2 | This document is for internal use only Editor’s note Welcome to the last edition of Airwaves before we move to our new division, Aerospace, Defence, Security and Technology (ADS&T). As you know, this integration means our DAC and MC businesses are b
2 | This document is for internal use only 2 | This document is for internal use only Happy New Year! Richard’s note: Despite the management and organisation changes that are taking place there are also many things staying the same. Our strategy is one of them. Aerospace Towards our vision: To be the aerospace engineering consultancy that clients want to work with and people want to join Vision: To be the world’s best infrastructure consultancy Customer focus Clients Understanding our clients’ needs; developing and cementing relationships Operations Working better together and improving efciency and competitiveness; hence creating more rewarding careers Delivery Building our business by delivering on our promises to clients and securing margin Technical Being committed to high quality standards; building skills to meet the aerospace challenges of today and tomorrow Agility Competitiveness People growth Operational excellence Delivery excellence Business growth Vision: To be the aerospace engineering consultancy that clients want to work with and people want to join. Mission: We will deliver the world’s best aerospace engineering solutions and continually delight our clients through a working approach founded on international teamwork, technical excellence and commercial expertise. We work towards our vision... ...through a Group-wide strategy ...reinforced by a regional strategy ...which for aerospace is achieved by a clear vision, mission and focus on four ‘pillars’. ...all of which is underpinned by continued success in our sectors Group Region Aerospace Portfolio optimisation Being a high-end, high-margin business Operational excellence Ensuring efcient processes to improve margins and cash ow Sector and regional focus Focusing where there’s signicant growth potential: aerospace, defence and security, energy and Asia Pacic Happy New Year everyone!... ...And why shouldn’t it be? A month into 2015, and coincidentally my new role, I am more positive than ever that Aerospace is a antastic place to work – interesting business and absolutely top quality people doing it. My rst month as managing director has been a mixture o rantic activity and deliberate time or refection. We have ormed a new management team who are quite rightly looking at every aspect o our business and questioning it. The answers to these questions lead to greater understanding, but in some areas we’ve made changes. Our quality systems are in the process o being updated to refect best practice in bidding and delivery, something that will help us all, and our approach to business development will refect the consolidation o all our client management activity under Chris Kenchington. I’ve also spent quite a lot o time meeting colleagues rom the new ADS&T organisation that we will join in April. We’re working to smooth the transition and make sure we maximise the benets o the more collegiate approach. Despite the management and organisation changes that are taking place there are also many things staying the same. Our strategy is one o them. We want to be the aerospace engineering consultancy that clients want to work with and people want to join, and we’ll do this by being the best in all we do. Now, we had an unsettling time last year but the changes that are underoot with our integration into ADS&T will strengthen our prospects to grow. It gives us easier access to other markets and allows us to be more collegiate in selling our services across the company. There is a renewed ocus on skills such as business development, delivery and resourcing that will mean best practice is reinorced and shared across the division. We’ll be running sta orums over the next ew weeks and we’ll be talking about this more. I’m looking orward to spending more time across our oces and I’d like to hear what you think about the year ahead so join the conversation!
Final fond farewells Neil Kirk Well it’s been one heck of a ride and now it’s time to get off the roller coaster (legs a bit wobbly and stomach all churned up). Thank you for all your support, cajoling, hard work and good humour. When I joined Atkins 20 years ago I thought at the time I could stay here until I retire, there is so much variety and opportunity. And that’s how it’s panned out. I have thoroughly enjoyed myself working on trains, planes, boats, cars, power stations, submarines. I’ve opened offices , (closed offices ), been all around the world , made money (lost money), made a few good decisions and many many mediocre decisions (and a few poor ones!) There are two main reasons I am still here after 20 years, the opportunities and the people, and by far the most important of those has been the people. We are fortunate to have a caring culture. I don’t mean a soft fluffy caring I mean that we really care; about what we do and how we do it, about our clients (even if we don’t always think they care as much about us) and about our people. We know that we can only succeed if our people succeed and so in a spirit of enlightened self-interest we put our people first. That culture, variety and opportunity is still here; make the most of it, nurture it and enjoy it. I’ve had my turn on the roller coaster, now it’s your turn. I’m off for a rest and then I think I’ll try the bumper cars. Eric Bray Having joined in 2001 in the early stages of developing an Aerospace business, it has not been an easy decision to leave. I have seen the business develop in many ways during this time, and it has been a really enjoyable journey with numerous memories: • Winning our first fixed-price job from Airbus (NL FE) • Winning and delivering A380 checkstress despite the odds – I still miss the tea trolley! • Opening our own offshore office in Bangalore with a different vision • Acquiring Nedtech and seeing how we learnt from each other – and still can! • Opening an office in the US and seeing it grow The best memories will be the people involved though. It has been a real pleasure to see your journeys evolve, both in work and in your lives. Despite the recent downturn in the market, I am pleased to see how the majority have gone onto new challenges, mostly within Atkins. I leave behind a unique group of people who are the most capable team that I have ever had the pleasure of working with. I wish you all the very best for the future, and I hope that your journeys will provide the challenges and fulfilment that you deserve. There are far too many people to thank for their support and efforts over the years, and as such I won’t list any by name. I will however look forward to hearing how the future evolves, and will keep in touch. 2 | This document is for internal use only
Aerospace management changes your questions answered… As you know our Aerospace management team will be changing in line with the re-sizing o our business. Neil Kirk will be retiring at the end o this year with Richard Lyall moving in to the position o managing director. Eric Bray will also be leaving the business at the end o the year with Chris Kenchington taking over our non-Airbus client accounts, as well as those he already manages with Airbus. These changes will come in to play in the New Year, but Neil will continue to support the Aerospace business in an ongoing consultative capacity. Eric will also continue to support us or the rst part o next year. We have held inormal drop in sessions across our oces since the announcement to give you the opportunity to ask any questions you may have about these changes. Here we’ve summarised your most common questions… Who made these decisions? Neil and Eric. Chris Kenchington was the obvious choice to replace Eric due to his existing experience with our Aerospace clients. The decision to appoint Richard Lyall as managing director was a joint decision between Neil Kirk and Geo Robins. Others, such as David Tonkin and Pete Myers were also consulted in this process and all agreed that Richard is in the best position to lead the business during this challenging time in the market. How has the overall management structure changed throughout the resizing period? Our management team (all but the directors) were included in July’s resizing process. Our senior teams (grades 14 and 15 in the UK and India, and the equivalent senior levels in other locations) have reduced by around 30% overall. What does the overall organisation look like going forward? The structure o the organisation has not changed. You can see the top level organisation chart here which shows Aerospace as it currently stands. It’s important to remember our organisation always has and will continue to evolve naturally over time as circumstances changes, but undamentally our structure is sound. Neil and Eric have extensive aerospace knowledge – what will be the effect of losing this? Both Neil and Eric have agreed to provide consultancy support to us on an ongoing basis in order to capitalise on their knowledge and experience o the aerospace market. Are we a sinking ship? No. In aerospace terms, we’re now fying straight and level. We’re now the right size or the volume o work we have coming in over the next 18 months and we hope to tap into more opportunities in the US market also. 2 | This document is for internal use only
Improving our competitiveness Win more work and drive our productivity up by: • Listening to our clients and understand exactly what they want. Give them what they want and no more. They will not pay extra or ‘nice to haves’ and we will lose the work • Maximising our use o Bangalore. It is our key to winning more and one o our strong selling points. Think Bangalore frst. Where are we now… Neil Kirk You’ll all be very much aware o our recent re- sizing activity in response to the changing market. As I’ve said beore, the decision was not made lightly - this has been the most difcult and challenging time we’ve aced since our business began. It was, however, necessary or the longer-term interest o the business and we now look towards our uture. Since the announcement you’ve hopeully had a chance to listen to a series o webinars that we’ve held. In the webinar I hosted back in June, I spoke about the context o the market that led to our decision and I was pleased to see the majority o you joining. I anyone missed this, or either o our ollowing webinars, you can contact Maddy Oliver or a recording. Eric Bray, Chris Kenchington and Pete Myers then ollowed with webinars ocussing on our clients and markets as well as our operations. You’ll see more on this in the ollowing pages. So where are we now? Much o the resizing has now taken place (see Pete’s update or details) and overall we’ve sought to redeploy as many people as possible to other parts o Atkins and minimise the number o people at risk o redundancy. Doing this has helped us to take advantage o one o the benefts o being part o a large business: in difcult times the size and breadth o the company can give us resilience. On behal o everyone in the business I’d like to say a ond arewell to those who have moved on to other roles, both within Atkins and elsewhere. It’s been an uncomortable process and we’re losing some great people. I wish you all well and hope our paths cross again in the uture. I’d also like to thank everyone else or your understanding during this time. Whether your role has been aected or otherwise, this has put a strain on all o us and your patience has been appreciated. The ocus now is on winning and then delivering work. Prices are still very tight and we need to keep our costs to a minimum to ensure we win as much as we can. We can do this by keeping our overheads down and our productivity up, maximising the use o Bangalore and very importantly, just doing what the customer is asking or (not what we think they might want). We’ve outlined our current business development activities on page 6 o this issue and we’re putting every eort into turning these opportunities into something tangible. Times are still challenging in aerospace engineering, but now we have a business which is the right size or the current market. And work is still out there, especially on A350, A330 neo and B777X as well as a myriad o smaller projects; our challenge now is to win our share. And we will do that by ocussing on providing the best value or money or our clients. 2 | This document is for internal use only
September 2013 Airwaves p 5 Travelling abroad? Get the latest advice with our new pocket guide to Bangalore. p 4 Flying with Fokker Onsite insight with Bas Veldman in Papendrecht, Holland. p 2 Reaching milestones
April 2013 Airwaves p 5 Wellbeing What are we doing to improve employee wellbeing? p 4 Bangalore A400M success Plus an update on signatory development p 2 The importance of project delivery A profle on Richard Lyall’s