Culture and teams
As the business evolves, so does its approach to staffing its facilities.“ We are undergoing a deliberate cultural evolution to support our rapid scaling,” Josh observes. He ties this managed transformation to the fast pace of hiring and the need for different teams to work in sync as production expands. Retention and training now sit at the top of the agenda.“ What we do not want is for people to come in, not be looked after, and then leave,” Josh stresses. He highlights ongoing apprenticeship and graduate programs as key to building a pathway for future engineers. That investment extends beyond the factory floor.“ We are investing heavily in people, looking to recruit across all functions of the business, ensuring we are maintaining the right levels of customer service.”
Moving forward
The next stage is all about execution, with the first 132 kV unit almost ready for testing.“ All eyes will be on making sure we get through that first test,” Josh remarks.“ Early builds will shape how the new line runs, how teams adapt and how processes settle into place. With the order pipeline giving the team a solid foundation, we’ ve pretty much got the orders there for the next 12 months.” What comes next is a learning phase, grounded in the factory floor and measured in delivering right first time and on time. ■
www. winderpower. co. uk
ccemagazine. com 161