Our strategy

Our strategic vision is about passionately pursuing better ways to connect people and delivering inspiring customer experiences

Our long-term plan

The Group’s vision is underpinned by four strategic pillars that support our ambition and focus our investment. Those pillars support us in our pursuit of operational excellence, as we seek to achieve a market-leading position in our selected markets and deliver increasing shareholder value.

Strategic pillar

Customers

We understand and anticipate the needs of our customers and align our products, services and solutions to meet those needs and create a unique brand experience.

Description

Our focus on exceptional service delivery has resulted in increasing customer advocacy, new contracts with large enterprise customers and further business from existing customers.

We target and align our capabilities to the requirements of our customers and markets.

Progress

In each of our markets, we have focused on deploying additional service offerings, including significantly faster broadband speeds in Hull and East Yorkshire, by developing fibre, and a new suite of hosted managed communication services.

Increasingly, our enterprise customers want to benefit from our specialist integration and consultancy services alongside managed communications.

Priorities
  • build reputation for delivery, design and management of value-added services through:
    • deliver growth in the provision of managed services to UK-based multi-site organisations;
    • continue the deployment and take-up of fibre-based broadband services to customers in Hull and East Yorkshire;
    • continue to grow market share through our ongoing focus on delivering inspiring customer experiences; and
    • thought leadership
Key performance indicators
  • revenue and gross margin;
  • EBITDA;
  • net cash inflow from operations;
  • net debt;
  • uplift in ARPU;
  • market share; and
  • customer service awards.
Strategic pillar

People

Achieving our vision is dependent upon the skills and capabilities of our people. Creating a value-driven, high performance culture is about providing an environment where we attract, develop, sustain and enable all of our people to demonstrate and apply their capabilities, providing opportunities for everyone to reach their full potential.

Description

In order to achieve that, we are evolving the way we work together, harnessing the power of all 1,900 people so that all our customers can benefit from our collective experience and skills.

We continue to reward and recognise our people when they go the extra mile to deliver excellence, not just by what they achieve, but also how they achieve it, through their behaviour and attitude.

Progress

We launched the Building our Future initiative to support our business goals of delivering and recognising excellence.

Throughout the year we brought people together to create Group-wide teams responsible for network-related activities and project management.

Priorities
  • continue developing the skills and capabilities of our people to drive the achievement of our strategic objectives in line with our growth ambition; and
  • reward and recognise employees who demonstrate excellence in their performance.
Key performance indicators
  • employee engagement in the Group’s employee benefits programme;
  • environmental impact (CO2e emissions);
  • community volunteering hours; and
  • employee satisfaction.
Strategic pillar

Partners

We harness the skills and capabilities of our partners to support the focus of our brands.

Description

We have strong relationships in place with organisations including BT, Microsoft, IBM, Cisco, Avaya and Amazon Web Services. With access to their skills, experience and technologies, overlaid with our managed service capability, we are able to fulfil our long-term vision. As a result of those relationships, leading organisations increasingly are recognising the capabilities of the Group and its exceptional service delivery.

Progress

We have created a Group-wide team responsible for all network-related activities and for leveraging our partnership with BT particularly.

Our partnerships support our ability to achieve a level of innovation and deliver solutions and experiences that cannot be gained elsewhere, as customers experience improved ways to connect, collaborate and interact, using the power of technology.

Priorities
  • invest in partnerships that support our customers’ objectives;
  • continue to exploit our strategic relationships to deliver market-leading innovative services; and
  • leverage our hosted and cloud collaboration services and unified communication services offerings.
Key performance indicators
  • revenue;
  • EBITDA;
  • profit before tax;
  • net cash inflow from operations;
  • net debt; and
  • environmental impact (CO2e emissions).
Strategic pillar

Processes and systems

Our pursuit of customer service excellence is underpinned by our processes and systems.

Description

To achieve our long-term aims, we are focused on ensuring we have processes and systems that are both efficient and scalable, to enable us both to grow our business and continue to drive operational efficiency.

Progress

We are upgrading some of our core IT systems to introduce new ways of working within our finance function. This activity is expected to complete in December 2014. At the same time, development in our customer facing portals will create more self-service capability.

Priorities
  • implement efficient scalable back-office processes and systems in our finance function;
  • extend and improve our customer self-service capability; and
  • deliver best-in-class levels of customer service.
Key performance indicators
  • cost base;
  • EBITDA;
  • profit before tax; and
  • employee satisfaction.