Water and Effluent Treatment Magazine
Issue link: https://fhpublishing.uberflip.com/i/1062776
achievement of those goals and targets. "We have a strong reputation for direct delivery and our ability to work with our clients. One of the things that's changed, and is changing more and more, is this principle of working in partner- ship and collaboratively with our clients. "If we're going to improve leak- age by 15 per cent, there's a really key role to play in supporting and wo r k i ng w i t h o u r cl i e n t s to achieve that. We're not just going to get there by squeezing things and trying to drive enhanced pro- ductivity. We're going to have to think and work smarter to rede- sign processes, look at what it is we're trying to achieve – how do we integrate better? Do we have NEED TO KNOW € The company was founded in 1958 by Michael Clancy as M.J. Clancy & Sons Ltd. It acquired water and gas public works contractor R.E. Docwra Ltd in 1973, and the Clancy Docwra name was adopted in 2001 € Clancy Group currently employs more than 2,500 sta‡ € Water represents 70 per cent of Clancy Docwra's turnover THE VERDICT "Historically we've come from a pedigree of being really, really good at delivery, but I think that's evolving to a much more collaborative working arrangement with our clients where we really try to understand what it is they're trying to achieve, understand more and more about the pressures they're under from a regulatory perspective and how we can work with them to achieve those outcomes." New Clancy Group CEO Matt Cannon to revise overhead structures and management?" Cannon highlights two exam- ples of new technology that offer indications of the company's shift towards this new mentality. Eviid, which was launched in the summer, enables two-way communications between site and remote teams, allowing operatives to patch in experts via live link as needed, obtain second opinions and remove the need for costly multiple site visits. Clancy Docwra has also been working with Microsoft on a pro- ject to maximise the value of the data analytics offered through the Azure platform. "We've been able to combine leakage data with the Azure plat- f o r m a n d o u r o w n d e e p l y wwtonline.co.uk | JANUARY 2019 WET NEWS 7 ingrained operational knowl- edge," Cannon says. "That means we can start looking at predictive analytics and forecasting what happens. We can understand how we plan and put resources in the appropriate place rather than being reactive all the time. We can cut down leakage response times, interruptions to supply, and start looking at working in a smarter fashion. "The world has changed. We've achieved quite a lot with technol- ogy, and my view of that is it's helping drive a different view of us as a contractor and what value we can add to the client. It's the recognition that, in the services they're effectively purchasing from us as a contractor, they're poten- tially not getting maximum value great successes so far," he says. " T h e wo r k we ' ve d o n e w i t h Anglian Water in their alliance model has been really good. Anglian Water have been pushing boundaries– they're pretty highly regarded in the water sector – and I think we're a key part of that progression. "We've also made significant progress on things like the infra- structure alliance for Thames Water, and with Southern Water the relationships and the level of integration and collaboration has changed hugely. "We're in talks with three key clients to extend the contracts and frameworks into AMP7, which is a really important piece of the pie for us. What we've got now is a solid foundation and platform to go into AMP7 with continuity. We are now far more integrated with those clients – and with all our water clients really – around thinking and planning for the future." When he takes the reins next month, Cannon hopes to continue the work of his predecessors and take his grandfather's business to new heights. "It's about building on the fan- tastic foundation we've got," he says. "We're a family-owned busi- ness and we intend to stay a fam- ily-owned business. We're not looking to be the biggest business in the sector, but we're looking to deepen and strengthen the rela- tionships we've got with our client base. "We have 60 years of fantastic knowledge and experience, and in some cases we've slightly undersold our value – we can add a huge amount more into the water sector to help companies achieve the challenging targets that are going to come their way." great successes so far," he says. clients to extend the contracts and frameworks into AMP7, which is a really important piece of the pie for us. What we've got now is a solid foundation and platform to go into AMP7 with continuity. We are now far more integrated with those clients – and with all our water clients really – around thinking and planning for the future." month, Cannon hopes to continue the work of his predecessors and take his grandfather's business to new heights. tastic foundation we've got," he from us just by buying those ser- vices – actually they're buying the experience, the knowledge and the technical capability of our business and our people. "I think utilising that to a better level is something that's really changed in the last couple of years. It's something I'm really proud of and certainly want to build on going forward." Cannon feels AMP6 has been a successful period generally for Clancy Docwra, citing its recent Anglian Water Supplier of the Year award as part of the Integrated Maintenance and Repair (IMR) Water Alliance as evidence of the "huge progress" the business has been making. "We've got six key water clients in the UK and we've had some The company is part of several key water sector alliances Eviid is an example of innovation and technology at work