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objectives and in specific areas, and we encourage our employees to take responsibility for those goals. We, as leaders, describe what objectives we’ re trying to achieve and then the teams work on how to achieve them. As the senior leadership team, we review progress with each team every month to review their progress and look at how we can support the teams. Culturally, this has improved our engagement as a company, making sure our employees understand the company’ s goals and how they contribute to the company. I think that’ s hugely important for performance. We’ ve also just conducted another employee survey, delivered by Korn Ferry business consultancy, the results of which will help us to further develop our leadership and company culture.”
Over the next 12 months, KPM UK’ s priorities focus on supporting and expanding in key local markets, following the formation of its Italian branch, and over the next three to five years it looks set to launch similar local sales companies throughout Italy, Germany, Turkey and the Nordic region.“ Realistically, in five years’ time we will have captured more EMEA market share and increased our business size by 60 percent in regard to turnover,” concludes Lee.“ We will expand Staffa global sales through increased cost reduction, and we’ ll have more R & D work in the UK. Our strategic focus is on adding more customer value technically and offering the best service to our customers”. ■
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