Water and Effluent Treatment Magazine
Issue link: https://fhpublishing.uberflip.com/i/670687
14 Leaders 2016 The LeADeRS 2016 Selectivity – the key to growth Doosan Enpure has seen vast growth in the past couple of years. Managing director Avtar Jirh (pictured below) talks to The Leaders about the company's rise. Sales change % Doosan Enpure 391.7 Public Sewer Services 58.0 Seymour Civil Engineering 34.8 PN Daly 33.3 Mace 25.8 Trant Engineering 25.3 Amey 23.1 Interserve Construction 22.1 Costain 21.1 Dyer & Butler 17.9 "e name is now spread- ing, and we have partners coming to us asking if we want to work with them" D oosan Enpure has produced a sales percentage change of nearly 392%, which is streets ahead of anyone else in The Leaders. Where has that growth come from? We don't have any AMP framework agreements. What we've been doing instead is selectively targeting schemes where we can add value because we have the references or process technologies which then differentiates us from other bidders. If you look at the landscape of the con- tractors out there we're possibly in a unique position of being probably the last independent process contractor. I don't think there's anybody else like Doosan Enpure le• in the market place. We're not tied to anybody, have our own processing technologies, and have our own offsite build fabrication facilities. Whether this is by accident or good for- tune, we have ended up in a unique posi- tion, and it allows us to be more selective in what we go for and offer to the market. Projects like Bellazone [Jersey], Wood- mansterne [Sutton & East Surrey Water] and now Horsley [Northumbrian Water], we've got a huge capability. If you look at the technologies in there we've got the rel- evant process expertise and the references associated with water works. We're finding there are contractors out there looking to offload risk to somebody who understands process engineering. At the end of the day we've been very selective in the projects we've bid and gone for and which are competitively ten- dered projects. We haven't been waiting for a framework agreement. Two years ago we identified three key opportunities – Bellazone, Woodmansterne and Hors- ley – and we've been lucky enough to have secured all three targets. That's what's driving the potential growth forward. It's about being in a niche market, plus we have a huge pipe- line of opportunities behind us where we are in some unique positions. The acqui- sition of food waste IP [from Imtech Water, Waste & Energy in administration last summer] puts us in a different place. We can focus not just on water and waste- water projects but food AD as well. It seems the transition to AMP6 was relatively smooth for Doosan Enpure… When we landed as Doosan, we started from nothing. We were a brand new entity and we had to go out and spread who Doosan was. Doosan Water Group [Doosan Enpure's parent] is the world number one in desalination with 40% of that market. That's Doosan's ped- igree but it was a case of having to intro- Doosan Enpure Parklands Business Park, Rubery, Birmingham B45 9QF. www.doosanenpure.com