I was privileged to be asked to deliver the opening address at the 2012 Sewell Group Convention and give an external perspective on the business - how it has developed; what has underpinned its success; and where the future opportunities lie. Afterwards, I was an interested observer as managers from across the Sewell divisions put the directors through a question and answer session; were told of plans for developing the business; and listened to the 2012 business plan overview.
It all reinforced the opinion I had formed of Sewell from a distance over the years - an impressive, progressive business that involves its people in plotting its future direction and inspires them to make great things happen. No wonder it has been ranked as one of Britain’s best companies to work for in each of the past three years, out-performing many huge businesses with legions of people focused on people issues.
In considering my external perspective, I was keen to impress on the Sewell people how special their business is. I wanted to highlight that they do much more than contribute to a commercially successful company - they each play their part in a powerful force for good.
Many businesses talk about their Corporate Social Responsibility policies and how much they “give back”, but, in my experience, being a force for good is often claimed, but rarely, really true. In Sewell’s case it certainly is. The evidence is all over Hull in the state-of-the-art health centres and schools which have transformed the local built environment.
They’re not just buildings - they’re statements of confidence and intent, achieved by public-private sector partnerships united by a desire to give the local community facilities and services of which they can be proud.
Sewell is a diverse business spanning construction, investment, project development, facilities management and retail. With the exception of the latter, none of the activities are traditionally associated with excellence in customer service, but it seems to me that Sewell is an exception to the rule. In construction it has changed the conversation from building to function and budget, to building quality and legacy for communities and future generations.
And, while improving local communities, health provision and life chances, the business has developed what Managing Director Paul Sewell calls “trust-based relationships” with “delighted” customers. Quality and customer service have resulted in repeat business, enabling Sewell to grow at a rapid rate. It now employs 350 people - in itself a force for good - and prides itself on giving its staff careers, not just jobs.
So being a force for good and commercial success can go hand in hand. Indeed, during the Q&A Paul Sewell stressed: “Profit is not a dirty word. Only profitable companies can be a force for good, give back and give their people careers”.
Sewell has prospered over many years from investment in public sector facilities in Hull, principally the Local Improvement Finance Trust (LIFT) programme, transforming primary health centres, and Building Schools for the Future. But the times are changing. As I highlighted in my presentation, the political landscape is now very different, the public sector is under the cosh and Private Finance Initiative (PFI) schemes, which Sewell pioneered, are under the microscope.
But the business is not unsettled by these challenges. While the pipeline of projects is very healthy going forward, Sewell has a dual focus on delivery today and planning for tomorrow. Director Paul Brooke has moved into a new role focused on business development, intrinsically linked to communications and the Sewell brand.
There will be new opportunities, but the business understands it should, as Paul Brooke says, “look from within first”, by focusing on its core competencies, capabilities and track record. Health will continue to present opportunities, particularly due to the needs of the ageing population. There will be others. Sewell is well placed, in the words of my presentation, to “reinforce its reputation as a private sector partner of choice for the State”.
Sewell is also looking at the expected huge wave of investment in renewable energy in the Humber region, with Siemens as the catalyst. Sewell aims to be a strategic partner and the company’s recently-opened Skills Academy positions the business to play a key role in closing the skills gap, so local people can seize the promised job opportunities. Once again, Sewell is a force for good, supporting investment, skills development and job creation.
The desire to be a force for good can also be seen in a relaunch for the Sewell Foundation, which will co-ordinate the company’s charitable activities and match-fund fund-raising efforts by individual employees.
Sewell Group has an ambitious vision - to be a world-class local company - and being local is key to its success. As a business with its roots in Hull, Sewell understands the city’s psyche. And, as people increasingly turn away from huge, faceless corporations, the power of local will be an even greater advantage. That can certainly favour the Sewell Retail forecourt & convenience stores business, although I suggested there was a case for doing more to sell local to customers and remind them that, by buying petrol, newspapers and other items from Sewell, they are supporting a local business investing in the local community.
Sewell is fundamentally a family business and it felt like a family to me, as I watched Sewell managers flag up 2011’s highlights - the “moments of truth” - and the “oops” occasions when things didn’t go so well. There was real pride in their achievements, but no hint of complacency; plenty of honesty; and a sense of shared values and mission.
The economic climate may be depressed, but the Sewell Group and its people enter 2012 with a real belief that they can continue to produce great commercial results by doing great things for the local community.
No comments:
Post a Comment