a narrow understanding of their environment, leading to errors of both omission and
commission. Frost & Sullivan contends that successful growth strategies are founded on a
thorough understanding of market, technical, economic, financial, customer, best
practices, and demographic analyses. In that vein, the letters T, E, A and M reflect our
core technical, economic, applied (financial and best practices) and market analyses. The
integration of these research disciplines into the TEAM Research methodology provides an
evaluation platform for benchmarking industry players and for creating high-potential
growth strategies for our clients.
Chart 6: Benchmarking Performance with TEAM Research
About Frost & Sullivan
Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth
and achieve best-in-class positions in growth, innovation and leadership. The company's
Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined
research and best-practice models to drive the generation, evaluation and implementation
of powerful growth strategies. Frost & Sullivan leverages 50 years of experience in
partnering with Global 1000 companies, emerging businesses and the investment
community from more than 40 offices on six continents. To join our Growth Partnership,
please visit http://www.frost.com.