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View from the Top - Part
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PROFILE
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Olivier Blanc
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Company: Southern Railway.
Interviewee: Olivier Blanc.
Job Title: Financial planning
manager.
The Subject: Train operator Southern
has installed a new corporate performance management
system to drive information throughout the company from
a single point of access and help it to ‘think like
a passenger’.
PERSONAL FILE
NAME: Olivier Blanc.
BACKGROUND: Olivier has knowledge
of rail, bus and coach operation, initially through
his role as deputy to the finance director at Keolis
in France, a leading European provider of passenger
transport management services.
He moved to the UK at the time of
the privatisation of the rail industry to take a finance
position in a rail franchise managed by GOVIA, a partnership
between Keolis and UK transport group Go-Ahead. He was
involved in the successful bidding team for the south
central London franchise.
This franchise became Southern Railway
under the ownership of GOVIA and he took the position
of financial planning manager. In this role, Olivier,
who managed the business analyst team, has been responsible
for implementing a new financial reporting and KPI system.
He has a background in both corporate
finance and management accounting in France and the
UK. He also has experience in business intelligence,
financial analysis and accounting. Olivier graduated
in finance and economics from the Institute of Political
Science in Lyon and has a diploma in management and
corporate finance from the Ecole Superieure de Gestion
in Paris.
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Q: WHY DID YOU ADOPT A NEW CORPORATE REPORTING
SYSTEM?
A: Southern has four key areas of activity, covering engineering
maintenance (maintaining and cleaning trains, etc), operations
(managing drivers and train operation), commercial (station
management, customer relations, etc), and head office and
support functions.
Each of these areas used a number of methods to gather and
collate information and produce paper reports for the executive.
However, there were issues with the quality of information
being provided, the measurement of certain activities and
inconsistencies in some of the measures being used.
A further difficulty arose in some departments where we were
lacking information or did not have easy access to it as it
was being held on a local computer for additional analysis.
The company realised that we needed to introduce a more effective
management reporting structure that would allow information
to be accessed centrally, rapidly and in a consistent way.
We also needed to establish a range of key performance indicators
(KPIs) so the company could effectively measure its performance
against its business objectives.
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Conspectus 2008
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Copyright © 2008
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