I think a lot of people associate the Interserve name with facilities management and with construction, but are less aware of us as an engineering services organisation.
In addition, those who do know us for engineering services assume we only work with the Interserve Group.
In reality, we are steadily growing our turnover with other contractors.
An example of this external work is the design and installation of M&E services for Wates Construction in a new production facility for confectionary giant, Haribo.
Our ideal model is 40 per cent internal work, 40 per cent external work with contractors and 20 per cent end-user. That’s the kind of shape we’re trying to push the business into now.
Nuclear targets
The top priority for us is to target critical services businesses that would be particularly badly hit should the M&E part of their set-up fail.
We’re talking companies in the nuclear, manufacturing and data communications fields, for example, and end-user clients.
We’ve enjoyed success over the past 12 months in the manufacturing sector with three major Jaguar Land Rover projects and work for BMW at Swindon, where we’re currently performing cooling upgrades.
The Midlands’ manufacturing and commercial sectors are real showcases for the rest of Britain.
With the Interserve Engineering Services brand better known in the Midlands than in some other parts of the country, we’re making this a focus of our new business strategy.
We also need to target the North and Scotland, where traditionally we have so far had less of a presence than I would like.
Addressing the skills gap
Key to future staffing success is tackling the issue of an ageing, experienced workforce. There is an urgent need to recruit young people who have to receive a decent level of training from us.
I believe trainees should be given fairly demanding tasks and allowed to make mistakes, under supervision, to allow them to become more experienced and work at accepted industry standards after two years or so, with appropriate supervision and support.
Another important influence on our business at present is price inflation, which is now a big problem, especially when combined with extended delivery dates on certain pieces of M&E equipment.
However, by working more closely with a smaller group of supply chain members, we are engaging earlier to ensure we deliver true value.
We’re currently working on some exciting projects such as an R&D job with main contractor Volker for Elekta at Crawley, concerning linear accelerator testing as part of a new and innovative means of treating cancer.
Other schemes include Birmingham Dental Hospital, new offices for Wragg and Co and various other schemes in both the public and private sectors.
We’re certainly moving in the right direction, but it’s down to me to raise awareness of the brand fully.
We want people thinking ‘engineering services’ when they hear the name ‘Interserve’. That’s something that I’d like to see achieved in 12 months’ time.
Mike Knowles is managing director at Interserve Engineering Services
Source: Construction News
