1. Opportunity in Adversity
Valerie Hughes-D’Aeth,
Group HR Director

2. Amey – touching the lives of 1 in 4 people
in the UK everyday
90% of our clients are from the public sector

3. Amey’s workforce
20% Temp
3%
20% Part-
Graduates/
Time
apprentices
11 unions 450 job
14,000
recognised titles
40%
600
TUPE’d/
locations
acquired
Aged 17 -
81
Average
44yrs

4. The adversity challenge for Amey
• Our clients (you) want “more for less” and demonstrable value for money
• The market we operate in is increasingly competitive
• We need to improve service levels and drive down our costs to pass savings
to you
• This means we need to innovate and drive efficiencies and productivity
enabled by technology

5. What have we been doing?
• 2010 Efficiency & Effectiveness Programme
• An organisation that:
• Is leaner and more efficient
• Balances benefits of standardisation (One Amey) with the need for
customisation
• Has support functions with expertise and specialism to provide
excellent service
• Raises accountability for performance and drives continuous
improvement through measurement and skilled managers
• £20m p/a savings to reinvest in bidding, acquisitions and technology
and to pass on to our clients through lower pricing

6. Efficiency and Effectiveness programme
workstreams

7. Optimising our organisation structure
• 5 to 4 divisions and new Executive team
• 15 to 7 organisation layers
• Career path framework – 4,000 to 450 job titles, 7 bands, 20 families:
• 15% overhead roles removed
• General manager roles with guideline revenue/people numbers
• People manager roles defined span of control 1:4 to 1:10

8. Support Function Clarity
Group Division Account
Business Development/Bidding
Finance
Commercial
HR
Procurement
Legal
Business Improvement
Health and Safety
IT
External Communications

9. Skilled and motivated people managers
Cascade
Clarity of role
monthly
• Innovation challenge
• Commercial skills 2 two-day
Academy HRBP round
• Managing table sessions
performance – critical sessions
conversations annually

10. Raising the performance bar
• Not just what but how – 70% objectives / 30% behaviours
• What:
• Objectives cascade each January
Amey
4 Divisions
80 Accounts &
Support Functions
Operational Teams
• How: Personal Objectives
• Behaviours linked to Amey values and bands
• All appraisals and objectives captured on SAP – certainty of completion
and calibration
• Performance improvement plans

11. Maximising employee engagement and productivity
• Right resource in the right place at the right time
• Recruitment SLAs e.g. requisition to offer significantly reduced
• Manager bonus target linked to wellness, retention and satisfaction:
• Rigorous wellness management – 97% target
• Retention tracked – 93% target
• Quarterly pulse surveys – 70% employee satisfaction target

12. Employee cost review
• Appropriate resource mix
• Temporary labour outsourced
• Rate 18% 12%
• £1 million p.a. saving
• Salary market compra ratios and pay for performance
• Benefits flexed to support employee motivation
• Terms and conditions harmonisation where possible
• Overtime monitored
• Pensions – 32 schemes
• DB closed to future accrual (£4 million p.a. saving)
• GPPP scheme set up and auto-enrolment planning

13. HR Changes since 2010
• Cost of HR per employee reduced by 20%
• HR to employee ratio 1:62 to 1:87

14. What have we done in HR to deliver improvement?
• Reorganised to Ulrich model – service centre, specialists and operational
HRBPs
• SDD and SLAs e.g.
• 70% immediate
• 85% 1 day
• 100% 3 day
• Outsourced disciplinary/grievance support
• MI dashboard for managers

15. What have we done in HR to deliver improvement?
• Data cleanse and Lean Sigma processes
• Implemented SAP ESS and MSS
• Online tools – scanned employee files, intranet and SharePoint

16. What have we done in HR to deliver improvement?
• OneHR Team supporting each other
• HR Development Programme:
• Modules
• Mentoring
• HR weekly update
• 2 monthly all HR calls
• 6 monthly all HR events

17. Whats does HR support look like for employees?
Initiate Need
process/
more
view
help
data
Need more help
OneHR Helpline: 01865 713101 or
OneHR@amey.co.uk

18. What does HR support look like for managers?
Strategic HR Need Temp Labour
Support eg bid, resource - call
TUPE, L and D or Randstad
OD contact
HRBP/HRD
Initiate/
Approve/ Need
View data/ more
Report help
OneHR Helpline: 01865 713101 or
Need more help OneHR@amey.co.uk

19. Engaging employees throughout
AmeyWorld
CEO briefings
Q&As
(2 monthly)
Clear Management
Focus groups consistent Academy (6
message monthly)
HUB (All staff Time to talk
newspaper) (monthly)
Cascade
(monthly
manager
bulletin)

20. Public sector vs. private sector – is it so different?
• Our HR aims are to support the business by:
• Ensuring we have the right organisation structures in place and that we
have people with the right skills in the right place at the right time to
deliver to our customers
• Maximising productivity by ensuring the working environment is highly
engaging
• Providing simple and streamlined HR systems and processes that are
efficient and effective
• Over 40% of our employees come from the public sector

21. A great HR opportunity to effect change
• Would your customers (managers) “buy” the HR services you provide or
choose an outsourced HR model?
• Are all of your HR team commercially focused and networked externally to
understand what best practice HR service can be?
• Do you have the “right” managers in place to support and communicate the
changes needed?