Davey Tree Flipbooks

March/April 2016 | 27 In last year's employee engagement survey, several of you commented that you would like to know more about the Davey Company strategic plan and why it is important. It's a good question. We will attempt to answer it through- out the year by focusing on one or two Vision 20/20 strategies in each issue. However, first we felt it was important that employees had an understanding of the plan and its purpose. The structure of the plan not only concentrates on revenue growth and operating margin, but–most importantly–on employees and clients, with our mission, vision and objective as the foundation. Our values are deep-rooted in the plan's core: employee-ownership, integrity, innovation, leadership, results, safety and stewardship. The plan's five strategies extend to all operating activities and decisions– branching out to all our service lines and operations. As previously mentioned, we will feature each strategy in more detail in each of this year's MyDavey issues, VISION 20/20: HOW DOES THE DAVEY STRATEGIC PLAN AFFECT ME? Vision: Unmatched excellence in client experience, employee engagement, financial strength & value delivered. Mission: Always deliver a superior tree, landscape and environmen- tal service experience to every residential, utility, commercial & government client. including each strategy's purpose, what it is working to accomplish and how it affects all of us in our daily work lives. Employee Strength (May/June) The focus of this strategy is simple: our employees. Specifically thei recruiting, onboarding and career development efforts. In next issue's feature we will showcase employee development (Ed) efforts, as well as the company's commitment to train our workforce and prepare next- generation leaders at all of our operations and locations. Excellent Service Experience (July/August) We have always been committed to improving the services we provide to clients–we build relationships, not transactions. Our success depends on understanding customer needs so that we may better serve them and always deliver a superior tree, landscape and environmental service experience. We will discuss why our customers care about this and our role in fulfilling the company mission. Differentiate Davey (September/October) In today's diverse and crowded market- place, differentiating ourselves is how we stand out. In this feature we will review why this is important to the broader company strategy, what role employees–from Florida to Alberta– play in helping to Differentiate Davey, and how we–the employees–represent the brand and our responsibilities toward upholding our reputation. Financial Sustainability & Smart Growth (November/December) These two strategies focus on our operating efforts. In order to grow successfully, we must remain financially strong while managing our resources efficiently and appropriately. We all know that in order for any company to be successful, it must grow–through new customers, acquisi- tions or by offering additional services and expanding into new territories. Growth is important as it can translate to opportunities for our employees. This feature will discuss the financial requirements that are critical to the future of the company.

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