Welcome to Sustainable Roots for Procurement Success Speaker Prese… · Imtech UK has joined Business in the Community, a charity that facilitates the links between businesses and

Leading global excellence in procurement and supply

Welcome to ‘Sustainable Roots for Procurement Success’


Introduction and CIPS Update

David Pratt FCIPS – East Anglia Branch Chair


Blue Sky Leisure: Roots to Results

Roots to Results by Nicola Badley on Prezi

http://prezi.com/p9nmytxaj68y/roots-to-results/


Imtech: Sustainability in action

Name: Jim Goodhead, CEng, FCIPS Date: October 2014


Who is Imtech? UK Top M&E Companies-Construction News – September 2013


The Three Spheres of Sustainability


The Three Spheres of Sustainability

People Profit

Planet


Imtech UK has joined Business in the Community, a charity that facilitates the links between businesses and communities BiTC • Are a business-led charity with a unique ability to convene the most senior business leaders from UK and global companies. • Engages thousands of businesses and their employees through their

local and national campaigns. • Work with business to develop an integrated approach to running a responsible business and drive change. • Encourage action by publicly recognising those businesses that are bringing about change. • This year we will start to align our sustainable and community activities

to the BiTC programme http://www.bitc.org.uk/



Norfolk County Council

Colin Bottjer FCIPS


A multi-award winning

supply chain readiness network

lead by NPS

on behalf of Norfolk County Council

and supported by the industry


Benefits

• business benefits for construction clients and supply chains

• stimulates local construction economy

• champions sustainable development and employment outcomes

• provides opportunities to demonstrate purposeful CSR


Objectives

• use capital and maintenance programmes to stimulate the

local construction sector.

• encourage sustainable development, procurement and a

lower carbon economy.

• protect, support and develop local construction

businesses, co-ordinated access to training and business

development support.

• build, incentivise and support the workforce of tomorrow

including guidance and access to apprenticeships


In Summary

• Build Norfolk promotes careers in construction and the

built environment and helps small businesses to improve

and win more work.

• 73% of more than 1200 member firms have requested

business support assistance.


• barriers broken down with competitive organisations.

• provides a single coherent point of access to

business support, essential for SMEs

• concept has been introduced throughout the eastern

region, also successfully adopted elsewhere including

Surrey and East Sussex

• a partnership approach which is the starting point for

all other initiatives such as career conventions and

…. TrAC

Achievements



• educate, inspire and support young people to develop

careers in the construction sector.

• supported by the industry.

• makes a significant contribution to employment, training

activity.

Vision


• a not for profit organisation.

• set up in response to the Social Value Act 2012 mandating

apprenticeship hours through procurement of construction

projects.

• recruits and employs apprentices and supports them through

the period of their training across the full spectrum of built

environment trades and disciplines.

• growing partnership between over 30 main contractors & 8

local authorities.

What is TrAC


• the East of England CITB Shared Apprenticeship Scheme

covering:

East Sussex, Brighton, Kent & Medway, Essex, Thurrock,

Southend, Suffolk & Norfolk

• employs apprentices in these areas for contractors that

are registered with CITB.

• works in partnership with CITB to provide apprenticeship

training and identify onward placements at the end of

each fixed term.

TrAC SAS


• provide a high quality experience for apprentices

• encourage and support the uptake of apprenticeships amongst

construction firms including SMEs

• provide pre-apprenticeship and employability activities

• ensure sustainable employment outcomes are delivered for

apprentices on completion

• influence the range, flexibility and content of apprenticeship

training provision

TrAC’s Objectives


• employs apprentices and place them with host companies.

• pays apprentice wages and invoices host companies.

• organise all relevant training and formal study in partnership

with CITB where relevant.

• regularly review and appraise the apprentice.

• ensure apprentices equipped with CSCS card & basic PPE.

TrAC will


• supports delivery of apprentice hours on projects

• apprentice placements for a fixed term

• avoids administrative burden of recruiting, pastoral care, and

securing formal (college) training

• no employment contracts for host companies (who do not

have to employ the apprentice)

Advantages for business


• increases the skills base in construction

• contributes towards local government agendas.

• improves opportunities for young people to gain new skills

and experience

• increases local employment and skills base.

• influences the training provision to reflect industry demand

Wider benefits


If you’d like to know more about how TrAC could help you to

support apprentices through your construction projects

please contact:

[email protected]

01263 735486

Any Questions?


The Adnams Story

Dr Andy Wood


subtitle


Personal Reflections:

• Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young (Henry Ford)

• I not only use all the brain that I have but all that I can borrow (Woodrow Wilson)

• We do not inherit the world from our ancestors. We borrow it from our Children (Native American Proverb).


Today I’ll be talking about...

The Adnams model A little background - not the whole 142 years

Something about why we had to change

Bringing things to life The external world It seems to work for us


The Adnams model A synthesis of four fields

What makes us different

Values

Leadership

Brand

Stakeholders


A little background

Based Southwold, Suffolk

Formed 1872

C400 employees Turnover c£60m

Brewer, Distiller and retailer

Re-invented 1999/2000

A regional brand with national and international reach

Values based Business model


Why we had to change

INTERNAL ENVIRONMENT – PRE 2000 Top Down Hierarchical Functional barons Concerned with management, doing things right Lack of confidence Stagnation, shareholder value being destroyed

INTERNAL ENVIRONMENT – POST 2000 • Meritocracy • Embedded Values • Concerned with leadership, doing the right things • Market orientation • Team working • Stakeholder value being delivered


The Adnams model A synthesis of four fields – No.1

Values

Always

Evolving

Integrity in all

we do

Sparkling

Individuality

Refreshingly Responsible

Pride &

Passion


Our approach… Values

‘Managers are always on stage’

Not a rejection of shareholder value but an interpretation of a

long term value creation

Links made between business decisions and values

We walk the walk – Leadership behaviours valued and rewarded; Honesty, promise keeping, ability to inspire, integrity, fairness, respect

for the individual and managerial competence

Always

Evolving

Integrity in all

we do

Sparkling

Individuality


Pride &

Passion


Bringing things to life … Values

Always

Evolving

Integrity in all

we do

Sparkling

Individuality


Pride &

Passion



Leadership

Always

Evolving

Integrity in all

we do

Sparkling

Individuality


Pride &

Passion


Our approach … Leadership

Behaviours we look for

Trust Commitment Building self esteem in others Creating a vision

Leaders lead from their values and beliefs

Getting ordinary people to do extraordinary things

Always

Evolving

Integrity in all

we do

Sparkling

Individuality


Pride &

Passion


Bringing things to life …Leadership

95% Clear what is expected of them

84% Motivated or extremely motivated

88% Feel senior team demonstrate values. Know yourself first

What staff think Catching people doing the right thing

93% Proud or very proud

All execs rated individually

Listening to new ideas

Always

Evolving

Integrity in all

we do

Sparkling

Individuality


Pride &

Passion



Stakeholders


Our approach … Stakeholders

Wide definition Transparency Openness Dialogue Recognise we need to create value for all


Supply Chain Approach

Adnams Take the Time (Overall Approach)

Take the Time – whole system thinking: an ecosystem coalescing around Adnams

includes understanding the supply chain

Values and Guiding Principles

Mid-Long term Direction

Day to day operations

Adnams Take the Time (Supply Chain Approach)

Mapping supply chain tier 1 and 2 Fact finding: questionnaire, interviews, ‘go

and see’.

Values and Guiding Principles

Supplier Health Check Supplier interviews and business priorities.

Storytelling – communicating supplier stories to Adnams team.

Work plan advisory support. Responsible sourcing seminars/workshop 3rd Party

certifications (options)


Friendly conversation take-outs

Supply Chain Study – early benefits

• Elevating the supplier relationship to a more strategic level

• Engaging senior business contacts, MD level, as well as representative

• Strengthening relationships and fact-finding opportunities

• Understanding supplier broader business aspirations

• Introducing a dialogue on social and environmental issues

• Creating a platform for collaborative opportunities


Friendly conversation take-outs

Supply Chain Study – early benefits

• Potential to recognise the number of jobs created indirectly through Adnams Supply Chain

• Identifying special metrics and items that can be used as part of the supplier heath check assessment tool

• Identifying a fit with Adnams strategic values

• Brand strengthening exercise highlighting Adnams point of difference

• Adnams tone appreciated ‘Taking the Time with our suppliers’ approach registering well with suppliers


Multi-tier transparency

Why important:

1. Globally, only a third of companies are actively seeking transparency below tier 1 in their supply chain, at scale. (PwC and MIT study, 2013)

2. The greatest and most critical risks are found deeper down in the supply chain. (Sedex briefing, 2013)


The Adnams model A synthesis of four fields – No. 4

Brand


Bringing things to life….Brand


Reasons to be cheerful…Broad consumer trends

Health and Well Being

Indulgence / pleasure

Convenience / Practicality

Ethical

Redefined for Adnams as Quality of life, relaxation, social, convivial, quality: A good, clean and fair business


21st century operating issues External environment

Cost Pressures Simultaneous consolidation and fragmentation Legislative environment and social change Core market in decline – switch from on to off-trade Future for Regional Brewers bleak


How are we doing?

Sustained business results and dividend payments – but times are tough New markets, Shops & Distillery doing well Beer sales continue to outperform the market Sustained investment in infrastructure and brand Quietly confident about the future


External Recognition


Questions??

Thank you for your attendance today – please stay for some light refreshments and informal networking.

We look forward to welcoming you at our next event

Documents

Welcome to Sustainable Roots for Procurement Success Speaker Prese… · Imtech UK has joined Business in the Community, a charity that facilitates the links between businesses and