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Our workforce is engaged and motivated to deliver high levels of customer service and professionalism that differentiates us from the marketplace.
We have adopted a framework and philosophy that governs our approach to employee management and development across the Group. It guides our managers in employee selection and then provides a modular programme to ensure the necessary knowledge and skills are developed quickly to enable the employee to undertake their role with confidence.
The performance of employees is regularly reviewed and opportunities for personal growth are identified and discussed. We strive to fill more senior positions with internal candidates who have shown potential and aptitude for further development.
We seek to remunerate our workforce on a fair and equitable basis that shares the rewards of success. We want to be the employer of choice within our business sector.
The Group is organised into country based business units supported by Group service functions.
The business units (“BU’s”) are responsible for serving customers, managing their workforce, while delivering on their financial operational plans and strategies. They are supported by Group standards, platforms and processes.
The BU’s operate in their respective territories through a network of depots, which optimise their ability to service customer demand in an effective and cost efficient manner.
Support functions (“SF’s”) are responsible for setting Group standards and processes in relation to their individual functions, supplying common platforms and supporting the BU’s in delivering their operational and financial targets.
The overriding philosophy is that the BU’s retain a degree of local ownership to encourage an entrepreneurial approach to the growth of the business, while support functions are centralised to concentrate specialist skills and deliver economies of scale.
Lavendon operates a large fleet of almost 20,000 powered access units across its operations in Europe and the Middle East.
The fleet is held, serviced and despatched from our network of depots. Each machine is serviced, tested and maintained by our own engineers to the highest standards to ensure it is safe and reliable when delivered to the customer. Each machine undergoes a full independent inspection by a qualified third party at least annually. Typically the fleet will have a useful life of seven to thirteen years before it needs to be replaced, although well maintained equipment can operate for several more years.
The fleet is highly mobile and is routinely relocated within the depot network or across borders, in order to maximise returns and ensure each market has the equipment that is being demanded by our customers.
We continually seek to optimise our fleet mix through our capital replacement and expansion programmes. In 2014 we invested over £60 million in new equipment.
The Group’s engineering function delivers ‘best in class’ fleet maintenance across the business with a professional culture reinforced by our Technical Excellence (“Tech-X”) programme.
Tech-X has been an integral part of the Group’s engineering function since its launch in 2008. As a result, the reliability of the fleet has consistently improved over the years. Every depot is audited to ensure it has adhered to the Tech-X standards. In 2014 we moved the bar higher, as a new tougher gold standard was set. Despite this benchmark standard being introduced, 44 of our depots had already achieved the gold standard by the close of 2014.
Our specialist business, BlueSky Solutions, provides highly regarded safety and efficiency improving solutions to the customer. Current products such as SkySiren help safeguard against operator entrapment, while our upgraded SkySentry product restricts access to the machines by unqualified operators and allows the machine’s location and usage to be tracked remotely.