In Conversation
Listening, learning and achieving
AT THE END OF SEPTEMBER, KEVIN KENNERLEY RETIRED AFTER AN IMPRESSIVE
40-YEAR CAREER WITH NWF FUELS
FUEL OIL NEWS EDITOR JANE RAPHAEL MET WITH KEVIN WHO, BEFORE
JOINING NWF, WAS A PROFESSIONAL FOOTBALLER PLAYING MIDFIELD FOR
ARSENAL, BURNLEY, PORT VALE AND SWANSEA CITY.
What reasons led you to join NWF?
I could probably have continued to play
professional football for longer, but it was
going in the wrong direction and I really
needed a career that I could get my teeth into
for the long term.
Scouring the papers, two roles appealed
– trainee accountant and a management
trainee role at North West Farmers which was
then a co-operative and into a multitude of
activities. By 24-years old, I had learnt a lot
about myself and I was confi dent to go into
another career; after a second interview I
chose NWF.
In those early days, did you have any
inkling that this would turn out to be a
40-year career?
No! I just thought I’ll get involved and learn
as much as I can about this business and see
where it takes me.
Based in Shropshire in the early days
Kevin met Alan Newman of Oakleys, the fi rst
of many industry characters from whom he
was keen to learn.
In the early years I greatly enjoyed being
a depot manager where I was given a high
level of responsibility and authority.
I had no real plans, but with each
promotion I was always willing to test myself.
NWF went from being a co-operative to
a limited company and then a PLC on A.I.M.
with Kevin becoming sales director in 1990. In
October 1992, Kevin, then 38, was appointed
as managing director to help grow the
business further.
Although there were those who felt I was
too young for this role, I believed I could do
it. A strategy was put in place to grow the
business with graduate calibre individuals who
could follow my path of learning through the
business, ensuring the company had ready-
made in-house management candidates as
and when needed.
To what factors do you attribute NWF’s
very impressive year on year results?
You have always had a very strong focus
on your staff and their training, what
have been the rewards for this?
Even with record profi ts and growth year in,
year out, our performance is still monitored,
assessed and reviewed. We’ve even grown
the business in the lean years, and when we
perform well, we always ask ourselves what
next?
We now have a business with revenues
over £400 million and I suppose we are one of
the largest with a north west base.
We recruit staff of the right calibre
with strong values, a desire to learn and a
competitive spirit that drives them to be better
than our competitors. We look for team players
who work hard, roll up their sleeves and get
stuck in, and for people who will encourage
others in the same work ethic. When recruiting,
it’s important to ask, will this person fi t in at
NWF?
Testament to this approach are many
outstanding performers including Mark Adcock
and Mark Nicholls, now directors of sales and
operations respectively.
In your opinion what does the fuel
distribution industry continue to do
really well?
I believe that fuel distribution generally offers
a good service, but I don’t think the customer
really understands the cost of running tankers,
or particularly cares.
Fuel distribution, while being a relatively
small space, is extremely competitive and
involves some outstanding characters who
care about both their individual businesses
and the industry.
Of course, our return on sales is pitiful and
we are our own worst enemies at times.
“A MORE PROFESSIONAL
SALES APPROACH
WITH A BETTER
UNDERSTANDING OF
THE COSTS OF RUNNING
THE BUSINESS WOULD
RESULT IN MORE
SENSIBLE PRICING”
Our return on capital employed however,
which is probably the true test of any business
is strong. At NWF Fuels we achieved a R.O.C.E.
over 70% in the last fi nancial year and
consistently achieve over 40%.
As the world changes, domestic
customers’ expectations will continue to rise
in line with the services offered by simple
distribution services e.g. online retailers. We
will have to adapt to ensure we can meet
customers’ expectations. We will soon all have
an app to enable our customers to track our
tanker deliveries.
What could the industry do to better help
itself?
When it comes to alternatives to fossil fuels, I
feel a more concerted effort could be made to
fi ght oil heating’s corner with the government.
Changes at FPS, including the
appointment of Guy Pulham, are progressive
steps.
A more professional sales approach with
a better understanding of the costs of running
the business would result in more sensible
pricing.
A more proactive approach to specialist
fuels which add value has come to the fore
in recent years. This is an innovation which
requires further development.
A standardised training and coaching
regime would benefi t all – not just drivers
who are well-catered for – but also for those
in sales, marketing and administration
departments.
What advice would you give to those
who remain in the industry?
•
•
The demands of the customer are only
going to increase, the industry needs
to be more innovative in the use of
e-commerce.
The workplace needs to be serious but a
fun place to be if you want to retain good
people.
Continued on page 12
Fuel Oil News | November 2018 11