Davey Tree Flipbooks

VISION 20/20 UPDATE I n the 2013 March/April Bulletin, we introduced Davey employees to the Davey Strategic Plan, a rolling three-year process designed to help the company achieve $1 billion in revenue by 2020. Now, as we reflect on our progress, we'd like to share a few of the successes Davey has experienced as a result of the plan. First, let's briefly review the Davey Strategic Plan: 1. The strategic plan requires the collaboration of more than 50 employees. All operating units and functions, however, are involved with and affected by the plan. 2. Davey's strategic planning committee is focused on five strategies that work together to achieve strategic plan objectives. The committee comprises Chairman, President and CEO Karl Warnke and five executives, including: Pat Covey, president and COO; Jim Stief, executive vice president, U.S. residential/commercial services; Sandra Reid, vice president of corporate communication and strategic planning administration; Steve Marshall, executive vice president, U.S. utility operations; and Joe Paul, CFO and secretary. 3. As a company-wide operating policy, the strategic plan will identify the opportunities and obstacles ahead, as well as measure the progress of the company. Speaking of progress, here are three key initiatives Davey has resolved as a result of the strategic plan: 1. MyDavey Brand Implementation MyDavey refers to employees' dedication and pride in the Davey brand, which results in great service delivery to our clients. The MyDavey brand implementation highlights the aspects of our culture that make Davey distinct and strengthens relationships with our employees and clients. MyDavey initiatives include: a. The MyDavey Book, February 2013 b. The Bulletin's name change to the MyDavey Bulletin, January 2014 c. MyDavey Bulletin employee ownership communication, March 2014 2. Client Research Programs Any strong relationship requires effort. In order to deliver exceptional service, employees can benefit from a better understanding of clients' needs, wants and concerns. Although many clients were surveyed sporadically prior to strategic plan implementation, all service lines will now conduct regular, professionally administered client surveys. 3. Davey Employee Engagement Survey The employee engagement survey parallels these client surveys. Employee feedback helps further enhance the work experience by identifying new ideas as well as opportuni- ties for improvement, while providing another opportunity for employee engagement. Stay tuned for more updates on the Davey Strategic Plan in future MyDavey Bulletin issues. We're en route to Vision 20/20, but what exactly have we accomplished so far? July/August 2014 | 27 So far this year, Davey has acquired WSSI, Maier Tree & Lawn, Cortese Tree and Superior NW. Covey also mentioned the company's six residential/commercial office expansions so far this year. "These will create a lot of opportunity for young managers and a lot of energy," he said. "We'll see the benefit going forward." In an effort to increase collaboration within large projects, Davey also added a national sales development team. "Davey will play in any market and take opportunities where we see them," Covey said. FUTURE FOCUS. Although the company certainly has an "appetite for growth," Warnke wants employees to understand the reasons why Davey is growing. "There's a strategic direction to our growth," he said. "Yet, bringing acquisitions to the table is a small part of the big picture ahead." From integrating new people, systems, processes and cultures, Warnke explained acquisitions can be very distracting. "2014 will depend on how well and how quickly we can integrate those," Warnke said. "It will require the entire organization to manage effectively," he added, pointing out that he is confident Davey will find the "right selection of opportunities." Davey's strategic plan will guide Davey employees through the unknowns and unex- pected incidents that Warnke predicts will occur throughout the remainder of the year. "We'll make tweaks and adjustments but 'stay the course,'" he said. "It's a good plan that may be tough to execute, but it forces us to achieve our real potential." Karl Warnke, Davey's chairman, president and CEO, presents Doug Cowan with a gift of appreciation for his 32 years of service to the board of directors. Cowan retired as CEO in 2006 and continued to serve on the board of directors until 2014.

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