Peter Van Der Meer Email & Phone Number

Breda, Nb, Nl

Manager Facilities · Chief Operating Officer · Director Operations · Facility Manager · General Manager Business Unit · Director · Business Unit Manager · Operations Manager · Business Manager

Rotterdam, South Holland, Netherlands

With a team of approx. 600 employees responsible for all kind of FacilityServices, Real Estate and Purchasing for the Laurens organization (boardmember, 30 locations, 40 service points). Additional responsibilities: draftingand implementing stategy and policies, sustainability and safety. Laurens isthe biggest elderly care / nursing home organization of Rotterdam.

Overall responsibility for a Catering B.V. with 8 locations.

The Netherlands

Setting up the Facility Management & Real Estate department. Setting up a Facility Organization, drafting and implementing policies, selecting and implementing an FMIS (Ultimo), contract management. Also responsible for Real Estate and the fleet management of forklifts.

The Netherlands

Delivering Facility Services (hard, soft and food services) to +/- 60 customers (revenue +/- € 60 Million, 800 employees) ranging from Global Corporate accounts to small local accounts. Full P&L responsibility, client retention, cross-selling, growth, supporting sales in case of new sales, driving change and innovation, Health and Safety, delivering efficiency for clients and Sodexo. Managing 1 Key Account Director, 2 Key Account Managers and 6 Client Relationship managers.Achievements:• Culture change to a more goal-oriented mindset and attitude;• Team restructuring;• Improved financial performance by growth, cost-downs and renegotiations.

The Netherlands

Total Facility Management (hard & soft services and projects) for the account Philips: 7 outsourced Philips Campus / Locations in The Netherlands and Belgium. Full P&L responsibility, budget of € 28 Million (including +/- € 5 Million projects). Services delivered by own team members (demand management and contract management) and suppliers. Achievements:• Accomplished agreed savings, revenue growth and continuous improvement;• Realized a turnaround from a poor client satisfaction to a one-team culture, meeting all contractual requirements and the client’s confidence.Locations: High Tech Campus Eindhoven, Headquarters Global Royal Philips, Drachten , Best Healthcare, Headquarters Lighting (Signify), Lighting Maarheeze, Philips Business Park Eindhoven, Satellites (Strijp, Huize de Laak, Museum, Myshop, Uden, Terneuzen).

Executed a broad range of Facility Management Services (hard & soft services) by an outsourcing model for the account Philips: 6 premises, improved operational and financial performance in collaboration with my team members; € 18 million budget (plus +/- € 5 million projects).Achievements:• Split of contract (Royal Philips and Signify);• Implemented new organization Hard Services including more self-perform instead of outsourcing• Relocation & transition of services HQ Lighting to High Tech Campus;• Overperformed realizing saving targets & KPI’s.Locations: High Tech Campus Eindhoven, Best Healthcare, Headquarters Lighting (Signify), Lighting Maarheeze, Philips Business Park Eindhoven, Satellites (Strijp, Huize de Laak, Museum, Myshop, Uden, Terneuzen).

April 2011 -August 2014: Philips account (High Tech Campus, HQ Lighting, Lighting Maarheeze)June 2010 - March 2011: Covidien account (Netherlands, Belgium, Germany)Global Workspace SolutionsTotal Facility Management

(Voorheen Autobar)

* Responsible for:- Revenue: € 43 million- Employees: 550, fte: 450, direct reports: 11, MT-member. - Operating: in-house services (filing, cleaning, small maintenance, counters).- Maintenance: national corrective and preventative maintenance.- Workshop: modifications and revisions.- Planning: new placements, Maintenance and Operating.* Key words: cost savings, efficiency, synergy Operating and Maintenance, realising SLA levels, optimising processes, IT-projects (1. digitising Operating process: planning, managing, operating jobs, counter recordings, billing, management reports 2. New planning software).* Realised: cost- and headcount reduction, simplifying procedures.

Facilitator (IIP-certified) maintenance solutions; advice, software and execution of maintenance.P&L responsible for 5 locations, 150 employees; MT-member; responsible for national key-accounts (a.o. Campina, Philips, Heineken, SCA, Essent). Change management: from secondment to technical facilitator.Outsourcings project team, key-account management, Cross-Selling, introducing management training, optimising processes, coaching paths.

Océ Business Services (outsourcingsmarket)P&L responsible; contract management, customer intimacy, people management.Customer: Siemens (March 2005 (start) through February 2006)Responsible for document related services. Realised: 15% reduction cost for Siemens, outsourcing 22 employees (fine-tuning labour conditions, introducing Océ, determining tasks and responsibilities, training plans, etc.), setting up variable cost billing per cost centre, drafting business plan, reducing illness, assisting in realising sales contracts and executing due diligence.Customer: Fluor Engineering B.V. (July 2004 (start) through March 2005).End responsible for document related services.Realised: start up, assisting in realising sales contracts, transforming contract: from fixed to variable billing, Customers: ROC Westerschelde, High School Zeeland, PR&DF (law firm), HBG (June 2003 through July 2004).Realised: start up and closing of PR&DF-site, variable billing HBG, closing HBG-site: redundancy and reallocation of HBG employees, improving margins ± 10%.

Océ Business Services (outsourcingsmarket)Development and introducing service lines (drafting sales- and operations-documentation, calculation models, format implementation plans, PR material), consultancy assignment (a.o. Siemens), purchasing negotiations, setting up Customer Satisfaction Survey.

Océ Business Services (outsourcingsmarket)Contributed to growth and setting up business unit and building district structure. Responsible for 10 locations (revenue € 5,5 mio, total 80 employees; 5 direct reports) financially, operationally and commercially.Full P&L responsibility.Realised: cost saving, ISO 9001, setting up management reports.Customers: Arcadis, University Twente, Gelre Hospital, City of Nijmegen, City of Deventer, ROC Aventus, SLO, High School Diedenoort.

Océ Business Services (outsourcingsmarket)End responsible for accomplishing customer contracts in Eastern region of Netherlands; 8 customers with 10 locations, Heading 34 employees of which 5 direct reports.

Responsible for operational processes and initiating efficiency improvements. Heading 9 employees.

Responsible for European tenders of all business units.Realised: existence of this new function (later heading 3 fte), describing procedures, setting up calculation model.

Implementing ERP-packet at producer of bread improvers.Feasibility study implementing ERP packet at Frucaps (division of Sonneveld) and implemented part of the modules.

Reserve officer at the staff of Medical Command Armed Forces (‘Geneeskundig Commando Krijgsmacht)’ as press officer/editor of communications section.

Implementing Activity Based Costing for Logistics

Msc, Ir, Industrial Engineering And Management Science, Technische Bedrijfskunde

Atheneum B