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Introducing the finalists and winners of the Blue Door Awards 2020

We’re thrilled to announce the finalists and winners of this year’s Blue Door Awards. The awards are all about putting the spotlight on some of the most effective ways our business customers have leveraged digital connectivity, setting the standard on what’s possible when organisations match the right technology with their own individual needs.

This year, many companies have faced huge challenges within their businesses, so it’s even more important to recognise the amazing achievements they have faced against all the odds.

We’re excited to be able to showcase our seven finalists, and our overall winners who were selected by a panel of external judges, following the 2020 Blue Door Expo.

The four category winners are:

Use of technology to connect with customers

ISS UK: “Bridging the connection between clinical need and patient support services powered by mobile connectivity”

“Connecting clinical need for patient support services in a frictionless and real-time manner is essential if patients are to receive the best care and medical outcome.

ISS have developed a suite of tools that bring fast and real-time connected technology touchpoints, and allow the request and fulfilment of services in real-time with complete transparency. This is all underpinned by O2 as an ISS strategic partner, who provides both corporate WAN and more importantly high speed reliable cellular services to our operation. Communication that we can rely on is the underlying foundation of our platform.

We have so far been able to evidence, on one contract, that we have saved the equivalent of 191 clinical shifts worth of time, with this expected to be around 500 shifts once the final site is implemented. This is clinical time that can now be invested in patient care, instead of being diverted to lower priority duties.”

Use of technology to engage your employees

ENABLE Scotland: “Transforming engagement with a mobile care workforce”

“ENABLE Scotland supports more than 1,000 disabled people across the length and breadth of Scotland. The charity’s 1,800 frontline staff supply the social care that helps deliver our vision of an equal society for every person who has a learning disability. They mostly operate alone, often in very rural areas.

We wanted to transform our communication and engagement with our team. We also wanted to eliminate tedious administration and to reinvest the savings in further improving the quality of our care. This would have to be delivered in a commercial environment where care funding was decreasing, and costs were rising.

We adopted a low-cost, rapidly deployed, mobile-first approach not before seen in the care sector. This has resulted in levels of communication and engagement beyond our expectations. It has also delivered recurring savings at least equal to the running costs of new O2 mobile devices and specialist operational software.” 

 

Working with suppliers

The Very Group: “COVID crisis – critical response to home working

“As both a retailer and a credit provider, we needed to stay open during the lockdown period. We made it a priority to continue serving our customers, as well as supporting them with our financial services. In doing so, we also prioritised the health and wellbeing of all of our colleagues.

Maintaining customer service, including our contact centre operations, was critical. With 850 office-based advisors, all with desktops and limited access to mobile devices, we had to find a way for them to work effectively from home and implement it quickly, with minimal disruption to our customer service. This would allow our colleagues to work from a safe environment, even those shielding, and our customers could have their queries answered without long call wait times.”

 

Use of technology to support and give back to the community

Department for Transport: “Creating new population movement insight to shape the UK Government’s response to the Coronavirus pandemic”

“When the UK locked down during the Coronavirus pandemic, the Government needed to rapidly understand the impact its actions were having on population mobility given this is a key driver of Coronavirus spread. It was critical to go beyond traditional modal specific data to get to an aggregate view.

From first looking at Mobile Telecoms data on the day the UK went into lockdown, the Department for Transport’s Analytics Unit paused project delivery and within 2 days created a daily insights team supporting decision makers across government, including the Civil Contingencies Secretariat, devolved administrations and the NHS.

Working closely with O2, we built an agile daily insights team, streamlining our processes to meet timelines of minutes to hours. Over lockdown the team continued to develop insights by linking this new data to existing sources and identifying connectivity between hot-spot areas, and deriving for the first time an estimate of active travel, and a national cycling series now published weekly.

The insights generated have supported departmental and wider government decision-making throughout lockdown and restart and represent a step change in capability ensuring decision making is evidenced based and effectively monitored.”

Highly commended:

Sainsbury’s – “Customer and colleague connectivity”

Great connectivity is at the centre of digital transformation and Sainsbury’s aim is to provide its retail colleagues with the tools and insights in the palm of their hand in order to best serve our customers. As the number of mobile devices per store increases, including allowing colleagues to use their own devices for their role, the wifi infrastructure struggled to keep up with the demands being placed on it.

Additionally, Sainsbury’s Smartshop application provided customers an easier and quicker way to shop when in store. However, customer feedback started to indicate that wifi issues could be negatively impacting this new service. With a wider deployment of this service throughout the store estate planned and with greater demands from customers during peak trading periods, improving the network was critical for the adoption of this key business deliverable.

Our partnership with Telefónica allowed Sainsbury’s to go from vendor solution to proof of concept and then to estate wide rollout to ensure a significant amount of the supermarket estate was ready for peak trading at Christmas. These efforts also contributed to the additional demand of feeding the nation and keeping customers safe during a pandemic.

 

Our nominated finalists are:

Use of technology to connect with customers

NHS England and NHS Improvement: “Attend Anywhere: remote tablet video consulting initiative”

“NHS England and NHS Improvement had a four-year plan to roll out and supply tablets with mobile data connectivity to NHS clinicians in hospitals throughout the regions in across England. These were to be used for remote video consultations so patients did not have to travel to hospitals for a short visit when it could be done via a video appointment.

This digital initiative helps save hospitals and patients with time and has also the environment benefits too with less need to travel, helping to  transport journeys and cut CO2 emissions. This work accelerated in light of the COVID-19 pandemic where NHS providers were supported to implement this change in a matter of weeks rather than years as first anticipated.”

 

Use of technology to support and give back to the community

Northumbrian Water Group: “Harnessing the power of 5G”

Northumbrian Water Group (NWG) has a bold vision to be the most digital water company in the world. The company’s digital strategy combines a range of initiatives including unified communications, cloud, machine learning, AI and integrated services, all working together to improve efficiencies and develop new ways of working and communicating. To find the right technology partner to help them move forward, NWG was keen to find a provider with shared values and an innovation culture that could help deliver better business outcomes through digital co-creation.

NWG is now working with O2 on innovative ways employees work together better and to improve communication with customers. These innovations have been developed as part of an integrated partnership approach, with O2 learning about NWG’s ambitions and challenges, working closely with them to develop further bespoke solutions to harnesses the power of their next-generation 5G network.



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