MONDAY
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Set off for Hemel Hempstead at 6.30am. The day is one meeting after another with my colleagues on the Gillette logistics contract. We discuss systems, engineering, and health and safety—all vital matters. There are lots of good ideas but they need formalising with timescales and defined responsibilities. A walk around the two Hemel sites with the site manager proves useful for both of us.
In the evening, booking into the hotel is more of a chore than usual as it has not been confirmed...
TUESDAY
Up early for a meeting with the client where we discuss cost savings and performance improvements. I try to explain the difficulty of achieving both to the level they want We agree a challenging action plan—but one that lam comfortable with and which goes a long way to meeting their expectations.
Its over to the Reading site in the afternoon. Volumes are high, but the site manager is positive that we are coping well with the demand. I have various one-to-one meetings with client staff on site, which gives me the opportunity to hear directly of any concerns. Being general manager means you have to listen a lot, and offer practical advice and guidance.
WEDNESDAY
To the customer's head office in West London where the first challenge, as ever, is to find a parking space. Overall the feedback at the meeting is very good and it's important that I reflect this back to my management teams. Appreciation is not something anyone in logistics gets too much of.
Late afternoon sees me back at Hemel Hempstead chairing a meeting with my colleagues on issues such as accounts and contract performance. The discussion is good-natured but to the point. I am happy to report the customer's positive views but conclude the meeting by setting some targets and timescales for further improvement. Tonight as a team we go out for a meal and a drink. It is pleasant, but in truth by the end of the day I am tired of talking and hearing about work.
THURSDAY
I have time in the morning to respond to the many e-mails I have received this week, as well as to touch base with a couple of friends in the business. The afternoon is set aside for a VIP site visit to Hemel. The team works well and the event runs smoothly.
I try to get away at a reasonable time so that I can see something of my family. They are understanding about the long hours, but it is nice to surprise them occasionally with an earlier-thanexpected return.
FRIDAY
As I drive south once again I ponder on how my tax situation is likely to change next year in view of my car mileage—currently 40,000 miles a year. I remind myself to check the car's emissions output. I reach Reading at 10.00am and I attend a project meeting for a new warehouse extension. The morning flashes by but I am happy to have clarified issues of importance on the project to Tibbett & Britten. All is going well on the build—but there is no margin for error.
The afternoon is taken up with operational issues, although it never takes long for me to find an excuse to "walk the floor". Again, walking with the site manager allows both of us to take stock of where we are and where we are attempting to go. It has been a better-than-average week in terms of spending time with my operational management.
I don't get into my car until 6.00pm as the M6 around Birmingham makes all early moves a waste of time, and during the drive home I make some of those important phone calls.