FM World August 2016 taster edition

I N F O R M I N G FA C I L I T I E S M A N A G E M E N T P R O F E S S I O N A L S

fm-world.co.uk / August 2016

NEW HORIZONS — BIFM CEO RAY PERRY LOOKS TO THE FUTURE | FM AND PARTNERSHIP STATUS | SUPPORTING HIGH-PERFORMANCE ORGANISATIONS

TA ST E R E D I T I O N

PROGRESS THROUGH PARTNERSHIP When FMs become part-owners of the firms they serve MIND: THE GAP? Is mental health the ‘forgotten’ health and safety issue?

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PERFORMANCE PRINCIPLES Lessons for FM from high-achievement sports

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NEW HORIZONS Corporate propositions, brand values, career-long learning: Incoming CEO Ray Perry looks to BIFM’s future

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F M WO R LD

AUGUST 2016

CONTENTS COM M UNI TY

26 PE R SPE C TIV E S The four most interesting and insightful opinions on FM this month

28 THINK TA NK Are you or your organisation involved in projects to address workplace stress?

3 3 A BIT A BOU T YOU Lee Gibson of Lee Baron dreams about airports and enjoys being a night owl

A NA LYS I S

7 B RE XIT BRE AK DOWN We delve into the biggest stories in the FM industry this month 9 H O M ES UN FIT FOR HE ROE S MPs accuse the MoD and its contractor of letting down service families 10 THE WAR ON WASTE Food waste costs the UK hospitality and food sector over £2.5 billion a year 12 O FFICE COMFORTS Sixty-seven per cent of UK workers feel drained by their offices every day 13 N E WS MAK E RS The stories proving most popular with FM World’s online visitors this month

3 4 AU GU ST @ BIF M The people and projects currently informing BIFM activity 3 8 C A LL S TO AC T ION The events, surveys and discussions that deserve your attention

KNOW LE DG E

41 POD COMP L E X Developed for people to work from home, there is now the Officepod 42-43 C A R E E R D E V E LO P ME N T How using your ‘EI’ quotient could improve your communication skills 44 T HE M IC ROBE A D ME N ACE Microbeads are having a serious, detrimental impact on life in our oceans 45 POWE R A R R A N G E R S Six low-budget methods to make savings on your energy bills

I NTE RVI E W

46 A BR E AT H OF F R E S H A I R A UK-based HVAC services provider is making Chernobyl a safer place

20 BR A ND A M BA SSA D OR New BIFM chief executive Ray Perry outlines his plans for the institute

48 WHAT ’ S YOU R S E N T E N C E ?

Changes to sentencing guidelines for health & safety at work infringements

FM World’s new in-depth analysis section 52 PARTNER IN PRIME Seeing the value of FM recognised at board level is a dream for many. But bestowing a professional status on FMs could transform how they and their department’s contributions are esteemed throughout the organisation. Ruffer’s facilities manager Emma Potter was made partner in 2011. Here’s her story.

56 IN VE STING WISE LY? “Put your people at the heart of your vision and they’ll use their talents to achieve it.”

So says Paul Devoy, head of Investors in People. So why is the IIP standard not more routinely adopted, and how do those organisations in FM with longstanding IIP credentials assess the situation?

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6 0 PLA NNING FOR HIGH PE R FOR M A NC E Creating a high performance environment for today’s sports AU G U ST ’ S TO P I C stars means putting players SETTING at the centre of the unit and PERFORMANCE empowering those tasked GOALS with supporting them. That’s consultant Clive Reeves’ philosophy – and one W W that W. B I F M .O RG .U K / F M WJ O I N could place FM in the spotlight.

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August 2016

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F RO NT D E S K A N A LY S I S

vote to leave the EU.” How the government plans for Brexit “will affect people’s lives for many generations and for many governments to come”, said O’Grady.

She said: “If Brexit negotiations serve only narrow or elite interests, it will cause deep national divisions and make Britain’s future far less stable and secure. There is no existing model for this – we need time for a national conversation to create a new ‘British model’ for a relationship with the EU and the world that is fair and balanced for everyone across the UK.” The cosmetics firm Lush has already announced that it is moving a large part of its production from Poole to Germany as a result of Brexit. Lush employs 1,400 people in Poole and says around a third do not have British citizenship. They spend about £4.6 million locally on food, leisure and housing, including around £700,000 in council tax.

KEY CABINET APPOINTMENTS HM Treasury Chancellor of the Exchequer – Rt Hon Philip Hammond MP Chief Secretary to the Treasury – Rt Hon David Gauke MP Financial Secretary – Jane Ellison MP Economic Secretary – Simon Kirby MP

Department for Exiting the European Union Secretary of State for Exiting the European Union – Rt Hon David Davis MP Minister of State – Rt Hon David Jones MP Department for Business, Energy and Industrial Strategy Secretary of State for Business, Energy and Industrial Strategy – Rt Hon Greg Clark MP

“PEOPLE CANNOT AFFORD ANOTHER HIT TO THEIR PAY PACKETS. WORKING PEOPLE MUST NOT FOOT THE BILL FOR A BREXIT DOWNTURN IN THE WAY THEY DID FOR THE BANKERS’ CRASH”

1.4k Foreign nationals employed at Lush cosmetics firm’s HQ in Poole

Department for Communities and Local Government Secretary of State for Communities and Local Government – Rt Hon Sajid Javid MP Department for Environment, Food and Rural Affairs Secretary of State for Environment, Food and Rural Affairs – Rt Hon Andrea Leadsom MP

An indication of what could be to come for other firms.

Others warn that as a result of Brexit, businesses could face a £2,675 foreign worker recruitment charge. National law firm Simpson Millar’s head of immigration, Emma Brooksbank, has reported a huge rise in calls from EU migrants hoping to secure permanent residence and a similar surge in enquiries from businesses employing foreign workers who face a significant new tariff as the UK exits the European Union.

Brooksbank warned that the bill for recruiting employees from overseas could soon hit a record £2,675 – or more. She said: “If the UK removes the current exemptions for EEA nationals and ceases to be a signatory to the treaties that enshrine the rights of free movement in the EU, firms would likely need to navigate Tier 2 of the points-based system to recruit from the EU. This can quickly become a very expensive exercise.

“Under Tier 2, an employer needs a sponsor’s licence which carries

Rt Hon Andrea Leadsom MP

Cabinet Office Paymaster General, and Minister for the Cabinet Office – Rt Hon Ben Gummer MP Parliamentary Secretary – Chris Skidmore MP

Rt Hon Sajid Javid MP Rt Hon Greg Clark MP

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a one-off cost of £1,476. For each employee, they also need a Certificate of Sponsorship, which carries a fee of £199. The employee needs to apply for their visa, but often the employer meets this cost too, which currently stands at £575 for entry clearance and £664 for leave to remain.”

In the reshuffle, the Prime Minister also announced the creation of the Department for Business, Energy and Industrial Strategy and the appointment of Greg Clark MP as its secretary of state. The new department loses from its title the ‘Climate Change’ component, and bodies including the UK Green Building Council are hoping that this is not a signal portending a halt to plans already in motion.

Julie Hirigoyen, chief executive of the UK Green Building Council, said: “The new Department for Business, Energy and Industrial Strategy represents a golden opportunity to put sustainable business at the heart of jobs and prosperity. We warmly welcome the appointment of Greg Clark as its secretary of state. As a priority he needs to provide reassurance to businesses so they can invest with confidence in a low-carbon future.

“However, the loss of a dedicated climate change department has the potential to send the wrong signal to the international community.

The government needs to reconfirm its commitment to the Paris Agreement at the earliest opportunity.”

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F RO NT D E S K A N A LY S I S

COMPL A I N T S LO G

Low rank Written evidence from service families highlight the nature and variety of concerns they had about their accommodation:

FO RC E S HO U S ING

SERVICE FAMILIES BEING LET DOWN

SOUND BITES

W O R D S : H ER P R EE T K AU R G R E WA L

PHOTOGRAPHY: GETTY

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ast month the House of Commons Public Accounts Committee (PAC) published a report concluding that the Ministry of Defence and its contractor were “badly letting down service families” by providing them with poor accommodation and often leaving them without basic requirements.

The private sector provider with responsibility for maintaining some 50,000 Service Family Accommodation, through the National Housing Prime contract, and for administering the charging system for that accommodation is CarillionAmey. The committee described the firm’s performance as “unacceptable” and agreed that it was right for the MoD to be considering terminating the contract.

In some cases, warns the committee, frustration with the failure to carry out repairs “may be driving some highly trained personnel to leave the military, wasting the investment made in them”.

Among its recommendations to the government, the committee says the MoD must explain what it will do to improve the way it consults with families “when setting policies and agreeing contracts that will impact upon their lives”.

It should also ensure that CarillionAmey or any other contractor “meets or exceeds” its estate maintenance obligations for the life of the contract. Steps must be taken to ensure that contractors are capable of delivering the agreed service at the agreed price, and that an effective penalty/incentive regime should be put in place.

It was also recommended that the MoD write to the committee when a decision is made whether or not to continue the deal with CarillionAmey, setting out the evidence on performance supporting this decision.

Daniel Easthope, managing director of CarillionAmey, said: “Our housing service is now performing well against key contract indicators following the delivery of an aggressive improvement plan, and we are sustaining that performance. We are also working closely with the Defence Infrastructure Organisation to improve service families’ experience by delivering improvements to the housing stock and through engaging with service families and the family federations to discuss how we can further support their needs.”

Bill Mahon, director, RAF Families Federation “The new contract offered excellent customer service.

That hasn’t really materialised. For those who have been involved – not everybody needs their house maintained all the time – there is a sense of frustration and anger about the way that some of them have been treated. Some of them have been treated appallingly.”

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Poor cleanliness when moving in: A service family described how they had returned from overseas to their allocated house to find that the property was dirty and had been poorly maintained and that the contractor was reluctant and slow to respond to complaints.

The private sector provider has responsibility for maintaining some 50,000 service family accommodation units

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Poor customer service: The wife of a serviceman complained that despite hours of phone calls, technicians had not solved her housing problems and her family was living in damp and mouldy accommodation.

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Families left without basic facilities: A service family was left without hot water and heating for several weeks, despite having a seven-weekold baby and a four-year-old.

The contractor was slow to repair the boiler, and failed to co-ordinate plumbers and roofers to install the new one.

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Prolonged disruption to family life: A serviceman told the PAC that a lack of routine maintenance to his family’s home resulted in “significant structural damage that took over a year to repair”, during which time the family did not have adequate facilities to live in and time allowed to conduct a repair was “generally inadequate, and long-winded and inefficient”.

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Concerns about how properties have been assessed for rent: A service family told the Public Accounts Committee that they received what they considered “an inconsistent banding in comparison to their neighbours and found out through a Freedom of Information request that the Combined Accommodation Assessment System survey was never conducted on their house”, so they were paying more rent for their which W W W. B I F M .O house, RG .U K / F Mwas WJin Oworse IN condition than others nearby.

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I NTE RV I E W R AY P E R R Y

ON HIS FIRST PRIORITY AS BIFM CEO “I want us to build more engagement at corporate level through our group and corporate propositions.

Organisations need to realise who is involved in their FM and the true value they provide for them – and we as BIFM must help them in best supporting their FM provision, with whatever tools they need” ON WHAT HE’D SAY TO THE NEW BUSINESS SECRETARY “The people who form the membership of BIFM will be at the heart of Britain’s future business success; they as much as anyone will be responsible for driving this country forward. It is BIFM members who provide the workplace tools and environments to allow businesses to succeed” ON THE ROLE OF MEMBERSHIP BODIES IN THE 21ST CENTURY “Yes, the internet is more important and a wellmaintained members’ area with tools and templates has become crucial. But fundamentally, professional bodies fulfil the same role; we exist only if we’re of value to our members throughout their careers. It’s our role to provide the tools of the day to help people best carry out their jobs”

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I NTE RV I E W R AY P E R R Y

R Perhaps it shouldn’t be a surprise that the BIFM’s new CEO, steeped in marketing, is already speaking of FM’s brand footprint and how he can extend it. Martin Read talks to the new man at the helm of the BIFM P H OTO G R A P H Y: P E T ER S E A R L E

ssador

ay Perry is less than a month into his role as BIFM CEO when I meet him at the institute’s Bishop’s Stortford HQ. It’s been a whirlwind introduction, and you’d forgive him for perhaps being less than enthusiastic about being interviewed, but in fact he’s more than happy to talk about a role he clearly believes will play to his strengths.

The Perry CV details experience as a marketing professional before lead roles in three major membership organisations. His first 16 years in business were spent in marketing at a range of manufacturers.

Perry has written on the topic and authored his own book, Marketing Unwrapped. Marketing nous has subsequently played an important part in his institute roles, and it’s interesting to note some of his thoughts: “Any debate should no longer be about the importance of marketing, but what we should do to measure its effectiveness.”

And: “Marketers need to be flexible, adaptable and multi-skilled.”

Substitute ‘facilities management’ for ’marketing’ and the overlap becomes clear. Does Perry recognise these similarities?

“The big challenge for FM is in persuading other people within the business that the requirement for an excellent facilities manager is something just as badly needed if you’re going to be successful in your branding and marketing as a very good marketing director. It amounts to the same thing; they’re both part of marketing.”

Most FMs have some kind of mission and vision statement explaining their brand values. “That’s all well and good,” says Perry, “but the person who has to embody that isn’t the marketing team, which is typically outward facing working on external messaging.

Internally, it’s down to the FM who has to embed the culture and brand values. Everything the average staff member or end-user experiences of that organisation is entirely down to the success or failure of the FM team, so I see a huge fit there.”

First priorities

“As an institute we are structured around providing intellectual capital and support for our members; information that helps to build the FM brand,” says Perry. “But while the broader business community may see how individual service lines affect their business, they don’t necessarily identify it collectively as ‘facilities management’. So first and foremost, there is scope for creating further intellectual material to grow the FM brand.”

Influencing those who employ FMs, and giving organisations more tools to quantify and qualify the impact of FM within a priority W W their W. B Iorganisations, F M .O RG .U K /isF M WJ O I N for Perry. But existing work through BIFM’s research

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K N OW H OW EXPL AINER

Our oceans contain around five trillion pieces of plastic that weigh a combined total of more than 250,000 tonnes – with a further eight million tonnes added each year, according to Greenpeace

Why is this an environmental issue?

CLEA NING PRODUC TS

MICROBEADS: AN ENVIRONMENTAL PROBLEM

Too small to be filtered by waste water plants, microbeads have a serious, detrimental impact on the flora and fauna of our oceans.

Peter Crossen of NCH Europe looks at what industry can do to combat the problem What are microbeads?

PHOTOGRAPHY: MPCA

Microbeads are commonly made of polyethylene, but can also be polypropylene, polythylene terephtalate, polymethyl methactrylate or even nylon. Toxic chemicals, including flame-retardants, are added to the beads during manufacturing, which leach out into the water supply when exposed to sunlight.

Where are microbeads found?

Microbeads are used in a range of products, from toothpaste to

face wash and industrial hand washes. For some time they have been touted as the ideal exfoliant without much thought about where they go after you’ve washed them down the drain.

Plant engineers, mechanics and construction workers reach for the plastic-heavy hand-wash before clocking out every day to remove the build-up of grease and grime on their hands. In many cases, such environments specifically demand products with a higher concentration of microbeads, believing it necessary for efficient cleaning.

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Most microbeads are smaller than 5mm, with those used in many cosmetics products being just 1mm in diameter.

So, it’s hardly surprising that waste water filters can’t catch them before water is returned to the ocean, and more than 100,000 beads can be washed away in a single application of exfoliating hand wash.

Research by Deltares has shown that when plastics break down they release other toxic substances that are harmful to people and can cause health problems such as hormonal imbalances or neurological diseases.

Marine wildlife cannot differentiate between what is an actual food source and what is a microbead, these menaces end up in the stomachs of fish, seabirds, and whales – even plankton absorb them.

Beat the microbead initiative

Greenpeace is calling for a blanket legal ban after it found that corporations signed up to the voluntary pledge had been using loopholes to get around the microbead phase-out. It is also running a campaign to get the UK to join America and Canada in their ban on plastic microbeads.

In January 2016, the US government announced that the production of these products containing plastic microbeads would be banned from July 2017. The sale of these products is also banned from July 2018. A petition signed by more than 300,000 people asking for a UK ban was delivered to government in June.

HOW PLASTIC MICROBEADS END UP IN OUR FOOD

MICROBEADS Tiny plastic particles found in many cleaning products

DOWN THE DRAIN Each time you use these products the particles flow down the drain into the sewer system

INTO THE OCEAN Waste water treatment plants can’t filter microbeads, so they end up in our oceans

ABSORBED BY FISH Fish absorb or eat the microbeads and they are passed through the food chain

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K N OW H OW EXPL AINER

T E C HNIC AL

USING THE IoT TO REDUCE FOOD WASTE The Internet of Things (IoT) promises interconnected devices working to make processes more intuitive and efficient. We spoke to two specialists about the IoT’s potential for dealing with food waste Mike Hanson, head of sustainable business at BaxterStorey (MH): The Internet of Things can help us reduce food waste by providing readily available measurements and real-time data. This data can be based on generated waste, the type of waste produced, and the source of the waste relating to the value of food purchases. If you can’t measure it, you can’t manage it. The IoT helps us do just this.

I've collected billions of data points now – what can I do with them?

MH: Understand the source of the waste and attribute the value and environmental impact to it. This will allow you to put programmes and training in place to encourage behavioural change and drive efficiency.

Jason Kay, chief commercial officer, IMS Evolve (JK): There will be large volumes of data available to you that now need to be processed and actioned.

It is important to establish which of that can be pushed up immediately and which of those environments require analytics at the edge, only pushing up the required data so as not to overload servers.

Where has food waste been an issue, and how would IoT help?

JK: Take the food retail industry, which candidly admits that supply chain complexity has meant it is easier and safer to chill all food to the lowest temperature required (by meat), meaning an annual over-chill by millions of degrees. The result is not only additional cost, but also some impact on food quality, with watery yogurt a familiar byproduct of over-chilling.

By integrating the data from the existing machine sensors with supply chain and merchandise systems as well as the fridge control systems, each machine can be automatically set at the temperature to suit the specific contents to stop over-chilling.

As a result, not only is energy consumption reduced, but food quality is actually enhanced and food wastage minimised.

What does the FM need to know/do to install such a system?

MH: The cloud-based system we are trialling is available online via an app. It can be downloaded onto a tablet device, so no installation is required. You just need a login to access the dashboard and enter the relevant data.

1.9m

tonnes of food is wasted in the UK grocery supply chain every year (Source: WRAP)

What information should I consider collecting?

Anything else to be aware of?

MH: We are in very early trial stages. Our main challenge will be in ensuring new food items and costs are entered onto the app on a daily basis.

Our business model means our teams have full autonomy over menus, suppliers and ingredients so a hugely flexible system is required to enable us to enter a wide range of food items and costs.

I've reduced food waste – what can I consider next?

MH: Cloud-based systems are giving us a single access point for energy and waste data, supply chain sustainability, social engagement, employee volunteering and management systems. The list is almost endless so there will always be new ways to measure and manage data via IoT.

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JK: The IoT unlocks the ability to manage this granularity of data, making a significant difference to the life span and quality of food produce. This enables both

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mitigation and eradication of unusable or unsafe food in store and throughout the supply chain. Even small variances in optimal temperatures within the cold chain will shorten the life span of food, leading to waste.

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FAC I LITATE

INTERVIEW: EMMA P OT TER

ON THE VALUE OF FM TO RUFFER I see it as my personal responsibility to demonstrate the positive contribution FM makes. The business relies on me to deliver effective systems and services that add value to the core investment business and, in this way, I am every bit as responsible for client service as our fund managers. The difference is that my clients extend to a wider range of internal stakeholders

have decided that we’d like to invite you to become a member of the firm. You’re not going to cry, are you?’”

Welcome recognition

“It was the first time anyone from the FM function had been afforded partnership status,” says Potter, “I was ecstatic!”

Other than the then IT manager and operations director, the firm’s partners had all come from research or front office – the revenue-generating departments.

But Potter says that she’d always hoped to have FM recognised through partner status. Here was recognition that good support staff can be as valuable as those who generate the revenue.

“I was in shock, but I also had this profound sense of a definite increase in responsibility. I was immensely proud, but worried too, because I knew I would be under much more scrutiny than before.

And I was concerned about how I would now be perceived internally; I didn’t want to suddenly be seen as unapproachable.”

How has being a partner changed the way Potter and her department are viewed?

“The behavioural aspect of having partner status is as important as the FM job itself. For me, the simple fact of being asked to become a member reaffirmed to me why I was doing the job. But now I’m not just representing myself, but also my department and the business. It’s put a microscope on what I’m doing in my team in a brilliant way. It’s given me exposure at

FM projects at Ruffer

Having helped run a graduate recruitment programme back in 2006, soon followed by her first relocation exercise, Emma Potter has since been involved in a plethora of FM projects.

Since her promotion to facilities manager in 2008, Potter and her team have implemented a disaster recovery and business continuity programme, facilitated ESOS compliance and established a volunteering policy enabling staff a yearly allowance to participate in a cause of their choice. She’s currently on her fifth office re-fit.

“In the year I was made a partner we took on another refurbishment and extension of our client area.

The lease came up for the adjacent space and we had to negotiate it. A lot of legal aspects suddenly came under my remit from lease breaks to dilapidations and insurance.

“In 2012 we were able to expand and now have about 35,000 square feet. We have six leases for the floor and we’re considering refitting about 18,500 square feet.”

“This will be the first time that the office will be split into two different areas of the floor. We currently have an open-plan office – no one has their own office here. The feedback we’re getting is that if you’re going to split us we need an area where we can meet in the middle. So we have a portion of the office that is trying out a more collaborative working environment whilst implementing additional rooms when quietspace is needed” Potter is also considering the introduction of a room-booking system – and it’s on the IT side that most complexity comes.

“Like most firms, Ruffer is becoming increasingly technology-dependent and we are heavily involved in project initiation and management. Resilience is hugely important and I’m very focused on business continuity planning and awareness.”

“The technology side of financial services is huge now. We have a tech development team of 10, whereas five years ago we had four. We also have a tsunami of regulation about to hit us in 2017, as all financial companies do.”

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FAC I LITATE

INTERVIEW: CLIVE REEVES

the psychology space, but ended up being involved in all of the performance areas that affect the players.”

At Fulham Football Club it was about creating a really strong identity; something that transcends company values.

Reeves’ role was all about supporting the staff that supported the players; “getting them to communicate what we wanted to be as an organisation to the players, to introduce and reinforce the behaviours we recognised as key to helping us win.

And that could be evident through the language we used as well as the physical environment we maintained”.

People in pole position

This theme of personnel as much as physical space determining high performance recurs during our conversation. And in sport, support staff – those closest to the players – are key.

“Before, when the manager changed the support staff would often change,” says Reeves. But these days the performance staff – physios, psychologists, analysts, all those people that wrap around the player to optimise performance – don’t change on a wholesale basis when a manager leaves. So what you get is both the stability and the incoming manager’s new ideas – the job then is to marry the two philosophies together.”

That common understanding of an organisation’s essential purpose is mission-critical in sport, says Reeves.

“In any organisation you need a clear idea of what your purpose is and what your objectives are, whether it’s winning trophies, qualifying for Europe or just beating your nearest competitor. From there you set annual KPIs for how you do that, and how we achieve those KPIs comes down to who we are and how we work as people.

“In sport you tend to look at people as players or athletes, but actually they’re still people and we have to create an environment around them that treats them as such.”

As well as essential purpose, ensuring everyone understands the organisation’s unique identity is important too.

“Every club’s heritage and identity is unique to them,” says Reeves. “At Fulham we looked at the history of club. Actually

it’s the oldest team in London, one of the first clubs ever established. Fulham’s identity was around the iconic stadium, its location and our performance model. We linked the history of the club with the current philosophy – and actually there’s quite a nice narrative around that.”

FFC’s facilities focus

With behaviours and targets set, Reeves and team turned their attentions to Fulham’s facilities. As well as revamping the training ground, Fulham had a listed building – the famous Craven Cottage – but internal changes were still possible.

Reeves focused on using this space to reinforce behaviours. “We worked on the flow of the people through the building to make the players’ journey as logical as possible through their day,” says Reeves.

“What they saw, what was on the walls reminding them of high performance behaviours and the history of the club.

“We had a common language that we tried to create so every staff member the player spoke to responded with a similar message delivered in their own authentic way. That human component of creating a high performance culture is as important as the look, feel and aesthetics of the facilities. The important thing is that they both go hand in hand. Yes, you need high performance facilities in place – but more than anything it’s about the people that make that happen.”

The business dimension

“When you take this structure out of football and apply it to business, it’s actually very similar in terms of behaviours and objectives,” says Reeves. His message is not dissimilar to that of FM consultant Mike Cant, who famously used a healthcare analogy to define facilities management as the provision of operational support “from the scalpel outwards”.

Says Reeves: “There’s a common starting point: You put the talent in the middle and around it all the people that need to support that talent. What you are looking

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ON CORPORATE MINDSET Research shows that if yours is a fixed mindset, you believe that ability is static. But if you have a growth mindset, you believe ability can be developed. An organisation that wants to be the best will have that inquisitive mindset and want to improve ON CORE PRINCIPLES There’s no point spending time and money on a new environment if you still don’t have the behaviours to fit with what you are trying to create ON LEICESTER CITY Leicester has a really good group of staff and some great players. They’ve got a tight-knit group, they’ve got good systems, they play to their strengths, they’ve got a clear identity, and they’re TO FULL notACCESS trying to beTHE someone different VERSION OF FM

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