Our strategy

Our vision is underpinned by four strategic pillars that support us in our pursuit of operational excellence as we seek to achieve a leading position in our selected markets

 

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.


Priorities for 2014/15
  • delivering growth in the provision of managed services to UK-based multi-site organisations;
  • continuing the deployment and take-up of fibre-based broadband services to customers in Hull and East Yorkshire;
  • continuing to grow market share through our ongoing focus on delivering inspiring customer experiences; and
  • thought leadership.
Progress for 2014/15

We have:

  • achieved our target of passing a further 15,000 premises with our Hull and East Yorkshire fibre deployment, maintaining a take-up rate in excess of 30 per cent;
  • continued to win new service management contracts and new contracts for cloud-based services within the enterprise market; and
  • delivered successfully our first major project for HMRC.
Priorities for 2015/16

We will:

  • accelerate our deployment of fibre-based broadband to pass a further 60,000 properties over the next two years, building on current take-up rates;
  • deliver growth in the provision of complex communications solutions to the enterprise market; and
  • grow our share of the small and medium-sized business market.

People

We want to provide 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.


Priorities for 2014/15
  • continue to develop 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.
Progress for 2014/15

We have:

  • brought together finance teams from across the business to create a business-wide finance team in a single location and with a single set of processes;
  • established a joint working approach between our Kcom and Smart421 brands to better address opportunities in the enterprise market;
  • introduced a competency framework that will set out the skills and behaviours required for each role within the business. It will be used to deploy our people more flexibly, identify skills gaps, manage performance, support employee development and inform succession planning; and
  • implemented a new reward framework that gives managers greater flexibility to reward and recognise excellent performance.
Priorities for 2015/16

We will:

  • Simplify our business to create a single, agile operating model where our people can be deployed flexibly and efficiently for the benefit of our customers.

Partners

We recognise that our customer needs are better met if we work seamlessly with carefully selected partners to create combined service offerings.


Priorities for 2014/15
  • invest in partnerships that support our customers’ objectives;
  • continue to exploit our strategic relationships to deliver market-leading, innovative services; and
  • maximise our hosted and cloud collaboration services and unified communication services offerings.
Progress for 2014/15

We have:

  • continued to invest in partnerships that support our customers’ objectives, such as that with Amazon Web Services; and
  • put in place plans with strategic partners to transform key networks and technology platforms.
Priorities for 2015/16

We will:

  • exploit the scale and innovation offered by our strategic partnerships to deliver market-leading services to customers in our target markets.

Processes and systems

Customer service excellence is underpinned by robust processes and systems.


Priorities for 2014/15
  • 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.
Progress for 2014/15

We have:

  • implemented an SAP system and efficient and scalable back-office processes within our business-wide finance team; and
  • introduced an e-commerce portal that extends the ability of customers to buy online and self-serve.
Priorities for 2015/16

We will:

  • optimise more of our back-office systems to support a simplified operating model;
  • enhance the capability of our e-commerce platform to generate further online sales and encourage self-service; and
  • improve cross-business collaboration through the introduction of new technology platforms.