Molson Coors Mobilisation Stresses & Successes


“Cofely has a proven track record of business partnering and we were impressed by the value it delivers through its IFM services. We look forward to working with the Cofely team moving forwards.”
Molson Coors spokesperson

"We look forward to developing a strong relationship with Molson Coors that will make a real difference to the delivery of services. We see this as the beginning of a partnership which will provide opportunities for additional, sustainable value through direct delivery of further services from both Cofely and from within the wider ENGIE Group.”
Cofely’s UK CEO

 

Molson Coors

 

Molson Coors

The client in this example is Molson Coors UK, who, with seven sites across the UK, awarded Cofely with an Integrated Facilities Management (IFM) contract. The five year contract covers a comprehensive range of innovative IFM services. Around 100 directly employed Cofely staff delivers services to the company’s brewing facilities and offices. Services include asset maintenance, office and industrial cleaning, site services, security, pest control, grounds maintenance, waste management and recycling. The IFM solution here is underpinned by a private partnership in which both parties work together in an open and trusting relationship, based on mutual objectives, an agreed method of problem resolution and an active search for continuous measurable improvements.

 

Disgrams

 

Some key successes and stresses experienced during the Molson Coors mobilisation process have been captured in the table below:

 

STRESSES SUCCESSES
Ongoing changes in elements of the client side governance structure caused some issues with stakeholder mapping Full operational handover from sales lead to ensure full operational understanding of the solution
Conflicting priorities within both organisations often left us competing for resource Senior management buy in from both the client and COFELY. CEO support ensured right level of engagement from key business SMEs
Inconsistencies on TUPE data Immediate deployment of contract innovations schedule to make an immediate difference
IT infrastructure  / deployment of the IT solution within allocated timescales Partnership culture between key Molson Coors and COFELY Senior Management to ensure a mutual understanding
Lack of understanding of the solution amongst some of the client stakeholders lead to challenges in managing expectations Single point of contact throughout initial mobilisation phase to ensure consistent communications and defined escalation route
Ensuring consistent deployment across multi-site portfolio Detailed risk register to highlight and manage risks throughout process
Reliant on incumbent teams to deploy equipment and escort COFELY representatives due to “RP” process on site Support from incumbent teams to help deploy tools and equipment led to effective deployment
Getting to know MC Culture and Ways of working Careful preplanning and front loading of the mobilisation plan ensured business continuity
  Robust SHEQ set up (SHEQ induction took place day 1 for 95 % of employees – only those on leave were missed); Immediate deployment of COFELY Zero Harm; ongoing SHEQ focus

 

Cofely’s UK CEO added: "We look forward to developing a strong relationship with Molson Coors that will make a real difference to the delivery of services. We see this as the beginning of a partnership which will provide opportunities for additional, sustainable value through direct delivery of further services from both Cofely and from within the wider ENGIE Group.”

 

Find out more:

Cofely

Page Loading
Page Loading