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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
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