19 World-class companies from across the region
SPP: The P that outlives Reading’s three Bs
This is the latest article in a series looking at leading-edge companies that we have identified in association with business advisers BDO
Back in the 1970s when Reading was known for its three ‘B’s – beer (Courage), bulbs (Suttons Seeds) and biscuits (Huntley & Palmers) – there was a fourth claimant to major fame for the town: a ‘P’, for pumps manufactured by SPP.
The three Bs have closed down in Reading, but it’s something of a secret that SPP (Sigmund Pulsometer Pumps) has not. While its manufacturing has moved to Gloucestershire, SPP’s global head office is today hidden away behind Sainsbury’s Superstore at M4 J12.
Like those three Bs, SPP has a proud heritage, being founded in 1875 and connected with Reading since 1901. But, it’s arguably since becoming an autonomous division of Kirloskar Brothers (KBL), the Indian infrastucture contracting giant, in 2003, that SPP has once again shown its leading edge qualities.
“They have allowed us to re-focus on what we are good at, given us the necessary investment and support, and encouraged us to grow again. And we certainly have. We are one of the few UK pump companies that is actually growing year on year,” says general manager Bob Tichband.
SPP’s order workbook has more than doubled since 2003, from £25 million to £55m.
SPP now manufactures and supplies its specialist centrifugal pumps and fluid handling systems worldwide – in oil and gas production, water and waste treatment, power generation, construction, mines and industrial plants – from London’s new Shard building to Sydney’s Harbour Bridge.
In infrastructure construction circles, SPP is a globally-known and respected brand, with established company locations throughout the world.
So, where does Tichband see SPP’s ‘leading edge’? The development of world-class products, the company’s exporting achievements, and within several specialist sectors, he replies. SPP’s workbook has grown 10-fold in under 10 years in the oil and gas sector, a growth largely achieved internationally.
“We are good at providing bespoke pumping solutions in certain niche markets. We also
undertake the prestige installation and maintenance contracts for much of this work.”
Ironically, some of SPP’s best work never gets seen or used – lying underground or embedded within buildings waiting to spring into action following a breakdown or fire.
SPP’s Fire Protection product, for example, is a cornerstone of its growth, along with the development of high-efficiency ‘green’ water pumps “We have moved from ‘me too’ products to owning industry-leading products.”
With the decline in its North Sea work, SPP refocused further afield. Its industry contacts and reputation proved invaluable. Now, the company exports 75% its manufactured pump equipment, notably to emerging countries. “I would think we are the world No.1 in supplying offshore diesel-driven fire-pump sets to China, for example.”
“Each project we win is another piece of the global jigsaw, which allows us to connect other pieces and build our overall sales picture. But it’s a very conservative market, and you need to maintain your track-record. You’re only as good as your last job, and we all take pride in our products and services.”
The company works hard to maintain its standards (ISO 9001, ISO 14001, quality control procedures etc). Carefully selected representatives in key countries and industries, internal apprenticeships and graduate training
Bob Tichband, general manager of SPP
schemes help maintain the leading edge. But ultimately Tichband believes the sharpness of SPP’s leading edge relies on the attitudes and culture of its people.
KBL has been wise enough not to disrupt that proven 300-strong winning team with its proud work culture created from years of high- level professional performance and personal achievement.
Many of the SPP workforce have devoted decades to the company – SPP has been Tichband’s sole employer. “We have a stable management, tried and trusted staff, and that breeds confidence in our current actions and our future decisions.”
And it’s no coincidence that Owen Shevlin, the long-serving CEO and driving force of SPP has just been appointed to run KBL’s worldwide exporting operations. “Owen has been absolutely key to the company and his vision has carried us through,” said Tichband.
In February, SPP launched a new energy division focused on helping companies save money and energy when running their pumps. Having developed a Lowest Life- Cycle Cost series of pumps, SPP believes it could help reduce UK energy consumption and running costs by more than 20% within several sectors. Pumps account for around 13% of the UK’s total annual electrical consumption. (BPMA data).
The future looks green and busy for SPP. Leading Edge
What makes SPP leading edge?
– the view of BDO partner Chris Pooles Whilst SPP Pumps has continued to maintain its presence in Reading, over the years it has become
anything but a local business, with an international customer base and wide geographic spread of revenues. However, from a visit to their UK headquarters near Theale, it is clear it has still managed to retain that local feel.
Quality is what keeps SPP at the leading edge. It is clear when talking to Bob that quality is absolutely key, running throughout the business and being synonymous with the SPP brand in their marketplace. With high longevity of its management and workforce, quality is in the culture of SPP’s people – which in turn is reflected in their products.
SPP is a great example of a UK manufacturing success story, sticking to what it does best: making quality products for specialised niche market segments.
’’ THE BUSINESS MAGAZINE – THAMES VALLEY – APRIL 2012
www.businessmag.co.uk
’’
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52