RESPONSE TO EGAN

We have a commitment to the principles of Rethinking Construction. We have recognised the elements of the report as:-

But for Higgins, we would summarise it as 'a catalyst for change!' A model to assist us in improving our business.

The report has been championed by our Chairman, endorsed by senior management and cascaded down the organisation. We have highlighted the positive and introduced an Egan/culture change strategy to position our business within a changing marketplace.

We have identified culture change as our greatest challenge. To address this we have introduced a structured internal training and development programme for our staff (and selected members of our supply chain) to focus on:-

The programme has been facilitated by external specialist consultants. It commenced in early 1999 and is ongoing.

We also formed in 1999 an Egan Action Plan, which consists of four specialist task groups:-

The task groups include staff representatives from all levels and disciplines, together with invited external representatives.

Through the task groups we have asked our people to rethink our approach.

The programme was recognised in the 2001 Building Quality Homes Awards where we were shortlisted for the 'Company Change Strategy' Award.

The company is also an active steering group member of the Housing Forum. We have also been involved in the following Housing Forum working groups:-

We have also had representation on the Rethinking Construction Strategic Group.

Our response to the Egan Report continues with the development of our knowledge, training and experience through a commitment to change, innovation, research and development and the fostering of long-term working relationships with our Clients.