The interactive magazine for our people | Issue 3 - 2016
Charlotte points the way page 14 Kier Roadshows page 8
Project Capella page 10
Women in Kier page 14
Message from Haydn Chief Executive Haydn Mursell on the impact of the EU Referendum, the recently announced portfolio simplification – and why he wants as many people as possible to take part in this year’s Kier Employee Roadshows. The biggest news since our last issue is, of course, the EU Referendum result and the decision for the UK to leave the European Union (EU).
This portfolio simplification is well underway and will enable us to focus on the core businesses that will drive future growth.
The EU Referendum result has created some uncertainty, however, there has been no significant impact to date for Kier. The acquisitions of May Gurney and Mouchel significantly increased the level of visible long-term earnings for our Construction and Services divisions. The Property division has a healthy £1bn plus pipeline, and in Residential we have a mixed tenure pipeline of more than £600m and a strong private housing business. We will continue to monitor the position closely but I believe our breadth of activities and strong order books give us resilience.
We’ll be announcing our end of year results soon – and they will be followed by our Employee Roadshows. It is important to me that as many of you as possible take part in a roadshow. I firmly believe the success of our Vision 2020 strategy relies on each of us playing our part and knowing how we fit together to make Kier as good as it can be. For more on how to take part in a roadshow go to pages 8 and 9.
During the year, we commenced a portfolio review within our businesses, analysing the parts of Kier that do not meet the Group’s strict financial hurdles and/or do not provide a long-term strategic fit with the Group’s core businesses. As part of this, we are reviewing Mouchel Consulting and a possible sale of that business. We’ve integrated two sizeable acquisitions in the last two years, and we want to streamline the business.
Lastly, I’m delighted that there were more than 300 entries to this year’s Kier Employee Awards. We’ll be gathering on 10 November to find out who the winners are in the 11 categories, and I look forward to seeing many of you there. Find out more at http://www.kier-annualawards.co.uk/ Haydn Mursell Chief Executive
To view Kier’s latest contract round up visit MyKier/contractnews/Pages/default.aspx
In this issue... Planning for the future
Women in Kier
Delivering our vision
Innovation at heart of Capella page 10
Our landmark wins
Meeting Paul Gandy
22 The The Kier Kier Journal Journal || Issue Issue 33 -- 2016 2016
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Issue 3 - 2016 | The Kier Journal
Who will shine at awards night? Some of our most outstanding people will gather at an awards ceremony on 10 November to learn who has won this year’s Kier Employee Awards.
The two team awards are for the Team of the Year and the Project or Contract of the Year. The winning teams receive £500 to go to their chosen charity, a trophy and money to go towards a team celebration. Individual awards include Contribution to the Community, Rising Star and Leader of the Year.
There are 11 categories including two team awards and the Chief Executive’s Award, with three nominees shortlisted for each award. The individual winners will receive Judging was done throughout July and the FULL £500 for their chosen charity, a trophy shortlist announced in September when FEATURE IN all the shortlisted nominees were NEXT EDITION and 100 Kier shares. The winner of the Chief Executive’s Award – chosen invited to the awards night at The OF KIER JOURNAL by Chief Executive Haydn Mursell from Brewery in central London. the quarterly winners of the Kier Stars award programme – will receive £500 for “This year’s awards were open to all his or her favourite charity, a trophy and 250 employees for the first time,” said Head of Kier shares. Rewards Gary Thomas. “More than 320 nominations were made by colleagues and line “We’re looking forward to the awards evening; managers to recognise great performance, it should be a very special event,” said Gary. team spirit and dedication.”
The categories are: Team awards Team of the Year Project/Contract of the Year Individual awards Above and Beyond Contribution to the Community Environmental Responsibility Innovation and Technical Excellence Vision 2020 Rising Star Health and Safety Leader of the Year Chief Executive’s Award
Shared vision for Finance launched Kier has launched a new Finance Shared Services Centre (FSSC) to help standardise finance processes across the company. This development follows the announcement of a new finance strategy for the business in March 2016 and is part of the company’s commitment to delivering Vision 2020. Based in Manchester, the new FSSC complements and underpins the BOOST systems change. The FSSC was launched in July when three business units – Construction Northern, TOR2, and Housing Maintenance East – went live with Oracle. Oracle, part of the BOOST programme, aims to standardise Kier’s back office systems including HR, Commercial, Finance and Procurement. FSSC Manchester is responsible for supporting Construction Northern,
TOR2 and Housing Maintenance East’s transactional finance work including paying suppliers, processing expense claims and allocating funds received from customers. As each Kier business unit migrates to Oracle over the coming months, each will be supported by FSSC Manchester. By centralising transactional processing, individual business units’ finance teams should be able to concentrate on business support and strategic decision-making. It follows the model already adopted across HR with the launch of the centralised Ask HR team and centralised Procurement Shared Service Centre in Rushden. Dan Foley, FSSC Director, noted: “This is the start of a step-change for Kier in how it provides transactional processing services to its internal and external customer
Members of the newly-formed FSSC team
base; new systems, new processes, new compliance focus, new location and new people. A change of this nature will take time to bed down and the FSSC asks for patience as our three internal customers, the extra supplier and customer bases, and the FSSC, get used to the new operational systems and ways of working. I have no doubt it will make a real difference to how Kier operates in the years to come while delivering on the Vision 2020 targets.” Helen Sully, FSSC Change Manager, said: “The FSSC is expected to
deliver a raft of benefits including economies of scale and consistent processes,” explaining that there are a multitude of ways of completing transactional finance activities due to the manner in which Kier has evolved. “Currently, different business units report in different ways and it takes time to bring those different systems together. Having a standard way of working will provide Kier with much greater clarity and visibility while allowing financial analysis and management to be completed in real-time,” she said.
Issue 3 - 2016 | The Kier Journal
Getting to know you
Get to know
Louisa Finlay Job title: Deputy Managing Director for Construction London Based in: Loughton, Essex How long have you been at Kier?: I’ve been with Kier since 1987 when I joined on a year out from my degree and they sponsored me through my final year.
What’s your role? My main role is as the deputy managing director for Kier’s Construction business in London. I support Cliff Thomas, the MD, in planning, setting the strategy and driving the success of the London Construction business. I’m also the pre-construction director, so I run all pre-construction activity from business development to marketing, to client relationships, pricing, design management, planning management and building services. It’s a great job, a fantastic job. What are the big opportunities for construction in London this year? We’ve been working really hard on building some key account relationships as well as concentrating on four sectors – health and science, commercial, residential, and education. In those four sectors the one we’ve had to work hardest at is health and science. But we’ve won a number of key jobs, including one for Imperial College and one for Camden Council. This is giving us a real platform for growth. How do you see the future for Kier? It’s ver y exciting. We have a good reputation in the overall marketplace, in par t because we do offer such a broad 4
The Kier Journal | Issue 3 - 2016
spectrum of activities, including facilities management. Clients see our ‘cradle to grave’ offering as extremely beneficial. And because of that I can walk into a construction client and say ‘Would you like someone to look at your facilities management?’ and that’s where we can gain added value through cross-selling.
before so was very excited. But the place I go each year is year is Polzeath in Cornwall – it’s between Rock and Paidstow. We go with family and friends and while we’re there we do a lot of surfing and sailing. I enjoy sailing, but I’m rubbish at surfing! Although last year I did manage to stand up on my surfboard. What’s your favourite phone app?
How will you help Kier deliver its Vision 2020 objectives? We have grown this year. We’ve got a reasonable secured pipeline, and we are all ver y attentive about cash management. What is really important to us are our clients and their understanding of us and Kier as a whole. Building strong client relationships is central to our growth plans. What are your hobbies? I’ve just learned to scuba dive and hopefully I’ll finish my PADI exams this year in Zanzibar. My son is mad at riding so I’m very good at driving him around the country with his horse! What’s your favourite food? Nothing beats a great steak with a large glass of red wine. What’s your favourite holiday destination? I’ve just been to Tanzania. I’ve not been
Candy Crush – especially when I’m stuck on the tube and can’t pick up my emails. What’s your favorite film? Any of the Jason Bourne films.
We are concentrating on four sectors – health and science, commercial, residential, and education – and that is really paying dividends.
Delivering for local communities Kier has been praised for its role in helping re-connect local communities after severe flooding saw the A591 in Cumbria closed. The road reopened in May 2016, three weeks ahead of schedule. Work to repair the road – which was badly damaged by Storm Desmond at the beginning of December 2015 – could only start in January 2016 as two further storms, combined with difficulties around the site, hampered the early clear-up operation. Kier Project Manager Graham Porter
said: “Repairing the road wasn’t a big engineering challenge. But this was a high-profile site that attracted intense political and media interest.” One principal challenge was that while the road was owned by Cumbria County Council, the surrounding countryside – including a reservoir and woodland – was owned by United Utilities. That land, according to Graham, “had also been battered beyond all recognition” and was subject to a major clear-up and repair operation.
“Effectively we had a construction site 5km long, generally less than 10m wide and with only one useable access point located right at one end. I realised early on that with all the different organisations’ competing demands for access, it would have been very easy for people to feel friction, but I picked up the phone, arranged to go and see people and we soon had everyone on-side. “For example, United Utilities’ forestry teams, working to clear trees next to the road, were paid by the tonne, and our concrete wagons, which at times were arriving every 20-30 minutes, needed access past them. That meant forestry work had to stop, costing the teams money,” he said. Although the road was technically closed to the public, pedestrians still had foot access; it was the only route in and out for a local farmer’s fuel and animal feed deliveries; and the school bus dropped off and picked up children attending the local secondary school.
Graham said: “There was a lot of coordination and cooperation. At the peak there were over 100 people working around the site, for Kier, United Utilities and others, but virtually all were from Cumbria so they understood the need to get the road reopened. Everyone got on well and we worked well together without the need for constant meetings, battles or arguments. “To help build links with the commmunity, we arranged for schoolchildren to visit the site halfway through the works so they could see what we were doing and then to visit again the day before it opened. “Our longstanding relationships with local contractors helped us react quickly to deliver the project. Our client, Highways England, gave us autonomy to spend money, enabling us to meet their aim of getting the road reopened as quickly as possible while building in future resilience. We handed the road back, ahead of time, in a condition that Cumbria County Council were happy with.”
Kier drives expansion of veterans’ village Keir Housing Maintenance has been chosen by Haig Housing to be the contractor on a £1million project, to further develop and invest in the veterans’ village in Manchester. The first phase of the project featured on the BBC’s DIY SOS programme in September 2015. Operations Manager Neil Jones said: “The new contract will see us fully refurbish 17 existing empty properties to create 14 new homes for rent. The difference on this second phase is that we have a 20-week
construction period to deliver the project – rather than the 15 days we had last year for the DIY SOS programme!” A key challenge is the state of the housing – some of which has been derelict for two decades. Neil said: “One house had a hole in the roof for the past 15 years. The first floor was completely rotten, and we had to design and install temporary works structures to enable us to safely remove it and replace it with a new timber floor.” A second challenge comes with working in a residential area.
“We work closely with residents. For example, when we started we had an issue with children coming onto the site. We wrote to parents and that seems to have been passed on as we no longer have such a problem.” Neil believes that a major reason why Kier won the project was by demonstrating its understanding of the existing issues on site. “Using the back of the houses for access keeps disruption to a minimum and lowers the impact we have on local residents.”And the team are also meeting a second BBC deadline. “The BBC
are coming back to film the refit of 80/82 Canada Street, which is a lateral conversion of two terraced houses to create a large and spacious three bedroom home,” said Neil. The homes offer former service personnel the opportunity to be a part of a local community and have access to support. Issue 3 - 2016 | The Kier Journal
Have your say
Planning for thefuture
Results of the 2016 ‘Have your Say’ survey have been released. And as teams prepare action plans to further improve their business areas, we find out how two teams achieved success.
Nick Moore, Managing Director and Ian Mitchell,
Planning Director, Kier Living Eastern Kier Living’s engagement score has risen from 74% in 2014 to 82% in 2016. Nick Moore says: “I’m really, really proud of our result. We’ve improved in practically every area since 2014 – and that’s against what were pretty good results anyway.” For Ian Mitchell, one area that has been significantly improved is communication. He says: “Every time you do one of these surveys, communication always comes up as an issue. We believe we currently communicate more – and better – than we ever have!”
“In our July meeting, Nick expects all the directors to deliver presentations – explaining what we promised to deliver, how we actually did, and our plans for the coming year.” The last half-year meeting saw a ‘start to finish’ presentation where employees were taken through the whole of the development process, from buying a piece of land to selling homes and delivering customer care. “It gave everybody an opportunity to understand how the role they play fits into the bigger picture.”
Engagement score has risen from
74% in 2014 to 82% in 2016
So what have they done to boost communication? Ian highlights six areas. The first is twice yearly regional team meetings which take place at the end of the financial year (July) and at the halfway mark (February).
Secondly, the unit publishes a bi-monthly MD’s message, featuring both businessrelated news and lighter topics such as who’s got married and upcoming sports and social activities.
Nick’s top tip Our people say our departmental team meetings are the best things we do and we get really good feedback. 6
The Kier Journal | Issue 3 - 2016
On top of that they hold regular departmental team meetings. “For example we might get the land managers together before going out as a team afterwards. It’s a chance to talk about the department and get to know each other better.” Kier Living also holds regular one-to-ones with the responsibility on the employee to arrange them; while departmental strategy meetings are useful for identifying where there could be issues and for revising strategies to deal with any problems. Lastly there’s the team council with a representative from every department, a director and a member of HR. The team council discusses a range of issues. Each of the departments then feeds back to their wider team.
Have your say
John Edwards, The Safety, Health, Environment and Assurance (SHEA) team’s engagement score has risen from 52% in 2014 to 70% in 2016.
SHEA Director “We’ve spent a lot of time making sure everybody recognises that they’re a valued part of the team and everybody understands their role in achieving Vision 2020.”
“ I am over the moon – this score is a real testimony to the team and the way we’ve pulled together in the last 18 months. We’re in a very different place today than we were before.”
A key challenge facing the SHEA team is that it’s based geographically across the country and also within business units.
John says a key part of the increase in engagement can be put down to visibility; particularly the visibility of leaders.
“We’re quite a disparate bunch. It’s very rare that we can all be in Head Office together so we’ve been very disciplined about setting management meetings and objectives.”
Engagement score has risen from
“Something I’m very passionate about is our visible leadership programme, which is about getting our leaders, directors and senior managers out into the business, with their boots on, to engage with our front line. This is a great way of testing the temperature of the business while focusing on SHEA, and also a great tool in making people feel valued and recognised by the business,” says John.
52% in 2014 to 70% in 2016
“One of the things I saw when I came into the new role last year was that there was quite a hierarchical approach to the way management of the function was delivered. We’ve put significant effort into changing that.” Equally important has been making sure that everyone understands that they are contributing to the wider success of Kier – and its ability to deliver its Vision 2020 objectives.
For example, each sub-function within SHEA has its own targets they are challenged to deliver as part of Vision 2020 and their progress is regularly reviewed by the SHEA management team.
The SHEA team holds specific meetings for the entire function – bringing around 40 people together quarterly to update progress against the engagement action plan. And now we have our 2016 results in, the team met in late July to define a new action plan to deliver new targets.
a consistent professional approach from a varied, geographically-spread team. “We’ve worked really hard to get to where we are now – and to change the business’ perception of SHEA. The business understands we are a service, and we understand that we are only successful if we provide that service to Kier.”
John’s top tip: Know your team – both on a professional and, as far as possible, a personal basis, so everyone knows and understands what’s going on.
The function has also changed its mindset. “We are a service function. Our role is to facilitate, support and provide governance.” To reinforce function standards and professionalism, Sandra Block, Executive Receptionist, gave the team training in answering the telephone and email behaviour. Again all aimed at delivering
Issue 3 - 2016 | The Kier Journal
Everyone’s invited to the Kier Roadshows It doesn’t matter what role you play in the company. If you work for Kier, you’re invited to take part in one of this year’s roadshows. 2016 is the second year the Kier Employee Roadshows have been open to every single Kier employee. It’s as much for those of you in hi-vis, working on site, as it is those in business dress sitting in offices. And this year’s events are bigger and better than ever before. In 2016 Kier will be staging 21 roadshows, 21 bus locations and 21 market place stands, all taking place between 26 September and 11 October.
The roadshows are a huge commitment in terms of cost and resources. ambitious growth plans with all 21,500 employees pulling together.
But why should you make the effort to go? Well, it’s your chance as an employee to find out what’s going on across the business, what’s going on locally, what the company’s priorities are and, crucially, how you can play your part in delivering Vision 2020 success. Kier genuinely believes that the success of the company doesn’t rely on its managers alone, and that we will achieve our
The Kier Journal | Issue 3 - 2016
The timing is no accident. The events come immediately after Kier’s annual results – which are released to the city the week before the roadshows kick off. So what’s on the agenda for 2016 and how does this differ from previous years? Crucially, you wanted us to improve the roadshows in light of employee feedback from previous events.
One of the things you said was that you wanted to hear more about the company’s major projects. And this year you will, with market place stands devoted to a series of leading jobs including Kings Cross, HS2 and Cross Rail. Each of the roadshows will feature a member of the senior leadership team, the ExCo, plus other leaders. The first half is devoted to Kier’s financial performance, while the second half focuses on people-related topics. The events are structured around Chief Executive Haydn Mursell’s four priorities: performance, people, safety and communication. And to get more people into the event, we’ve sought out larger locations than last year, as well as undertaking even more roadshows – but they all take place within the same schedule. That’s not only very tight – it’s a huge commitment by the business both in
Coming to a location near you Roadshows terms of cost and resources, so please make every effort to attend a venue or visit a tour bus near you. And because not everyone can get out and travel to a venue for one of the events, a series of bus visits featuring a double-decker bus kitted out in Kier branding, will also be visiting 21 locations across the UK â€“ including large projects. The bus will replicate the information given to employees at the roadshow. Experts in each of the projects featured in the market place are recording a podcast so that employees coming along to visit the bus will be able to hear a summary of the project.
To register for a roadshow or to find out more, go to www.kier-employeeroadshows.co.uk
Newcastle Penrith Glasgow Leeds Sheffield Oldham Warrington Solihul London (x2) Tempsford (x3) Cambridge Northampton Reading Cardiff Bristol Plymouth Exeter Southampton
Tour bus St Austell Bodmin Hinkley Point Basingstoke Winchester Cheltenham Witney Northampton Rushden x2 Aberdeen x2 Sellafield Mersey Gateway Stoke Telford Lincoln Nottingham Maple Cross Loughton Tempsford Trowse Aylesford Guildford
Issue 3 - 2016 | The Kier Journal
Innovative project shows Kier’s skills Project Capella, a £78.9m contract to construct an 18,000m biomedical research space in Cambridge, is giving Kier a chance to showcase its skills in the bio-tech sector. 2
For Nigel Brook, Executive Director for Construction and Infrastructure Services, contracts such as Project Capella are a sign that Kier’s aim to tap into both the Cambridge market and the bio-tech sector are paying off. “The Cambridge area is really important to us. It’s an area of the country that’s getting a lot of investment at the moment. The biotech sector is growing too – and Project Capella is just one of a number of projects we’re undertaking in this area at the moment,” he says.
work. When we go to the next interview with a client in this sector, we can take along people who have been on the ground, honing their skills, doing just this sort of project work.” Project Capella, at the heart of Cambridge’s Biomedical Campus, is set to open in the second quarter of 2018 when it will be home to a world-class scientific community.
And work on the building is also ground breaking: providing a showground for a range of innovative skill sets.
“We’ve built up a fantastic track record in the biotech sector in recent years and prospective clients recognise we have a lot of knowledge and experience of this type of work.” That’s useful, Nigel explains, because biomedical clients tend to gravitate towards contractors who have experience. “The more of this type of work we do, the more site managers, project managers, mechanical and electrical managers who gain experience in this sector, the better prepared we are to win future 10
The Kier Journal | Issue 3 - 2016
Constructed over six floors – a mix of labs, conference facilities and exhibition space – as well as a basement, the building has been described as a centre of excellence. It will bring together a number of scientists from different disciplines – including stem-cell research, haematology, immunology and therapeutics – to share ideas and develop ground breaking new treatments.
Project Capella will be constructed over six floors
Senior Project Manager Phil Lavelle explains: “We’re using a technique whereby some 90% of the building’s frame, which is made of pre-cast concrete, is being built offsite and transported here to, in effect, be put together.” That includes the columns, slabs, structural walls, basement wall and cladding. Additionally the external façade, also made from pre-cast concrete with large glass panels, is being fabricated offsite and being transported ready to be fixed to the outside of the building.
Phil Lavelle, senior project manager, says: “We’re using a technique whereby some 90% of the building’s frame, which is made of pre-cast concrete, is being built off site and transported here to be put together”
From a construction viewpoint, says Phil, it means the façade can be built – and made watertight – far quicker than traditional façade treatments, while from a wider environmental perspective it reduces the number of trucks, lorries and manpower coming to the site, cutting congestion and reducing emissions. The team is also using Building Information Modeling (BIM) technology for the whole design. This has been further advanced by making it mobile so it can be used on site. The pre-cast frame is currently working up to the first floor, and the technology allows the team to keep track of progress. “We can look at the building on a tablet and say ‘that column was erected today’,” says Phil. That means a video of each day’s work can be created, and, he explains, the efficiencies of having live information at the finger-tips of site managers in a site environment, rather than the office, is invaluable. Such is the power of the BIM Xtra technology that the university is looking into the feasibility of introducing it as part of its estate management programme. “Our relationship with the client is excellent,” says Phil. “We have a weekly catch-up on a Monday with them, and a catch-up on Friday with their advisors. There’s a lot of communication, and a committed shared vision to achieve the end goal.” One reason for that, Phil explains, is that Kier is, in effect, acting as the client’s designers. “We were employed at concept stage which is a radical change in direction for the university procurement route. “Project Capella was one of two projects where the university chose this procurement route. The other project, by another main
contractor, started five months earlier than Capella but is currently delayed. This highlights the conviction and desire of the Kier team to achieve the end goal. “This route has been very beneficial, as it means we’ve been able to shape the project. Normally when we’re appointed we’re given the design, but here we had a blank piece of paper and worked with the designers. What that does is help us better understand the drivers behind the design and what’s important at an early stage. “It also means our relationship with the client has been fully integrated from the very beginning. This familiarity builds trust and formulates relationships from the earliest point which is a real bonus for the project,” he said.
We’re all fishing in the same pond and we need to make sure that we work together and are clever in our procurement. And another difference singled out by Phil is the extent of the mechanical and electrical installation involved. “A large part of the value of this contract is in the M&E work. “The key to the success of this project is building a team and an ethos that revolves around collaboration and working together. I’ve had amazing Kier teams on my previous
projects and this is the next stage in bringing teams from external companies to work together as one.” Perhaps one of the most significant differences to a standard project is the close collaboration between contractors. The site and its surrounding area are busy. It’s close to an existing Cancer Research building, a well-used public space, a school, and nurses’ accommodation. Pavements are busy with students (the logistics team works hard to make sure every vehicle is escorted off site); and, alongside Capella, several other buildings are being constructed on the Cambridge Biomedical Campus at the same time. Phil explains that Kier, Skanska, Laing O’Rourke and others are “all working on each others’ doorsteps”. And because of that the contractors – normally competitors – have come together collaboratively and hold regular meetings. Not just to plan access to the site, deliveries, traffic safety and site management, but to look at resources. “We are all fishing in the same pond and we need to make sure that we work together and are clever in our procurement. For example, that we are not all going to the same people to carry out work on site, or to provide a service, because if we did that we’d fail.” An open forum has been set up where each company lists what it is expecting to come through the doors so others can plan accordingly. It’s a very open and transparent way of working and it’s paying dividends. It’s no wonder then that Phil describes Capella as “a real learning curve, as well as an interesting project to work on.” Issue 3 - 2016 | The Kier Journal
Meeting Paul Gandy Just three months into his new role as Director, Building UK, South, Kier Journal meets Paul Gandy to talk about his background, his first impressions, and his vision. After a varied career covering more than 34 years in construction, Paul Gandy, Kier’s new Director, Building UK, South, remains at heart a builder. His career began in 1979 when he completed a degree in building at the Central London Polytechnic, before joining the well-respected London building firm, Trollope and Colls.
a safety net while they do so. I still take enormous pleasure in seeing people I’ve brought into the business succeed and progress. There are people I gave an opportunity to who are now running major businesses and I get a lot of satisfaction from that.”
a national business. And I thought it was a great opportunity to bring my experience.”
Those early years also taught Paul a second key lesson – variety.
It’s a £600m portfolio, with more than 100 live sites. Each of the businesses has an MD and Paul himself reports to Peter Young, Kier’s Executive Director, Building UK. He describes Wales and Western, and Southern as “proper regional business” with offices in towns across the local communities, while London has one office “just as it should be”.
“Trollope and Colls had a long 100-year history. It was a family business and in fact there were still members of the family working there when I joined,” says Paul.
A builder by trade, Paul spent time as a consultant, a subcontractor, and doing mechanical and engineering work, to gain a wider perspective of the business.
Part of the then Trafalgar House group – which owned diverse businesses including Express newspapers, John Brown Engineering and the Ritz hotel – what remains of its construction business is now part of Skanska.
“Experience is key – and working in those different roles has given me an ability to look at a project holistically, asking what it’s for, what its business proposition is, and to do that from a variety of viewpoints.”
For Paul, being part of the regional Trollope and Colls business taught him a number of early lessons which he hasn’t forgotten – and which influence his thinking today. One of those is giving people a chance to show their abilities.
After leaving Trollope and Colls, Paul spent time with the Australian company Multiplex; worked with Carillion on defence contracts; led Bovis’ England and Wales business; and was taken on by Balfour Beatty to reorganise, restructure, and redesign its London business. He joined Kier in April this year.
Paul’s rise was rapid: “After just six years I was a project manager and looking after jobs. By the end of the 1980s I was running £25million projects. And I became a director in the 1990s.” He explains that success: “I was given a chance – an opportunity. And I was given a safety net. For me it’s important to give young people the opportunity to test themselves and to give them
The Kier Journal | Issue 3 - 2016
Asked what attracted him to Kier, Paul says: “its reputation.” “Kier has a great reputation out there. It’s seen as a really sound business that has traded through two recessions in a far stronger way than many of its competitors. Unusually, it’s both a regional business working locally, and
His role covers Kier’s Construction business in the south: London, Southern, and Western and Wales.
“Building South is a big business. It’s worth £600m and I’m used to running businesses of that size.” He describes his role in headline terms as “providing support to the business leaders and keeping an eye on risk”. Keeping an eye on risk is one of the biggest differences Paul has seen in the industry over his 34 years. “Businesses today have to be more risk conscious than in the past; they have to have greater transparency and governance programmes. Whether you’re in construction, banking or insurance you need to reduce risks for your shareholders, your stakeholders and your funders. “In my role I’m able to keep an eye on risk. To make sure, as jobs are getting bigger, we remain coordinated and retain knowledge and
New Code of Conduct ready to launch A simplified code of conduct for all is set to launch later this year. innovation. And I’m really encouraged by the level of coordination I’m seeing.” Asked if what he’s seen in his first three months is living up to his expectations Paul gives a short answer: “Yes.” “The Kier I’ve seen is one where people on site are all builders. In other companies too many people are desk-bound. Here, I’m seeing people who love building and are happy to get their boots on.” Paul identifies a key strength of Kier’s business as being its regional/national mix. “Our regional businesses are anchored in their local communities. In the last recession many other businesses closed their regional offices to reduce overheads. We didn’t – and that’s a strength.” Asked for his vision of the future, Paul says: “To still be recognised as a major regional contractor. To be what we are now with a greater market share and to continue to deliver successfully. We have a model that works and we can increase our market share – especially in London – and we mustn’t sit on our laurels. “As we get bigger jobs, we’ll need to maintain our interest in those half a million general works jobs, building school extensions. We mustn’t let go of what we’ve got.” In short, he says: “More of the same would be very good thank you very much!”
David Foster, Group Compliance Director, explained that having an ethical business policy is crucial in today’s world. “One of the first questions we’re asked in any pre-qualification questionnaire by clients is about our code of conduct and business ethics policies. “Our stakeholders, clients, and shareholders expect us to be able to articulate how we work and it was the number one issue that came out of a shareholder engagement meeting we held last year.” Kier already has detailed policy documents in place, but the aim of the code of conduct is to create one document that is readily accessible by everyone. And unlike some of Kier’s competitors’
codes – which weigh in at more than 50 A4 pages – Kier’s is just three-and-a-half. The code covers eight key principles: • We treat people fairly; • We operate a safe business; • We care about the communities we work in; • We comply with the law and compete fairly; • We respect the environment we work in; •W e aim to deliver the best customer experience; •W e will act in the best interests of our client and Kier • And we maintain accurate records. David said that once the code is published employees will not only receive copies but also scenario-based training to help bring the messages to life.
Perform – a fresh approach to great performance conversations As we have now moved into our new financial year, we have a great opportunity to focus on the part we all play in making Kier Fit for Growth to achieve our Vision 2020 strategy. Our Chief Executive Haydn Mursell recently commented: “My four priorities as chief executive remain unchanged – safety, performance, people and communication. “Understanding how we all play our part in the Kier big picture will be essential to our success.”
It’s important we all understand what we need to achieve and have a chance to discuss our personal development. Your line manager will agree your personal goals with you and discuss your development plan for the year ahead. To help having great performance conversations, we have refreshed our approach to give a greater focus on both ‘What’ we achieve and ‘How’ we achieve it – supported by simple forms and a new online system called Taleo Perform.
We have aligned the approach to our values of collaborative, for ward thinking and enthusiastic and ensured ever yone understands how their goals should be achieved. You can find further details, including the refreshed forms and guidance, on MyKier under the learning & development section. If you have any questions please contact your line manager or HR business partner.
Issue 3 - 2016 | The Kier Journal
Women Woman in Kier Charlotte Ball, Graduate Site Engineer, says she is “Proud to be making an impact.”
To fulfil future construction, infrastructure and engineering client projects, our industry needs to attract skills and talent from a wider pool – and that includes encouraging more women into roles in these areas. It’s about creating a balanced business that best delivers sustainable performance. And that makes good commercial sense, over and above the obvious legal imperatives of being a diverse and inclusive employer.
Women in Kier Kier aims to take an industry-leading approach to diversity and inclusion (D&I). As part of our Vision 2020 we have set a target of achieving a 70:30 male:female ratio in the people we recruit between 2015 and 2020.
The Kier Journal | Issue 3 - 2016
TOTAL UK WORKFORCE (ALL SECTORS)
THE PERCENTAGE OF WOMEN IN THE UK ENGINEERING WORKFORCE
80:20 CURRENT KIER WORKFORCE 70:30 THE NEW-HIRE RATIO KIER AIMS TO ACHIEVE BY 2020
Women Woman in Kier
Balanced Business Network Earlier this year, Kier launched the Balanced Business Network. Although it will eventually become an umbrella framework for all areas of Diversity and Inclusion (D&I), the initial focus for the network is women.
The second workshop, held in May, centred on the WISE campaign, which promotes women in science, technology and engineering. Kathryn will be using the WISE Ten Steps diagnostic tool to identify gaps and opportunities in Kier’s D&I strategy.
Leading the initiative is Kathryn Sewell, HR Project Manager in the talent and organisational team. She said: “In February we held two workshops for women in a range of technical roles.
The network’s third workshop, held in August, focused on the role men are playing within our business as change agents.
“As well as a fantastic networking opportunity, this was a fact-finding mission. The attendees talked openly about their experiences as a woman in Kier, and about their aspirations, needs and challenges. We then used their input to inform our D&I strategy.”
There are now more than 50 Kier members of the network. On National Women in Engineering Day (23 June) a number of them posted case studies on the Kier blog (www.blog.kier.co.uk) – we’ve included some excerpts below.
“Don’t be put off by what you think the industry is like.” Stacey Clifford Section Engineer
“My proudest moments come from the joy of knowing what I construct will be used by thousands of people every day.”
“There is a role for everybody, whether you are a technical wizard, a brilliant organiser or a people person.”
Charlotte Ball Graduate Site Engineer
Katherine Rogers Mouchel Consulting
If you’d like to find out more or to join the network, contact email@example.com.
Sean, fourth from right, joins his MACA colleagues for a breakfast meeting at the London Eye.
Men as change agents This year, Kier was invited to join an external group comprising representatives from many different industry sectors. The group – Men As Change Agents (MACA) – aims to improve gender diversity in business. Sean Jeffery, Executive Director, Infrastructure and Utilities, is Kier’s representative on the group. It’s very early days in terms of our involvement, but having attended his first quarterly breakfast meeting, Sean already recognises the value of being a MACA member. “Many women still feel excluded from particular parts of the working environment. The group sets out to discuss and tackle this sort of issue. This is a great opportunity for us to learn from other businesses who are probably a long way ahead of us in terms of improving gender diversity.”
Carla in the community Carla Jones is our Community Engagement Co-ordinator for South Wales. A big part of her role centres on raising awareness about career opportunities for women in construction. “I do a lot of work with local schools, including talks on health and safety and careers in construction,” said Carla. “Often I’ll get one of our women ambassadors to come along too, to talk about their role in Kier. It’s a very effective way to show young people a range of career opportunities available in construction; it’s not all about the trades. “Young women also get a lot out of our work
placements too. Recently we had one who spent a week working on a development in Bridgend – she’s considering a construction career – and we had two under-18s who worked in the Kier offices at Cardiff.” Carla also attends the Women in Construction’s annual Keeping it Equal event and works closely with a Welsh company called Chwarae Teg (‘fair play’), which organises events designed to encourage women to join the construction industry. Carla, front row, third left, is working hard to raise awareness about construction career opportunities for women.
Issue 3 - 2016 | The Kier Journal
Kier Journal talks to Claudio Veritiero, Group Strategy and Corporate Development Director; Chris Last, Group HR Director; and Duncan Stott, Chief Information Officer about strategic priorities five and six.
Delivering on our vision Priority five: Attract and retain highly motivated, high performing teams Having the right people, with the right skills, in the right place, at the right time is key to delivering success for Kier.
where we are responding to an immediate business need, to one where we’re planning for the future.”
Claudio Veritiero, Group Strategy and Corporate Development Director. says: “All our business plans are about growth. To do that, we need to attract and retain great teams that will work safely and keep our customers happy.”
In addition that means recruiting the right people for Kier – not just those with the right technical skills, but those who are a good cultural match and who demonstrate our values.
And, he says, that’s a challenge for the construction services industry as a whole – not just Kier: “We all have to work harder to grow the next generation of people to do both the day-to-day work and to lead the business going forward.” The good news is that work in this area is already paying dividends – the recent Kier employee engagement survey found the number of employees who were engaged had risen from 54% to 60% in two years. (See story on page 6). Chris Last, Kier Group HR Director, says: “We need to have really good resource planning in place and to move away from the situation
The Kier Journal | Issue 3 - 2016
With Kier currently recruiting close to 3,000 people a year, Chris says that new recruits need to be flexible: too narrow a skill base could see them at a disadvantage. Chris is also keen to grow talent internally. “Generally speaking, an external recruit is more of a risk than an internal one but we need a balance. We need the right mix of home-grown talent and new people in the business,” he says. There are several streams working to deliver this including: • Measuring performance consistently. Perform will help give people a clearer idea of what’s expected of them, and how they are delivering against it.
• R eviewing Kier’s diversity and inclusion agenda, especially around gender, and further developing existing family-friendly schemes. • L ooking to make sure the right training is offered to our talented people. To demonstrate the value of this, Kier’s board and senior leaders recently underwent a leadership assessment to better understand what their development needs were. • S haring best practice from the Highways, Housing Maintenance and the Utilities Academies – to make core training more widely available. • Introducing a standard grading system and terms and conditions to help benchmark pay and ensure Kier is paying employees the right money across the group.
Priority six: Ensure the business is supported by investment in technology and back-office systems
THE NUMBER OF EMPLOYEES WHO ARE ENGAGED HAS RISEN FROM
54% 60% TO
IN TWO YEARS
Claudio Veritiero, Group Strategy and Corporate Development Director, explains the business rationale: “Here, the key objective is really about making sure that our people have the right IT, the right front office tools, and are supported by the right back office systems and processes to do their jobs properly. One area we need to concentrate on more going forward is the innovative nature of our work – we’re not promoting that as much as we should be.”
objective six. Other projects include:
And Kier is definitely heading in the right direction. Some 64% of employees in the last employee engagement survey said they felt they were fully enabled to do their jobs.
• A new Customer Relationship Management (CRM) system. Claudio explains this will give Kier greater clarity about its customers: “CRM helps us manage our customers so we can cross-sell. It will record our interactions with them and mean that if a customer working with one part of our business also wants to buy services from another, then both parts of the business can easily work together.”
Duncan Stott, Chief Information Officer, says: “We’ve recently delivered BOOST in three business units. BOOST gives us a standard, efficient way of managing our financial processes throughout the company, as well as helping us manage procurement and people processes. “No matter where you are in Kier, everyone will be able to use the same processes and that will help us improve efficiency and visibility across the company. “Doing that will stop us duplicating effort, help us become more efficient and streamlined, and help people move between different business units.” But it’s not just BOOST that’s helping meet
• New front office systems for the Utilities, FM and Housing Maintenance business units. Again, these will update the tools available to employees and ensure an up-to-date, consistent approach across Kier. Duncan says: “It will help those people serving our customers to record details on a handheld device rather than on paper.”
• C ontinued investment in BIM. Kier BIM has recently been accredited at Building Information Modelling level 2. BIM is able to give a digital representation of a building’s physical and functional characteristics. Its use goes beyond the planning and design phase of a project, and can have an impact throughout the building’s life-cycle. • A new standardised safety, health and environment system to give better analytics and reporting.
For more information contact: Claudio Veritiero firstname.lastname@example.org
Issue 3 - 2016 | The Kier Journal
A social bunch It’s that time of year again, when sites across the UK open their doors to the public, offering youngsters the chance to look around and – hopefully – become captivated by the work we do. Here’s a selection of tweets from the recent Open Doors event…
The Kier Journal | Issue 3 - 2016
Find us Tag us @KierGroup
Our landmark projects Kier has a strong track record in carrying out work at sites of national historic interest. We take a brief look at some current projects… Glasgow School of Art, Mackintosh Building In a nutshell: Kier Construction Scotland has been chosen to renovate the prestigious Glasgow School of Art building, which was badly damaged by fire in 2014, in a contract worth £24m. We say: “It’s a fantastic honour to be working on such an internationally recognised building as The Glasgow School of Art. This is a critical restoration that will allow the Mackintosh Building to once more be at the heart of the campus.” Brian McQuade, Managing Director, Kier Construction Scotland. They say: “Kier’s was a tight, extremely well-structured, highly competent and confident bid – combined with a competitive tender price.” Liz Davidson, Senior Project Manager, Mackintosh Restoration. Did you know? Founded in 1845 as the Glasgow Government School of Design, it changed its name to the Glasgow School of Art in 1853. The building was designed by Charles Rennie Mackintosh.
The Imperial War Museum and Royal Shakespeare Company Kier’s Workplace Service business has been chosen by the Imperial War Museum (IWM) and the Royal Shakespeare Company (RSC) to deliver facilities management contracts worth £13.2m. The IWM contract covers six sites including the Churchill War Rooms in London and the IWM North in Manchester.
Royal Opera House, Covent Garden
Kier’s £1.2m, three year contract with the RSC covers both planned and reactive maintenance at the RSC’s London and Stratford-upon-Avon spaces, including the Royal Shakespeare building and The Other Place, as well as rehearsal rooms.
In a nutshell: Kier’s Workplace Service business has been awarded a contract to deliver a range of facilities management for the Royal Opera House, London. The contract runs for five years. We say: “I’m delighted that we’ve been chosen to partner with such an important client.” Steve Davies, Managing Director, Facilities Management.
Aberdeen Music Hall In a nutshell: Kier Construction Scotland has won a £6.5m contract from Aberdeen Performing Arts to carry out works at the Aberdeen Music Hall. We say: “This technically challenging project highlights our capabilities and expertise in this field. We have a solid record of successfully completing major projects of this scale.” Sean O’Callaghan, Area Operations Director, Kier Construction Scotland.
They say: “This is the moment we’ve been waiting for!” Jane Spiers, Chief Executive, Aberdeen Performing Arts. Did you know? The Music Hall regularly plays host to the Royal Scottish National Orchestra, the Scottish Chamber Orchestra and the BBC Scottish Symphony Orchestra. It was built in 1822 by Archibald Simpson, and cost £11,500. It was opened to the public as a concert hall in 1859.
They say: “We went through an extensive procurement process to select an organisation we felt really understood our unique proposition.” Mandy Kilby, Finance Director, Royal Opera House. Did you know? This area of Covent Garden has been associated with opera for more than 260 years. The current theatre – the third to be built on the site – was constructed in 1858. Issue 3 - 2016 | The Kier Journal
What a waste! Kier Environmental operates across 51 sites, has 2,200 employees and 900 vehicles. We find out more...
Delivering end-to-end waste management and environmental services to commercial and industrial clients and local communities is Kier Environmental’s core business. But what singles it out from the competition is its approach... and people. Whether it’s using refuse vehicles to collect third party data, designing a new truck to deal with internet shopping, or putting in place performance contracts, Kier Environmental is at the top of its game. And it needs to be when it’s emptying more than 1.9 million bins every week, cleaning more than 4,000km of streets and managing 590,000 tonnes of recycling a year.
Waste Collection Waste collection is a high-profile service – and can influence the public’s perception of our company as a whole. Whether it’s in a sack, wheeled bin, container or bulk collection, Kier provides waste collection services to local authorities and commercial clients. Waste Transfer and Resource Processing Kier works with partners, suppliers and local authorities to develop effective collection arrangements and new waste treatment facilities. Its key focus is on prevention, re-use, recycling and energy recovery. In short, it recognises that waste is a valuable resource that becomes tomorrow’s product or energy. Kier Environmental undertakes research with leading universities to develop products and composite materials for use in end markets. PURE is the business’s advanced recovery facility (MRF) near Warwick. It’s not only one of the largest MRFs in the UK but one of the most technically advanced in Europe. It can process 25 tonnes of mixed paper, card, glass, cans and plastics an hour into clean, marketable commodities. The operation runs 20 hours a day, processing materials that are collected or delivered by both local authorities and private operators. The plant uses the latest in screening and sorting technology. Various screens separate the fibre grades, optical separators sort the plastics, while magnets and eddy current separators remove the steel and aluminium cans. With approximately 120k tonnes of material coming in each year, the team’s end markets include the UK, Europe and Asia. Combined with its other material streams, Kier Environmental sells more than 600k tonnes a year of recyclate material. Household Waste Recycling Centres We manage 50 Household Waste Recycling Centres (HWRCs) across England and Wales. Our HWRCs collect a vast range of materials; paper, wood, rubble, TVs, fridges – even shoes and engine oil. The key to recycling success lies in
WE PROVIDE OVER
1.1 MILLION UK HOUSEHOLDS
WITH FRONT-LINE REFUSE AND RECYCLING SERVICES 20
The Kier Journal | Issue 3 - 2016
WE UNDERTAKE OVER
1.9 MILLION REFUSE, RECYCLING
AND GARDEN WASTE COLLECTIONS EVERY WEEK
WE MANAGE OVER
590,000 TONNES OF RECYCLABLE MATERIALS EACH YEAR
making the recycling of multiple materials as simple as possible for the customer, and that the HWRCs become part of the communities they serve.
Employees are trained recycling advisers. This approach is underpinned by a customer-centred service culture that gives the public a positive impression when visiting any of our recycling centres. Street Cleansing Kier Environmental provides cleansing services on roads, footpaths, public highways and beaches on behalf of local authorities across the country. Its approach to street cleansing involves using modern and effective mechanical sweeping equipment to complement traditional street sweeping methods. Grounds Maintenance Kier’s grounds maintenance teams are fully equipped and trained in the maintenance of sports pitches, recreational areas, cemeteries and highways land. Commercial Waste Kier Environmental provides Kier-branded commercial waste and recycling collection services in three key areas – East Sussex, Somerset and Cheshire. We currently service a wide range of customers from local pubs to international sporting events such as the Aegon International Tennis Tournament held in Eastbourne. Kier Environmental’s Managing Director Julian Tranter says: “We are increasing our operational territories on our ‘own wheels’ and in addition, through our experienced waste industry team, we are also able to offer a nationwide Kier Total Waste Solution, including consultancy to large corporate clients as well as government organisations such as the MOD and NHS.”
Each of us knows that information security is absolutely vital to the continued success of our business. So why did 1,198 Kier colleagues open a recent phishing email and click on a dodgy link? Last year, Head of Information Security Jim Griffiths, and his team developed a set of rules to protect the business against the ever-present threat of cyber attacks. The most common way that IT systems get infected is by a user opening an email attachment, which can then download invisible malware to their computer. The first they know about it is when they discover their system is locked and they receive a demand for payment to decrypt the information. Jim recently commissioned a Kier-wide information security awareness campaign. “Nowadays most businesses are pretty good at building robust security into their IT systems and the way they work,” said Jim. “That’s why employees are increasingly the target of cyber attacks. “We wanted to make our user base aware of the risks we all face. So we carried out a simple phishing exercise, to see what our exposure would be like if malicious emails hit the wider Kier community. We delivered more than 14,000 emails across Kier, purporting to be from HMRC.
Top 3 phishing emails • HMRC tax return • Please find attached my CV • An offer of free money
Top 3 tips
• Be aware that you are a phishing target (at home and at work) • Always use passwords – ‘strong and long’ is best, plus an unusual character, like an asterisk or exclamation mark • Never leave your personal devices unattended… ever
For more information contact Julian Tranter.
WE SERVICE OVER
COMMERCIAL WASTE CUSTOMERS ACROSS THE UK
WE KEEP OVER
4,000 KM OF THE UK’S ROADS CLEAN AND TIDY
“In all, 1,198 people opened the email and clicked on the link, giving us a hit rate of 8.9%. In truth, we weren’t too far off the ‘excellent’ metric of 4%, but there were still 1,198 people who clicked on a link they shouldn’t have.” Remember: if you receive an email with a link and it’s even remotely suspicious, don’t click it. For further advice and guidance you can contact the information security team at email@example.com or visit the Security Knowledge Zone at https://kier.i-wareness.com Issue 3 - 2016 | The Kier Journal
New charity partnership off to a flying start Our new, two-year charity partnership with Alzheimer’s Society got off to a great start, with events taking place in offices across the county and a launch barbeque at our Tempsford Hall headquarters raising £1,000. The partnership was established after The Kier Foundation shortlisted the top five charities you supported in the last two years through applying for employee support funding. The Foundation chose Alzheimer’s Society after presentations from the finalists demonstrated that they were the best fit for Kier colleagues. We’ll help the charity to provide care for today, and a cure for tomorrow. To do that, we aim to fund a unique research project that looks at early onset dementia, as well as funding a significant number of dementia support worker hours, and are looking forward to working together to improve the lives of people affected by dementia.
The Kier Foundation will work with Alzheimer’s Society to increase awareness of dementia across the business and provide easy access to information, advice and services. “We’ll encourage people to take part in their own fundraising challenges for the Society,” says Group Corporate Responsibility Officer Francesca Campbell. “Employees can also become a dementia friend, which will allow people to learn a little bit more about what it’s like to live with dementia and turn that understanding into action.”
We have already held dementia friends training sessions at Tempsford Hall and Rushden, and we are looking into exciting opportunities around e-learning modules as well. Francesca says the sessions are particularly
Cycling finale for Macmillan We raised over £500,000 for Macmillan Cancer Support (Macmillan) during our two-year partnership. During this time they will have helped on average 1,600 patients, with many friends, family and colleagues being supported too. Our final fundraiser for Macmillan was a sponsored cycle through London on hired ‘Boris bikes’. Fourteen directors and senior managers from Kier’s Development, Property and Business Services division cycled 200 miles around the capital, visiting some of Kier’s sites and offices, and some key clients and contractors, raising more than £10,000 for The Kier Foundation and Macmillan. There are more photographs of the day here: http://kier.uk/boardbikingchallenge 22
The Kier Journal | Issue 3 - 2016
On the dotted line: Kier Chief Executive Haydn Mursell (right) and Alzheimer’s Society’s Director of Fundraising Michael Dent sign the partnership agreement.
valuable for Kier’s customer-facing staff who go into people’s homes and meet vulnerable adults. Alan Smith, Director of Group Corporate Responsibility at Kier, said: “We’re looking forward to a successful partnership and hope to raise enough money to fund 6,500 hours for dementia support workers who provide a vital service to those living with dementia.” You can see a film made for the launch of the partnership here https://www.youtube.com/ watch?v=N0Cod-EfXUQ
Fighting Alzheimer’s Alzheimer’s Society is the UK’s leading dementia support and research charity and it champions the rights of people living with dementia and the millions of people who care for them. There are 850,000 people in the UK with a form of dementia and the Society supports people to live well with the condition, as well as funding research to find a cure.
You can see the Hub at www.kier-marketinghub.co.uk. It’s best viewed in Google Chrome.
The Kier Marketing Hub All our marketing material is now in one place to help every part of Kier deliver clear and consistent messaging. The online Kier Marketing Hub brings together all key marketing services and assets for better brand consistency and continuity. Everyone in Kier has easy access to it.
Available on the Kier Connect app
“Previously there was little guidance or support and external agencies and some newer parts of our own business couldn’t access all our marketing materials,” says Paul Fryer, Digital Marketing Manager. “Now we have one place to go that’s standardised and shares our best practice and resources.” THE HUB INCLUDES: • Weekly updates on links to images, videos, templates and brochures; • An online brand library of logos, fonts and illustrations; • Links to external marketing services such as Kier Album and our promotional goods portal.
Making the most of our brand
Using Kier branding in the correct way is important – and a review by our marketing team is making it easier for everyone to get it right. We all know the distinctive Kier logo – but do we know how to use it on our promotional and marketing materials? The Kier Marketing team’s focus on brand strategy, led by head of marketing Claire Savage, has given us revised brand guidelines and a one-stop Marketing Hub that includes the Kier online brand library. “Kier branding hasn’t changed,” says Claire, “but we now have clearer guidelines on how to use it across all our businesses, joint ventures and partnerships. Sometimes our logo and branding are used inconsistently; often people are doing the best they can but they have no clear guidance.” Now that’s set to change. Claire explains: “Working with the businesses we developed a list of requirements which resulted in the Marketing Hub, where all our marketing
The Hub is a one stop shop for templates and other documents; it makes life much easier. Carla Whelan, Graphic Designer and Internal Communications Co-ordinator, Manchester
We’ve had some great feedback about the Hub – in particular, the photo album, brand guidelines, email signature and templates have gone down really well. Kate Ellis, Publicity Manager, Exeter materials are in one place so everyone can use them. And of course we’re here to help if people need advice.” There will be a company-wide brand audit in October and November, reviewing assets, sites and offices to see how they are using the logo and other branding. The marketing team will be asking its brand advisers – a team of 60 people created through a collaboration between marketing and business units – to look at the branding in their areas and photograph both good and bad examples. The audit will capture where we are now and give us a baseline for comparison next year – helping us create a clear marketing strategy for each of our target markets and ensure a consistent brand across Kier.
There’s plenty of help for anyone using our branding, as members of the recently formed Kier marketing council are all trained brand advisers. There are also webinars on the home page of the Marketing Hub and a film for everyone to watch explaining why branding is important. See http://kier.uk/ourbrandvideo for more. The team is also looking for examples of good and bad marketing – and would encourage employees to upload these to www.ourbrand.kier.co.uk To find out more email: firstname.lastname@example.org
The place for templates Visit the Hub’s templates page for designs for InDesign, PowerPoint and Word templates. “We are continuously developing templates that can be used across the business, so if you need a specific design that’s not available please let us know,” says Paul Fryer, Digital Marketing Manager. “We’d also like to know if you have any templates your part of the business has developed that might be useful for the rest of us.” Issue 3 - 2016 | The Kier Journal
What do you think of the Kier Journal? Weâ€™ll be providing a link to a short survey in our next issue which will be out in December.
Picture the scene
Tunnelling beneath the City Tunnelling taking place 20m beneath Hanover Square, Mayfair, in London as part of one kilometre of sprayed concrete lined caverns for the Elizabeth Line (Crossrail). The tunnels at Bond Street and Tottenham Court Road Stations were successfully handed over in 2015, while the civils and fit-out works continue at Farringdon Station, ready for the line to open in 2018.
The Kier Journal | Issue 3 - 2016