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FeedsHome: Spring 2012 › Leading from the front-line
Leading from the front-line
04/05/2012 | Channel: Maintenance, Gas, Water, Electricity
With a clear, ambitious growth strategy, Enterprise is able to adapt and respond to the changing needs of its customers throughout the utilities and public sectors
With over 11,000 employees working from over 250 locations nationwide, Enterprise is the UK’s largest dedicated provider of maintenance and front-line services to the public sector and utilities industry. With over 40 years of experience in maintaining and improving the UK’s infrastructure on behalf of its clients, the company presently delivers more than 100 different services affecting in excess of 15 million people each year.
“Enterprise in its current form was a result of the August 2000 merger of Enterprise and ARM Services,” explains Head of Business Development for Water, Sam Atherton. “At the time, ARM delivered maintenance services, while Enterprise specialised in carrying out high-level performance improvement and regeneration projects. The merger itself was highly successful and the company has developed significantly since then, with revenue growing from £100m in 2000 to over £1bn today.
“Structurally, Enterprise has two high level operating Divisions, ‘Utilities and Defence’ and Government Services, both of which have their own unique set of services and clients. Throughout the years the company has developed extensive experience of service delivery within the utilities market. This includes the water, gas, power and telecommunications sectors and is supplemented by our activities with the Ministry of Defence. Within the Government Services Division our main service streams are environmental services, local roads and strategic highways, social housing, total facilities and property management.”
Although the company has a clearly defined operational structure, it is important to note that a number of benefits are derived from collaboration across government and utility contracts, both locally and nationwide. It is the responsibility of all Enterprise’s contract teams to ensure that the potential benefits available through collaboration are fully explored and developed at all times.
“The core strengths of Enterprise include the quality and attitude of its people and the ability to respond to the evolving needs of its clients,” Sam continues. “Our commitment to delivering a high quality service and supporting our clients at all times is what sets us apart. Due to the customer impacting nature of our services, the ability to deliver to these clients in even the most adverse circumstances is crucial and is something that the company has demonstrated consistently over time. This reliability combined with a constant appetite for improvement has been a key factor behind the company’s growth, as clients know that they can build long-term sustainable relationships with Enterprise.
“It is also fair to say that the company’s adaptability and flexibility are key. As a business Enterprise takes an open approach to improvement and change, leaving it in a position to adapt and tailor its services in line with client and customer requirements. This, in turn, means that we are able to remain at the forefront of the markets in which we operate. Furthermore, Enterprise takes a holistic approach to corporate responsibility, ensuring that all matters of human rights, inclusion and diversity, community involvement, business ethics and sustainability are treated with the utmost importance at all times. Along with most companies in the sector, Enterprise has a range of initiatives, policies and management processes in place to ensure that it continuously improves its performance in the field of corporate responsibility, particularly with regards environmental sustainability. What sets us apart in CR, however, is the realisation that the most effective driver of change in the industry is collaboration. Collaboration between clients, contractors and even competitors is crucial in order to build a more sustainable industry for the future. This can be seen through the establishment of a sustainable supply chain charter as part of our Alliance contract with United Utilities.”
Enterprise has a clear growth strategy supported by a set of carefully considered targets against which performance is measured and managed. The company’s strategy to achieve this is to expand both the scope of its services and the depth of its client-base by assessing the markets in which it operates and identifying complementary areas with potential for growth. This methodology was the fundamental driver behind the November 2011 acquisition of Byzak Limited.
“Byzak was highlighted as a key target within the water industry as it provided the business with new skills and competencies in the ‘process’ market along with three additional clients in Yorkshire Water, Northumbrian Water and Scottish Water. The acquisition also expanded our relationship with United Utilities,” Sam states. “Byzak is now being incorporated into Enterprise’s existing water capital and power projects delivery functions to create a comprehensive project provider, allowing it to offer wide-ranging, cost effective asset management solutions to existing and prospective customers.”
Over the last couple of years Enterprise has had to face a number of significant challenges in order to retain and develop its market position: “The current economic climate has caused greater pressure for efficiency measures within our markets,” Sam highlights. “As a business, Enterprise has adapted to these challenges and this can be seen through the introduction and subsequent success of our Programme Management Office (PMO). The PMO is driving improvement across all of our current contracts and ensuring that our delivery models are fit for purpose from a commercial, operational and wider service delivery perspective.”
The business has a clear and ambitious strategy for growth that has been recently refined to account for changes in market conditions. In the short term, the next 12 to 18 months will be important as the company looks to retain and expand our business relationships, and in particular within both gas and power: “Both of these sectors are due to enter into new regulatory cycles in 2013 and it is essential that Enterprise works with clients now to develop innovative strategies and aligned operating models which drive frontier performance. The combination of this activity with our core strengths will ensure that we continue to adapt to changing market conditions and deliver against the requirements of our clients and their customers in a streamlined and efficient manner. The net result of this will be an increase in the number of long-term strategic relationships with key clients and an improved market share across Enterprise’s core sectors,” Sam concludes.
For more information on Enterprise please contact Emma Watkins at emma.watkins@enterprise.plc.uk or visit the company website at www.enterprise.plc.uk.
“Enterprise in its current form was a result of the August 2000 merger of Enterprise and ARM Services,” explains Head of Business Development for Water, Sam Atherton. “At the time, ARM delivered maintenance services, while Enterprise specialised in carrying out high-level performance improvement and regeneration projects. The merger itself was highly successful and the company has developed significantly since then, with revenue growing from £100m in 2000 to over £1bn today.
“Structurally, Enterprise has two high level operating Divisions, ‘Utilities and Defence’ and Government Services, both of which have their own unique set of services and clients. Throughout the years the company has developed extensive experience of service delivery within the utilities market. This includes the water, gas, power and telecommunications sectors and is supplemented by our activities with the Ministry of Defence. Within the Government Services Division our main service streams are environmental services, local roads and strategic highways, social housing, total facilities and property management.”
Although the company has a clearly defined operational structure, it is important to note that a number of benefits are derived from collaboration across government and utility contracts, both locally and nationwide. It is the responsibility of all Enterprise’s contract teams to ensure that the potential benefits available through collaboration are fully explored and developed at all times.
“The core strengths of Enterprise include the quality and attitude of its people and the ability to respond to the evolving needs of its clients,” Sam continues. “Our commitment to delivering a high quality service and supporting our clients at all times is what sets us apart. Due to the customer impacting nature of our services, the ability to deliver to these clients in even the most adverse circumstances is crucial and is something that the company has demonstrated consistently over time. This reliability combined with a constant appetite for improvement has been a key factor behind the company’s growth, as clients know that they can build long-term sustainable relationships with Enterprise.
“It is also fair to say that the company’s adaptability and flexibility are key. As a business Enterprise takes an open approach to improvement and change, leaving it in a position to adapt and tailor its services in line with client and customer requirements. This, in turn, means that we are able to remain at the forefront of the markets in which we operate. Furthermore, Enterprise takes a holistic approach to corporate responsibility, ensuring that all matters of human rights, inclusion and diversity, community involvement, business ethics and sustainability are treated with the utmost importance at all times. Along with most companies in the sector, Enterprise has a range of initiatives, policies and management processes in place to ensure that it continuously improves its performance in the field of corporate responsibility, particularly with regards environmental sustainability. What sets us apart in CR, however, is the realisation that the most effective driver of change in the industry is collaboration. Collaboration between clients, contractors and even competitors is crucial in order to build a more sustainable industry for the future. This can be seen through the establishment of a sustainable supply chain charter as part of our Alliance contract with United Utilities.”
Enterprise has a clear growth strategy supported by a set of carefully considered targets against which performance is measured and managed. The company’s strategy to achieve this is to expand both the scope of its services and the depth of its client-base by assessing the markets in which it operates and identifying complementary areas with potential for growth. This methodology was the fundamental driver behind the November 2011 acquisition of Byzak Limited.
“Byzak was highlighted as a key target within the water industry as it provided the business with new skills and competencies in the ‘process’ market along with three additional clients in Yorkshire Water, Northumbrian Water and Scottish Water. The acquisition also expanded our relationship with United Utilities,” Sam states. “Byzak is now being incorporated into Enterprise’s existing water capital and power projects delivery functions to create a comprehensive project provider, allowing it to offer wide-ranging, cost effective asset management solutions to existing and prospective customers.”
Over the last couple of years Enterprise has had to face a number of significant challenges in order to retain and develop its market position: “The current economic climate has caused greater pressure for efficiency measures within our markets,” Sam highlights. “As a business, Enterprise has adapted to these challenges and this can be seen through the introduction and subsequent success of our Programme Management Office (PMO). The PMO is driving improvement across all of our current contracts and ensuring that our delivery models are fit for purpose from a commercial, operational and wider service delivery perspective.”
The business has a clear and ambitious strategy for growth that has been recently refined to account for changes in market conditions. In the short term, the next 12 to 18 months will be important as the company looks to retain and expand our business relationships, and in particular within both gas and power: “Both of these sectors are due to enter into new regulatory cycles in 2013 and it is essential that Enterprise works with clients now to develop innovative strategies and aligned operating models which drive frontier performance. The combination of this activity with our core strengths will ensure that we continue to adapt to changing market conditions and deliver against the requirements of our clients and their customers in a streamlined and efficient manner. The net result of this will be an increase in the number of long-term strategic relationships with key clients and an improved market share across Enterprise’s core sectors,” Sam concludes.
For more information on Enterprise please contact Emma Watkins at emma.watkins@enterprise.plc.uk or visit the company website at www.enterprise.plc.uk.