vector ltd

Vector is New Zealand’s leading energy infrastructure group.
The company owns and manages a unique portfolio of energy infrastructure networks including gas transmission, electricity, fibre optic communications and gas distribution, metering, natural gas and LPG. With an operating revenue of $1.352 billion year end June 2007 Vector has around 850 permanent employees and over 1000 contracted staff.

In September 2002 Vector purchased a majority interest in United Networks, with an aggregate purchase price over NZ$2 billion. Vector, under the leadership of newly appointed CEO Mark Franklin, saw an opportunity to create not just a larger Vector but a whole new company; a company which truly integrated the best of the former two companies’ cultures, but more importantly took the opportunity to redefine a fresh new culture that would support Vectors future growth plans and strategy. CORE was engaged in 2003 to make this happen.

CORE truth™ was utilised to ascertain the current state of the two cultures, how they differed and where they were similar. It was also necessary to gain an insight into the perceptions that the staff from each company had of the other, as the two companies had been rivals for many years. It was necessary to ensure all the cultural norms, organisational myths and beliefs were out on the table in order that the two groups could put the past behind them and develop cohesion around a new purpose and a new organisation.

CORE purpose™ was then implemented, which involved a process of individual interviews with senior management, group workshops and feedback sessions. The process culminated in the identification of a set of four aspirational values which supported Vectors vision and strategic intent and also provided a platform to articulate the behavioural change required.

CORE alive™ launched and unveiled the values and the new corporate brand identity for the merged company. Vector was going to look different and it was also going to feel different. Each value was launched to staff individually over a 6 month process, allowing staff time to discuss and integrate each one into their work, their language and processes. The values were then integrated in all key environment touch points: reception, office workspaces, meeting room décor, intranet, screensavers and HR Collateral.

CORE translation™ helped develop performance reviews based on the four values to ensure managers were measuring individual and company shifts in the culture. The HR systems and processes from recruitment, induction to rewards and recognition programmes were also aligned to ensure best practice and sustainability.

CORE champions of change™ ensured that an internal team "Connecting for Success" with the executive kept all lines of communication open to give clarity about the companys future direction, support and advice which helped inspire and boost team morale.

CORE communications™ continues to support the new strategy and leadership going forward, by ensuring all products and services are aligned to their vision and values.