The Magazine for the Clancy Group plc

Skilled • Secure • Successful • Sustainable • Strong • Systems
The Magazine for the Clancy Group plc
Issue 08 : 2012
In this issue...
Spotlight on Scotland
Training and Development Awards
HS&E Newsdesk
Follow us on Twitter @clancydocwra
See us on YouTube

I SUCCESSFUL I
3New Corporate
Website and
Films
Launched
3Playing Our
Part in the
Olympics
4Clancy Plant
Newsdesk
6HS&E
Newsdesk
8Spotlight on
Scotland
10Policy
Statements
10
Southern
Water
Raceday
10
Above and
Beyond the
Call of Duty
11
Working
With Our
Customers
12
Training and
Development
Awards
12HR
Facilitators
to the
Rescue
13
Going the
Extra Mile
for Charity
14
Family
Values
15
Clancy ‘Family’
News
16
At Work
With ...
View Point 6S Issue 08
“... we are streamlining
the way we work,
enabling us to
significantly reduce the
time frame between
work starting and being
in a firm position to
request payment from
our clients.
“
As we come to the end of 2012, I thought
now might be a good time to look back at
the last three years and to see how far we
have already progressed with our 6S Vision.
In late 2009, we were facing a shrinking
order book, a growing overdraft and a
number of other issues. Now, three years
later and in no small part thanks to the
focus which the 6S Vision has brought - and
the determination to succeed of every staff
member - we are in a far better position,
with a Strong order book of almost £1bn
(albeit partially called off through our
2012/13 turnover) and a number of
successful initiatives in place that will help
us to reach our target by 2015.
It is also worthy of comment, that myself
and Tony Newton (Director) elaborated on
some of this content a few weeks ago in
an open session with the Clancy Docwra
staff seconded to the Optimise JV. We
certainly found it very rewarding and I’m
pretty sure it was well received.
One specific initiative which is now
starting to reap tangible rewards is the ERP
project, the Systems element of 6S.
Although it has been up and running for
three years, we're now starting to see how
the ability to streamline processes is
actually affecting our end financial goals.
This is most clearly demonstrated by
looking at what we call the ‘Do Job’
element of Clancy Group's activities.
Currently operating, but with some work
to be done, in the Scottish Water R&M
Alliance and Scottish Power Energy
Networks contracts. In simple terms that
means the time frame between ‘the shovel
in the ground’ and ‘the money in the bank’.
By joining up our processes - from Mobilei,
to client systems, to the ERP system - we
are streamlining the way we work,
enabling us to significantly reduce the
time frame between work starting and
being in a firm position to request
payment from our clients and every week
we reduce it by means more cash in the
bank and being one step closer to
meeting the financial goals of our 6S
Vision which has to be a good note on
which to end 2012!
Hope you enjoy the magazine, and here's
to ongoing success in 2013.
Matt Mussell
Financial Director
Clancy Docwra Limited
2 I Winter Issue

I SECURE I
New Corporate Website and Films Launched
The Clancy Group Plc launched it’s new corporate website and
two new corporate films in November.
The web site is the Group’s next generation of digital
communication and encompasses the latest web technology
and media tools, including elements of social media, initially
Twitter, You Tube and Blogs.
Marketing and Communications Manager, Mark Sewell, said of
the new site, ”We have endeavoured to deliver a cutting edge web
site that meets the needs of our business, our stakeholders,
communicates in a fast and effective way, plus provides the latest
information and media, including for the first time film – Corporate
and 6S Vox Pops.
The two films I think epitomise what we are about. The short
corporate film reflects our capability and the diversity of our
business, the 6S Vox Pops, through interview, gives an in-depth view
from our employees as to their thoughts on the 6S Vision”.
www.theclancygroup.co.uk
Follow us on Twitter @clancydocwra
Playing Our Part in the Olympics
It’s no surprise that 2012 will be
remembered for the UK’s outstandingly
successful delivery of the Summer
Olympics. At Clancy Docwra we’re
delighted to have done our bit,
although our Summer was somewhat
less glamorous than most!
While the athletes were basking in
the glory of winning medals or simply
‘taking part’, members of the Clancy
Plant Hire team were making sure
that the roads within a one mile
radius of the Olympic Park stayed in
perfect condition.
Our client Thames Water was a tier
three sponsor of London 2012, and the
Official Water Utility Services Provider
for the Games. This activity, as well as
making sure that water was available
where needed, also involved ensuring
that any leaks, however small, did not
disrupt the road network around the
stadium and Clancy Docwra’s job, as
part of the Optimise joint venture, was
to be on hand 24 hours a day at
Thames Water’s central hub - Abbey
Mills Pumping Station, in Old Water
Lane near West Ham.
“Our role was to keep traffic moving
while any leaks were repaired and the
roads were backfilled,” explains Sean
Jenner, one of the CPH staff involved.
“Over the eight weeks of the Olympics
and the Paralympics we dealt with
everything from minor leaks to major
bursts, maintaining site safety and
keeping traffic flowing around the
stadium and within the Olympic lanes.
Along with the rest of the team from
Clancy Docwra, Thames Water and
other Optimise colleagues, we provided
24 hour cover for gang reinstatement in
12 hour shifts. We had a response time
of one hour to meet, and were
authorised to carry out the repairs
immediately without any need for
permits. We just had to get the job done
and keep traffic flowing!”
After the games, everyone involved in
the project received a card from
Thames Water’s Directors thanking
them for their support, and two of
Clancy Plant Hire’s Traffic Division staff
were also involved to a ‘thank you’
event to acknowledge the part the
team played in helping the 2012
Olympics to be such a success.
Winter Issue I 3

I SUCCESSFUL I
Clancy Plant Newsdesk
Having
successfully
launched this
regular feature in
the last issue of
6S, here is all of
the latest Clancy
Plant Hire news
from the last
three months . . .
IFS Goes Live
We’re pleased to let you know that,
after a successful end to end test, the
first phase of the IFS Enterprise
Resource Planning programme for
Clancy Plant Hire went live at the end
of October. This was the first part of a
three phase ongoing roll out and
involved External Plant Hire Orders.
The Hire Team have worked extremely
hard on building the system to meet
the needs of the business. One of the
main benefits of CPH being in IFS is
that we can now provide projects
across the business with live planned
hire costs. This will enable them to track
costs more efficiently and therefore
lead to better planning and costing of
the projects.
Doing our Part for Safer Cycling
They say it's not what you know but
who you know - and that was certainly
the case for Islington Police this
Autumn! When running a cycling safety
event in Finsbury Square, they needed a
large HGV to help them demonstrate
the driver’s ‘blind spots’ which often
cause cycling accidents - so PC James
Burgess, of Islington Borough’s
Neighbourhood Support Team turned
to his wife Claire for assistance. Claire
happens to be Performance Manager
for Clancy Plant Hire, and has access to
more HGVs than most people! One of
which we were more than happy to
donate for the day, along with driver
Kevin Hewitt and National Transport
Manager, John Blakeley.
During the one day event, which was
designed to help cyclists be safer on the
road, our HGV was used to demonstrate
to people that they need to stay out of
IFS Goes Live -
Claire Burgess and David Janes
Demonstration the HGV driver’s ‘blind spot’
the driver’s ‘blind spot’ in order to stay
safe. Passing cyclists were invited to sit in
the driver's cab and to see for
themselves how hard it is to see a
passing bicycle, as other volunteer
cyclists ably demonstrated. Commenting
on the success of the day, PC Burgess said:
“The day's activity was part of Operation
Red Kite, a Borough wide operation which
was aimed at reducing crime by working
with our partners on a wide range of
initiatives. Our part of this was to educate
cyclists about the dangers of riding on
London’s roads . . . over 100 cyclists took
the opportunity to have the safety
demonstration in the HGV. Each cyclist
that took part said they would definitely
adjust the way they ride to take into
account the various blind spots on the
vehicle. I hope our actions today will help
to prevent serious accidents in the future,
and my thanks go to everyone at Clancy
Plant Hire who helped us to achieve this.”
Phase 2 of the implementation will see
an update to the Fixed Asset and
Service Management processes, all in
preparation for Phase 3 - Internal Plant
Hire. We’ll be sure to update you on
that in the next issue!
4 I Winter Issue

I SUCCESSFUL I
What’s New at the Body Shop
Clancy Plant Hire’s Elm Lodge Accident Repair Centre, is the
Clancy Group’s very own vehicle repair facility.
The facility has expanded over the years, with a decision in
1996 to purchase Elm Lodge Garage, Managed by former
Rolls Royce Motors Laurie Ford, who joined the business in
1991. The centre now employs six repair operatives many of
whom have been with the company since the early 90s
The Dartford site is run by foreman Roger Lewis, who is
supported by a team of three mechanics and one apprentice.
This site is fully self sufficient and looks after all vehicles in the
South East area. Meanwhile, the Livingston site is a much
smaller workshop facility, and is home to two mobile mechanics
who are based from the site and who cover Scotland. A further
seven mobile mechanics, one in Sunderland, two based at
Dartford and four based out of Harefield, complete Ian’s team of
25 transport specialists.
Meet the team
Laurie Ford
Michael Bentley
Alan Baker
Marc Ford
Terry Edwards
Ryan Bowden
James Bentley
Laurie Ford and Team
Improving the Facilities
With the fleet expanding rapidly, Elm Lodge was given a
complete revamp in July 2010 - and then in April 2011, a new
Audatex electronic estimating system was introduced. This
enables the repair department to work within current industry
guidelines for vehicle repair. The system generates estimates
which are accepted by all insurance companies.
In 2012, further investment took place at the Harefield site in
order to comply with ever-changing legislation covering
vehicle - bodywork repair, a brand new purpose-built 15m x
7.5m spraybooth was also erected. As 2012 draws to a close, the
CPH fleet sits at a staggering 1,400 vehicles, along with 8,000+
pieces of plant and equipment - an impressive set of figures
and an impressive facility to cater for them! Commenting on
the team, Laurie said:
“The Bodyshop Repair team at Clancy Plant Hire are the best
bunch of lads, it has been my privilege to work with. They just get
on with the job, and if one is struggling with something they all
muck in to solve the problem. This group epitomizes true
teamwork and they relish the idea of new challenges.”
Transport Division Spotlight
Run by Transport Workshop Manager Ian Sabatini who has
been with the business over 31 years, the Transport Division is
probably one of the ‘unsung heroes’ of the Clancy Group. It
keeps the entire 1,400 strong fleet of cars, vans and HGVs in
working order, and so helps the rest of the business to do their
jobs effectively. Ian is supported in his role by three vital
Transport Administrators, Jessie Bhui, Steve Dearnley and
Emma-Jane Dunbar, all of whom are responsible for keeping
track of every vehicle that goes in and out of the workshops.
Ian Sabatini is supported by Transport Controller, Steve
Walker who oversees all the three transport workshops in
Harefield, Dartford and Livingston. There are two workshops
at Harefield, one is a specialised workshop for HGVs and is run
by Foreman, Roy Sutton. The other workshop is run on a daily
basis by Michael Carroll, and this is for all other commercial
vehicles and cars.
CPH Transport Team
In-house MOT Capability
In the last few months, after a 12 month planning and training
process managed by both Ian Sabatini and John Blakeley, the
Transport Division is now pleased to be able to carry out fully
VOSA authorised MOT testing. The Harefield workshop has
been upgraded to include a fully equipped MOT bay, a number
of the team have been trained and are now fully authorised to
complete MOT testing.
Although a significant initial investment, the ability to carry out
MOTs in house will provide ongoing benefits for the Clancy
Group, in terms of reduced costs and vehicle downtime. and
reliance upon external suppliers.
30 Years Service
We’re delighted to
congratulate Clancy Plant
Hire’s long serving employee
Alan Bishop - who achieved
30 Years’ Service with the
company on 6th September
2012. Alan is a mobile plant
fitter based out of the
Dartford site - covering
Middlesex, London and
Berkshire. He has spent the
last 30 years helping to make
sure that all of our plant
Alan
Bishop
machinery in that area is kept in tip top condition - from
diggers and dumpers, to cranes and state of the art
reprocessing equipment.
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I SUSTAINABLE people I
HS&E Newsdesk
Our regular HS&E update feature. In this issue we’re covering Drug & Alcohol testing,
our Environmental Improvement Plan and the ongoing Utility Strike Initiative.
Drug & Alcohol Testing
Progress
We’re pleased to confirm that the D&A screening programme is
progressing really well. Bulk screening is well under way, with
Scotland and the North very nearly completed, and the Central and
Eastern region, and South and West region in progress - both of
which are on schedule. Which means that by the end of March 2013,
the entire staff will have been screened - including all of the
directors, as you will see from the photos!
Prior to the screening, we’ve also been rolling out briefing sessions for
all staff around the business, in groups of around 20 at a time. These
sessions have been well received, giving people the opportunity to ask
questions and to understand why we’re carrying out the exercise - and
it's clear when we come to the testing that people fully understand
what's going on. Each screening session takes about 20 minutes and
includes a breath test for alcohol, and a simple, non-invasive drug test.
The tests are being rolled out throughout the business and results are
available immediately.
Selected staff in each region have been trained to carry out the
testing, which means we can do this in-house without the need for
external resource. This is especially useful as it means we can test at
the roadside immediately after an incident - enabling us to
investigate it from this perspective, as well as just to determine
physically what went wrong. We have also trained 40 staff as part of
a ‘train the trainer’ programme, and from here we can grow the
number of trainers within the business as required.
Going forward, once the bulk screening is complete, we will continue
to test when we believe we have just cause, for example after an
incident - but we will also carry out ongoing random testing of
around 5 to 10% of the workforce each year. Director Colin Wilkinson
explains more about the purpose of the project and the success so
far:
“Determining success is not about catching people of course! Instead it's
about deterring them from experimenting with drugs or coming into
work under the influence of alcohol in the first place. The entire project is
all about trying to change their behaviour, rather than removing them
from the workforce. We're delighted with the success of the programme
to date, having managed to deliver briefings on time and to ultimately
reach everyone across the business - which is some 2,500 people. It's
been a big ask to brief as many as we have so far, and to be on schedule
for completion by the end of the financial year.”
Seamus Keogh undergoing drug and
alcohol screening
Hitting our
Environmental Targets
At the start of 2012, Clancy Docwra set some ambitious targets to
improve environmental performance by 2015. This focus on
continuous improvement is also part of our ISO 14001 standard, so it
is extremely important that everyone is committed to achieving the
targets which were set out. In summary, those targets were to divert
100% of inert waste and 50% of all non-hazardous wastes from
landfill; to increase the use of aggregates from recycled sources to
50% of total; and to reduce our carbon footprint by 10%.
Deciding what we wanted to achieve was the easy part - working
out how we are going to do it, and getting the whole business
involved, is a little more complex! So to assist the entire organisation
in doing their part, we have developed an Environmental
Improvement Plan which draws together three key components of
the process - verifying a baseline, identifying suitable initiatives and
carrying out regular monitoring and reporting. The engagement
and involvement of everyone within Clancy Group will be required,
to ensure that the targets and objectives are met or exceeded.
The Environmental Team have developed a set of suggested
initiatives that will help a region, contract or project to achieve the
overall Environmental Performance targets. We will use these to
formulate individual Environmental Improvement Plans and then to
monitor progress and identify any lessons for transfer to the wider
business. For example, these initiatives include:
Target 1 - Increase use of aggregates from recycled sources
Asking each region to consider ‘Do we have client and/or
highways authority buy in for the use of recycled aggregates?', with
an action to 'Open dialogue with client and/or highways authority
to promote the use of aggregates with recycled content.’
Target 2 - Increase inert waste and other (non-hazardous)
wastes diverted from landfill
Asking 'Are we making forecasts of waste types and quantities in
the program? Are our forecasts validated?', with an action to
'Identify where waste is arising and whether that material can be
reused elsewhere in the programme.'
Target 3 - Decrease carbon emissions
Asking 'How do we plan work and allocate gangs to different sites
for both planned works and reactive works?', with an action to
'Liaise with CPH and IS to better use van tracker information in
planning the allocation of reactive works.'
These generic initiatives are applicable to most of Clancy Group's
activities, but are also being supplemented with bespoke initiatives
that are applicable to a specific region, contract or project.
Many of our clients have ambitious environmental targets and they
expect us, as part of their supply chain, to reflect and share these
ambitions. The Environmental Improvement Plans are essential in
reaching our Corporate Social Responsibility goals and enabling us
to meet our clients' expectations. In the process, we will generate
evidence to demonstrate our 'green credentials' to clients, with the
promise of increased competitiveness.
6 I Winter Issue

I SUSTAINABLE people I
Utility Strikes Initiative
As with all construction businesses, reducing the number of
Utility Strikes is a key focus. This is fundamental to the safety of
our operatives, but is also important in reducing costs and in
demonstrating safety levels to potential customers. Under the
Utility Strike Initiative we have three main projects running - a
comprehensive Training Review, the development of our
Management Processes and supporting documentation, and a
Publicity Campaign around Utility Strikes, which commences in
early 2013.
1. Training Review
This has been led by the Training and Development Department
and expands upon the previous ‘CAT & Genny’ course, which
trained people on using the Cable Avoidance Tool plus a signal
generator. The expanded course is primarily aimed at operatives
and site supervisors, and covers a range of additional areas. For
example interpreting drawings, carrying out surveys and using
the latest versions of CAT where implemented - as well as
identifying features on the roads and in the environment which
may indicate the presence of utilities services.
2. Development of Management Processes
These are aimed at everyone in the operational chain and
introduce a single set of processes that we can continually
improve. Until now, a variety of different processes have been in
force, so our aim is to not only develop a better set of processes,
but also to unify them so we can compare from one region to
another and see what is working best.
For example, they include a set way of investigating an incident
which determines who is asked what questions, as well as
template documents for creating ‘league tables’ between
different supervisors and different gangs. We’re not looking for
the worst performers, instead we're looking for best - so we can
see what they are doing well and how we can replicate that
across other gangs or other supervisors. The emphasis is very
much on developing people to help them to perform better.
3. Publicity Campaign
This is aimed at management staff, to introduce the
Management Processes and to draw their attention to the issue
of Utility Strikes in general. In early 2013, we will be bringing in
external presenters to deliver high impact presentations which
show the real consequences of Utility Strikes on an individual
and on the people around them.
Elements of these presentations will also involve operational
staff, who will use their real-world experience to explain to
colleagues how the new Management Processes will work. The
aim is to give managers the skills, documentation and
understanding of what their supervisors should be doing for
them, how to guide the supervisors and how to monitor their
performance to avoid Utility Strikes.
Director Steve Lyons concludes:
“Clancy Docwra takes the issue of Utility Strikes very seriously,
which is why we're carrying out these group-wide activities and
investing time and money in them. We want to improve how we
carry out our responsibilities in our daily work, and all play our part
in avoiding Utility Strikes. We need to make ourselves better and to
think about things that we can do better, and this initiative will
enable us to do that.”
Safe Digging Quiz
Hitting utilities services is one of the biggest dangers we face. As
well as needing time, effort and money to put things right they
present a very real danger of injury or even death. So how much
do any of us know about digging safely? Use our quick quiz to
find out! Answers at the bottom of the page.
1 The term ‘passive locating’ means using
a. The CAT and GENNY
b. The CAT only
c. The CAT and GENNY with a Signal Clamp
2 The HSE document that contains recommendations
regarding a safe system of work in avoiding dangers from
underground services, is the:
a. HSG 42 b. HSG 47 c. HSG 40
3 What colour are buried gas pipes:
a. Yellow b. Black c. Orange
4 How should the location of located utilities be marked on
the ground surface:
a. With sand b. Marker paint/wax crayon c. Stones
5 If utility plans are not available on-site, you should:
a. Just crack on with the job
b. Stop, report to your supervisor
c. Get someone else to do the job
6 How should you treat an exposed utility cable:
a. Use the Cat to determine if it is ‘dead’
b. Push it out of the way and continue digging
c. Treat all cables as ‘live’
How did you do?
Answers:1-B, 2-B, 3-A, 4-B, 5-B, 6-C
What is Mind Safety?
Many Clancy Docwra staff have already completed the
Mind Safety course. We hope that everyone enjoyed it and
took something away from it. But what is it really?
It’s important not to confuse Mind Safety with ‘Health and
Safety’. Mind Safety is quite different. In basic terms, Health
and Safety as a whole load of legislation put in place by
others to protect the workforce and the public - and the
HSE does a fantastic job in making sure we all go home in
one piece.
Mind Safety on the other hand is about how people
behave, how they think, how they act without even
knowing, and the effect their actions have on others. There
is no legislation here, only guidance, so it’s up to all of us as
individuals to take responsibility, to challenge the way we
think and what we believe.
The long term goal within the Clancy Group is to build a
culture of safety which is administered and monitored by
everyone who works here. A culture we can all take pride
in and feel good about.
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I SKILLED people I
Spotlight on Scotland
New Multi-Utility Contract
Clancy Docwra already has a nine year history of
providing successful Multi Utility services in Scotland,
and is the largest MU provider in the region. We were
therefore delighted to continue that trend, after being
awarded the contract to provide
design and construction for the
provision of multi utility services
for new housing at Wellington
Road in Cove, Near Aberdeen.
The developer syndicate is lead by
Stewart Milne and Scotia Homes
and the total value of the contract
is around £3m. It was won via
quotation rather than tender, as is
the case with these types of project,
competing against four other
providers.
This large and prestigious
project started in November
2012 and will cover 758 new
houses over a five year period.
The contract demonstrates all of
our MU capabilities - specifically
design and build, as well as gas,
water and electrical
infrastructure, including all of
the required substations, gas
governor work, and removal
and re-routing of the existing
overhead lines.
Installation of substation for Miller Homes
Clancy Docwra has been awarded
around 200 Multi Utility projects in
Scotland over the last nine years,
Multi Utility at
Bishop Briggs for with a value of around £45m in
Taylor Wimpey total. We operate with over 25
different developers in Scotland,
with whom we have built long term relationships, and
in June 2011 we also took over the build out of the
Connect Utility projects for new housing in the region.
This included around 295 gas only projects and a
further 100 gas and electric projects, with a value of
£10m approx.
Scottish Water Alliance Update
In the last issue of 6S we announced the
start of the Scottish Water R & M Alliance
Framework Contract, which commenced
on April 2nd.
The contract has a designated team of
sixty-five Clancy Docwra personnel, and a
supply chain some of whom are sub
alliance partners, namely Total Pipeline
Technology, Pheonix Utilities and
Hanlons. The team work together to
achieve a true Alliance relationship
between all parties.
Installation of new water main - Frogston Road
The Clancy Docwra team is based out of a
central office in Livingston, Scotland,
which is also shared by Scottish Water
personnel. This ‘integrated team’
approach enables the two businesses to
work together more efficiently and so
ensures a higher level of customer care
for Scottish Water’s customers - which is
very much in line with the company's
own business drivers.
In general terms, we have seen an
increase in the volume of capital works
and main laying activity, especially since
September - and we are now agreeing
the Winter strategy, which determines
how we deal with emergencies on top of
our day to day activities. HS&E
performance and the general delivery of
all workstreams have been good, so
everything continues to progress well.
In addition to Mobile-i, we are continuing to
roll out further innovative solutions for
Scottish Water, including the Ferret Leakage
Detection system. This has now been
demonstrated to the entire Scottish Water
Leakage team and will be used as part of a
trial on the new Customer Side Leakage
work stream. Other innovations also being
implemented include the Hydrant Wizard,
which is already in use on the Southern
Water contract, enabling us to remove and
replace an existing fire hydrant without
disrupting the main supply.
The Alliance has been very successful far,
with the relationship between Clancy
Docwra and Scottish Water being
developed as time progresses, and an
open and honest approach being
adopted by both parties.
Installation of new water main - Frogston Road
8 I Winter Issue

I SKILLED people I
A first for Clancy Docwra
We’re pleased to announce that in August we commenced our first
major Power Framework contract, which is now progressing well. This
£10m per annum contract for Scottish Power is for three years, with an
option to extend to five years, and covers Edinburgh, Borders, Central and
Fyfe, and Dumfries in Scotland, plus Merseyside and Cheshire in England.
The Power Framework contract was won after a nine month tender
process and covers three key work streams - faults, connections and
planned works - including excavation, backfill and reinstatement of
works, and installation of electric and ancillary cables, with an option
and capability for jointing works up to and including 33kV.
At the start of the contract we carried out a TUPE process from the
previous provider involving 100 staff in Scotland and 50 in Northern
England, and this was followed by a subsequent restructure. We have
also implemented Mobile-i, Clancy Docwra's innovative mobile
workforce management system, which is already in use on the Scottish
Water contract.
11kV reinforcement - Stirling
Two key projects we are working on are Stirling Town Centre and the
Ineos Petroleum and Gas Refinery at Grangemouth.
In Stirling town centre, we are working in partnership with Stirling
Council and Scottish power to complete a 11kv reinforcement project
that has been has been outstanding for seven years - and which three
previous contractors have been unable to complete, due to historic
ground conditions in this particular area of volcanic rock .
We have successfully completed the first 100m section after engaging
a specialist drilling company which has new and innovative
equipment, and which agreed to take the challenge on! By carrying
out this type of operation, we have reduced the disruption to the local
businesses and minimised traffic management issues. When the work
is complete it will reinforce the entire network within Stirling town
centre, which has previously been at risk during the winter period due
to load requirements.
Meanwhile, at the Ineos Petroleum and Gas Refinery in Grangemouth,
we have been carrying out a very challenging project under extreme
scrutiny, as Clancy Docwra Senior Operations Manager Kevin Halpin
explains:
“The project involved hand digging a 90m long track to accommodate a
new 11kV power cable, as well as excavating two joint bays which are 10m
by 6m at the top and reducing to 2m square at the bottom, by 2.5m deep.
We also had to dig these by hand, due to the nature of the site and the pipe
line in the area.
Emergency call out for Scottish Power
Once this stage was complete, the holes were then stepped back, and
scaffolding was constructed over the top, so that our operators could be
winched down into the holes, which they tell us was an interesting
experience. We’re pleased to say that Ineos supplied rescue teams plus a
Health and Safety advisor to support us on this project!”
All the work is now complete and we are in the process of backfilling
the job.
Winter Issue I 9

I SKILLED people I
Policy Statements
The Clancy
Group Plc has
published a
revision to its
Group Policy
Statements.
The three Statements are:
Health Safety and Environment
Customers and Quality
People.
In a joint statement, Group Human
Resources Manager, Thierry Euvrard,
Group Governance and Compliance
Manager, Ian Housley and Group Health,
Safety and Environment Manager, Martin
Cross, said, “These revisions to our Policy Statements
strengthen and reiterate our commitment to
ensuring that all our activities are conducted in a
safe, sustainable and corporately responsible way.”
Southern Water Race Day
The real winners of Southern Water’s sixth charity
race day have received their prizes. The
fundraising event, at Fontwell Park Racecourse
near Arundel on October 6, brought in £35,000 for
seven charities. They are: WaterAid, Asthma Allergy
and Inflammation Research (AAIR), Cancer
Research UK, the RNLI, St Barnabas House Hospice,
the Air Ambulance Trust and Help for Heroes.
Representatives from the charities returned to
Fontwell Park to receive their cheques. Sloane
Vaughan, Community Fundraising Manager for
St Barnabas House, thanked Southern Water for
the £5,000 donation. She said: “It was a great day
and very well supported. Your staff were
fantastic and the cheque presentation day was
enjoyable too.”
Above and Beyond the Call of Duty
Providing an excellent service for our customer's customers is
one of our primary responsibilities, and we're hopeful that the
residents of Mill Vale Meadows, a small privately owned close
in Milland Village in West Sussex, will agree that we have
achieved this aim.
As a private road, it is the residents' responsibility to manage
and maintain the road surface, so when they discovered that
Clancy Docwra was going to be carrying out some essential
water main works on behalf of Southern Water, they decided
to hold off on some road repairs they were planning until after
our activities were complete.
As a goodwill gesture, when our project was finished in
October, we made the decision to carry out the work for them
- which involved donating one of our gangs for the day, along
with the necessary equipment and materials, to give residents
the repairs that they had been planning!
10 I Winter Issue

I SKILLED people I
Working with our customers
Sutton and East Surrey
Water Plc, in
partnership with Clancy
Docwra Limited and
Saint-Gobain PAM, held
its Inaugural Innovation
Event at its
Headquarters in Redhill,
Surrey on the18th of
October.
The exhibition hall at the Sutton and East Surrey Innovation Event
The objective of the event was two fold,
to promote innovations that had been
established as a direct result of the
relationship between the companies
and to strengthen relationships
between all sets of employees who
work on the contract. Innovation
Manager, Kevin Halpin, said on the Day,
“Sutton and East Surrey Water is our
oldest established customer, therefore it
has been a great pleasure being involved
in it and a great success as well!”
Ian Adams, Operations Manager
(Contracts) for Sutton and East Surrey
Water in an extract of letter to Kevin
Clancy wrote, “I write on behalf of all the
attendees of the innovation Event last
week, to thank them for their
professionalism and dedication to
making the day such a great success. It
was a unique opportunity for us to
demonstrate, with pride, the strength of
the relationship between our
companies.”
Jeremy Heath (centre) of SESW Kevin Halpin, Ian Adams, (SESW) and Gareth King The Clancy Docwra external site at the SESW event
Visitors to the SESW Innovation Event
Winter Issue I 11

12 I Winter Issue
I SUCCESSFUL I
Training and
Development
Awards
We held the 2012 Annual Clancy Group
Training and Development Awards on
the 21st November in Harefield - with
awards presented by Neil Robertson,
CEO of Energy and Utility Skills.
Neil Robertson, CEO, Energy and Utility Skills
Over 70 employees have achieved
qualifications this year, including
Apprentices and Graduates, as well as
many others who have worked hard to
achieve various awards. At the event
we also celebrated the achievements of
the mentors, managers and colleagues
who support the Training and
Development of these individuals.
Apprentices
Commenting on the day, Training and
Development Manager Tessa Howard
said, “This event epitomises and
reiterates not only the hard work and
dedication of those who have received
their qualifications and awards, but also
the commitment and investment made
by the company to the Training and
Development of its people.”
Degree Graduates - David Cook and Jane Confrey
ILM 2 Training Graduates
ILM 3 Training Graduates
Training Mentors
NVQ Level 2 Training Graduates
HR Facilitators
to the Rescue!
The concept of HR facilitators was born
in 2009 following an initiative from
Thierry Euvrard, Group HR and Payroll
Manager, and was designed to enhance
management and development
practices across the company. The idea
behind the scheme is that these HR
Facilitators will apply ‘first aid’ HR support,
rather than advice, to managers - to
ensure that due process is followed
consistently, and to implement a culture
which delivers a proactive approach to
HR activities and other people
management issues.
As our business has grown substantially
since the concept was first initiated, in
2012 we decided that an additional
intake of facilitators should be
considered - and we are delighted to
confirm that we have extended our
team with 13 lucky employees. These
are key individuals from all regions, and
their role will be to provide the
Regional Managers and their teams
with support on essential HR areas.
As we did originally, we have
programmed several workshops to train
the HR Facilitators with employment law
updates and our HR processes. This gives
them an all around understanding of
subjects such as People Resourcing
(including recruitment and selection
processes), Absence Management, Equal
Opportunities, Avoidance of
Discrimination, Employees Relations,
TUPE and so on. On completion of these
workshops, the new facilitators will meet
regularly to share best practice and to
raise and resolve issues - whilst also
getting updates on new regulations and
processes. We also aim for the original
group of HR Facilitators to meet with the
new intake, in order to extend the
network facilities.
The HR Facilitators have proved
invaluable to the business, and have
helped HR to develop new processes and
to tweak existing ones, as well as
providing a great mode of
communication. In addition, the
workshops have also helped us to forge
new relationships between HR and the
HR Facilitators, and also between the
facilitators themselves.

I SKILLED people I
Going the extra mile for Charity
We’re immensely proud of our Charity Fundraisers
Whether cycling for 1,200 miles . . .
Back in July, Terry Over, our Rail Division Senior Quantity
Surveyor, recently embarked upon a 1,202 mile cycle ride to
raise money for children’s charity Act 4 - www.act4.org.uk. The
ride took Terry from Cape Wrath, which is the most north
westerly point on mainland Britain to Dungeness, the most
south easterly point in England.
Baking in aid of the
Macmillan Cancer
Support Charity
Terry is chair of trustees for Act 4 and is inspired by its work,
which uses interactive performance art within school
assemblies and workshops to encourage children to recognise
their potential, and to inspire them to take responsibility for
changing the world around them for the better.
Having described himself beforehand as an ‘unfit leisure
cyclist’ we were extremely proud of Terry’s achievement,
which saw him ride through such magnificent areas as the
Cairngorms, Keilder Forest, the Yorkshire Dales and
Lincolnshire Wolds. Terry said he maximised the enjoyment of
the British countryside by keeping mostly to unclassified
roads and that it was also a ‘brilliant geography lesson’.
. . . or skydiving from 10,000 feet!
While Terry was cycling through the UK, Customer
Communications Manager Steve Anthony was almost two
miles above it, thanks to his tandem skydive for children’s
cancer charity Clic Sargent - www.clicsargent.org.uk. Steve
took part in the skydive, which saw 200 people take the
plunge over a weekend in July, in order to raise vital funds
for Clic Sargent’s work in providing clinical, practical,
financial and emotional support for children and their
families, to help them cope with cancer and get the most
out of life.
…or dressing down!
The guys and girls in the Accounts team in Harefield held a
‘dress down’ day in July for the Retts Syndrome Charity in
Luton and raised a whopping £500!
or finally, just having fun!
We held our annual Fireworks Display and Bonfire on 27th
October, which was attended by more than 500 of our
employees. As always, we added a fundraising element to the
event, and this year we were collecting for the Lynda Jackson
Macmillan Centre - with an excellent £2,189 being raised.
Commenting on the donation, Buzz Coster, who is Marketing
Manager for the Centre, told us:
“Although we are partially funded by the NHS, we rely on
voluntary donations and fundraising activities to fund the
remainder of our costs each year and so we are grateful to those
who are kind enough to contribute towards our work. These
events don’t organise themselves and I am sure a great deal of
hard work and planning will have gone into making the event
so successful.”
Well done to all those who raised funds for these worthy
charities.
Fireworks display and bonfire
Steve Anthony
…or baking cakes!
The office staff in Dartford organised a Cake Bake and Sale
(scrummy) in aid of the Macmillan Cancer Support Charity. It
was organised in conjunction with the charities World Coffee
Morning initiative which took place on the 27th and 28th of
September. The sale and raffle raised £225, the main raffle
prize was won (a very large chocolate cake) was won by Julia
Collins who very kindly donated it to a local nursing home,
who were very pleased to receive it
Winter Issue I 13

I SKILLED people I
Family Values: The Lovers of Clancy Docwra
The Secure element of
the 6S Vision states ‘A
Family Business, we
enjoy it and reinforce
our culture of
promoting from within
the business’.
For this issue we concentrate on three
young ladies, based in Harefield, the
Lover Sisters, Sarah, Laura and Jamie-Lee.
Mark Sewell interviewed them to gain
their views on not only 6S, but also to find
out a little more about them.
Mark
Please tell me how long you have been
with the company and a brief description
of your roles.
Jamie-Lee
I have been with the company for
approximately 5 years, (February 2013)
my title is Estimating Performance
Management Administrator. (Phew)! My
role is all aspects of administration within
the Estimating team…analysing tender
success ratio’s, copying and distributing
tender documents, etc.
Laura
I am a Buying Administrator and I have
been with the company for about 2 years.
My role is that of buying day-to-day
materials for all parts of the business and
ensuring that we achieve ‘value for money’
Sarah
I will have been with the company 3 years
next May. I work in CPH as a Plant
Administrator, mainly I prepare worksheets
and service reports for internal
and mobile fitters.
Mark
I want the other two sisters to describe
the one that’s left in three words. (So
Jamie-Lee and Sarah describe Laura and
so forth)
Jamie-Lee
Organised : Caring : Funny
Laura
Loud : Bubbly : Mad
14 I Winter Issue
Sarah
Unique : Outgoing : Sarcastic!
(Observation from Mark.. Jamie-Lee
seems to be the only sane one)!
Mark
What are the favourite parts of your roles?
Jamie-Lee
I like being heavily involved in bids, its fast
paced and I get a real sense of achievement
when we submit them, especially as the
deadlines are always so tight!”
Laura
Definitely interacting with suppliers on a
daily basis, building up good sound
professional relationships.
Sarah
Supporting others with the right
information – the more experience I get
the more I know.
Mark
What are the biggest challenges within
your roles?
Jamie-Lee
Achieving my NVQ 2 in Business
Administration. Getting back into the
habit of writing essays again after 6 or 7
years away from school was really
difficult…..but the good thing is I passed!.
Laura
Negotiating the best deals for the business,
ensuring we get ‘value for money.’
Sarah
Chasing information and making sure
that it is correct.
Mark
What does the 6S Vision mean to you?
Jamie-Lee
One of my personal objectives was to buy
my own home by the time I was 22. The
success of the business helped me
achieve that.
Laura and Sarah
We both work to live! So, the success of
the business and the planned direction it
has ensures that we can do that with
confidence.
Mark
What does working for family business
mean to you all?
All
This company looks after you and it has a
great family atmosphere. We all look
forward to coming in everyday knowing
that we are known and that we are not
just numbers. As sisters we have a great
time here!
Mark
What are you favourite films?
Jamie-Lee
Dirty Dancing! Brings back great
childhood memories and Patrick Swayze
was a ‘hottie.’
☺
Sarah
Sister Act (Both) – Great singalong!
Laura
Scary Movie (No2) Just great fun!
Mark
Thank you very much ladies, it has been a
pleasure.

I SUSTAINABLE people I
Clancy ‘Family’ News
Our quarterly roundup of goings-on in the extended Clancy Family . . .
Weddings
In all the years of including weddings in our magazine we
have never had one as fantastic sounding as this! Tony
Balaggan (Planning and Programme Manager/ Project
Control Lead, Optimise CAPEX) and Assistant Quantity
Surveyor, Fiona Liu (Optimise CAPEX) got married on the 29th
September 2012 ... its a day we are sure they will never forget.
The day started at the Guru
Nanak Gurdwara (Bedford)
with an Indian Sikh
Ceremony, followed by a
Rings and Vows Ceremony.
This was followed by a
Chinese Ceremony and a
Reception Dinner at Stowe
House, Buckinghamshire.
Then the fun really began! Indian Dhol Drum players
entertained the guests with a lively performance, just as
they were regaining their breath, Bollywood Dancers
stepped up the pace even further. Just as the audience
thought they could have a rest, more drums and a Chinese
Lion Dance! Phew! As if this wasn’t enough there was a
firework display and a party until the early hours of the
morning!
David Cook married
Joanne Atkins, who
previously worked
for Clancy Plant Hire, in
Lenham, Kent on 30th
March 2012.
A while back now we
know, but we wanted to include a picture and these were
not available for the last issue.
Congratulations to you both, looks like it was a great day!
We should also mention that David graduated from his BSc
(Hons) Quantity Surveying degree with a 1st class in May, so
congratulations are in order there as well. The graduation
event took place on 15th October - but so far he’s managed
to avoid giving us the official ‘cap and gown’ photo. We'll
find a way to get hold of it before the next issue!
Training’s Martyn Scott ‘tied the
knot’ on the 4th August by
marrying Primary School Teacher,
Megan in Kirklinton, which is
near Carlisle in Cumbria.
Retirements
A fond farewell was said to Senior
Contracts Manager, David Port at
the end of November 2012. David
began his career with the
company in 1974 as a Site Agent.
“It has been an absolute privilege
to work with so many committed
colleagues over the years, plus
‘The Gov’nor (M.J. Clancy) and the
Clancy Family. I am going to spend my time doing what I
want when I want. If I don’t know what I want to do, I am
going to enjoy myself finding out!”
We wish David a long, happy and healthy retirement.
Gone but not forgotten...
It is with great sadness that we report the passing of two valued
colleagues, Chris ‘Christie’ Hadnett and Bob McLaughlin.
Christie died on the 19th of October 2012
after a long battle with illness.
Courier Christie joined the company in 1997
on the Thames Provinces contract and
moved on to Southern Water in 2004.
Associate Director Matt Bailey, said of him,
“Christie was as good as gold and the ‘salt’ of
the earth, he is missed by all those who
worked with him.”
Bob was a Storeman at West Hyde on the
Veolia Water Developer Services Contract.
Bob joined the company in November
2011 and passed away on the 28th October
2012 after a brave battle with his illness.
Our sincere condolences go to Christie’s
wife Grace and to his family and also to
Bob’s wife Christine and their children Nicola and Robert.
Births
Scott Heath and his wife Tara
took delivery of daughter
number 4 on the 24th of
August. Sophia weighed in at
7lbs and 8oz. Sister’s, Sarah,
Lilly and Lucia are said to be
thrilled at the new addition.
Winter Issue I 15

I SKILLED I
At Work With... Mark Sewell
What is your title and role?
Marketing and Communications Manager. My role covers all
aspects of the marketing communications mix, both internal
and external - website, intranet, PR, events, desktop
publishing, PR, photography, CRM, brand management - the
whole gambit.
How long have you worked for the company?
It will be 15 years next May. I started out as Marketing
Coordinator in 1998 and it progressed (hopefully) from there.
Describe yourself in three words.
How about Northern grumpy ?! OK, seriously - Northern,
Straightforward, Honest.
What is the favourite part of your role?
Because of my role, I get to know lots of different people from
different avenues of the business. And as a result, I get to
know a lot about the company, which is crucial for me.
Dealing with people all over the UK on a daily basis gives me
a real insight into the business.
What is the biggest challenge in your role?
Communicating to all audiences is a huge challenge. A large
proportion of my role is internal communication - but 70% of
that audience, the operatives on site, don't have email access
and so on. The traditional route has been this magazine, but it
is still a major challenge.
What are your favourite three albums?
I am a huge Jazz fan,the first one has to be Father Time by
Wynton Marsalis (Trumpet). He was the reason I got into jazz
30 years ago and it transformed my listening. The other two
would be Kind of Blue by Miles Davis and The Joni Letters by
Herbie Hancock.
Marmite - Love it or hate it?
Love it. I have a love affair with Marmite, but I hate Twiglets as
I don't like the texture!
Mark Sewell
Outside of work, what do you consider your greatest
achievement?
Having the determination to come back from a serious
accident in 1990 and to take the positives rather than the
negatives out of the situation - it was a huge and character
building learning curve. And my marriage and family of
course!
What does the 6S Vision mean to you?
At a company level, it gives me confidence that we’ve laid a
clear route map of where we want to be and how we are
going to get there, and that ties in beautifully with my role. As
a communicator, the 6S Vision gives me clear boundaries
about what I should be communicating to the business, as
everything should be coming out of that vision. It makes my
role far more clearly defined in terms of what and how I
should be communicating.
You have been stranded on a desert island and you
can take three things with you. No people, but you
can take pets. What would you take?
A copy of Charles Dickens’ A Christmas Carol, which is my
favourite book for comfort reading – I would need a lot of
that, alone on a desert island. A solar powered iPod - though
that might need to be invented first - and a sand wedge and
golf ball, so I can finally master getting out of bunkers!
Editor and Photography:
Mark Sewell
Marketing Communications Manager
The Clancy Group
Words:
Mark Sewell and
Gill Taylor
Contract Marketing
Design:
Mark Straker
Vector Creative Solutions
Print:
Xcaliba Limited
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