Water and Effluent Treatment Magazine
Issue link: https://fhpublishing.uberflip.com/i/670687
12 Leaders 2016 The LeADeRS 2016 Core values key to client relationships Interserve is "proud" of its values, and looks for those in others as it strikes up long-term, collaborative and inclusive relationships. " We want to work with customers that want to hear us," says Chris Tyerman, managing director of the Infrastructure division at In- terserve Construction, part of in- ternational support services and con- struction group Interserve. "It's not about Sales/employee £k Interserve Construction 434.9 Doosan Enpure 399.6 Carillion Utility Services 391.6 Mace 357.3 Volkerstevin 305.9 Aecom Design Build 297.7 Vinci Construction 291.0 Costain 274.2 Bam Nuttall 247.9 Black & Veatch 243.7 "is year is also about looking at those discreet opportunities that will come outside of frameworks that we don't currently work in" being belligerent or arrogant. It's really important that it's a relationship of equals – and everyone in that relation- ship has got the ability to ask the silly question – 'are you sure?'. That is part of our values where everyone has a voice, and I think it is really important that we express that." Essentially, Interserve wants to map its values into what its customers do and that is an important part of the relation- ship. "We don't want a transactional rela- tionship. We want a relationship that is for the long-term, collaborative and is inclusive." The values, explains Tyerman, com- prise four elements where everyone has a voice; doing the right thing; taking pride in what you do; and bringing better to life. "We're very proud of our values, and it's a critical way of how we operate." Good year Interserve Construction's Infrastructure division operates in the water sector and also highways, civils, energy, power, and municipal waste. It currently works for four of the nine major water and sewerage utilities in England in addition to a number of the local water only utilities. Tyerman says 2015 was "a very good year for us as an organisation in the water sector" having re-secured a number of frameworks and gained some with new customers. "Moving from AMP5 into AMP6 it was important to maintain the position we had in terms of our impact on the sector, and it was important that where we wanted to focus with new customers we were able to get to those, introduce our- selves correctly, understand what they wanted, match what we could do for them, and ensure we were successful in getting onto their frameworks." The majority of Interserve's work in the water sector is through frameworks. Although it does have some individual projects that have been awarded, Tyer- man says the focus is for a sustainable model that gives the business longevity moving forward, and that comes through the frameworks. "The success in 2015 is now building into further success in 2016. This year is also about looking at those discreet oppor- tunities that will come outside of frame- works that we don't currently operate in. "With customers that we've previously worked with where we've got a good understanding and a good relationship, it's about looking for those opportunities and engaging with the customers, under- standing how they want to procure, how they want to deliver, how they want to Interserve Construction 395 George Road, Erdington, Birmingham B23 7RZ. www.interserve.com Chris Tyerman, managing director of Interserve Construc- tion's Infrastructure division