This interview with Manx Gas boss Ian Plenderleith, new group managing director of the International Energy Group, has been supplied to Isle of Man Newspapers.

Business News had previously requested interviews with Mr Plenderleith, along with other media outlets.

’If Manx Gas doesn’t stand comparison with the best utility companies in the UK in the next two years I will be disappointed.’

Unequivocal words from Ian Plenderleith in his first interview since being appointed group managing director of International Energy Group (IEG).

He added:’And you can hold me to that statement.’

Previously at the helm of Dee Valley Water Company and before that CEO with Tallinn Water in Estonia he continues: ’I am passionate about delivering industry leading customer service and I achieved that in both those utility companies.

’It has been a very positive start for me at Manx Gas in discovering that the health and safety performance is exemplary, this is an area which perhaps does not get the publicity it deserves but stands comparison with the very best in the UK.

’In addition, the performance of the assets is very good indeed and customers have not been seeing problems with interruptions of supply. I’m particularly delighted by the passion and enthusiasm of the staff, who genuinely care about the customers and want to deliver the highest quality of services and security for them. These are excellent foundations to build from.’

Mr Plenderleith goes on to waste little time in addressing what he describes as the “problematic” introduction of the Standing Charge over the past 12 months.In doing so he remains diplomatic with his words.

’It’s important that I stand back and listen to the concerns of both the public and MHK’s and understand the problems and details, then decide on the next steps and the best way to achieve a charging structure customers understand and which is fair to them and the gas they are using.

’There will be an extensive dialogue with both MHK’s, customers and the OFT before we decide how we achieve this. That is something that can happen in a matter of weeks. Arriving at the best solution for all concerned will take longer.It will require a lot of communication and dialogue between all the parties. There is no point in reversing one problem and replacing it with another.’

He emphasises:’I’m not going to be rushed into anything, there will be no knee jerk reaction. I would, however, welcome involving customers to help us find the appropriate Standing Charge solution.’

One associate who worked closely with Ian Plenderleith describes him as ’dynamic and a principled business leader’, a CEO who wastes little time in achieving his goals.What is already clear is that he has a vision for Manx Gas which is likely to result in some major changes with a series of regular dialogues, particularly with customers.

This is his style as underlined by his achievements at both Tallinn Water and Dee Valley Water. A qualified accountant, as chief executive officer with Dee Valley Water he established and led a high performing management team that in less than two years made significant improvements across all business areas.The company’s business plan enabled it to outperform Ofwat’s five year cost targets by eight per cent. He successfully implemented a culture change programme, including a new corporate vision and values.

His responsibilities at Tallinn included managing all aspects of the business and United Utilities interests in Estonia through a 20 year privatisation contract serving 400,000 customers with a direct workforce of over 300 staff and revenues of 50 million euros per annum. The company is listed on the NASDAQ OMX Tallinn Stock Exchange and is the only privatised water utility in the Baltic region.

’In the short time I have been in the island I sense there is a strong community feeling and I believe that Manx Gas should be more part of that,’ says Mr Plenderleith, 54, who lives within walking distance of the Manx Gas offices on North Quay in Douglas.

He goes on: ’I would like to see Manx Gas spread its wings, become more of a community faced organisation, the creation of new positions with members of staff becoming community liaison representatives, active among community organisations across the island. Their job will be to meet stakeholders, charities, church groups, people who want to ‘do good’ for their community and discuss how Manx Gas can help them to do a better job.Those community liaison representatives taking part in coffee mornings, making sure people have the right tariff and listening to any concerns they may have and how Manx Gas can help those communities.’

As to his style of management he adds: ’You don’t achieve anything if you can’t take people and the organisation with you. Staff need to have confidence in you along with trust. In leadership your people and teams must have belief that you are prepared to lead from the the front and walk the walk and not just talk the talk. You must make sure you are visible around the organisation and connect with staff. It’s very important to offer opportunities for employees to grow in the business.Develop talent and promote excellence, staff need to know you have an interest in their futures.’

His first major decisions include bringing all IEG’s HR operations from the Channel Islands to the Isle of Man with the appointment of the organisation’s of an HR manager who will also be based in the Manx Gas offices.

He makes no attempt to disguise his enthusiasm for his new role which currently sees him working up to 10 hours a day and spending one week a month in the Channel Islands. Married, he has two children, Noah, aged eight, and Alice, aged four. Marion, his wife is Estonian, although they met in Finland. He plays football and golf when he can and weekends are often taken up with him coaching a junior football team. Long walks are also on the agenda with his two dogs, a two-year-old Hungarian vizla and a 12-year-old Dalmatian from Estonia.

Assessing his career to date he confesses that he considers himself ’very fortunate, even lucky’ that he reached the top positions in both Tallinn Water and Dee Valley Water and now group managing director of IEG.

He left school at 16 with six O-levels and then before the ‘gap year became fashionable’ set off travelling the world. At the age of 25, and back in the UK, his mother made it very clear that it was about time he got some qualifications and finished his business studies as a degree.

’My first job when I came back from travelling was on the phones at the customer contact centre of North West Electricity Board (Norweb),’ he declares with a laugh. ’I’ve also been a billing clerk, a pay roll clerk plus a clerk in accounts payable. In fact, I may take time out to spend an occasional afternoon on the Manx Gas customer contacts desk. I so enjoyed those times and they have made it easier for me to relate to employees who do those jobs. You understand their frustrations.’

Four years saw him working in South America for Norweb, much of it in Argentina. ’Those were great years, if I had stayed in the UK I may not have had the chance to prove myself, working overseas gave me the opportunities to do that. You could say I was brave enough at that time to take on that challenge, I had some wonderful times. I realise I may not have got the job at Tallinn Water without that invaluable experience.

’I believe it’s important not to be hurried in making any decision which results in going from the frying pan into the fire.At the top of my agenda in taking the company forward will be to focus on consultations and dialogues with customers and members of Tynwald.’

His final words are: ’As a utility company we are in a privileged position, which means we must deliver the highest standards of customer service to the citizens of the Isle of Man.’