OUR WAY FORWARD PCC SUMMARY STRATEGIC PLAN FINANCIAL YEAR 2012
Lumière Residences, Sydney
Our Way Forward Strategic Plan FY12
Way Forward for PCC Financial Year 2012 Introduction Each year we have prepared our “business plan” and communicated it to you in the Way Forward document. In January, we updated the last Way Forward with a summary of our strategies for 2011 as part of AECOM. The AECOM strategy planning cycle for 2012 to 2016 is well underway with PCC undertaking a number of workshops around the business. The outcome is a strategy map for PCC ANZ and a supporting strategy map for your region. This Way Forward summarises our strategy and its actions so that you can understand our direction and, hopefully, it will enable you to identify a strategy action that you would like to be part of.
Our year ahead will be a success if we develop our people, give you enabling infrastructure, selecting the right action agenda for growth and excellence. We will deliver value to our clients and achieve our financial outcomes. This Way Forward is our plan for financial year 2012 which commenced on 1st October. Please review the strategies and objectives outlined below and also visit myAECOM and select “SMS” to see our strategy map and the action identified for each goal. If you wish to participate in any activity and action please contact your manager or myself. We have made great strides over the last 12 months as we adopted many new processes (and learned many new acronyms). I thank you all for that support.
Our year ahead is both exciting and challenging as many parts of Australia and New Zealand have different economic outlooks. There is no doubt that being part of AECOM has and will afford us greater opportunity to maximise our growth across all our capabilities. By utilizing the immense reach of AECOM we are better able to capitalise our opportunities in our existing markets as well as opening new markets for us where our services can be tailored to add value to new client communities.
Our vision for FY12
We have been careful with our strategy plan to focus on a smaller agenda so that we make the most of our efforts.
Mark Beattie Managing Director PCC, ANZ November 2011
We will continue to develop PCC across Australia and New Zealand by offering expert knowledge and complementary services to our building market plus key emerging markets of mining in Australia and transport and energy in Australia and New Zealand. We will also develop our service offerings to incorporate carbon and BIM, and we will add new offerings around management consulting.
2012
PCC PLAN TRACKING
Starting from the Right Base 525 People
Retaining and Attracting the Right People Leaders who inspire More collaborative and innovative
$93.2m Sector Industrial Residential Healthcare Sports & Leisure Government Education Retail Commercial Minerals & Industry Transportation Energy & Utilities Non Building
1.47% 5.85% 15.93% 11.37% 6.87% 12.77% 7.65% 10.09% 2.79% 19.21% 5.47% 0.54%
Service Line Access Consulting Building Surveying Consulting Cost Management Certification Services IV Services Project Management Property Services Specification Services Urban Planning Management Consulting
1.93% 10.62% 0.21% 37.50% 3.00% 14.70% 15.34% 0.86% 2.09% 1.18% 0.54%
Teams who are empowered and accountable in NSR
Focusing on staff retention and strategic hires Appropriate processes and procedures to capture IP
2016
FOR SUCCESS Instilling the Right Focus
Delivering current capabilities in infrastructure based markets;
Mining Energy Rail Highways & Bridges Developing new services to address strategic client needs; • Management Consulting Strengthening our existing offering; • Project Management • Certification Services • Cost Engineering Services Becoming the ‘go to guys’ through differentiation, value focused relationships and enhancing client value by utilising IPD and BIM. Enhancing our services to help our clients meet the needs of a carbon focused world. Achieving operational excellence
To lead to the Right Outcomes 1,017 People
$157.8m
in NSR
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Our Strategies for FY12 By concentrating on actions we will be clear about what we want to do and how we will get there. The strategy map is a living communications and tracking tool within myAECOM in the ANZ geography (click on “SMS” and go to “PCC”). We will regularly update our progress on each action so all can see that we are progressively delivering our strategies. If you want to get involved in any action agenda contact the action owner or your manager. You are encouraged to do so.
Values We work together as a team both within PCC and across other business lines in AECOM. In everything we do we must promote and live to our values. In doing so, we create a great place to work and an AECOM that we are proud of. Integrity It’s about the actions we take and how we lead. Employees Giving opportunity for development, listening and acting on the employee voice and a positive and growing place to work.
Clients Recognising the need to add value to our clients (including internal clients), to be solution driven supported by knowledge and to be trusted to do so every time. Excellence The base that our reputation is built upon and our future depends on it. We must nurture excellence through our capabilities, systems and leadership. Innovation If we truly understand our clients business and needs we can devote the right thinking to be creative and then build our confidence to deliver innovation in each service offering. Agility With clear vision we know why we are working but as change occurs we need to choose the right path by being agile at all levels in our teams. Safety In all that we do we must consider the safety of our team members, the client and wider community. Safety must come first and we must develop a culture that supports this key value.
Our Way Forward Strategic Plan FY12
Our Purpose:
Creating, enhancing and sustaining the world’s built, natural and social environments. PCC in ANZ will contribute to this purpose during FY12 by focussing on:
Profitable Growth As a part of a larger organisation we must achieve profitable growth to enable us to invest in and to create opportunities for our employees.
Thought Leadership We will continue to invest in research and knowledge building. Michael Skelton’s team is doing great work. PCC has formed a global Thought Leadership group with an ambitious agenda and we will be a strong contributor to it. Our objectives for this year include: •
Development of research subjects into market facing outputs that distinguish Davis Langdon and AECOM.
Create a team culture of empowerment, collaboration and innovation In order to present a “One AECOM” approach to the market, and to develop “Our AECOM” behaviours, we need to be collaborative and innovative internally. We need to cooperate across business lines and encourage people to challenge the traditional way of doing things. Our people need to feel empowered to get the job done. Therefore, people need to know what is expected of them, be provided with the necessary information, tools and authority, and be trusted and accountable for delivery. To achieve this we will: •
Adopt the processes and disciplines of “Managing AECOM Projects” (MAP).
•
Delivering research based services to clients on a fee for service basis.
•
•
Building knowledge from our service data and experience so that we are better equipped to win and deliver our services.
Develop a culture of continuous improvement to our research and knowledge teams.
•
Implement KPI’s that encourage collaborative behaviour.
•
Evaluate performance that includes “how” success was achieved.
•
Implement Innovation workshops.
•
Adopt a recruitment and promotion criteria that includes collaboration and innovation.
•
•
Contribute to our global knowledge agenda and enable relevant IP and knowledge data to be available across our geography. ontinue to deliver the Blue Book and C to investigate its delivery via mobile device application.
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Attract and retain the best talent We are a people business which means we need to attract and retain the best talent to remain competitive and profitable. Finding the right people is one thing, giving the right opportunity for personal and career development needs to be an active and continuous supporting process. We need to: •
lign business goals with our vision A and strategy.
•
Discuss with employees career paths and competencies required for promotion.
•
Create and support meaningful development plans.
•
I dentify talent gaps and develop targeted recruitment strategy.
•
Maintain an active Performance Management process.
•
Identify training needs and enable delivery of appropriate training.
•
Adopt an active succession plan.
Build PCC Capability Development of our existing capabilities and extending them into new sectors will enable our growth to keep us in front of our competitors. We need to: •
Engage across all services lines to identify best practice and continuous improvement initiatives.
•
Develop our core service skills and adopt new skills to enable PCC to be a recognised (internal and external) provider of Project Controls.
•
Recruit leaders and support discipline resources to offer services into new sectors of Mining, Energy, Rail and Civils/Infrastructure.
1 Bligh Street, Sydney
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Our revenue targets by Sector $AUD Sector
VIC/TAS
NSW/ACT
QLD
WAC
NZ
Total
NSR
NSR
NSR
NSR
NSR
NSR
Industrial
$200,000
$400,000
$70,000
$500,000
200,000
$1,370,000
Residential
$2,000,000
$1,500,000
$200,000
$1,100,000
650,000
$5,450,000
Healthcare
$5,000,000
$3,000,000
$3,600,000
$2,700,000
550,000
$14,850,000
Sports & Leisure
$2,500,000
$1,800,000
$600,000
$1,500,000
4,200,000
$10,600,000
Government
$2,000,000
$2,000,000
$400,000
$1,500,000
500,000
$6,400,000
Education
$4,500,000
$3,300,000
$1,300,000
$1,500,000
1,300,000
$11,900,000
Retail
$3,000,000
$2,000,000
$30,000
$1,000,000
1,100,000
$7,130,000
Commercial
$3,500,000
$2,000,000
$1,000,000
$1,400,000
1,500,000
$9,400,000
$500,000
$100,000
$2,000,000
$8,100,000
$3,600,000
1,000,000
$17,900,000
$200,000
200,000
$5,100,000
Minerals & Industry Transportation
$2,000,000
$3,200,000
Energy & Utilities
$4,100,000
$600,000
$28,800,000
$20,300,000
Non Building Total
$2,600,000
$500,000 $15,400,000
$17,500,000
$500,000 $11,200,000
$93,200,000
Our Way Forward Strategic Plan FY12
Our revenue targets by Service Line $AUD Service Line
VIC/TAS
NSW/ACT
QLD
WAC
NSR
NSR
NSR
NSR
$3,500,000
$400,000
$2,300,000
Access Consulting
$1,800,000
Building Surveying
$3,700,000
Consulting
$200,000
Cost Management
$7,800,000
$10,750,000
Certification Services
$2,700,000
$100,000
IV Services
$5,300,000
$3,000,000
$4,800,000
Property Services
$800,000
Specification Services
$600,000
Urban Planning
$1,100,000
Total
$28,800,000
Total NSR $1,800,000
$8,300,000
$2,200,000
$8,100,000
$9,900,000 $300,000
$500,000
$8,300,000
$43,250,000 $2,800,000
$2,200,000
Management Consulting Project Management
NZ
$4,500,000
$3,200,000
$13,700,000
$500,000
$500,000
$2,800,000
$2,600,000
$16,900,000
$800,000 $750,000
$600,000
$1,950,000
$1,100,000 $20,300,000
$15,400,000
$17,500,000
$11,200,000
$93,200,000
Program, Cost, Consultancy Our Way Forward Strategic Plan FY12