Mark Sewell
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I SKILLED I<br />
At Work With... <strong>Mark</strong> <strong>Sewell</strong><br />
What is your title and role?<br />
<strong>Mark</strong>eting and Communications Manager. My role covers all<br />
aspects of the marketing communications mix, both internal<br />
and external - website, intranet, PR, events, desktop<br />
publishing, PR, photography, CRM, brand management - the<br />
whole gambit.<br />
How long have you worked for the company?<br />
It will be 15 years next May. I started out as <strong>Mark</strong>eting<br />
Coordinator in 1998 and it progressed (hopefully) from there.<br />
Describe yourself in three words.<br />
How about Northern grumpy ?! OK, seriously - Northern,<br />
Straightforward, Honest.<br />
What is the favourite part of your role?<br />
Because of my role, I get to know lots of different people from<br />
different avenues of the business. And as a result, I get to<br />
know a lot about the company, which is crucial for me.<br />
Dealing with people all over the UK on a daily basis gives me<br />
a real insight into the business.<br />
What is the biggest challenge in your role?<br />
Communicating to all audiences is a huge challenge. A large<br />
proportion of my role is internal communication - but 70% of<br />
that audience, the operatives on site, don't have email access<br />
and so on. The traditional route has been this magazine, but it<br />
is still a major challenge.<br />
What are your favourite three albums?<br />
I am a huge Jazz fan,the first one has to be Father Time by<br />
Wynton Marsalis (Trumpet). He was the reason I got into jazz<br />
30 years ago and it transformed my listening. The other two<br />
would be Kind of Blue by Miles Davis and The Joni Letters by<br />
Herbie Hancock.<br />
Marmite - Love it or hate it?<br />
Love it. I have a love affair with Marmite, but I hate Twiglets as<br />
I don't like the texture!<br />
<strong>Mark</strong> <strong>Sewell</strong><br />
Outside of work, what do you consider your greatest<br />
achievement?<br />
Having the determination to come back from a serious<br />
accident in 1990 and to take the positives rather than the<br />
negatives out of the situation - it was a huge and character<br />
building learning curve. And my marriage and family of<br />
course!<br />
What does the 6S Vision mean to you?<br />
At a company level, it gives me confidence that we’ve laid a<br />
clear route map of where we want to be and how we are<br />
going to get there, and that ties in beautifully with my role. As<br />
a communicator, the 6S Vision gives me clear boundaries<br />
about what I should be communicating to the business, as<br />
everything should be coming out of that vision. It makes my<br />
role far more clearly defined in terms of what and how I<br />
should be communicating.<br />
You have been stranded on a desert island and you<br />
can take three things with you. No people, but you<br />
can take pets. What would you take?<br />
A copy of Charles Dickens’ A Christmas Carol, which is my<br />
favourite book for comfort reading – I would need a lot of<br />
that, alone on a desert island. A solar powered iPod - though<br />
that might need to be invented first - and a sand wedge and<br />
golf ball, so I can finally master getting out of bunkers!<br />
Editor and Photography:<br />
<strong>Mark</strong> <strong>Sewell</strong><br />
<strong>Mark</strong>eting Communications Manager<br />
The Clancy Group<br />
Words:<br />
<strong>Mark</strong> <strong>Sewell</strong> and<br />
Gill Taylor<br />
Contract <strong>Mark</strong>eting<br />
Design:<br />
<strong>Mark</strong> Straker<br />
Vector Creative Solutions<br />
Print:<br />
Xcaliba Limited<br />
recycle
Skilled • Secure • Successful • Sustainable • Strong • Systems<br />
The Magazine for the Clancy Group plc<br />
Issue 08 : 2012<br />
In this issue...<br />
Spotlight on Scotland<br />
Training and Development Awards<br />
HS&E Newsdesk<br />
Follow us on Twitter @clancydocwra<br />
See us on YouTube
I SUCCESSFUL I<br />
3New Corporate<br />
Website and<br />
Films<br />
Launched<br />
3Playing Our<br />
Part in the<br />
Olympics<br />
4Clancy Plant<br />
Newsdesk<br />
6HS&E<br />
Newsdesk<br />
8Spotlight on<br />
Scotland<br />
10Policy<br />
Statements<br />
<br />
<br />
<br />
<br />
10<br />
Southern<br />
Water<br />
Raceday<br />
10<br />
Above and<br />
Beyond the<br />
Call of Duty<br />
11<br />
Working<br />
With Our<br />
Customers<br />
12<br />
Training and<br />
Development<br />
Awards<br />
12HR<br />
Facilitators<br />
to the<br />
Rescue<br />
13<br />
Going the<br />
Extra Mile<br />
for Charity<br />
14<br />
Family<br />
Values<br />
15<br />
Clancy ‘Family’<br />
News<br />
16<br />
At Work<br />
With ...<br />
View Point 6S Issue 08<br />
“... we are streamlining<br />
the way we work,<br />
enabling us to<br />
significantly reduce the<br />
time frame between<br />
work starting and being<br />
in a firm position to<br />
request payment from<br />
our clients.<br />
“<br />
As we come to the end of 2012, I thought<br />
now might be a good time to look back at<br />
the last three years and to see how far we<br />
have already progressed with our 6S Vision.<br />
In late 2009, we were facing a shrinking<br />
order book, a growing overdraft and a<br />
number of other issues. Now, three years<br />
later and in no small part thanks to the<br />
focus which the 6S Vision has brought - and<br />
the determination to succeed of every staff<br />
member - we are in a far better position,<br />
with a Strong order book of almost £1bn<br />
(albeit partially called off through our<br />
2012/13 turnover) and a number of<br />
successful initiatives in place that will help<br />
us to reach our target by 2015.<br />
It is also worthy of comment, that myself<br />
and Tony Newton (Director) elaborated on<br />
some of this content a few weeks ago in<br />
an open session with the Clancy Docwra<br />
staff seconded to the Optimise JV. We<br />
certainly found it very rewarding and I’m<br />
pretty sure it was well received.<br />
One specific initiative which is now<br />
starting to reap tangible rewards is the ERP<br />
project, the Systems element of 6S.<br />
Although it has been up and running for<br />
three years, we're now starting to see how<br />
the ability to streamline processes is<br />
actually affecting our end financial goals.<br />
This is most clearly demonstrated by<br />
looking at what we call the ‘Do Job’<br />
element of Clancy Group's activities.<br />
Currently operating, but with some work<br />
to be done, in the Scottish Water R&M<br />
Alliance and Scottish Power Energy<br />
Networks contracts. In simple terms that<br />
means the time frame between ‘the shovel<br />
in the ground’ and ‘the money in the bank’.<br />
By joining up our processes - from Mobilei,<br />
to client systems, to the ERP system - we<br />
are streamlining the way we work,<br />
enabling us to significantly reduce the<br />
time frame between work starting and<br />
being in a firm position to request<br />
payment from our clients and every week<br />
we reduce it by means more cash in the<br />
bank and being one step closer to<br />
meeting the financial goals of our 6S<br />
Vision which has to be a good note on<br />
which to end 2012!<br />
Hope you enjoy the magazine, and here's<br />
to ongoing success in 2013.<br />
Matt Mussell<br />
Financial Director<br />
Clancy Docwra Limited<br />
2 I Winter Issue
I SECURE I<br />
New Corporate Website and Films Launched<br />
The Clancy Group Plc launched it’s new corporate website and<br />
two new corporate films in November.<br />
The web site is the Group’s next generation of digital<br />
communication and encompasses the latest web technology<br />
and media tools, including elements of social media, initially<br />
Twitter, You Tube and Blogs.<br />
<strong>Mark</strong>eting and Communications Manager, <strong>Mark</strong> <strong>Sewell</strong>, said of<br />
the new site, ”We have endeavoured to deliver a cutting edge web<br />
site that meets the needs of our business, our stakeholders,<br />
communicates in a fast and effective way, plus provides the latest<br />
information and media, including for the first time film – Corporate<br />
and 6S Vox Pops.<br />
The two films I think epitomise what we are about. The short<br />
corporate film reflects our capability and the diversity of our<br />
business, the 6S Vox Pops, through interview, gives an in-depth view<br />
from our employees as to their thoughts on the 6S Vision”.<br />
www.theclancygroup.co.uk<br />
Follow us on Twitter @clancydocwra<br />
Playing Our Part in the Olympics<br />
It’s no surprise that 2012 will be<br />
remembered for the UK’s outstandingly<br />
successful delivery of the Summer<br />
Olympics. At Clancy Docwra we’re<br />
delighted to have done our bit,<br />
although our Summer was somewhat<br />
less glamorous than most!<br />
While the athletes were basking in<br />
the glory of winning medals or simply<br />
‘taking part’, members of the Clancy<br />
Plant Hire team were making sure<br />
that the roads within a one mile<br />
radius of the Olympic Park stayed in<br />
perfect condition.<br />
Our client Thames Water was a tier<br />
three sponsor of London 2012, and the<br />
Official Water Utility Services Provider<br />
for the Games. This activity, as well as<br />
making sure that water was available<br />
where needed, also involved ensuring<br />
that any leaks, however small, did not<br />
disrupt the road network around the<br />
stadium and Clancy Docwra’s job, as<br />
part of the Optimise joint venture, was<br />
to be on hand 24 hours a day at<br />
Thames Water’s central hub - Abbey<br />
Mills Pumping Station, in Old Water<br />
Lane near West Ham.<br />
“Our role was to keep traffic moving<br />
while any leaks were repaired and the<br />
roads were backfilled,” explains Sean<br />
Jenner, one of the CPH staff involved.<br />
“Over the eight weeks of the Olympics<br />
and the Paralympics we dealt with<br />
everything from minor leaks to major<br />
bursts, maintaining site safety and<br />
keeping traffic flowing around the<br />
stadium and within the Olympic lanes.<br />
Along with the rest of the team from<br />
Clancy Docwra, Thames Water and<br />
other Optimise colleagues, we provided<br />
24 hour cover for gang reinstatement in<br />
12 hour shifts. We had a response time<br />
of one hour to meet, and were<br />
authorised to carry out the repairs<br />
immediately without any need for<br />
permits. We just had to get the job done<br />
and keep traffic flowing!”<br />
After the games, everyone involved in<br />
the project received a card from<br />
Thames Water’s Directors thanking<br />
them for their support, and two of<br />
Clancy Plant Hire’s Traffic Division staff<br />
were also involved to a ‘thank you’<br />
event to acknowledge the part the<br />
team played in helping the 2012<br />
Olympics to be such a success.<br />
Winter Issue I 3
I SUCCESSFUL I<br />
Clancy Plant Newsdesk<br />
Having<br />
successfully<br />
launched this<br />
regular feature in<br />
the last issue of<br />
6S, here is all of<br />
the latest Clancy<br />
Plant Hire news<br />
from the last<br />
three months . . .<br />
IFS Goes Live<br />
We’re pleased to let you know that,<br />
after a successful end to end test, the<br />
first phase of the IFS Enterprise<br />
Resource Planning programme for<br />
Clancy Plant Hire went live at the end<br />
of October. This was the first part of a<br />
three phase ongoing roll out and<br />
involved External Plant Hire Orders.<br />
The Hire Team have worked extremely<br />
hard on building the system to meet<br />
the needs of the business. One of the<br />
main benefits of CPH being in IFS is<br />
that we can now provide projects<br />
across the business with live planned<br />
hire costs. This will enable them to track<br />
costs more efficiently and therefore<br />
lead to better planning and costing of<br />
the projects.<br />
Doing our Part for Safer Cycling<br />
They say it's not what you know but<br />
who you know - and that was certainly<br />
the case for Islington Police this<br />
Autumn! When running a cycling safety<br />
event in Finsbury Square, they needed a<br />
large HGV to help them demonstrate<br />
the driver’s ‘blind spots’ which often<br />
cause cycling accidents - so PC James<br />
Burgess, of Islington Borough’s<br />
Neighbourhood Support Team turned<br />
to his wife Claire for assistance. Claire<br />
happens to be Performance Manager<br />
for Clancy Plant Hire, and has access to<br />
more HGVs than most people! One of<br />
which we were more than happy to<br />
donate for the day, along with driver<br />
Kevin Hewitt and National Transport<br />
Manager, John Blakeley.<br />
During the one day event, which was<br />
designed to help cyclists be safer on the<br />
road, our HGV was used to demonstrate<br />
to people that they need to stay out of<br />
IFS Goes Live -<br />
Claire Burgess and David Janes<br />
Demonstration the HGV driver’s ‘blind spot’<br />
the driver’s ‘blind spot’ in order to stay<br />
safe. Passing cyclists were invited to sit in<br />
the driver's cab and to see for<br />
themselves how hard it is to see a<br />
passing bicycle, as other volunteer<br />
cyclists ably demonstrated. Commenting<br />
on the success of the day, PC Burgess said:<br />
“The day's activity was part of Operation<br />
Red Kite, a Borough wide operation which<br />
was aimed at reducing crime by working<br />
with our partners on a wide range of<br />
initiatives. Our part of this was to educate<br />
cyclists about the dangers of riding on<br />
London’s roads . . . over 100 cyclists took<br />
the opportunity to have the safety<br />
demonstration in the HGV. Each cyclist<br />
that took part said they would definitely<br />
adjust the way they ride to take into<br />
account the various blind spots on the<br />
vehicle. I hope our actions today will help<br />
to prevent serious accidents in the future,<br />
and my thanks go to everyone at Clancy<br />
Plant Hire who helped us to achieve this.”<br />
Phase 2 of the implementation will see<br />
an update to the Fixed Asset and<br />
Service Management processes, all in<br />
preparation for Phase 3 - Internal Plant<br />
Hire. We’ll be sure to update you on<br />
that in the next issue!<br />
4 I Winter Issue
I SUCCESSFUL I<br />
What’s New at the Body Shop<br />
Clancy Plant Hire’s Elm Lodge Accident Repair Centre, is the<br />
Clancy Group’s very own vehicle repair facility.<br />
The facility has expanded over the years, with a decision in<br />
1996 to purchase Elm Lodge Garage, Managed by former<br />
Rolls Royce Motors Laurie Ford, who joined the business in<br />
1991. The centre now employs six repair operatives many of<br />
whom have been with the company since the early 90s<br />
The Dartford site is run by foreman Roger Lewis, who is<br />
supported by a team of three mechanics and one apprentice.<br />
This site is fully self sufficient and looks after all vehicles in the<br />
South East area. Meanwhile, the Livingston site is a much<br />
smaller workshop facility, and is home to two mobile mechanics<br />
who are based from the site and who cover Scotland. A further<br />
seven mobile mechanics, one in Sunderland, two based at<br />
Dartford and four based out of Harefield, complete Ian’s team of<br />
25 transport specialists.<br />
Meet the team<br />
Laurie Ford<br />
Michael Bentley<br />
Alan Baker<br />
Marc Ford<br />
Terry Edwards<br />
Ryan Bowden<br />
James Bentley<br />
Laurie Ford and Team<br />
Improving the Facilities<br />
With the fleet expanding rapidly, Elm Lodge was given a<br />
complete revamp in July 2010 - and then in April 2011, a new<br />
Audatex electronic estimating system was introduced. This<br />
enables the repair department to work within current industry<br />
guidelines for vehicle repair. The system generates estimates<br />
which are accepted by all insurance companies.<br />
In 2012, further investment took place at the Harefield site in<br />
order to comply with ever-changing legislation covering<br />
vehicle - bodywork repair, a brand new purpose-built 15m x<br />
7.5m spraybooth was also erected. As 2012 draws to a close, the<br />
CPH fleet sits at a staggering 1,400 vehicles, along with 8,000+<br />
pieces of plant and equipment - an impressive set of figures<br />
and an impressive facility to cater for them! Commenting on<br />
the team, Laurie said:<br />
“The Bodyshop Repair team at Clancy Plant Hire are the best<br />
bunch of lads, it has been my privilege to work with. They just get<br />
on with the job, and if one is struggling with something they all<br />
muck in to solve the problem. This group epitomizes true<br />
teamwork and they relish the idea of new challenges.”<br />
Transport Division Spotlight<br />
Run by Transport Workshop Manager Ian Sabatini who has<br />
been with the business over 31 years, the Transport Division is<br />
probably one of the ‘unsung heroes’ of the Clancy Group. It<br />
keeps the entire 1,400 strong fleet of cars, vans and HGVs in<br />
working order, and so helps the rest of the business to do their<br />
jobs effectively. Ian is supported in his role by three vital<br />
Transport Administrators, Jessie Bhui, Steve Dearnley and<br />
Emma-Jane Dunbar, all of whom are responsible for keeping<br />
track of every vehicle that goes in and out of the workshops.<br />
Ian Sabatini is supported by Transport Controller, Steve<br />
Walker who oversees all the three transport workshops in<br />
Harefield, Dartford and Livingston. There are two workshops<br />
at Harefield, one is a specialised workshop for HGVs and is run<br />
by Foreman, Roy Sutton. The other workshop is run on a daily<br />
basis by Michael Carroll, and this is for all other commercial<br />
vehicles and cars.<br />
CPH Transport Team<br />
In-house MOT Capability<br />
In the last few months, after a 12 month planning and training<br />
process managed by both Ian Sabatini and John Blakeley, the<br />
Transport Division is now pleased to be able to carry out fully<br />
VOSA authorised MOT testing. The Harefield workshop has<br />
been upgraded to include a fully equipped MOT bay, a number<br />
of the team have been trained and are now fully authorised to<br />
complete MOT testing.<br />
Although a significant initial investment, the ability to carry out<br />
MOTs in house will provide ongoing benefits for the Clancy<br />
Group, in terms of reduced costs and vehicle downtime. and<br />
reliance upon external suppliers.<br />
30 Years Service<br />
We’re delighted to<br />
congratulate Clancy Plant<br />
Hire’s long serving employee<br />
Alan Bishop - who achieved<br />
30 Years’ Service with the<br />
company on 6th September<br />
2012. Alan is a mobile plant<br />
fitter based out of the<br />
Dartford site - covering<br />
Middlesex, London and<br />
Berkshire. He has spent the<br />
last 30 years helping to make<br />
sure that all of our plant<br />
Alan<br />
Bishop<br />
machinery in that area is kept in tip top condition - from<br />
diggers and dumpers, to cranes and state of the art<br />
reprocessing equipment.<br />
Winter Issue I 5
I SUSTAINABLE people I<br />
HS&E Newsdesk<br />
Our regular HS&E update feature. In this issue we’re covering Drug & Alcohol testing,<br />
our Environmental Improvement Plan and the ongoing Utility Strike Initiative.<br />
Drug & Alcohol Testing<br />
Progress<br />
We’re pleased to confirm that the D&A screening programme is<br />
progressing really well. Bulk screening is well under way, with<br />
Scotland and the North very nearly completed, and the Central and<br />
Eastern region, and South and West region in progress - both of<br />
which are on schedule. Which means that by the end of March 2013,<br />
the entire staff will have been screened - including all of the<br />
directors, as you will see from the photos!<br />
Prior to the screening, we’ve also been rolling out briefing sessions for<br />
all staff around the business, in groups of around 20 at a time. These<br />
sessions have been well received, giving people the opportunity to ask<br />
questions and to understand why we’re carrying out the exercise - and<br />
it's clear when we come to the testing that people fully understand<br />
what's going on. Each screening session takes about 20 minutes and<br />
includes a breath test for alcohol, and a simple, non-invasive drug test.<br />
The tests are being rolled out throughout the business and results are<br />
available immediately.<br />
Selected staff in each region have been trained to carry out the<br />
testing, which means we can do this in-house without the need for<br />
external resource. This is especially useful as it means we can test at<br />
the roadside immediately after an incident - enabling us to<br />
investigate it from this perspective, as well as just to determine<br />
physically what went wrong. We have also trained 40 staff as part of<br />
a ‘train the trainer’ programme, and from here we can grow the<br />
number of trainers within the business as required.<br />
Going forward, once the bulk screening is complete, we will continue<br />
to test when we believe we have just cause, for example after an<br />
incident - but we will also carry out ongoing random testing of<br />
around 5 to 10% of the workforce each year. Director Colin Wilkinson<br />
explains more about the purpose of the project and the success so<br />
far:<br />
“Determining success is not about catching people of course! Instead it's<br />
about deterring them from experimenting with drugs or coming into<br />
work under the influence of alcohol in the first place. The entire project is<br />
all about trying to change their behaviour, rather than removing them<br />
from the workforce. We're delighted with the success of the programme<br />
to date, having managed to deliver briefings on time and to ultimately<br />
reach everyone across the business - which is some 2,500 people. It's<br />
been a big ask to brief as many as we have so far, and to be on schedule<br />
for completion by the end of the financial year.”<br />
Seamus Keogh undergoing drug and<br />
alcohol screening<br />
Hitting our<br />
Environmental Targets<br />
At the start of 2012, Clancy Docwra set some ambitious targets to<br />
improve environmental performance by 2015. This focus on<br />
continuous improvement is also part of our ISO 14001 standard, so it<br />
is extremely important that everyone is committed to achieving the<br />
targets which were set out. In summary, those targets were to divert<br />
100% of inert waste and 50% of all non-hazardous wastes from<br />
landfill; to increase the use of aggregates from recycled sources to<br />
50% of total; and to reduce our carbon footprint by 10%.<br />
Deciding what we wanted to achieve was the easy part - working<br />
out how we are going to do it, and getting the whole business<br />
involved, is a little more complex! So to assist the entire organisation<br />
in doing their part, we have developed an Environmental<br />
Improvement Plan which draws together three key components of<br />
the process - verifying a baseline, identifying suitable initiatives and<br />
carrying out regular monitoring and reporting. The engagement<br />
and involvement of everyone within Clancy Group will be required,<br />
to ensure that the targets and objectives are met or exceeded.<br />
The Environmental Team have developed a set of suggested<br />
initiatives that will help a region, contract or project to achieve the<br />
overall Environmental Performance targets. We will use these to<br />
formulate individual Environmental Improvement Plans and then to<br />
monitor progress and identify any lessons for transfer to the wider<br />
business. For example, these initiatives include:<br />
Target 1 - Increase use of aggregates from recycled sources<br />
Asking each region to consider ‘Do we have client and/or<br />
highways authority buy in for the use of recycled aggregates?', with<br />
an action to 'Open dialogue with client and/or highways authority<br />
to promote the use of aggregates with recycled content.’<br />
Target 2 - Increase inert waste and other (non-hazardous)<br />
wastes diverted from landfill<br />
Asking 'Are we making forecasts of waste types and quantities in<br />
the program? Are our forecasts validated?', with an action to<br />
'Identify where waste is arising and whether that material can be<br />
reused elsewhere in the programme.'<br />
Target 3 - Decrease carbon emissions<br />
Asking 'How do we plan work and allocate gangs to different sites<br />
for both planned works and reactive works?', with an action to<br />
'Liaise with CPH and IS to better use van tracker information in<br />
planning the allocation of reactive works.'<br />
These generic initiatives are applicable to most of Clancy Group's<br />
activities, but are also being supplemented with bespoke initiatives<br />
that are applicable to a specific region, contract or project.<br />
Many of our clients have ambitious environmental targets and they<br />
expect us, as part of their supply chain, to reflect and share these<br />
ambitions. The Environmental Improvement Plans are essential in<br />
reaching our Corporate Social Responsibility goals and enabling us<br />
to meet our clients' expectations. In the process, we will generate<br />
evidence to demonstrate our 'green credentials' to clients, with the<br />
promise of increased competitiveness.<br />
6 I Winter Issue
I SUSTAINABLE people I<br />
Utility Strikes Initiative<br />
As with all construction businesses, reducing the number of<br />
Utility Strikes is a key focus. This is fundamental to the safety of<br />
our operatives, but is also important in reducing costs and in<br />
demonstrating safety levels to potential customers. Under the<br />
Utility Strike Initiative we have three main projects running - a<br />
comprehensive Training Review, the development of our<br />
Management Processes and supporting documentation, and a<br />
Publicity Campaign around Utility Strikes, which commences in<br />
early 2013.<br />
1. Training Review<br />
This has been led by the Training and Development Department<br />
and expands upon the previous ‘CAT & Genny’ course, which<br />
trained people on using the Cable Avoidance Tool plus a signal<br />
generator. The expanded course is primarily aimed at operatives<br />
and site supervisors, and covers a range of additional areas. For<br />
example interpreting drawings, carrying out surveys and using<br />
the latest versions of CAT where implemented - as well as<br />
identifying features on the roads and in the environment which<br />
may indicate the presence of utilities services.<br />
2. Development of Management Processes<br />
These are aimed at everyone in the operational chain and<br />
introduce a single set of processes that we can continually<br />
improve. Until now, a variety of different processes have been in<br />
force, so our aim is to not only develop a better set of processes,<br />
but also to unify them so we can compare from one region to<br />
another and see what is working best.<br />
For example, they include a set way of investigating an incident<br />
which determines who is asked what questions, as well as<br />
template documents for creating ‘league tables’ between<br />
different supervisors and different gangs. We’re not looking for<br />
the worst performers, instead we're looking for best - so we can<br />
see what they are doing well and how we can replicate that<br />
across other gangs or other supervisors. The emphasis is very<br />
much on developing people to help them to perform better.<br />
3. Publicity Campaign<br />
This is aimed at management staff, to introduce the<br />
Management Processes and to draw their attention to the issue<br />
of Utility Strikes in general. In early 2013, we will be bringing in<br />
external presenters to deliver high impact presentations which<br />
show the real consequences of Utility Strikes on an individual<br />
and on the people around them.<br />
Elements of these presentations will also involve operational<br />
staff, who will use their real-world experience to explain to<br />
colleagues how the new Management Processes will work. The<br />
aim is to give managers the skills, documentation and<br />
understanding of what their supervisors should be doing for<br />
them, how to guide the supervisors and how to monitor their<br />
performance to avoid Utility Strikes.<br />
Director Steve Lyons concludes:<br />
“Clancy Docwra takes the issue of Utility Strikes very seriously,<br />
which is why we're carrying out these group-wide activities and<br />
investing time and money in them. We want to improve how we<br />
carry out our responsibilities in our daily work, and all play our part<br />
in avoiding Utility Strikes. We need to make ourselves better and to<br />
think about things that we can do better, and this initiative will<br />
enable us to do that.”<br />
Safe Digging Quiz<br />
Hitting utilities services is one of the biggest dangers we face. As<br />
well as needing time, effort and money to put things right they<br />
present a very real danger of injury or even death. So how much<br />
do any of us know about digging safely? Use our quick quiz to<br />
find out! Answers at the bottom of the page.<br />
1 The term ‘passive locating’ means using<br />
a. The CAT and GENNY<br />
b. The CAT only<br />
c. The CAT and GENNY with a Signal Clamp<br />
2 The HSE document that contains recommendations<br />
regarding a safe system of work in avoiding dangers from<br />
underground services, is the:<br />
a. HSG 42 b. HSG 47 c. HSG 40<br />
3 What colour are buried gas pipes:<br />
a. Yellow b. Black c. Orange<br />
4 How should the location of located utilities be marked on<br />
the ground surface:<br />
a. With sand b. <strong>Mark</strong>er paint/wax crayon c. Stones<br />
5 If utility plans are not available on-site, you should:<br />
a. Just crack on with the job<br />
b. Stop, report to your supervisor<br />
c. Get someone else to do the job<br />
6 How should you treat an exposed utility cable:<br />
a. Use the Cat to determine if it is ‘dead’<br />
b. Push it out of the way and continue digging<br />
c. Treat all cables as ‘live’<br />
How did you do?<br />
Answers:1-B, 2-B, 3-A, 4-B, 5-B, 6-C<br />
What is Mind Safety?<br />
Many Clancy Docwra staff have already completed the<br />
Mind Safety course. We hope that everyone enjoyed it and<br />
took something away from it. But what is it really?<br />
It’s important not to confuse Mind Safety with ‘Health and<br />
Safety’. Mind Safety is quite different. In basic terms, Health<br />
and Safety as a whole load of legislation put in place by<br />
others to protect the workforce and the public - and the<br />
HSE does a fantastic job in making sure we all go home in<br />
one piece.<br />
Mind Safety on the other hand is about how people<br />
behave, how they think, how they act without even<br />
knowing, and the effect their actions have on others. There<br />
is no legislation here, only guidance, so it’s up to all of us as<br />
individuals to take responsibility, to challenge the way we<br />
think and what we believe.<br />
The long term goal within the Clancy Group is to build a<br />
culture of safety which is administered and monitored by<br />
everyone who works here. A culture we can all take pride<br />
in and feel good about.<br />
Winter Issue I 7
I SKILLED people I<br />
Spotlight on Scotland<br />
New Multi-Utility Contract<br />
Clancy Docwra already has a nine year history of<br />
providing successful Multi Utility services in Scotland,<br />
and is the largest MU provider in the region. We were<br />
therefore delighted to continue that trend, after being<br />
awarded the contract to provide<br />
design and construction for the<br />
provision of multi utility services<br />
for new housing at Wellington<br />
Road in Cove, Near Aberdeen.<br />
The developer syndicate is lead by<br />
Stewart Milne and Scotia Homes<br />
and the total value of the contract<br />
is around £3m. It was won via<br />
quotation rather than tender, as is<br />
the case with these types of project,<br />
competing against four other<br />
providers.<br />
This large and prestigious<br />
project started in November<br />
2012 and will cover 758 new<br />
houses over a five year period.<br />
The contract demonstrates all of<br />
our MU capabilities - specifically<br />
design and build, as well as gas,<br />
water and electrical<br />
infrastructure, including all of<br />
the required substations, gas<br />
governor work, and removal<br />
and re-routing of the existing<br />
overhead lines.<br />
Installation of substation for Miller Homes<br />
Clancy Docwra has been awarded<br />
around 200 Multi Utility projects in<br />
Scotland over the last nine years,<br />
Multi Utility at<br />
Bishop Briggs for with a value of around £45m in<br />
Taylor Wimpey total. We operate with over 25<br />
different developers in Scotland,<br />
with whom we have built long term relationships, and<br />
in June 2011 we also took over the build out of the<br />
Connect Utility projects for new housing in the region.<br />
This included around 295 gas only projects and a<br />
further 100 gas and electric projects, with a value of<br />
£10m approx.<br />
Scottish Water Alliance Update<br />
In the last issue of 6S we announced the<br />
start of the Scottish Water R & M Alliance<br />
Framework Contract, which commenced<br />
on April 2nd.<br />
The contract has a designated team of<br />
sixty-five Clancy Docwra personnel, and a<br />
supply chain some of whom are sub<br />
alliance partners, namely Total Pipeline<br />
Technology, Pheonix Utilities and<br />
Hanlons. The team work together to<br />
achieve a true Alliance relationship<br />
between all parties.<br />
Installation of new water main - Frogston Road<br />
The Clancy Docwra team is based out of a<br />
central office in Livingston, Scotland,<br />
which is also shared by Scottish Water<br />
personnel. This ‘integrated team’<br />
approach enables the two businesses to<br />
work together more efficiently and so<br />
ensures a higher level of customer care<br />
for Scottish Water’s customers - which is<br />
very much in line with the company's<br />
own business drivers.<br />
In general terms, we have seen an<br />
increase in the volume of capital works<br />
and main laying activity, especially since<br />
September - and we are now agreeing<br />
the Winter strategy, which determines<br />
how we deal with emergencies on top of<br />
our day to day activities. HS&E<br />
performance and the general delivery of<br />
all workstreams have been good, so<br />
everything continues to progress well.<br />
In addition to Mobile-i, we are continuing to<br />
roll out further innovative solutions for<br />
Scottish Water, including the Ferret Leakage<br />
Detection system. This has now been<br />
demonstrated to the entire Scottish Water<br />
Leakage team and will be used as part of a<br />
trial on the new Customer Side Leakage<br />
work stream. Other innovations also being<br />
implemented include the Hydrant Wizard,<br />
which is already in use on the Southern<br />
Water contract, enabling us to remove and<br />
replace an existing fire hydrant without<br />
disrupting the main supply.<br />
The Alliance has been very successful far,<br />
with the relationship between Clancy<br />
Docwra and Scottish Water being<br />
developed as time progresses, and an<br />
open and honest approach being<br />
adopted by both parties.<br />
Installation of new water main - Frogston Road<br />
8 I Winter Issue
I SKILLED people I<br />
A first for Clancy Docwra<br />
We’re pleased to announce that in August we commenced our first<br />
major Power Framework contract, which is now progressing well. This<br />
£10m per annum contract for Scottish Power is for three years, with an<br />
option to extend to five years, and covers Edinburgh, Borders, Central and<br />
Fyfe, and Dumfries in Scotland, plus Merseyside and Cheshire in England.<br />
The Power Framework contract was won after a nine month tender<br />
process and covers three key work streams - faults, connections and<br />
planned works - including excavation, backfill and reinstatement of<br />
works, and installation of electric and ancillary cables, with an option<br />
and capability for jointing works up to and including 33kV.<br />
At the start of the contract we carried out a TUPE process from the<br />
previous provider involving 100 staff in Scotland and 50 in Northern<br />
England, and this was followed by a subsequent restructure. We have<br />
also implemented Mobile-i, Clancy Docwra's innovative mobile<br />
workforce management system, which is already in use on the Scottish<br />
Water contract.<br />
11kV reinforcement - Stirling<br />
Two key projects we are working on are Stirling Town Centre and the<br />
Ineos Petroleum and Gas Refinery at Grangemouth.<br />
In Stirling town centre, we are working in partnership with Stirling<br />
Council and Scottish power to complete a 11kv reinforcement project<br />
that has been has been outstanding for seven years - and which three<br />
previous contractors have been unable to complete, due to historic<br />
ground conditions in this particular area of volcanic rock .<br />
We have successfully completed the first 100m section after engaging<br />
a specialist drilling company which has new and innovative<br />
equipment, and which agreed to take the challenge on! By carrying<br />
out this type of operation, we have reduced the disruption to the local<br />
businesses and minimised traffic management issues. When the work<br />
is complete it will reinforce the entire network within Stirling town<br />
centre, which has previously been at risk during the winter period due<br />
to load requirements.<br />
Meanwhile, at the Ineos Petroleum and Gas Refinery in Grangemouth,<br />
we have been carrying out a very challenging project under extreme<br />
scrutiny, as Clancy Docwra Senior Operations Manager Kevin Halpin<br />
explains:<br />
“The project involved hand digging a 90m long track to accommodate a<br />
new 11kV power cable, as well as excavating two joint bays which are 10m<br />
by 6m at the top and reducing to 2m square at the bottom, by 2.5m deep.<br />
We also had to dig these by hand, due to the nature of the site and the pipe<br />
line in the area.<br />
Emergency call out for Scottish Power<br />
Once this stage was complete, the holes were then stepped back, and<br />
scaffolding was constructed over the top, so that our operators could be<br />
winched down into the holes, which they tell us was an interesting<br />
experience. We’re pleased to say that Ineos supplied rescue teams plus a<br />
Health and Safety advisor to support us on this project!”<br />
All the work is now complete and we are in the process of backfilling<br />
the job.<br />
Winter Issue I 9
I SKILLED people I<br />
Policy Statements<br />
The Clancy<br />
Group Plc has<br />
published a<br />
revision to its<br />
Group Policy<br />
Statements.<br />
The three Statements are:<br />
Health Safety and Environment<br />
Customers and Quality<br />
People.<br />
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In a joint statement, Group Human<br />
Resources Manager, Thierry Euvrard,<br />
Group Governance and Compliance<br />
Manager, Ian Housley and Group Health,<br />
Safety and Environment Manager, Martin<br />
Cross, said, “These revisions to our Policy Statements<br />
strengthen and reiterate our commitment to<br />
ensuring that all our activities are conducted in a<br />
safe, sustainable and corporately responsible way.”<br />
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Southern Water Race Day<br />
The real winners of Southern Water’s sixth charity<br />
race day have received their prizes. The<br />
fundraising event, at Fontwell Park Racecourse<br />
near Arundel on October 6, brought in £35,000 for<br />
seven charities. They are: WaterAid, Asthma Allergy<br />
and Inflammation Research (AAIR), Cancer<br />
Research UK, the RNLI, St Barnabas House Hospice,<br />
the Air Ambulance Trust and Help for Heroes.<br />
Representatives from the charities returned to<br />
Fontwell Park to receive their cheques. Sloane<br />
Vaughan, Community Fundraising Manager for<br />
St Barnabas House, thanked Southern Water for<br />
the £5,000 donation. She said: “It was a great day<br />
and very well supported. Your staff were<br />
fantastic and the cheque presentation day was<br />
enjoyable too.”<br />
Above and Beyond the Call of Duty<br />
Providing an excellent service for our customer's customers is<br />
one of our primary responsibilities, and we're hopeful that the<br />
residents of Mill Vale Meadows, a small privately owned close<br />
in Milland Village in West Sussex, will agree that we have<br />
achieved this aim.<br />
As a private road, it is the residents' responsibility to manage<br />
and maintain the road surface, so when they discovered that<br />
Clancy Docwra was going to be carrying out some essential<br />
water main works on behalf of Southern Water, they decided<br />
to hold off on some road repairs they were planning until after<br />
our activities were complete.<br />
As a goodwill gesture, when our project was finished in<br />
October, we made the decision to carry out the work for them<br />
- which involved donating one of our gangs for the day, along<br />
with the necessary equipment and materials, to give residents<br />
the repairs that they had been planning!<br />
10 I Winter Issue
I SKILLED people I<br />
Working with our customers<br />
Sutton and East Surrey<br />
Water Plc, in<br />
partnership with Clancy<br />
Docwra Limited and<br />
Saint-Gobain PAM, held<br />
its Inaugural Innovation<br />
Event at its<br />
Headquarters in Redhill,<br />
Surrey on the18th of<br />
October.<br />
The exhibition hall at the Sutton and East Surrey Innovation Event<br />
The objective of the event was two fold,<br />
to promote innovations that had been<br />
established as a direct result of the<br />
relationship between the companies<br />
and to strengthen relationships<br />
between all sets of employees who<br />
work on the contract. Innovation<br />
Manager, Kevin Halpin, said on the Day,<br />
“Sutton and East Surrey Water is our<br />
oldest established customer, therefore it<br />
has been a great pleasure being involved<br />
in it and a great success as well!”<br />
Ian Adams, Operations Manager<br />
(Contracts) for Sutton and East Surrey<br />
Water in an extract of letter to Kevin<br />
Clancy wrote, “I write on behalf of all the<br />
attendees of the innovation Event last<br />
week, to thank them for their<br />
professionalism and dedication to<br />
making the day such a great success. It<br />
was a unique opportunity for us to<br />
demonstrate, with pride, the strength of<br />
the relationship between our<br />
companies.”<br />
Jeremy Heath (centre) of SESW Kevin Halpin, Ian Adams, (SESW) and Gareth King The Clancy Docwra external site at the SESW event<br />
Visitors to the SESW Innovation Event<br />
Winter Issue I 11
12 I Winter Issue<br />
I SUCCESSFUL I<br />
Training and<br />
Development<br />
Awards<br />
We held the 2012 Annual Clancy Group<br />
Training and Development Awards on<br />
the 21st November in Harefield - with<br />
awards presented by Neil Robertson,<br />
CEO of Energy and Utility Skills.<br />
Neil Robertson, CEO, Energy and Utility Skills<br />
Over 70 employees have achieved<br />
qualifications this year, including<br />
Apprentices and Graduates, as well as<br />
many others who have worked hard to<br />
achieve various awards. At the event<br />
we also celebrated the achievements of<br />
the mentors, managers and colleagues<br />
who support the Training and<br />
Development of these individuals.<br />
Apprentices<br />
Commenting on the day, Training and<br />
Development Manager Tessa Howard<br />
said, “This event epitomises and<br />
reiterates not only the hard work and<br />
dedication of those who have received<br />
their qualifications and awards, but also<br />
the commitment and investment made<br />
by the company to the Training and<br />
Development of its people.”<br />
Degree Graduates - David Cook and Jane Confrey<br />
ILM 2 Training Graduates<br />
ILM 3 Training Graduates<br />
Training Mentors<br />
NVQ Level 2 Training Graduates<br />
HR Facilitators<br />
to the Rescue!<br />
The concept of HR facilitators was born<br />
in 2009 following an initiative from<br />
Thierry Euvrard, Group HR and Payroll<br />
Manager, and was designed to enhance<br />
management and development<br />
practices across the company. The idea<br />
behind the scheme is that these HR<br />
Facilitators will apply ‘first aid’ HR support,<br />
rather than advice, to managers - to<br />
ensure that due process is followed<br />
consistently, and to implement a culture<br />
which delivers a proactive approach to<br />
HR activities and other people<br />
management issues.<br />
As our business has grown substantially<br />
since the concept was first initiated, in<br />
2012 we decided that an additional<br />
intake of facilitators should be<br />
considered - and we are delighted to<br />
confirm that we have extended our<br />
team with 13 lucky employees. These<br />
are key individuals from all regions, and<br />
their role will be to provide the<br />
Regional Managers and their teams<br />
with support on essential HR areas.<br />
As we did originally, we have<br />
programmed several workshops to train<br />
the HR Facilitators with employment law<br />
updates and our HR processes. This gives<br />
them an all around understanding of<br />
subjects such as People Resourcing<br />
(including recruitment and selection<br />
processes), Absence Management, Equal<br />
Opportunities, Avoidance of<br />
Discrimination, Employees Relations,<br />
TUPE and so on. On completion of these<br />
workshops, the new facilitators will meet<br />
regularly to share best practice and to<br />
raise and resolve issues - whilst also<br />
getting updates on new regulations and<br />
processes. We also aim for the original<br />
group of HR Facilitators to meet with the<br />
new intake, in order to extend the<br />
network facilities.<br />
The HR Facilitators have proved<br />
invaluable to the business, and have<br />
helped HR to develop new processes and<br />
to tweak existing ones, as well as<br />
providing a great mode of<br />
communication. In addition, the<br />
workshops have also helped us to forge<br />
new relationships between HR and the<br />
HR Facilitators, and also between the<br />
facilitators themselves.
I SKILLED people I<br />
Going the extra mile for Charity<br />
We’re immensely proud of our Charity Fundraisers<br />
Whether cycling for 1,200 miles . . .<br />
Back in July, Terry Over, our Rail Division Senior Quantity<br />
Surveyor, recently embarked upon a 1,202 mile cycle ride to<br />
raise money for children’s charity Act 4 - www.act4.org.uk. The<br />
ride took Terry from Cape Wrath, which is the most north<br />
westerly point on mainland Britain to Dungeness, the most<br />
south easterly point in England.<br />
Baking in aid of the<br />
Macmillan Cancer<br />
Support Charity<br />
Terry is chair of trustees for Act 4 and is inspired by its work,<br />
which uses interactive performance art within school<br />
assemblies and workshops to encourage children to recognise<br />
their potential, and to inspire them to take responsibility for<br />
changing the world around them for the better.<br />
Having described himself beforehand as an ‘unfit leisure<br />
cyclist’ we were extremely proud of Terry’s achievement,<br />
which saw him ride through such magnificent areas as the<br />
Cairngorms, Keilder Forest, the Yorkshire Dales and<br />
Lincolnshire Wolds. Terry said he maximised the enjoyment of<br />
the British countryside by keeping mostly to unclassified<br />
roads and that it was also a ‘brilliant geography lesson’.<br />
. . . or skydiving from 10,000 feet!<br />
While Terry was cycling through the UK, Customer<br />
Communications Manager Steve Anthony was almost two<br />
miles above it, thanks to his tandem skydive for children’s<br />
cancer charity Clic Sargent - www.clicsargent.org.uk. Steve<br />
took part in the skydive, which saw 200 people take the<br />
plunge over a weekend in July, in order to raise vital funds<br />
for Clic Sargent’s work in providing clinical, practical,<br />
financial and emotional support for children and their<br />
families, to help them cope with cancer and get the most<br />
out of life.<br />
…or dressing down!<br />
The guys and girls in the Accounts team in Harefield held a<br />
‘dress down’ day in July for the Retts Syndrome Charity in<br />
Luton and raised a whopping £500!<br />
or finally, just having fun!<br />
We held our annual Fireworks Display and Bonfire on 27th<br />
October, which was attended by more than 500 of our<br />
employees. As always, we added a fundraising element to the<br />
event, and this year we were collecting for the Lynda Jackson<br />
Macmillan Centre - with an excellent £2,189 being raised.<br />
Commenting on the donation, Buzz Coster, who is <strong>Mark</strong>eting<br />
Manager for the Centre, told us:<br />
“Although we are partially funded by the NHS, we rely on<br />
voluntary donations and fundraising activities to fund the<br />
remainder of our costs each year and so we are grateful to those<br />
who are kind enough to contribute towards our work. These<br />
events don’t organise themselves and I am sure a great deal of<br />
hard work and planning will have gone into making the event<br />
so successful.”<br />
Well done to all those who raised funds for these worthy<br />
charities.<br />
Fireworks display and bonfire<br />
Steve Anthony<br />
…or baking cakes!<br />
The office staff in Dartford organised a Cake Bake and Sale<br />
(scrummy) in aid of the Macmillan Cancer Support Charity. It<br />
was organised in conjunction with the charities World Coffee<br />
Morning initiative which took place on the 27th and 28th of<br />
September. The sale and raffle raised £225, the main raffle<br />
prize was won (a very large chocolate cake) was won by Julia<br />
Collins who very kindly donated it to a local nursing home,<br />
who were very pleased to receive it<br />
Winter Issue I 13
I SKILLED people I<br />
Family Values: The Lovers of Clancy Docwra<br />
The Secure element of<br />
the 6S Vision states ‘A<br />
Family Business, we<br />
enjoy it and reinforce<br />
our culture of<br />
promoting from within<br />
the business’.<br />
For this issue we concentrate on three<br />
young ladies, based in Harefield, the<br />
Lover Sisters, Sarah, Laura and Jamie-Lee.<br />
<strong>Mark</strong> <strong>Sewell</strong> interviewed them to gain<br />
their views on not only 6S, but also to find<br />
out a little more about them.<br />
<strong>Mark</strong><br />
Please tell me how long you have been<br />
with the company and a brief description<br />
of your roles.<br />
Jamie-Lee<br />
I have been with the company for<br />
approximately 5 years, (February 2013)<br />
my title is Estimating Performance<br />
Management Administrator. (Phew)! My<br />
role is all aspects of administration within<br />
the Estimating team…analysing tender<br />
success ratio’s, copying and distributing<br />
tender documents, etc.<br />
Laura<br />
I am a Buying Administrator and I have<br />
been with the company for about 2 years.<br />
My role is that of buying day-to-day<br />
materials for all parts of the business and<br />
ensuring that we achieve ‘value for money’<br />
Sarah<br />
I will have been with the company 3 years<br />
next May. I work in CPH as a Plant<br />
Administrator, mainly I prepare worksheets<br />
and service reports for internal<br />
and mobile fitters.<br />
<strong>Mark</strong><br />
I want the other two sisters to describe<br />
the one that’s left in three words. (So<br />
Jamie-Lee and Sarah describe Laura and<br />
so forth)<br />
Jamie-Lee<br />
Organised : Caring : Funny<br />
Laura<br />
Loud : Bubbly : Mad<br />
14 I Winter Issue<br />
Sarah<br />
Unique : Outgoing : Sarcastic!<br />
(Observation from <strong>Mark</strong>.. Jamie-Lee<br />
seems to be the only sane one)!<br />
<strong>Mark</strong><br />
What are the favourite parts of your roles?<br />
Jamie-Lee<br />
I like being heavily involved in bids, its fast<br />
paced and I get a real sense of achievement<br />
when we submit them, especially as the<br />
deadlines are always so tight!”<br />
Laura<br />
Definitely interacting with suppliers on a<br />
daily basis, building up good sound<br />
professional relationships.<br />
Sarah<br />
Supporting others with the right<br />
information – the more experience I get<br />
the more I know.<br />
<strong>Mark</strong><br />
What are the biggest challenges within<br />
your roles?<br />
Jamie-Lee<br />
Achieving my NVQ 2 in Business<br />
Administration. Getting back into the<br />
habit of writing essays again after 6 or 7<br />
years away from school was really<br />
difficult…..but the good thing is I passed!.<br />
Laura<br />
Negotiating the best deals for the business,<br />
ensuring we get ‘value for money.’<br />
Sarah<br />
Chasing information and making sure<br />
that it is correct.<br />
<strong>Mark</strong><br />
What does the 6S Vision mean to you?<br />
Jamie-Lee<br />
One of my personal objectives was to buy<br />
my own home by the time I was 22. The<br />
success of the business helped me<br />
achieve that.<br />
Laura and Sarah<br />
We both work to live! So, the success of<br />
the business and the planned direction it<br />
has ensures that we can do that with<br />
confidence.<br />
<strong>Mark</strong><br />
What does working for family business<br />
mean to you all?<br />
All<br />
This company looks after you and it has a<br />
great family atmosphere. We all look<br />
forward to coming in everyday knowing<br />
that we are known and that we are not<br />
just numbers. As sisters we have a great<br />
time here!<br />
<strong>Mark</strong><br />
What are you favourite films?<br />
Jamie-Lee<br />
Dirty Dancing! Brings back great<br />
childhood memories and Patrick Swayze<br />
was a ‘hottie.’<br />
☺<br />
Sarah<br />
Sister Act (Both) – Great singalong!<br />
Laura<br />
Scary Movie (No2) Just great fun!<br />
<strong>Mark</strong><br />
Thank you very much ladies, it has been a<br />
pleasure.
I SUSTAINABLE people I<br />
Clancy ‘Family’ News<br />
Our quarterly roundup of goings-on in the extended Clancy Family . . .<br />
Weddings<br />
In all the years of including weddings in our magazine we<br />
have never had one as fantastic sounding as this! Tony<br />
Balaggan (Planning and Programme Manager/ Project<br />
Control Lead, Optimise CAPEX) and Assistant Quantity<br />
Surveyor, Fiona Liu (Optimise CAPEX) got married on the 29th<br />
September 2012 ... its a day we are sure they will never forget.<br />
The day started at the Guru<br />
Nanak Gurdwara (Bedford)<br />
with an Indian Sikh<br />
Ceremony, followed by a<br />
Rings and Vows Ceremony.<br />
This was followed by a<br />
Chinese Ceremony and a<br />
Reception Dinner at Stowe<br />
House, Buckinghamshire.<br />
Then the fun really began! Indian Dhol Drum players<br />
entertained the guests with a lively performance, just as<br />
they were regaining their breath, Bollywood Dancers<br />
stepped up the pace even further. Just as the audience<br />
thought they could have a rest, more drums and a Chinese<br />
Lion Dance! Phew! As if this wasn’t enough there was a<br />
firework display and a party until the early hours of the<br />
morning!<br />
David Cook married<br />
Joanne Atkins, who<br />
previously worked<br />
for Clancy Plant Hire, in<br />
Lenham, Kent on 30th<br />
March 2012.<br />
A while back now we<br />
know, but we wanted to include a picture and these were<br />
not available for the last issue.<br />
Congratulations to you both, looks like it was a great day!<br />
We should also mention that David graduated from his BSc<br />
(Hons) Quantity Surveying degree with a 1st class in May, so<br />
congratulations are in order there as well. The graduation<br />
event took place on 15th October - but so far he’s managed<br />
to avoid giving us the official ‘cap and gown’ photo. We'll<br />
find a way to get hold of it before the next issue!<br />
Training’s Martyn Scott ‘tied the<br />
knot’ on the 4th August by<br />
marrying Primary School Teacher,<br />
Megan in Kirklinton, which is<br />
near Carlisle in Cumbria.<br />
Retirements<br />
A fond farewell was said to Senior<br />
Contracts Manager, David Port at<br />
the end of November 2012. David<br />
began his career with the<br />
company in 1974 as a Site Agent.<br />
“It has been an absolute privilege<br />
to work with so many committed<br />
colleagues over the years, plus<br />
‘The Gov’nor (M.J. Clancy) and the<br />
Clancy Family. I am going to spend my time doing what I<br />
want when I want. If I don’t know what I want to do, I am<br />
going to enjoy myself finding out!”<br />
We wish David a long, happy and healthy retirement.<br />
Gone but not forgotten...<br />
It is with great sadness that we report the passing of two valued<br />
colleagues, Chris ‘Christie’ Hadnett and Bob McLaughlin.<br />
Christie died on the 19th of October 2012<br />
after a long battle with illness.<br />
Courier Christie joined the company in 1997<br />
on the Thames Provinces contract and<br />
moved on to Southern Water in 2004.<br />
Associate Director Matt Bailey, said of him,<br />
“Christie was as good as gold and the ‘salt’ of<br />
the earth, he is missed by all those who<br />
worked with him.”<br />
Bob was a Storeman at West Hyde on the<br />
Veolia Water Developer Services Contract.<br />
Bob joined the company in November<br />
2011 and passed away on the 28th October<br />
2012 after a brave battle with his illness.<br />
Our sincere condolences go to Christie’s<br />
wife Grace and to his family and also to<br />
Bob’s wife Christine and their children Nicola and Robert.<br />
Births<br />
Scott Heath and his wife Tara<br />
took delivery of daughter<br />
number 4 on the 24th of<br />
August. Sophia weighed in at<br />
7lbs and 8oz. Sister’s, Sarah,<br />
Lilly and Lucia are said to be<br />
thrilled at the new addition.<br />
Winter Issue I 15