8
8
TR AVEL & LOGISTICS
494 Broad horizons 496 Fairmont Hotels & Resorts 500 Heathrow Airport Holdings Ltd 502 Panalpina World Transport Ltd 506 Qatar Airways
broad horizons With a healthy attitude to staff development and a wide array of graduate career options, the travel and logistics industry delivers a smooth job-seeking journey
The search for a suitably rewarding career
turnover increase,’ says Sharon Glancy,
the latest issue in PricewaterhouseCoopers’
inevitably throws up a variety of hurdles
Managing Director of the training division
‘Transportation & Logistics 2030’ series of
for graduates on the job trail. And with the
at People 1st.
publications, can sometimes be overlooked
competition for positions proving stiff at
As MP Norman Baker, the Parliamentary
by graduates. However, anyone who takes
present, the current climate is no exception.
Under Secretary of State for Transport,
the time to find out about the sector will
However, opportunities in the field of travel
points out, many companies in the sector
soon realise that it offers good career
and logistics abound.
already recognise that it is in their best
progression potential, as well as a variety
In fact, around a third of the industry’s
interest to develop their staff. Commenting
of enticing roles in what can often prove
ageing workforce will need to be replaced
on the findings of the State of the Nation
to be an international and cosmopolitan
by 2020, according to People 1st, the Sector
report 2013, he observes that ‘it is clear
working environment.
Skills Council for Hospitality, Passenger
employers are making serious investments
Transport, Travel and Tourism in the UK.
into the future of our industry’.
Promoting diversity
Indeed, according to the government-
Misconceptions still abound, however,
The recent study also highlights the
recognised organisation’s 2013 survey
about graduate-level jobs in the travel
industry’s growing need for employees who
of more than 1,400 employers in the
industry. Many half-hearted summaries of
are educated to degree level and goes on
passenger transport and travel sector,
the aviation sector, for instance, virtually
to advise that filling more top jobs with a
recruiting a new generation of staff is
begin and end with the role of airline pilot.
diverse range of personnel could help to
one of the industry’s top priorities.
‘There is a huge misunderstanding
increase a company’s profits. It’s a notion
about the range of career options available
that looks set to take off, meaning that
within the aviation industry,’ says Brian
female graduates, for example, who enter
To help attract young talent, companies in
Wisdom, Chief Executive of People 1st.
the sector could well find themselves with
travel and logistics are increasingly offering
‘Roles such as ground handling, flight
greater opportunities for progress than they
outstanding development opportunities.
engineers and airport duty managers have
might expect to encounter elsewhere.
Such initiatives call for a degree of financial
the potential to offer exciting careers with
It’s an intriguing industry profile that
commitment from companies, but one that
excellent opportunities for advancement.’
adds up to a sector that bucks the broader
has proven beneficial to employers as well as
It’s a fallacy that places those jobseekers
economy-wide trend of oversubscribed
employees. ‘We know from our State of the
who have the initiative to dig a little deeper
positions and limited options. Indeed, in terms
Nation report that 48 per cent of passenger
in a strong position.
of prospects and professional scope, the travel
transport and travel businesses that trained
The same goes for skilled positions
and logistics industry is one that offers a
staff in the last 12 months saw their financial
at logistics companies, which, according to
refreshingly trouble-free route to employment.
Investing in people
CHAPTER 8 | travel & logistics
‘ It is clear that employers are making serious investments into the future of our industry’
494 / 495
For more than a century, Fairmont Hotels & Resorts has been providing an exceptional level of service to guests, colleagues and communities around the world
CHAPTER 8 | travel & logistics
A heritage of hospitality
www.fairmont.com
With more than 100 years of hospitality experience to its name,
well as information about their particular hotel, Fairmont’s core beliefs
Fairmont Hotels & Resorts knows more than most about making
and the five-part Fairmont Service Promise. With career development
guests feel welcome. The company’s 67-strong global collection
resources such as the online Fairmont Global Learning Centre and
of luxury properties includes The Savoy in London, The Plaza in
Pathfinder – the company’s internal job-posting programme – the
New York and The Fairmont Banff Springs – a UNESCO-listed
company is dedicated to promoting and developing its talent from
World Heritage Site that celebrated its 125th anniversary in 2013.
within. In fact, 65 per cent of its management and leadership teams
A subsidiary of FRHI Holdings Limited – a leading international
derive from internal candidates who chose to further their careers
hotel company that includes the Fairmont, Raffles and Swissôtel
at Fairmont.
brands – Fairmont’s distinctive properties are renowned as
It’s no exaggeration to say that Fairmont is fully committed
much for their exemplary service as for their rich heritage
to making colleagues feel valued. The company’s Service Plus
and breathtaking architecture.
Memory Maker recognition programme, for instance, rewards
‘What we believe truly sets Fairmont apart is our culture, which
colleagues for consistent performance, embodying Fairmont values
grows from our four core values: respect, integrity, empowerment
and acting as role models for success. It also encompasses the
and teamwork,’ says Carolyn Clark, Senior Vice President, Human
company’s Anniversary Awards – significant because Fairmont
Resources, Americas. ‘These values inspire all that we do as a
enjoys one of the best retention rates in the industry. ‘Just as
service provider and also as an employer.’ The result is an engaging
we strive to personalise our guest experience, we also personalise
workplace: in 2013, Mediacorp Canada Inc. named Fairmont among
our colleague recognition by allowing recipients to select a
Canada’s Top 100 Employers for an 11th consecutive year, while
reward that is memorable and meaningful to them,’ says Carolyn.
FRHI was one of just 32 recipients worldwide of the coveted Gallup
Reward certificates can be redeemed online, through an external
Great Workplace Award for the second year in a row.
partner, for goods or experiences from a variety of global merchants,
Winning workforce Fairmont relies on four key principles to achieve a winning workforce: select the best; lead with the best; train and develop; and recognise
while recipients of the company’s top honours – Star of the Year and Leader of the Year – are invited to design their own reward, creating a customised memory.
Leaders of tomorrow
this proven approach has far-reaching benefits – quite literally.
In January 2013, Fairmont launched its Fairmont Leadership
‘Engaging, passionate colleagues who feel valued are better equipped
Promise – a programme that builds upon the Fairmont Service
to deliver the kind of authentic, warm and engaging service that
Promise and embodies the core principles of the company’s
creates memories and drives guest loyalty,’ says Carolyn.
leadership culture. ‘To develop our Fairmont Leadership Promise,
All new colleagues complete the comprehensive myFairmont
we asked our top leaders around the world what leadership
training programme, which includes role-specific guidelines, as
meant to them,’ says Carolyn. ‘We also asked our colleagues
496 / 497
and reward. With more than 30,000 colleagues over 17 countries,
‘What we believe truly sets fairmont apart is our culture, which grows from respect, integrity, empowerment and teamwork’
to identify the qualities of the best leaders they had worked with.
Fairmont CAREs
The best leaders, we know, lead by example.’
With hotels in some of the world’s very special destinations,
To grow careers within the brand and nurture emerging top talent,
Fairmont has always taken great pride in having a positive
Fairmont offers its long-standing Leadership Development Programme.
environmental, economic and social influence on the local
Successful candidates – all hospitality graduates – undertake an
communities in which it operates. To this end, the Fairmont
18-month rotation in a leadership role at one of Fairmont’s properties,
Sustainability Partnership programme focuses on four key areas:
gaining comprehensive experience in areas such as food and beverage,
responsible business, ecosystem, environment and engagement.
rooms, spa management, human resources, accounting and finance,
The latter – encompassing the collaboration of colleagues and
and revenue management. It’s an innovative approach that earned
guests, community members or groups – includes Fairmont
Fairmont the 2009 Best Initiative in Hotel Management Training
CAREs (Community Assistance and Responsibility to the
accolade at the Worldwide Hospitality Awards.
Environment), a grant programme that provides seed funding
Celebrating growth
for small businesses and organisations that strive to improve community well-being.
With the opening of each new Fairmont property, the company
To address the low employment rate among young people
hosts a ‘Welcome to the Family’ celebration day – not just in the
with intellectual disabilities in China, for instance, colleagues at
new location, but in every Fairmont destination around the world.
Fairmont Beijing have partnered with the Special Commune, a
‘When we opened Fairmont Zimbali Resort, just outside Durban,
training facility where such youths can live while they develop
South Africa,’ recalls Carolyn, ‘I was approached by the Assistant
social and job skills. Thanks to a $10,000 grant from Fairmont
Housekeeping Manager, Nkosi, who wished to sing a song he had
CAREs, the organisation was able to purchase equipment that
written as part of the celebration.’ Nkosi’s song – accompanied
will assist the residents’ training in kitchen skills and gardening.
by ten fully choreographed Zulu dancers – was about Fairmont’s
By harvesting and selling their own organic fruit and vegetables,
culture and values of respect, integrity, teamwork and empowerment,
some of which are served at Fairmont Beijing, students will also
and its mission of ‘turning moments into memories for our guests’.
help the Special Commune achieve its objective of becoming
‘Nkosi told me that writing the song was simple: Fairmont had
financially self-sufficient by 2014.
brought the inspiration – our culture and values – to this new
Fairmont CAREs is an acronym, but also aptly describes this
hotel,’ says Carolyn. ‘With his song, he affirmed that at Fairmont,
historic hotel brand’s motivation for providing an exceptional
our culture and values transcend all nationalities.’
experience for guests, colleagues and the community alike.
CHAPTER 8 | travel & logistics
498 / 499
Heights of ambition For the lucky few candidates who are accepted on Heathrow Airport Holdings’ prestigious Future Leaders Graduate Programme, the sky’s the limit www.heathrowairport.com
There has never been a more exciting time to work for Heathrow
aspect of the business, from HR to commercial. The third option will
Airport Holdings Ltd. Against the background of ever-increasing
always be an operational placement, to enable graduates to understand
levels of customer satisfaction, the transformation of the busiest
the core business.
international airport in the world continues. The £2.5 billion Terminal
‘Heathrow is a complex business and participants need to
2 opens in 2014, at which point all passengers will travel through
understand it at every level,’ explains Helen. ‘Graduates often feel
new or refurbished terminals. And with the debate about more
like they’ve worked for multiple businesses by the end. It’s a dynamic
runways vital for future growth, Helen Hunter, Head of Leadership
and fun business, but it’s not an easy ride!’
Development, believes that there are great opportunities to thrive at the UK’s only hub airport.
Development opportunities
‘Heathrow is developing beyond recognition, and our people are
In exchange for their hard work and dedication, participants are
instrumental,’ she explains. ‘The right people will be able to actively
presented with development opportunities that can take them
shape the future of a crucial piece of UK infrastructure and one of
anywhere. Graduates apply for junior manager jobs at the end
the world’s most exciting businesses.’
of their programme and can progress quickly within the business.
Excellent all-rounders
‘Heathrow is a professional home for those ambitious enough to go the distance,’ explains Helen. ’Whatever a graduate’s aspiration,
With diverse career opportunities, ranging from apprenticeships
Heathrow’s leadership programmes and other training courses are
to management positions, Heathrow offers something for everyone.
designed to push them further and help them aim higher. Many of
But it is perhaps the Heathrow Future Leaders Graduate Programme
our most senior staff have worked their way up through the business,
that is most exciting.
so the sky really is the limit.’
Open to a select intake every year, the scheme offers graduates
And, of course, this fostering of talent serves Heathrow beautifully
a rigorous operational and strategic training in the running of the
in exchange. The successful development of the organisation needs
airport. The journey starts with an application, psychometric testing
leaders with a keen business acumen and solid knowledge of the
and interactive workshops at Heathrow’s National Assessment Centre.
organisation from the ground up. ‘We understand that in order to
‘We make no secret of wanting the best graduates,’ says Helen. ‘But we
Heathrow to thrive we have to nurture its employees,’ explains Helen.
don’t just look for intellectual ability. Teamwork and interpersonal skills,
‘The common theme in our development programme is a passion for
as well as problem-solving skills, are all just as important. We’re looking
and dedication to nurturing the people who make Heathrow what it
for all-rounders who can excel in every aspect of the programme.’
is today. This is the foundation of any good business and why we’re
The scheme is developed entirely according to each participant’s
heading in the upward direction we are.’
career aspirations. No two programmes are ever the same. Each graduate As Heathrow steps into its future there is the promise of a completes three placements over 18 months – two of which are chosen
world of opportunity and an exciting journey for those ready to
based on the participant’s individual ambitions and could include any
come on board.
CHAPTER 8 | travel & logistics
‘ The right people will be able to actively shape the future of a crucial piece of UK infrastructure’
500 / 501
CHAPTER 8 | travel & logistics
Forward thinking Global supply-chain solutions specialist the Panalpina Group has improved its staff development, and its own prospects as a result www.panalpina.com
The Panalpina Group has been one of the world’s leading providers
on, committing itself to becoming an organisation that
of supply-chain solutions for years, combining airfreight, ocean freight
recognises talent, experience and learning ability, and
and logistics. Highly regarded by its numerous clients worldwide, the
develops and values its employees.
organisation has been on its own journey of late to transform how
‘It was virtually the first time we had looked at the
it is viewed by its 15,000 or so employees.
company’s overall strategy and determined a vision for
‘In 2007, a variety of factors combined to bring about a change
the organisation,’ says Niti. To help establish Panalpina’s
of philosophy within the group,’ explains Niti Khosla, Corporate
new values, the organisation turned to its employees
Head of Learning and Development. Based in Switzerland with
once again, asking what would make them proud to
some 500 offices in more than 80 countries around the world, the
work for the company. ‘Defining the company is an
Panalpina Group had recently become publicly limited and was facing
evolutionary process that continues to this day,’ she says.
some internal difficulties. The company had also had a change in
‘It’s an ongoing journey.’
leadership. ‘Our new CEO wanted to change the course of the
Another major step that the company took was to
organisation and encourage a more professional approach,’ Niti
establish PanAcademy and the group’s e-learning platform
continues. ‘The organisation had just had its IPO and was coming
for employee development. To help ascertain which fields
out of an era of low margins and traditional thinking, and some of
of expertise the academy should focus on and identify
our core processes had remained largely unchanged for many years.’
gaps in capability, Panalpina held a review of its senior
Employee feedback
leadership, which identified a particular deficit in strategic thinking and analytical skills. This, in turn, led to the
One of the first steps was to bring in a new Chief Human Resources
creation of the company’s leadership programme, which
Officer, Alastair Robertson. He commissioned an effectiveness survey
is open to many of the organisation’s top people.
to find out what employees thought of the organisation’s HR policies,
Navigating Our Future programme
plan. The feedback was eye-opening, with staff saying that there were
A capability committee, chaired by Alastair, was also
no career-development opportunities and little recognition of talent
established, aimed at highlighting any present or future
within the company. Succession planning was absent, with limited
shortfall in skills and addressing these deficiencies.
bench strength to fill in vacancies. ‘There was clearly a lot of work
With these changes came a new focus on nurturing the
to be done,’ says Niti. It was a challenge that Panalpina tackled head
company’s leadership culture. Management performance
502 / 503
processes and practices as the foundation for a five-year turnaround
‘Over the last six years, we’ve undergone a major shift in our approach towards our talent’
is now actively monitored and there is a
but also for those nearing the top of their field. ‘Over the
firm emphasis on building on individual
last couple of years, we’ve attracted some really high-profile
competences. To this end, PanAcademy
people from the competition,’ says Niti. In a complete
offers a number of corporate courses, as well
turnaround from 2007, the results of Panalpina’s 2012
as regional and national training measures.
effectiveness survey were overwhelmingly positive, with
These include the Navigating Our Future
the majority of respondents rating the organisation’s HR
programme, which is offered to high-potential
function as effective and industry-leading.
employees in mid- to senior-level positions who want to pursue an international career.
Raising the bar
Participants are encouraged to look at their
Inevitably, the bar has been raised yet further. ‘We’re on
strengths and weaknesses, and are given
the right track,’ says Niti, ‘and our staff now want even
constructive feedback in a bid to discover
more focus on talent management and career planning.
the company’s leaders and prepare them
We have to consider a new generation of employees with
for the years to come.
different requirements.
‘It’s a difficult programme – not one for
‘These are typical conversations that every organisation
the fainthearted,’ says Niti. ‘In a very intense,
is having,’ she continues. ‘How do we apply technology?
condensed way it gives those involved the
How do we manage the development of talent? How do
chance to look at themselves and forge a new
we communicate with our staff? Over the last six years,
leadership horizon.’ And while the programme
we’ve undergone a major shift in our approach towards
may be tough going, it delivers results, with
our talent.’ Indeed, in a rapidly changing world, Panalpina
more than 70 per cent of those who graduate
is now well placed to ensure that it can meet its employees’
taking on more responsibility over the
evolving needs.
following year. Panalpina also offers a ‘basic’
As Niti explains, it’s an ongoing process, but what’s very
version of Navigating Our Future – delivered
apparent is that Panalpina has successfully transformed itself.
in nine different languages – aimed at
From being a company with a very basic HR department
graduates and high-flyers about to take on
and no core values, the organisation now has a clear sense
a management role within the organisation.
of its own identity and a concrete strategy for nurturing its
Thanks to programmes such as these,
employees and future leaders. As a result it has become an
Panalpina has become an increasingly enticing
exciting, rewarding place to work that attracts some of the
career option, not only for those starting out
best in the business.
CHAPTER 8 | travel & logistics
504 / 505
Sky-high prospects One of the world’s finest airlines, Qatar Airways offers fantastic opportunities for graduates to grow as quickly and successfully as the company itself www.qatarairways.com
Established in 1994, Qatar Airways has come a long way in just
employment in the aviation sector. Despite the recent
under two decades. The state-owned, Doha-based carrier not
recession, the company has thrived and managed to
only flies to more than 125 global destinations, but was also
achieve astounding success in a very short period of
named Best Airline in the World in Skytrax’s prestigious industry
time in a highly competitive industry.
audit in both 2011 and 2012.
As a young airline, Qatar Airways offers graduates
Committed to excellence
exceptional possibilities to develop their career and make a real impact. ‘Working at Qatar Airways offers
One of only seven elite carriers to have been awarded five out
a rewarding experience,’ says the company’s CEO.
of five stars by Skytrax, Qatar Airways leads the way in service
‘People who join the airline are not simply hired to
innovation and hospitality. It prides itself on being committed to
maintain an existing legacy, but to enhance what is
excellence across all aspects of its operations, and currently operates
already a world-class organisation and therefore become
one of the youngest and most modern fleets in the industry.
part of a fascinating story within the aviation industry.’
Initially set up as a small regional airline, it was relaunched in 1997 with the aim of becoming a global brand. Under the
Outstanding opportunities
stewardship of CEO Akbar Al Baker – who had previously worked
For new members of staff, the Qatar Airways story
at the Civil Aviation Directorate of Qatar and as the Chairman of
begins with their induction course when they first join.
the Qatar Tourism Authority – it rose to prominence and became
The company also aims to promote staff from within
one of the fastest-growing airlines in the world. Qatar Airways
whenever possible and provides management training,
now operates services across every continent, using an extensive
design network strategies, international placements
fleet of 130 aircraft. And its growth is set to continue, with the
and a range of internship programmes.
carrier aiming to fly to 270 destinations by 2015.
A highly sought-after employer, the airline also
Qatar Airways employs more than 29,000 staff worldwide –
offers a number of fantastic incentives, such as
20,000 directly and the remainder through subsidiaries. The company
competitive salaries, travel discounts and attractive
aims to achieve a vast increase in staff numbers by employing
benefit packages, which include housing, transport
up to 5,000 additional people each year, and a large part of its
and utility allowances. Furthermore, those employees
growth strategy for the next few years is focused on attracting
who are based in Qatar enjoy the benefits of receiving
high-calibre talent.
a tax-free income.
The work environment at Qatar Airways provides compelling
‘Working at Qatar Airways also gives graduates
opportunities for outstanding graduates who are looking for
the chance to interact with a number of different
CHAPTER 8 | travel & logistics
‘as a young airline, qatar airways offers graduates exceptional possibilities to develop their career and make a real impact’
506 / 507
nationalities and meet colleagues from different cultural backgrounds,’ says the company’s CEO. ‘Each group of new recruits at the company contains a mix of anywhere from 25 to 40 different nationalities, and we employ more than 150 nationalities in total.’ In addition to looking for new employees to support its existing growth strategy, Qatar Airways has recently initiated a tremendous recruitment drive to support a new airport that is currently being built in Qatar. This venture cements the airline’s status as an ideal workplace for high-calibre individuals who are looking for a chance to not only join a fast-growing brand, but also work for a company where their opinions are valued and where they have plenty of opportunities for extensive training and career development.
Educate A Child Qatar Airways has achieved tremendous success in the aviation sector within a short period of time, but the company remains as committed as ever to a strong corporate social responsibility policy. To this end, the airline recently became a key partner of the Educate A Child programme – a global initiative that strives to significantly reduce the number of youngsters who are being denied a quality education.
CHAPTER 8 | travel & logistics
‘Our passengers travel the world over,’ says the company’s CEO, ‘and with a network that spans six continents, our global reach is perfectly suited to drawing attention to the wide-ranging aims of Educate A Child to enable more than 60 million out-of-school children to have access to education.’ As well as making its own monetary contributions to the cause, Qatar Airways collects donations on board its flights and, just as significantly, uses its numerous about Educate A Child. Via its in-flight entertainment system and magazines, its website and its social media channels, the company champions the programme and highlights the good work that it continues to do in improving millions of young lives. As befits an industry innovator, Qatar Airways is also leading the way in cultivating new, sustainable technologies. The company is currently funding major research into biofuels, developing a modern fleet of aircraft and investing in clean and fuel-efficient aeroplanes, such as the 787 Dreamliner. This state-of-the-art aircraft, which emits far less carbon than older models, joined the Qatar Airways fleet in 2012, proving once again that the the world’s high-fliers.
508 / 509
company is the perfect destination for
index
220 Aarhus University – School of Business and Social Sciences www.bss.au.dk
354 AXIS Capital www.axiscapital.com
342 Abu Dhabi Commercial Bank www.adcb.com
358 BlackRock www.blackrockoncampus.com
222 Aga Khan University www.aku.edu
228 Brigham Young University www.byu.edu
430 Agrium Inc. www.agrium.com
230 British Columbia Institute of Technology www.bcit.ca
224 Ahlia University www.ahlia.edu.bh
288 Canadian Natural Resources Limited www.cnrl.com
346 Arch Capital Group Ltd. www.archcapgroup.bm
232 Canterbury Christ Church University Business School www.canterbury.ac.uk/business-school
226 Aston University www1.aston.ac.uk
436 Celgene www.celgene.com
434 AstraZeneca Pharmaceuticals www.astrazenecacareers.com
292 Cenovus Energy www.cenovus.com
350 AXA www.axa.co.uk
440 Coloplast www.coloplast.com
219 COMSATS Institute of Information Technology (CIIT) www.comsats.edu.pk
306 Gazprom Marketing & Trading www.gazprom-mt.com
362 CQS www.cqs.ch
402 HCL Technologies Limited www.hcltech.com
296 Cummins www.cummins.com
500 Heathrow Airport Holdings Ltd www.heathrowairport.com
300 Damar Group Limited www.damargroup.co.uk
234 Hochschule Niederrhein University of Applied Sciences www.hs-niederrhein.de
444 Domtar www.domtar.com
364 IGM Financial Inc. www.igmfinancial.com
496 Fairmont Hotels & Resorts www.fairmont.com
236 Institute of Medical Biology www.imb.a-star.edu.sg
400 FDM Group www.fdmgroup.com/uk
452 International Paper www.internationalpaper.com
302 Finning International Inc. www.finning.com
454 John Deere www.johndeere.com
448 Forest Laboratories, Inc. www.frx.com
310 KLM UK Engineering Limited www.klmukengineering.com
238 La Cité collégiale, collège d’arts appliqués et de technologie www.lacitecollegiale.com
240 Mount Royal University www.mtroyal.ca
368 Legal & General Group Plc www.legalandgeneral.com
242 National University of Sciences & Technology (NUST) www.nust.edu.pk
458 Levi Strauss & Co. www.levistrauss.com
312 Nexen www.nexeninc.com
462 LifeScan Scotland Ltd www.lifescan-scotland.co.uk
472 Novartis Oncology www.novartisoncology.com
464 Loblaw Companies Limited www.loblaw.ca
476 Novelis Inc. www.novelis.com
406 Maxis www.maxis.com.my
480 NSK Europe Ltd www.nskeurope.com
372 Mazars www.graduates.mazars.co.uk
244 NUI Galway: School of Chemistry www.nuigalway.ie/chemistry
301 ML Electronics Ltd www.ml-electronics.co.uk
374 Onex Corporation www.onex.com
468 Molex Incorporated www.molex.com
410 Ooredoo www.ooredoo.com
502 Panalpina World Transport Ltd www.panalpina.com
378 Standard Chartered Bank www.standardchartered.com
316 PETRONAS Energy Trading Ltd www.petronasenergy.com
324 Subsea 7 www.subsea7.com
246 Prague College www.praguecollege.cz
328 Syncrude Canada Ltd. www.syncrude.com
506 Qatar Airways www.qatarairways.com
332 Tata Steel www.tatasteelcareers.com
320 Repsol www.repsol.com
380 TD Bank Group www.td.com
414 Rogers Communications www.rogers.com
418 Tele2 AB www.tele2.com
248 Royal Irish Academy of Music, The www.riam.ie
254 The University of Oklahoma www.ou.edu
484 Smith & Nephew www.smith-nephew.com
245 Trinity College Dublin – School of Mathematics www.maths.tcd.ie
252 Södertörn University www.sh.se
256 Université de Sherbrooke www.usherbrooke.ca
258 University of Alberta Faculty of Medicine & Dentistry www.med.ualberta.ca
280 University of Waterloo – Faculty of Mathematics www.uwaterloo.ca/math
260 University of Applied Sciences of Special Needs Education (HfH) www.hfh.ch
275 University of Zagreb – Faculty of Economics & Business www.efzg.unizg.hr
262 University of Basel – Faculty of Humanities and Social Sciences www.unibas.ch
384 Validus Holdings, Ltd. www.validusholdings.com
266 University of Hong Kong, The www.hku.hk
488 Vertex www.vrtx.com
268 University of Kashmir www.kashmiruniversity.net
422 Virgin Media http://careers.virginmedia.com
270 University of Lahore www.uol.edu.pk
282 Warwick Business School www.wbs.ac.uk/go/cambridge
272 University of Music and Performing Arts Vienna www.mdw.ac.at
334 Weatherford www.weatherford.com
274 University of Rajasthan www.uniraj.ac.in
283 World Trade Institute – University of Bern www.wti.org
276 University of Saskatchewan – College of Engineering www.engr.usask.ca
388 XL Group plc www.xlgroup.com
278 University of Sussex www.sussex.ac.uk
392 Zurich Insurance Group www.zurich.com
Credits
Publisher
Creative
see www.prospects.ac.uk. For permission
St James’s House
Anna Danby, Head of Creative
to reproduce, please contact copyright@
(Regal Press Limited)
Tiziana Lardieri, Designer
prospects.ac.uk, or copyright@agcas.org.uk,
298 Regents Park Road
James Ide, Picture Editor
as appropriate.
London N3 2SZ +44 (0)20 8371 4000
Neither this publication nor any part of Proofreading
it may be reproduced, stored in a retrieval
Much Better Text
system or transmitted in any form by any
publishing@stjamess.org www.stjamess.org
means, electronic, mechanical, photocopying, Photography
recording or otherwise, without the prior
Thomas Burla, John Hunt, Keith van-Loen,
permission of Regal Press Limited or the
Managing Directors
Monty Rakusen, Martin Rütschi, Gian Vaitl
appropriately accredited copyright holder.
Richard Freed
and Lea Wagner
All information in this book is verified to
Gary Worden Editorial and production
the best of the authors’ and publisher’s ability. Other images are the copyright of individual
However, Regal Press Limited does not accept
sponsors or Corbis, Getty Images or Alamy
responsibility for any loss arising from reliance
Alix Miller, Editor-in-Chief
on it. Where opinion is expressed, it is that of
Stephen Mitchell, Head of Editorial
Client relations
the author or profiled organisation and does
David Hutter, Editor
Dhruti Patel, Head of Client Relations
not necessarily coincide with the editorial
Becky Wallace, Production Manager
Stephen Flynn, Client Relations Executive
views of the publisher.
Gemma Hughes, Chief Subeditor
Ilaria Tarasconi, Client Relations Executive
Sarah Evans, Subeditor Joe Fullman, Subeditor Commissioned writers
The inclusion of sponsor organisations in this publication does not constitute an
Sponsor relations
endorsement, implied or otherwise, by
Tanya Stavrinou, Sponsor Relations Manager
the publisher or Cambridge University
Mark Bowles, Nicola Henig and Sabrina Sandi
Students’ Union. Any readers wishing to
Chris Evans
use the services of these organisations
Richard Gibson
Research
should take up independent references
Alexandra Gray
Peter McIntyre
in the normal manner.
Peta Miller
© 2013 Regal Press Limited.
ISBN: 978-1-906670-28-3
Jessica Moore
All rights reserved.
Siobhan Mason
Josh Peisach
Printed in the UK by Knockout Print.
Kate Smallwood
Sample CV (Chapter 1: Constructing a winning
Jamie Williams
CV) and job sector overviews (Chapter 2)
Rachel Wilson-Couch
included with the permission of Graduate
Lucy Winstanley Norris
Prospects; graduate jobs (Chapter 2) included
Cathy Winston
with the permission of AGCAS and Graduate
Alice Wright
Prospects. For the latest version of this content,