Ben Richardson, CEO at SulNOx, confident they can cost-effectively decarbonise commercial shipping. Watch the video here.
I was employed by Kier and the managers had no idea about the projects in hand. They hid behind layers of management and blamed everyone but themselves. It was a very hostile environment and surprised that clients keep running with them.
This share was doomed to fail as Kier price jobs without risk mitigation and have no real engineering expertise in management to deal with issues. Companies are run by commercial people who have no idea about what is happening in the field. A lot of people have lost money as Kier do not accept change and doing the right thing.
It’s a shame that Kier is being propped by Woodford. Kier was a great company and can still be. Taking on ex Carillion has put the company at risk. Carillion guys thought they were to big to fail and same attitude was developed at Kier bringing some clients to review a lot of work.
As the saying goes “You are only as good as your last job.”
It’s just not the new CEO, the Kier management needs to be reviewed with its attitude towards clients and delays. Kier management have a ‘Titanic’ approach that they are too big to fall. Unfortunately no company is too large to fall as they can become small again and fall if unhappy clients pull the plug. Carillion had the same attitude, Interserve and I just wish Kier do not go down the same route.
Having clients such as National Grid, both design and construction delivery is important. Kier lack this in many areas.
Roles and Responsibilities are part of everyday working practices and Kier management is attitude is blinkered due to inexperience of clients needs.
Hope they can shape up in the coming months as it will determine their stability and strength to delivery to demanding clients.
Costs and pricing are very difficult in outsourcing companies and getting it right is the key to success.
After years (nearly 4 decades) I have seen major companies go to the wall. Bad debt=Bad management.Bad Management =Bad control. Kier have no control over projects that client has expectations to complete on time.The middle management has no idea of the processes or technology to complete these jobs. Completed jobs = Revenue. Delays = loss of profit. Simple formulas that make a business successful.I wish Kier recognise this simple approach and get back on track.
A CEO who is an engineer will encourage change and this has to be someone who is not willing to get his nice clean safety boots dirty. (Most clients look at the boots.)
Hopefully a great company like Kier can turn things round and get client confidence back.
Subcontractors paid on time and retain good staff
Kiers do not have the right type of people for the utility work as it involves a lot more care and attention.
Engineers running the project have little idea and causes substantial delays to a simple job. Unfortunately it will take time for upper and middle management to understand and act on the issues as they are far too remote from the day to day requirements.
Having a direct labour force does not solve the problem, having a competent supervision and training regime is the key for a successful company.
Totally agree the top and middle management that have joined from Carillion have the same attitude and in the last year have degraded the company down. It needs a clear out of middle and top management with an engineer sitting on top who knows what happens if how and when to dig s hole in the ground to reduce risks. That is where money is made and is a simple process. Carillion lost this when engineers where replaced by QS’s and so called Business Mansgers.
Quicker major shareholders push for this the better.
I believe anyone coming in needs a lot of focus on middle managers as they have become complacent on the back of pre crash share performance. It’s a natural thing to do.
The focus should go deeper into actual contractual liabilities and responsibilities that rest both as a main contractor and to avoid putting everything on the subcontractor. This is how main contractors perform. A smooth communication between client and subcontractors should resolve most of the issues.
The new CEO has his work cut out and has to be driven to concentrate on client requirements.
A middle management shake up is required to drive that forward. Great client list on the books but generally lack focus on client’s requirements of competency and transparency. Straight forward approach is required.
Good luck to the incoming CEO, wish a great company like Kier all the best.
It’s typical of middle management not knowing what they are doing.
Upper Managers are inexperienced and lack control and any issues fall on deaf ears.
No lessons learnt and client focus.
Wish them well, but needs a lot of reorganisation and culture change.