Imtech is a European engineering service provider in the field of electronics, ICT and mechanical engineering. With more than 22,500 employees, Imtech's annual revenues are approximately €3.8b. With 19,500 customers, Imtech offers total solutions in the field of energy, environment, water and mobility.
Large M&E installer adds UK arm to worldwide roll-out of 4PS
With a global agreement in place to implement 4PS Construct throughout the Imtech Group, the UK division reviewed the function it offered to ensure a match to its requirements. 4PS had to be fit for purpose for the Heathrow-headquartered business and its seven British subsidiaries. It also had to offer major benefits over their currently installed solution.
Imtech in the UK is part of Imtech NV, a Netherlands-based technical services organisation, one of the leading providers of Electrical, Mechanical, ICT Engineering and Construction services throughout Europe and beyond. The group employs over 28,000 people and an annual turnover of £4bn. Imtech UK is a large enterprise in its own right, with an annual turnover of £600m and over 3,000 employees. Their eight business units deliver complex projects involving Engineering Contracting, Water, Waste and Energy, Technical Facilities Management, Infrastructure and Systems Integration. Their projects include, the Emirates Stadium, Centerparcs, Clarence Dock and the Imperial War Museum.
Graeme Wiley, Project Manager, explains what their business challenges were and how they went about selecting a system that would deliver the operational improvements and benefits they wanted.
'We were a number of different businesses using a number of different systems, some of which were getting to the end of their lives… we had a need to replace some of those systems with something better. in addition, we wanted to introduce 'best in class' processes across the group.
By introducing consistent processes, we felt we would drive business improvement across all of the business units in the group. Firstly, we thought about what our fundamental requirements were and we clearly identified what it was we wanted to deliver through the implementation. We also defined the benefits we felt would be delivered by the new system and we agreed those up front with our senior management team. We spent a long time ensuring that we had the full commitment of that team so that the group board and the directors from each business got on board and agreed that this is what they wanted to do and this is how they wanted to do it.'
Having identified the improved processes that would help the business gain greater control and consistency, they needed to choose a system that supported their requirements in every area. The first stage of the process involved bringing together the management team that could assess the solution. The project team included people taken from across the organisation.