An independent view
SME Equality Project: Continuous Improvement Programme
Mr. D. Peel B.A.(Hons), M.Sc., M.A., P.G.C.M., Dip. SMgt., FIMS, MCSM, MIHEP – WAG stated;
“I am happy to confirm that I worked with the above company between November 2006 and September 2007 on behalf of the European Funded and Welsh Assembly Government managed SME Equality Project.
This period of assistance covered supporting the company through a strategic review of all its Human Resource and equality policies and practices. A clear vision was established at the outset, which the company continually strove to manage to the highest standards. The company were always receptive to innovative ideas and practices and continually seek to meet best practice guidelines in managing their employment and equality relationships as well as driving forward their strategic implementation strategy which emerged as part of the strategic review.
The company have been so successful in this set of actions that they have been put forward as an ‘Exemplary of best practice’ within the SME Equality Project, which represents the major steps they have taken to ensure that they achieve their strategic goal and also develop a culture which is conducive to personal and organisational growth and continuous improvement.”
Investors In People: Continuous Improvement Programme
Mrs. J. Keer – Partner J.K. Associates stated;
“Up until 2002, Read’s was a well-established and successful company with a clear purpose and vision. The Directors and senior management team, striving for continuous improvements, embraced the Investors in People Standard as a framework for developing its people. Richard Heaton, Director, reviewed for effectiveness all current approaches to achieving the key performance indicators of the business, and as a result, challenged the overall management of the company through the senior management team. Investors in People accreditation was achieved in 2004, which was retained through a successful Post Recognition Review in 2007. In focussing on the development of ‘Leaders and Managers and Potential Leaders and Managers’, a comprehensive strategy and plans have been developed and incorporate a variety of imaginative approaches to learning and development at the varying levels of management.”
Exceeding Clients Expectations: Continuous Improvement Programme
Mrs. Karen Parkin – Project Architect – Flintshire County Council stated;
“Working with Read’s has been an absolute pleasure, I look forward to the days when we can work together again”. The Maes Garmon project was my first partnering experience and my first contract with your company. I thoroughly enjoyed the whole process. The proactive care and consideration that everyone at Read’s and its supply chain gave to the project was exemplary. There are many good practice techniques that I shall carry with me and share. I appreciate very much, the help and advice that your dedicated team brought to the project. We jelled as a team and I feel that we became friends, not just professional colleagues”.
Leading the Construction Industry: Continuous Improvement Programme
Mr. John Bolan -Facilitator Telos Partners stated;
“Working together with the management team of Read has been a pleasure for all at Telos Partners. It has enabled us to watch a genuine top team develop, with high levels of personal commitment and professionalism. They have been open to ideas that challenged their previous views of each other and of the business that they operate in.
The team's acceptance that they needed to change and to look for ways of continuously improving themselves, how they do things and how they are seen by customers and potential customers, has been exceptional.
You get a sense that the leadership in that business is not now just vested in Richard Heaton, but every member of Read's management team. The essence of this is a very open and trusting management style. An acceptance that no one person has all the answers and a willingness to challenge each other supportively.
This is a business on the move and I am sure that they will be successful together.”
Mr. J Bolan- Facilitator – Telos Partners stated;
“Working with the Read Management team has been rewarding. Through the Construction Skills “Leading the Construction Team Programme” they have developed their individual leadership skills, in a team who are clear about their direction. The clarity of purpose within the team and the mutual understanding of what successful outcomes look like for all stakeholders is apparent. It has been a pleasure to work with the Read team.”
Construct Wales Development Programme Continuous Improvement Programme
Mr. R. Vaughan – Programme Manager – WAG stated;
Read has shown a significant commitment to the concept of partnership working within the sector. This company is an exemplar company in driving forward the principles of successful supply chain management.
Richard’s leadership role has been the catalyst for driving forward continuous improvement throughout Read and their supply chain. The success of this approach has been two fold – resulting in Read being awarded more contracts, and creating a more motivated workforce.
Richard and his team have shown their commitment to developing the sector in Wales, by sharing their knowledge and experience of best practice processes with construction companies throughout Wales. The work carried out by Richard and his team has clearly demonstrated to others within the sector what can be achieved by dedication, drive and commitment.
On a personal basis the work that Richard and his team have undertaken has help me in my task to motive other indigenous Wales companies to participate in the concepts of supply chain management within the sector
Company Development Programme: Continuous Improvement Programme
Mr. Richard Donnelly - Best Practice Practitioner – Enterprise Consulting stated;
“Any significant change programme requires a number of key elements to be successful. Strong leadership is vital at all levels within the organisation to create a vision, ensure clear and timely communication, and to break down the natural barriers to change. Richard Heaton successfully led change at Read, by creatively involving the clients to produce the vision and galvanising everyone for the need for change. By identifying a number of ‘champions’ within his team Richard was then able to operationalise the changes required. This pre-planned and considered approach is why Read has successfully responded to the challenges posed by changes in procurement, and why many others have failed.”
Collaboration with Constructing Excellence: Continuous Improvement Programme
Mrs. M. Kitson – Chief Executive – Constructing Excellence stated;
I visited Read in 2007 after they had invested in a Construct Wales Company Development Programme. I have been impressed not only by their commitment to continuous improvement both before and since the programme but also by the fact that Read as an organisation have responded positively to changing market conditions and have fully embraced the requirements for change at all levels within the organisation.
Richard Heaton together with his team continues to demonstrate their commitment to their people, their company and their supply chain.
Management Development Programme (Middle Management): Continuous Improvement Programme
Mr. C Robertson – Director DPG Plc. stated;
“Everyone has engaged fully with the programme, completing the work required and participating fully in the activities during the workshop. There is evidence that they are recognising the role of a manager is different to their original one, in other words they are now seeing themselves as managers rather than senior practitioners in their own given fields. They are starting to see the need to delegate more, develop people more and can be more professional in the way they organise and plan their time. They are taking the learning, making notes and using it in their practice. An example of this is a structured approach I gave them for delegating a task. They practiced it in the session and will use it back in the workplace.”
Shared Learning: Continuous Improvement Programme
Mrs. C. Williams – Field Support Facilitator – Construction Skills stated;
“Having had the pleasure in supporting Read over the last few years, I find their leadership style very strong, determined and focused which is a major factor in their success today.
The leadership within Read's has enabled them to embrace the challenging changes facing the Construction Industry and more importantly, to motivate and involve their workforce to meet these changes. Read have supported their employees by identifying and implementing various development programmes to meet every persons individual needs.
Read has an excellent reputation in the Industry and is very highly commended as an employer and I have no hesitation in recommending them for the Construction Skills Leadership Award.”
Health & Safety: Continuous Improvement Programme
Andrew Owst – BSc, MCIOB, MaPS, CMIOSH – Director of Operations stated;
“The Building Safety Group Ltd. have acted as Safety Advisers to Read since March 2005. Their site staff have stated how much they appreciate our safety adviser carrying our regular unannounced site inspections and giving them advice on health & safety issues which are specific to their particular project. Non-conformities are always attended to.
Over the last three years we have noticed a general improvement of the site welfare facilities and a pro-active health & safety culture throughout the company”.
Read have invested heavily in training in health & safety and the benefits of this show in practice.
Collaborative Development with Business Support: Continuous Improvement Programme
Morag Jones – Wrexham County Borough Council stated;
There is total commitment from Richard Heaton which is cascaded to his management team; employees are given the opportunity to contribute to the continuous improvement processes within the company. Through strong leadership and well communicated business objectives, the performance and contribution of the employees is well managed as all understand their role in achieving the business strategy. There is a significant demonstration of commitment to improve and this is evidenced through the planned learning and development of the employees. These areas are kept under review thus change can be managed effectively and continuous improvement has become embedded within the culture of the company.
