INSPIRATIONAL LEADER
‘We are a national contractor with the local agenda always at the heart of what we do’ Sally Bedwell, Senior Business Development Manager at Morgan Sindall Construction, talks to Sarah Dale about what makes an inspirational leader and why working locally and inclusively is crucial to large businesses.
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n the UK, Morgan Sindall Construction is approaching a turnover of £1 billion, but despite its size, its focus – and strength – is working on a local level. “We’re really proud of what we deliver in our local communities and, for us, that’s delivering value way beyond the build,” said Sally Bedwell, who has worked in the construction industry for 20 years, the past two at Morgan Sindall Construction as the area’s Senior Business Development Manager. “Our purpose is to create inspiring places that enhance the communities in which we all live, work, learn, play, care and protect.” The company joined Hertfordshire Chamber of Commerce because it could see the partnership benefits, particularly with local supply chains. “We’re a large business but we’re also a local employer,” she said. “Many of our public sector customers are members alongside local supply chains. We really understand the needs of local employers and by being a member of the Chamber, we can hear first-hand the issues faced by these businesses, potentially from outside our industry, thus constantly having our fingers on the pulse.” Locally, the firm has delivered Hertfordshire’s first net-zero Passivhaus school, sponsored the Construction and Property Summit held this summer, and has worked with the Chamber on the LSIP consultation on future skills. “We don’t just talk about the skills and needs, we are proactive in how we can deliver that for the future,” added Sally.
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INSPIRE
“We are the voice and ear of the industry; it’s a two-way street. “It’s really good to be able to understand what affects other businesses in the community.” Although Morgan Sindall is in a “very privileged position” as a financially strong organisation, Sally says the greatest challenge is ensuring a sustainable business. It mitigates against labour shortages in the sector by treating the supply chain as partners; looking after their wellbeing and offering training at every opportunity. Ageing populations and people needing to work longer means that retraining and upskilling are important factors. Morgan Sindall provides a returneeship programme, which attracts people returning to work after extended periods of leave. They also have a strong focus on recruiting ex-Forces personnel and rehabilitating ex-offenders who are struggling to break into the jobs market. Its equality, diversity and inclusivity programme also actively encourages neurodiverse people to join the business. “Being instinctively inclusive is a strong part of our culture,” added Sally, who is a mother of two neurodiverse children.
Her advice to people starting out in business is to “become a sponge”. “Learn from everyone around you,” she added. “If anything, the last few years has taught us we need to continue being ‘learning’ organisations. Innovate not stagnate. Ensure you know what the local landscapes looks like, look at your customers to see if they mirror your values so you can foster a long-term relationship, have and maintain strong values, and actively support businesses in your supply chain on their own business journey. “Join your local Chamber and meet people who have trodden that road before you and don’t be afraid to ask for advice.” Sally is very confident about the growth of Morgan Sindall Construction, which has delivered significant regeneration in Hertfordshire. The firm uses a decentralised model to ensure that decisions are made on a local level, and the business can remain agile and customer-focused. So, what is Sally’s leadership superpower? “Others would say that I’m humble as a leader,” added Sally, who is also the Chair of Constructing Excellence (Cambridge Oxford Corridor) and launched the Generation for Change board this year. “I’ve always been very inclusive in my thinking and ensuring the person with the quietest voice in the room is heard. As well as being peoplefocused, I encourage the team to be the best they can be. I’m also not afraid to challenge when I need to, although I’m always respectful. I am very passionate about what I do and I want to ensure the next generation has a voice.”
Many of our public sector customers are members alongside local supply chains. We really understand the needs of local employers and by being a member of the Chamber, we can hear first-hand the issues faced by these businesses, potentially from outside our industry, thus constantly having our fingers on the pulse.
