Carillion is a British construction and support services company created in 1999 by a demerger from Tarmac, which was founded in 1903. Since the split major construction and service-management organisations have been acquired by Carillion, including Mowlem in 2006, Alfred McAlpine in 2008 and energy services specialist Eaga in 2011.

IT leader: Steve Connor, CIO.

In role since: Group IT director since 1999, CIO since 2011.

Reporting line: CFO.

How often does the CIO meet with the CEO: At least monthly.

Board level seat: Group Strategy Forum (top 40 business leaders).

IT budget: Circa £60 million per annum for UK.

IT estate and or number of log on accounts under the control of the IT leader: 23,000 users.

Level of the workforce that relies on technology to carry out their tasks: 45% worldwide.

IT staff currently employed: 235 total worldwide, 190 in the UK.

Split between in-house/outsourced staff: 45% outsourced.

IT management team and reporting structure: Six direct report, CTO plus five Sector CIOs, two of which are overseas.

Primary technology platforms at the organisation: ERP Oracle EBS, CRM MS Dynamics, WOMS Various in-house, Supply Chain Causeway.

Primary technology suppliers: Dell, IBM, EMC, Accenture, Oracle, Causeway, BT, Microsoft.

Significant strategic technology deals struck in the last 12 months: Global EA with Microsoft, new ITO and BPO contracts with Accenture, transformation of acquired business back office with Accenture.

Percentage of your applications/infrastructure run from the cloud: 15%.

Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: Transformation of UK based business unit legacy finance to offshore shared services model with transfer of systems from Coda Dream to Oracle EBS. This brought the back office operations of a significant front line business into line with Carillion’s standard model resulting in consistent service delivery, internal processes and reduced operating costs while enabling customer service delivery and operations to continue without adverse impact by re-engineering the integration of the pre-existing Contact Centre and Workforce Management platform.

Did the above project reach its cost, timing and transformation objective: Yes on all counts.

Business transformation programme – beyond technology – that the CIO owns or is a major contributor to: I am a major contributor to our strategic operational programme to improve the overall productivity of our mobile workforce. Together with my team and two of our Business Unit MDs we have initiated a radical review of mobile workforce operations with the goal of consolidating our operating platforms into the fewest practical number, identifying quick wins but at the same time identify our long term strategy for contact/call centre operations, customer works order management, asset management and resource scheduling.

Strategic aim of the CIO and IT operation for the next financial year: Oversee the delivery of the agreed business plan and strategy, contributing to the key business growth agenda and the work necessary to improve our business operating efficiency overall.

Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation: Operationally the impact to date has been small, however as part of our Enterprise wide technology refresh we intend to offer BYOD options for both client PCs and smartphones for home use as well as in the workplace. Social networking is being selectively trialled by several internal groups for internal networking, recruitment and other purposes as well as on a number of our client contracts where we have a larger community to communicate with. We have established a social networking policy and following the learning that comes from those trials we will be undertaking a “controlled” roll out over the next year where this can add value to our business and/or enhance the experience of working with or being served by Carillion.

Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: We have an agreed high level plan for BYOD. I am able to routinely engage executives at Group and Business Unit level through our network of Sector CIOs that actively participate in the Business Leadership teams and work alongside HR in matters that involve a joint approach. Carillion has core values that include Innovation, Collaboration and Mutual Dependency that underpin our behaviour and the way that we treat our people. The ICT Senior Team is empowered to lead on all matter ICT related and we continue to build on our reputation and standing as trusted expert advisors to the business.

Technologies being considered to enable transformation: Microsoft Lync, Office and SharePoint 2010, social networking and BYOD. At the business delivery interface we will continue to enhance our capability for dynamic resource scheduling integrated with asset and customer works order management which are key to our current business transformation plans. We have a long heritage in these areas but remain convinced that you cannot be too good at managing your workforce or measuring and improving your client service delivery.

Transformational inspiration sources: I value greatly the engagement of colleagues and a wider network of like minded individuals but at its base level I am inspired from within to drive change and enable improvement in all that we do. The status quo is not acceptable and I always strive to inspire others to work along the same lines.