Driven by the company’s
core values, Houghton
International has been
expanding its business
significantly over the last
5 years.
Of the total workforce, 20% is at one stage or another of their apprenticeship, with the
business usually taking on eight new apprentices per year.
For the more complex or high value
projects, customers often come to the
workshops to look at progress and audit
the completed work. These visits are
welcomed and this open-door approach
ensures that the high standards of
workmanship and cleanliness are always
maintained.
Growth was achieved organically within
the marketplace based on high levels of
customer satisfaction and a confidence in
their ability to take on a greater share of
the market. Expanding the service offering
to current customers to include pump
services has proven a successful driver for
growth.
Critical to this growth was the ability to
attract and retain the people to deliver the
work. As such a key objective for Houghton
International is to become an employer
of choice, regionally, nationally and
internationally. Houghton International has
been recognised in the top 10 employers in
the North East for 2 years running. As part of
this strategy a ‘Sharing Success’ campaign
was developed to improve benefits and
remuneration for the staff. Houghton
International now employ over 150 people in
the North East region, up from 65 in 2014.
exceeded its targets, meaning the expected
bonus was more than two and a half times
the original figure. The whole aim of the
strategy is to include everyone and ensure
they feel engaged and appreciated for their
contribution. Part of the process is to ensure
everyone understands the company values,
the reasons for them and how to uphold
them.
The integrity of the company is based
entirely on that of its employees and
Michael wanted to continue building the
business with the same values that were
established by his parents. This would
include training new staff and expanding
the knowledge and expertise of existing
employees. Essential for the continued
growth of the company.
SUPPORTING THE WORKFORCE
One objective is to be recognised as an
excellent employer, locally, nationally and
internationally. As the company continues
to grow, the overseas aspect will become
more important. To gauge progress on this
aspect of the expansion plan, an employee
survey has been conducted each year to
assess satisfaction within the workforce
and to elicit suggestions for improvements.
82% of employees took part this year and
of these, 97% stated that the company was
a great place to work.
Interestingly, after one employee survey it
became clear that although the workforce
stood behind the company’s values, they
remained ambiguous. How do we live
by these values, and what do they really
mean?! A team meeting developed the
third essential part of the 2020 vision – the
principles to which the team works. From
then on, each decision made is challenged
by the company’s values.
Of the total workforce, 20% is at one stage
or another of their apprenticeship, with
the business usually taking on eight new
apprentices per year. They are encouraged
to work in all areas of the company to
give them a wide range of experiences.
Multi-skilled staff provide a more flexible
workforce. This allows Houghton
International to transfer more resources to
larger projects when required and ensure
projects are completed with minimal
downtime.
EXPANDING SKILLS AND
EXPERTISE
Central to the 2020 goal was investing in
the talent and facilities required for delivery.
Firstly, the overall workforce needed to
increase while developing their skills. The
best way of expanding such a workforce
is to take on apprentices and trainees who
can learn from experienced engineers.
Encouraging the apprentices, trainees
and the existing workforce was rooted in
the new Sharing Success bonus scheme.
Designed to improve performance it has
proven important for maintaining morale
and achieving the company’s goals. Based
on last year’s figures, the company far
The HV coil shop is another important facet to Houghton International which has helped
diversify and develop the business overseas.
Issue 43 PECM
23