YOUR GUIDE TO WHAT’S ON
Europe’s Biggest Employee Engagement Event
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The Team EDITORIAL Steve Hurst Editorial Director firstname.lastname@example.org 01932 506 304 Elizabeth Akass Editor email@example.com 01932 302 113
MARKETING Katie Donaldson Marketing Manager firstname.lastname@example.org 01932 506 302 Hannah Mulea Marketing Executive email@example.com 01932 302 112
SPONSORSHIP James Cottee Sponsorship Sales Manager firstname.lastname@example.org 01932 506 309 Dominic Stone Sponsorship Sales email@example.com 01932 506 303 Dale Ayliffe Sponsorship Sales firstname.lastname@example.org 01932 302 110
Andreas Antoniou Sponsorship Sales email@example.com 01932 302 111 Dan Moran Sponsorship Sales firstname.lastname@example.org 01932 506 303
Welcome A very warm welcome to our 2019 Employee Engagement Summit preview, designed to whet your appetites for what is now firmly established as Europe’s premier and most highly regarded employee engagement conference. This year’s flagship Summit is now in its fifth year and continued expansion of the event means that this year for the first time we have a new venue in the shape of iconic the Riverbank Park Plaza in Central London. Our CPD accredited Summit is also recognised for its educational value. It’s a place both to learn and do business. The overarching theme of this year’s Summit is how against a backcloth of a decade of diminishing productivity and increasing concerns over wellness, technology and culture can combine to bring out the best in our people to enhance both colleague and customer engagement and performance. In addition to a mouth-watering line up of case study presentations from organisations as diverse as Zara, Brighton and Hove Albion Football Club, Bauer Media, KP Snacks, NHS, Seasaltcornwall, Be At One, Ofwat, European Commission, Microsoft, DAZN, Securitas, Waitrose, ING, Wellcome Trust, Citi and Thwaites there will be an opening keynote on technology and culture from Dr Sanja Lucina from the influential Globant Future of Organisations Studio. A whole body of new research points to major changes ahead in the world of work driven by advances in technologies such as Artificial Intelligence Automation and Robotics. While up to a third of existing jobs could face automation by the early 2030s, new AI related technologies promise to boost production and generate more jobs as well as contribute positively to organisational culture. The evidence for the business benefits of properly engaged and directed colleagues working a positive cultural environment where wellness is to the fore is plain for all to see.
Pascal Van Huffel Sponsorship Sales Pascal.email@example.com 01932 506 308
The improved performance and market capitalisation of organisations who deliver great service through their people is now a given – and even those who improve their service from low to average see benefits go straight to their bottom line.
While CEOs are putting their people and their customer relationships at the top of their business agendas, still not enough of them really drawing a causal link between the two, and making it part of an overarching business strategy.
Dan Skinner Delegate Sales firstname.lastname@example.org 01932 506 307 Jamie Ross Delegate Sales Jamie.email@example.com 01932 506 306
Our aim is for our delegates to leave this Summit armed with all the tools and techniques and insight they need to implement effective and successful long term employee engagement strategies. Enjoy. Steve Hurst, Editorial Director
FINANCE Sabrina Clarke Finance Manager firstname.lastname@example.org 01932 500 103 Jenna Pollard Accounts Executive email@example.com 01932 428 542
EmployeeEngagementSummit.com @EngageEmployee #EngageConferences EngageEmployee.com Employee Engagement Summit is organised by Engage Business Media Ltd. Join EngageCustomer.com (free membership) and receive Latest News and Features, Weekly Newsletter, Invitations to Directors Forums, Conferences, Summits, Webinars, Focus Groups and more.
MANAGING DIRECTOR Nick Rust firstname.lastname@example.org 01932 506 301
Nicholson House I 41 Thames Street I Weybridge I Surrey I KT13 8JG Company Registration No. 8636460
EMEA Location Manager Microsoft
Operational Improvement Manager Waitrose
Head of Learning and Development Be At One
Regional HR Manager North of UU Zara
PHD Candidate Leeds University
Founder and Director Carvill Creative
Director of Employee Experience Peakon
Intranet and Digital Workplace Consultant Content and Code
Design & Multimedia Manager Office Depot
HR Director, Corporate Nomad Foods Europe
Executive HR Director St Andrew's Healthcare
CEO The Big Issue Foundation
Chief Executive and Deputy Chairman Brighton & Hove Albion FC
Future of Organisations Globant
Ido Bornstein -HaCohen
Head of Customer Care & Sales Sun Finance Group
Group HR Director Wilson James
Head of Training & Organisation Development Zoological Society of London
Organisation Capability Consultant Her Majesty's Courts & Tribunal Service
Martin Power Employee Health And Wellbeing Manager KP Snacks
James Hampton Head of Learning and Development Seasalt Cornwall
Head of HR â€“ Retail Seasalt Cornwall
Antonia Dietmann Organisation Capability HMCTS HM Courts & Tribunals Service
Head of Internal Communications Wellcome
Joanne Carlin Director of People & Development Thwaites
Melissa Harper Senior Vice President of Talent and Inclusion Bayer
Gabrielle De Wardener
Head of People Engagement and Communications Xoserve
Head of HR Business Partnering Team CDC Group
Organisational Design and Development Lead Trinity Laban
HR Director Tata Consultancy Services
People Director Spektrix
Director of Innovation Enablement Refinitiv
Helen Martin Culture Champion Kellyâ€™s Storage
Nick Henley The Difference
Martha MckenzieMinifie Head of Corporate Communications ING
Debbie BennettJackson Marketing Consultant CITI
HR Director OFWAT
VP Internal Communications and Involvement DAZN
Head of Internal Engagement/Head of Network CDC Group
Internal Communication Professional European Commission
Human Resources and Securitas Operations Centre Director Securitas UK
Senior HR & Training Business Partner Zoological Society Of London
Chair of Health and Work Programme & Director of HR Public Health England
Associate Professor (Reader) in Human Resource and Leadership Studies Plymouth University
Organisational Development and Staff Engagement Consultant European Commissions
Chair of The Board of Governors Marine Academy Plymouth
HR, Learning & OD Business Partner Royal College of Physicians
2018 SURVEY RESULTS
SOME VERY INTERESTING CONVERSATIONS AND IDEAS WERE SHARED FROM A VARIETY OF INDUSTRIES â€“ CROWNE PLAZA LONDON DOCKLANDS
PLEASE RATE THE STREAMS YOU ATTENDED RATED EXCELLENT/GOOD PLENARY EMPLOYEE & CUSTOMER ENGAGEMENT, LINKS TO PERFORMANCE & PROFITABILITY - PART 1
TRANSFORMATION & CHANGE MANAGEMENT
INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE - PART 1
REWARD AND WELLBEING
LEARNING AND DEVELOPMENT
FUTURE OF WORKPLACE
EMPLOYEE & CUSTOMER ENGAGEMENT, LINKS TO PERFORMANCE & PROFITABILITY - PART 2 STRATEGY & LEADERSHIP
INTERNAL COMMUNICATIONS AND VOICE OF THE EMPLOYEE - PART 2
EVOLUTION OF WORKFORCE
2018 SURVEY RESULTS
I THOUGHT THE DAY WENT EXTREMELY WELL WITH LOTS OF INTERESTING CASE STUDIES, IT GAVE ME LOTS OF IDEAS TO TAKE BACK TO MY TEAM â€“ MINISTRY OF DEFENCE
HOW WOULD YOU RATE THE ORGANISATION OF THE DAY?
RATED EXCELLENT/ GOOD
HOW USEFUL TO YOUR COMPANY WAS THE INFORMATION PRESENTED AT THE EVENT?
EXTREMELY / VERY USEFUL
2018 SURVEY RESULTS
I GOT HUGE VALUE FROM THE EMPLOYEE ENGAGEMENT SUMMIT THROUGH NEW CONNECTIONS AND INTERESTING TALKS, IT WAS GREAT TO HEAR THE CASE STUDIES ABOUT WHAT OTHER COMPANIES ARE DOING TO ENGAGE THEIR EMPLOYEES â€“ HARRODS
68% IT WAS BETTER THAN I EXPECTED
HOW DID THE EVENT COMPARE TO WHAT YOU EXPECTED?
MET MY EXPECTATIONS
WOULD YOU ATTEND THE SUMMIT AGAIN NEXT YEAR?
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t i m m Su s e t a g Dele
• HM COURTS & TRIBUNALS SERVICE • HM COURTS AND TRIBUNAL SERVICE • HM LAND REGISTRY • HMPPS • HOGAN LOVELLS INTERNATIONAL LLP • HOME • HOME GROUP • HOMEBASE/BUNNINGS • HOOD GROUP LTD • HSBC • HSE • HSF HEALTH PLAN • HUDSON RPO LTD • HUNTRESS LTD • I ENGINEERING GROUP • IDEAL INDUSTRIES • IHG • IIED • IMAGINATION TECHNOLOGIES • IMPACT • IMPERIAL LONDON HOTELS • INDIGO PLANNING • INSPIRE ME • INSTITUTE OF INTERNAL COMMUNICATION • INTERFLEX GROUP • INTERNATIONAL STUDENTS HOUSE • INTERSERVE • INVESCO • ISG • ISKCON • ISLINGTON COUNCIL • ITE GROUP • ITV • JACQUELINE HIGGIN • JAMES WALKER • JATO DYNAMICS LTD • JDX CONSULTING • JELF • JO SIMS LTD • JOHN LEWIS • JOHN LEWIS PARTNERSHIP • JOHNSON MATTHEY • KAPTCHA • KFH • KING'S COLLEGE LONDON • KINGS PLACE • KINGSNET • KLEINWORT HAMBROS BANK LTD • KONICA MINOLTA • KUBOTA • KUBOTA UK LTD • L&Q • LADBROKES CORAL • LAING O'ROURKE • LANDOR • LANE4 • LASER QUANTUM LTD • LASTMINUTE.COM GROUP • LEASEWEB • LEEDS BUILDING SOCIETY • LEGOLAND WINDSOR RESORT • LEXISNEXIS • LEYF • LIBERTY MIND • LIFEARC • LINDA MBAGWU • LINDSTROM UK • LIPSY • LLOYDS BANKING GROUP • LONDON BLACK CHICKS NETWORK • LOOPME • LOVECRAFTS • LUKE GEORGE • LUTRON • LUX RESORTS MALDIVES • LV= • LYSIS FINANCIAL • M MOSER • M&S • MAD WORLD FORUM • MARKET HARBOROUGH BUILDING SOCIETY • MARKS AND SPENCER • MARSH • MARSTON'S PLC • MARSTON'S PLC • MAXIS GBN • MEDECINS SANS FRONTIERES • MÉDECINS SANS FRONTIÈRES/DOCTORS WITHOUT BORDERS (MSF) • MENCAP • MERCEDES-BENZ • MERCEDESBENZ CARS UK LTD • MERLIN ENTERTAINMENTS • MERLIN ENTERTAINMENTS (LEGOLAND) • METLIFE EUROPE • METRO BANK • MICROSOFT • MILLFIELD • MINISTRY OF JUSTICE • MISS • MISSGUIDED • MITIE • MOJ • MONEY ADVICE LIAISON GROUP • MONZO BANK • MORGAN SINDALL • MORRISONS • MOTHERCARE • MOTHERCARE PLC • MOTOROLA SOLUTIONS • MOTT MACDONALD • MR • MSD IT • NAKHEEL • NATIONAL CITIZEN SERVICE TRUST • NATIONWIDE • NATIONWIDE BUILDING SOCIETY • NESTLE • NESTLE PURINA • NESTLÉ’S UK AND IRELAND • NETWORK RAIL • NEXT PLC • NEXT RETAIL LTD • NFU MUTUAL • NHS • NOMAD FOODS EUROPE LIMITED • NORD ANGLIA EDUCATION • NORTH WEST ANGLIA FOUNDATION TRUST • NORTHAMPTONSHIRE HEALTHCARE NHS FOUNDATION TRUST • NORTHUMBRIAN WATER • NORTON ROSE FULBRIGHT • NSPCC • NTT EUROPE • NTTE • O2 • OCADO • OFFICE DEPOT • OFFICE FOR STUDENTS • OMW • ONESOURCE • OPERIS • ORDNANCE SURVEY • OSMAN RAFEEK • OVO ENERGY • OXFORD HEALTH NHS TRUST • PARKEON • PEABODY GROUP • PEARSON • PEARSON EDUCATION • PEGASUS • PENGUINS • PENNA • PENNON GROUP • PENNY JACKSON.CO.CUK • PEOPLEPLUS • PERFORM GROUP • PFP • PHOENIX GROUP • PHOTOBOX • PIKE TEXTILE DISPLAY LTD • PITMANS LAW • PIZZA HUT (UK) LTD • PJB MIDLANDS LTD • PRAN-RFL GROUP, BANGLADESH • PRIMESIGHT • PRIORY GROUP • PRODUCTION RESOURCE GROUP • PUBLIC HEALTH ENGLAND • PURPLE SURGICAL • PWC • QD STORES LTD • RAVENSBOURNE • REC • RED KITE COMMUNITY HOUSING • REDEFINE BDL HOTELS • REED SMITH LLP • REGENT'S UNIVERSITY LONDON • RELIANCE HIGH TECH • REVIVAL AESTHETICS • RIVER ISLAND • RLSS • ROMANIAN INTELLIGENCE SERVICE • ROYAL COLLEGE OF PHYSICIANS • ROYAL MAIL • RPC LONDON • RUDER FINN • RUGBY FOOTBALL UNION • S&P GLOBAL RATINGS • SAINSBURYS • SAMWORTH BROTHERS LTD • SANTANDER • SATCOL • SCOBIE MCINTOSH • SEASALT LTD • SECOTOOLS • SEDER GROUP • SERVEST LTD. • SHAW HEALTHCARE • SHENTONGROUP • SHOPIFY • SILVERBEAN • SKY • SKY UK • SKYLINE WHITESPACE • SNC-LAVALIN / ATKINS • SOLENT NHS TRUST • SOPHOS • SOVEREIGN • SPLIT THE BILLS • SPONGE UK • SPORTPURSUIT • SPOTIFY • SPRINGBOARD CHARITY • SSI SCHAEFER LTD • ST ERMIN'S HOTEL • STARTCRE8IVE • STEAD SUPPLY CHAIN • STRATIVITY • STROKE ASSOCIATION • SUNRISE SENIOR LIVING LIMITED • SUSSEX CRICKET • TALKTALK • TAMARA KODIKARA • TAP'D SOLUTIONS LIMITED • TATE • TAYLOR & FRANCIS GROUP • TAYLOR VINTERS • TAYLOR VINTERS LLP • TESCO • TFL • TGCG • THAMES HOSPICE • THE AA • THE BIG ISSUE FOUNDATION • THE BRITISH STANDARDS INSTITUTION • THE CHALLENGE • THE CO-OP • THE GOOD CARE GROUP • THE GREENHOUSE PROJECT • THE PRINCESS ALEXANDRA HOSPITAL NHS TRUST • THE REVIVAL GROUP • THE STARS GROUP • THE UNIVERSITY OF MANCHESTER • THESCOTTS UK LTD • THIRTEEN • THIRTEEN GROUP • THMSON REUTERS • THOMSON REUTERS • THWAITES • TMG • TRANSFORMATIVE HR LTD (NORTHGATE) • TRAVELEX • TRAVELEX • TRIDENT SOCIAL INVESTMENT GROUP • TRINITY LABAN CONSERVATOIRE OF MUSIC AND DANCE • TRINITY MIRROR • TSB • TUI • TUNSTALL HEALTHCARE LIMITED • UCL • UCO • UHR (UNIVERSITIES HR) • UK VALUES ALLIANCE • UNDERTONE • UNILEVER • UNIPART • UNIPART LOGISTICS • UNIPART RAIL • UNISON • UNIVERSAL ENTERPRISES PVT LTD • UNIVERSAL GROUP • UNIVERSITTECHNOLOGI MALAYSIA (UTM) AZMAN HASHIM INTERNATIONAL BUSINESS SCHOOL • UNIVERSITY OF DUNDEE • USER VOICE • VEOLIA • VIP SUCCESS CLUB • VIRGIN MONEY • VIRGIN TRAINS • VISIONS TRAINING & DEVELOPMENT • VISTAJET • VITALITY • VMWARE • VODAFONE • VODAFONE GROUP • WAITROSE • WARMUP PLC • WELL PHARMACY • WELLCOME TRUST • WESLEYAN • WEST FERRY PRINTERS • WESTERN UNION • WHISTL • WILLIAMS ADVANCED ENGINEERING • WILLIAMS GRAND PRIX ENGINEERING LTD • WIPRO LTD • WISER • WISER GRADUATES • WNDIRECT • WONGA • WOOD MACKENZIE • YMCA ST PAUL'S GROUP • YORKTEST LABORATORIES • YOUGOV • ZAYO GROUP UK LIMITED • ZONE • ZOOLOGICAL SOCIETY OF EAST ANGLIA • ZURICH INSURANCE
Hall 1 10:55 Chair’s Opening Remarks
Employee & Customer Engagement, Links To Performance & Profitability – Part One 11:00
Bauer Media Case Study: Building a Digital Culture Through Talent Transformation Melissa Harper, Senior Vice President of Talent and Inclusion, Bauer Media
Expert Speaker: Zoho
Kelly Storage Case Study: Why Your People Drive Your Profits – Creating & Implementing a Values Based Culture That Boosted The Bottom Line Helen Martin, Employee Engagement and Culture Lead, Kelly’s Storage
Reward Recognition and Wellbeing Part One 12:00 The Big Issue Foundation Case Study: Personal Resilience, Reward and Recognition on The Street Stephen Robertson, CEO, The Big Issue Foundation 12:20 Expert Speaker: Tbc 12:40 Ministry of Justice Case Study: Creating a Values-Based Organisation in HM Courts & Tribunals Service Antonia Dietmann, Organisation Capability HMCTS & Emily Stanley, Organisation Capability Consultant, HM Courts & Tribunals Service 13:00 Lunch and Networking
Internal Communications and Voice of The Employee – Part One 14:00 Employee led Change Within an Organisation Debbie Whittingham, Head Of Communications, Xoserve 14:20 If Your Intranet Could Talk, What Would it Say About Your Organisation? Scott Hitchins, SVP, Interact 14:40 Royal College of Physicians Case Study: Engaging Staff to Agree Valuable Values Denise Sanderson-Estcourt, HR Learning and OD Business Partner, Royal College of Physicians 15:00 Nomad Foods Case Study: Our Way, our Voice, our Appetite for Growth Tim Kensey, HR Director, Corporate, Nomad Foods 15:20 Expert Speaker: Tbc 15:40 Trinity Laban Case Study: Journey of Engagement – Transformational Change with Strengths-Based Approaches Paul Neville, Organisational Design and Development Lead, Trinity Laban 16:00 Coffee And Networking
Reward Recognition & Wellbeing Part Two 16:30 KP Snacks Case Study: How KP Snacks Created a Proactive Culture Change Around Mental Health to Reflect our Values and Behaviours and Engage Colleagues in Improved Mental Health at Work Martin Power, Employee Health and Wellbeing Manager, KP Snacks 16:50 CIPD Case Study: The Future of HR is Based on Principles, Not Profit Tony Vickers-Byrne, Chief Adviser For HR Practice, Chartered Institute of Personnel and Development 17:10
The Manager Magnet – How Managers Energise Employee Engagement Nick Henley, The Difference
17:30 Drinks and Networking
Hall 2 10:55 Chair’s Opening Remarks
Future of Workplace/Digital Workplace Part One 11:00
Employee Engagement at Tata Consultancy Services Ramkumar Chandrasekaran, HR Director, Tata Consultancy Services
Expert Speaker: Poppulo
Refinitiv Case Study: Storytelling – Silver Bullet or Silver Buzzword? Victoria Silverman, Director of Innovation Enablement, Refinitiv
Future Of Workplace/Digital Workplace Part Two 12:00 Wellcome Case Study: In Pursuit of The 4-Day Week Chris Newstead, Head of Internal Communications, Wellcome 12:20 Employee Engagement in The Age of Automation Michael Dean, Director of Employee Experience, Peakon 12:40 Leeds University Case Study: Are The Robots Coming? Megan Butler, Phd Candidate, Leeds University 13:00 Lunch and Networking
Learning & Development Part One 14:00 St Andrew’s Healthcare Case Study: Engagement on The Edge Martin Kersey, Executive HR Director, St Andrew’s Healthcare 14:20 Expert Speaker: Clear Review 14:40 Thwaites Case Study: Growing Your Own Leaders (When You Have no Budget to Spend) Joanne Carlin, Director of People & Development, Thwaites 15:00 Waitrose Case Study: Does Employee Engagement Really Deliver Better Change Stuart Eames, Retail Innovation Lead, Waitrose 15:20 Expert Speaker: Qlearsite 15:40 Seasalt Cornwall Case Study: Why Leaders Really are The Key to Employee Engagement Success James Hampton, Head of Development and Engagement & Georgie Mills, Head of HR – Retail, Seasalt Cornwall 16:10 Coffee and Networking
Learning and Development Part Two 16:30 Zoological Society of London Case Study: Culture Starter – Where to Start in The Confusion of Organisational Change Teresa Chandler, Senior HR & Training Business Partner & Nichola Stallwood, Head of Training & Organisation Development, Zoological Society Of London 16:50 Be At One Case Study: Attract, Engage, Train & Retain Chris Lincoln, Head of Learning and Development, Be At One 17:10
Fuzzy Definitions – Why Most Digital Strategy Fails and How to Overcome it Michelle Carvill, Founder and Director, Carvill Creative
17:30 Drinks and Networking
Hall 3 10:55 Chair’s Opening Remarks
Employee Engagement Strategy and Leadership Part One 11:00
Microsoft Case Study: Customer Service and Support Building Customer Obsession Chris Burton, EMEA Location Manager & Helena Wheatman, Engagement Manager, Microsoft
Expert Speaker: Tbc
DAZN Case Study: Defining Your Employer Brand Paul Bennun, VP Internal Communications and Involvement, DAZN
Evolution of Workforce Part One 12:00 ING Case Study: How do You Flex? Martha Mckenzie-Minifie, Head of Corporate Communications, ING 12:20 Expert Speaker: Investors In People 12:40 Plymouth University Case Study: What’s Up With Engagement? Vikki Matthews, Non Executive Director, Torbay & South Devon NHS Foundation Trust & Richard Saundry, Associate Professor in Human Resources and Leadership Studies, Plymouth University 13:00 Lunch and Networking
Employee Engagement Strategy and Leadership Part Two 14:00 Engaging European Commission Staff Through Meaningful Conversations Dace Kalnina, Internal Communication Professional & Olga Muravjova, Organisational Development and Staff Engagement Consultant, European Commission 14:20 Expert Speaker: Tbc 14:40 Ofwat Case Study Natasha Harris, Director of People, Ofwat
Evolution of Workforce Part Two 15:00 Wilson James Case Study: Creating an Employee Digital Profile Samantha Rope, Group HR Director, Wilson James 15:20 The Role of Office 365 in The Modern Workplace David Bowman, Intranet and Digital Workplace Consultant, Content And Code & Adam Wilcock, Design & Multimedia Manager, Office Depot 15:40 Securitas Case Study: Enhanced Employee Engagement Through a Step by Step Employee Excellence Mode Grainne Kelly, HR Director, Securitas 16:10 Coffee and Networking
Internal Communications and Voice of The Employee – Part Two 16:30 CITI Bank Case Study: Rethinking Engagement – Using Behavioural Insights to Drive Change Debbie Bennett-Jackson, Marketing Consultant, CITI 16:50 Expert Speaker: Tbc 17:10
CDC Group Case Study: Refreshing Values and Embedding Culture Change Adrienne Glad, Head of Internal Engagement/Head of Network & Gabrielle De Wardener, Head of HR Business Partnering Team, CDC Group
17:30 Drinks and Networking
Plenary Chair’s Opening Remarks
How Technology Can Help Employees Become The Best Versions of Themselves
Dr Sanja Licina, Phd, Future of Organisations, Globant Digital transformation appears as a key item on most organization’s strategic plans. But many are not feeling as urgent to harness the true power of digital when it comes to their people as they are for other areas, likely because they have not realized it’s true power yet. Technology can make a tremendous impact on culture by helping create a social tissue, expand empathy and enable employees to feel part of something larger — empowering them to truly be the best versions of themselves. To embrace this new reality, organizational leaders must build and promote an internal culture that is as agile as the technology being implemented. It is critical that they clearly demonstrate all the positive impact that the technology will have on their people and give them a voice in the transformation. To effectively do that, they must first understand the incredible value themselves, and leverage the data and insights that technology brings forth to continue to better understand and shape their culture. In this presentation, attendees will learn • • •
The role technology plays in humanizing organizations The value to the employees of digitizing some aspects of culture How to use data and insights gained from technology to create more meaningful connections between employees and grow and retain the best talent
Sanja Licina, Ph.D., is a leader of Globant’s Future of Organizations studio, where, by leveraging technology and AI, she crates platforms that help organizations transform their culture. She is a huge believer that technology can enhance humanity, and that we have a tremendous opportunity to build a better space inside of organizations to help employees become the best versions of themselves. Prior to joining Globant in 2017 she led several different business units at CareerBuilder. Sanja has managed international teams while living in Chicago, London, and currently from Buenos Aires. Sanja graduated with a doctorate in Industrial and Organizational Psychology from DePaul University and later obtained an executive MBA from Kellogg School of Management. She has spoken at numerous conferences and some of her research has been featured in publications such as TIME, The Wall Street Journal, Fast Company and Forbes.
Brighton And Hove Albion FC Case Study: How Strong Values Can Drive Employee Performance and a Better Fan Experience Paul Barber, Chief Executive and Chairman, Brighton and Hove Albion FC How Brighton and Hove Albion Football Club uses its values and culture to drive high performance and success from its employees. Exploring the club’s journey from the Championship to the Premier League and how this was underpinned by the club’s Team Brighton Values. Paul Barber joined the board of Brighton & Hove Albion FC as the club’s Chief Executive in June 2012 and was promoted to become the club’s Deputy Chairman in November 2018. In Paul’s seven seasons with the club, Brighton & Hove Albion has reached three play-off semi-ﬁnals, ﬁnished 3rd in the EFL Championship in 2015/16, and secured automatic promotion to the Premier League in the 2016/17 season. The club ﬁnished 15th in its ﬁrst ever Premier League season. Paul joined Brighton & Hove Albion from Vancouver Whitecaps FC where he became the ﬁrst British football executive to lead a club in to Major League Soccer in 2011. Previously, Paul was Executive Director of Tottenham Hotspur FC, where he enjoyed EFL Cup Final success with Spurs at Wembley in 2008, against Chelsea, and suffered disappointment in the same competition just a year later when Spurs lost to Manchester United in the 2009 Cup Final. Prior to this, Paul was The Football Association’s ﬁrst ever Director of Marketing, with responsibility for The FA’s commercial division, marketing and communications. He was also general manager for the England team at the UEFA European Championships in 2000 and at the FIFA World Cup in 2002. Paul currently serves as a member of The FA Council as one of the Premier League’s elected representatives, and also represents the Premier League as a member of the Professional Game Board which, with representatives from all the major footballing bodies, oversees professional football in England.
Plenary Zara Case Study: How to Make People Grow Efficiently Pablo Camba, Regional HR Manager North of UK, Zara Future for those companies involved in Fashion Industry is becoming uncertain and engagement is a very powerful tool to tackle that uncertainty. Most of the HR practitioners agree on the impact that motivation has in order to retain employees and in Inditex, we do believe that the best strategy to motivate employees is to show them in a very clear and understanding way that they can internally grow and promote just having the right skills, attitudes and knowledge.
Join me in order to discover how the biggest fashion retailer worldwide fosters the internal promotion.
Pablo Camba has been working as a HR Professional during the last 7 years. Within that time, he has had the opportunity to run different roles HR related within different countries of Europe, having always as main priority the employee’s wellbeing. Currently, he holds the Head of Services position within in Inditex UK what means working along 6 different brands and over 100 stores and 4000 employees. Pablo and his team of HRBP provide support to different lines of the business and create the strategy that drives the business to deliver exceptional HR service to their internal customer. His personal and professional style could be very well deﬁned quoting Gary Ryan Blair, motivational business speaker and author, who once said: “What is the distance between someone who achieves their goals consistently and those who spend their lives and careers merely following? The extra mile.”
Now Open For Entries
If they bring the right attitude, our Managers Development Program will support them in order to develop the skills and gaining the knowledge that they will need in order to be part of our next generation of managers who will be helping the company to remain on the top.
Hall 1 Chair’s Opening Remarks
Employee & Customer Engagement, Links To Performance & Profitability – Part One Bauer Media Case Study: Building a Digital Culture Through Talent Transformation Melissa Harper, Senior Vice President Of Talent And Inclusion, Bauer Media
As the workplace shifts in response to the onslaught of digital transformation, business leaders and employees globally are challenged to revolutionize their talent and skilling strategies to evolve with the Digital Age. In this session, Melissa Harper draws on her decade of experience executing enterprise-wide talent transformation to shape a digital culture and align to strategic business goals. In this session, she’ll explore: • • • •
External drivers or trends driving the demands on the Future of Work Impact of digital transformation and data analytics on the workplace Strategies for HR and business leaders looking to maintain a competitive advantage Modernization of inclusion, learning, employment branding and talent marketing
In this leadership role, Melissa is responsible for developing, transforming and executing global talent strategies that drive a high-performance culture of innovation and inclusion at Bayer. Melissa brings her nearly 10 years’ experience at Monsanto, acquired by Bayer, to lead enterprise wide talent transformation. Through best in class operational capabilities and analytics, Melissa developed a global function at Monsanto responsible for attracting talent, development, ensuring an inclusive environment, shaping a digital culture, and delivering talent needs that align to strategic business goals and preparedness for the future workforce. She has been recognized as a Diverse Business Leader and as a Top Executive in Corporate Diversity. Melissa began her career at Spencer Stuart Executive Search and later served as Senior Vice President of Talent Acquisition at Whirlpool Corporation and Wachovia. Melissa is from Chicago, IL, and received her BA in Psychology from Roosevelt University, and her MBA from the Keller Graduate School of Management. She is on the Boards of the St. Louis YMCA, Diversity Awareness Partnership, and St. Louis Mosaic Project
Kelly Storage Case Study: Why Your People Drive Your Profits – Creating & Implementing a Values Based Culture That Boosted The Bottom Line Helen Martin, Employee Engagement and Culture Lead, Kelly’s Storage How do we define, create & maintain a culture? Why does it matter in a business? And how can a strategy centred around your people directly benefit the bottom line.? In this talk Helen takes you through the steps required to create a core culture that drives results using practical examples & stories. You will learn how to take the pulse of your organisation, make an immediate impact….without a budget, how to attract & retain talent no matter your location or industry and how to get better work delivered faster with fewer people. You will have practical take-aways that you can implement immediately in your organisation to gather data and show immediate results and it won’t cost you a penny. Create a culture, engage your employees & watch your business thrive.
Hall 1 Responsible for creating and implementing an employee engagement strategy around a values-based culture, in a thirdgeneration family business that has expanded rapidly over the past six years, Helen brings a huge amount of passion, experience and energy to her subject. The business ranked as 6th in The Sunday Times 6th Best Small Company to Work For 2016. Helen has studied, visited and engaged with a range of companies, both local and international, in an effort to understand what deﬁnes and achieves success in the world of employee engagement. A TEDx speaker who is passionate about people and purpose, Helen consults & gives talks on the subject of culture & engagement
Reward Recognition And Wellbeing Part One The Big Issue Foundation Case Study: Personal Resilience, Reward And Recognition on The Street Stephen Robertson, CEO, The Big Issue Foundation
• • •
Hear about the genesis & lessons learnt from a world famous ‘social brand’ Learn about the lasting value of real customer engagement Learn how ‘Everyday Activism’ fits into the modern workplace
Stephen has been CEO at the Big Issue Foundation since July 2007. His previous role was Director of Commercial Operations at Shelter, where he had responsibility for a chain of 100 charity Stores, a mail-order business and a Training business primarily focusing on Housing professionals. Stephen was a member of the Senior Management Team with cross organisational responsibility for the strategic management of the Charity. Stephen was at Shelter for 13 years. Stephen helped found and ultimately chaired the professional body that represents the majority of Charity Retailers in the UK, ‘The Association of Charity Shops’. Stephen is a Trustee of the homeless health care charity, London Pathway, a Trustee of TRAID, a charity committed to protecting the environment and reducing world poverty by recycling and campaigning at home and Chair of the Board of Trustees of Shoreditch Town Hall Trust.
Ministry of Justice Case Study: Creating a Values-Based Organisation in HM Courts & Tribunals Service Antonia Dietmann, Organisation Capability HMCTS & Emily Stanley, Organisation Capability Consultant, HM Courts & Tribunals Service HMCTS is responsible for the administration of criminal, civil and family courts and tribunals in England and Wales – and non-devolved tribunals in Scotland and Northern Ireland. We handle about four million cases a year, operate from around 350 courthouses and tribunal centres, and employ approximately 15,000 people, most of whom are frontline, operational staff. We launched a once in a generation transformation programme of our services in 2016. To enable the culture change that underpins our transformation we wanted to re-connect our employees with our organisational values: Purpose, Humanity, Openness, and Together. These values link us to our parent department, the Ministry of Justice (MoJ), and all the other agencies of the MoJ. In January 2018 we started a year-long values communications and engagement campaign. It started and ended with a survey measuring awareness of the values. We developed innovative tools, workshops, and media to help people explore what our values means to them and find ways to live them every day at work. This session will share what we did and what we learned from our year of values.
The Big Issue has a 27 year plus history of helping homeless and disadvantaged people to help themselves by buying and selling their magazines with their own cash and keeping the profits. The magazine is an alternative to begging and crime that creates real personal and social change. Stephen Robertson will explore the evolution of the magazine and how it’s innovative approach to tackling social ills builds the personal resilience, recognition and rewards that are essential for personal change in one of the toughest face-to-face jobs in the United Kingdom.
Antonia Dietmann is a senior HR leader at HM Courts & Tribunals Service (part of the Ministry of Justice). She has previously been Deputy Director of Organisation Capability and Head of Employee Engagement supporting employees through the largest reform of the justice system in history. Early experiences researching workplace bullying amongst teachers and sexual harassment in the Armed Forces impressed upon her the negative impact of working relationships gone wrong. As such, she is passionate about the fundamental need for meaningful work relationships as a key driver of successful business outcomes. To enable this, Antonia brings psychological evidence and creativity together to deliver sustainable interventions at a large scale. These draw on nearly 15 years’ experience as an Occupational Psychologist with expertise in research/ evaluation, organisation & leadership development, inclusion and wellbeing. During this time Antonia has also been Chair of the UK’s Division of Occupational Psychology (part of the British Psychological Society). In recognition of her high-quality work on inclusion at the Department for Work & Pensions, Antonia was awarded the UK’s Occupational Psychology 2017 Practitioner of the Year. She has also won the Association of Business Psychology’s Excellence in Employee Engagement award for developing HMCTS’ people proposition. Antonia has worked in three of the ‘big ﬁve’ government Departments, all of which were undergoing major organisational transformation, after starting her career at the University of Shefﬁeld and RollsRoyce. She is currently pursuing a doctorate focusing on high-quality working relationships in organisations.
Emily Stanley is an Employee Engagement Consultant at HM Courts & Tribunals Service (part of the Ministry of Justice). Emily is passionate about creating the sort of working environment in which we can all thrive, fulﬁl our potential and support each other. She draws on 13 years’ experience designing learning and development solutions and is a lean practitioner in her role. Now, Emily is supporting employees through the largest reform of the justice system in history by designing and delivering engagement consultancy and interventions. As part of this role she leads a network of Lead Engagement Champions comprising senior leaders across the business. Emily’s motivation is to create an engagement conﬁdent organisation where leaders at all levels understand what true employee engagement is and how they can contribute to achieving it. She also strives to support them to make best use of their engagement insight gained through employee surveys and other sources. Emily also leads on embedding organisational values in HMCTS and delivered a highly innovative communications campaign to raise awareness of our values and encourage colleagues to live them every day, particularly as we move through change. The scale of the campaign, creativity, and opportunities to show our organisation at its best in our ‘year of values’ campaign had not been tried before. Emily was shortlisted for a HM Courts & Tribunals Service award in recognition of this.
Internal Communications and Voice of The Employee – Part One Employee Led Change Within an Organisation Debbie Whittingham, Head of Communications, Xoserve Having a wide variety of opportunities for employees to have a voice at work is essential when creating a culture where all employees are truly valued as stakeholders within the organisation – but taking action and being authentic with the responses is much more difficult than it sounds. I want to share with you the journey we have started within my organisation to increase the quality of interactions with our employees, move from a “parentchild” relationship to an “adult – adult” relationship, increase job satisfaction and aim to delight all employees so that they go home more energised than when they arrived! Debbie has 20 years of experience in communication roles and is currently Head of People Engagement and Communications for Xoserve Key strengths and abilities are:• • • •
Translating organisational objectives into creative corporate communications and Employee Engagement strategies and programmes Leading organisations in all areas of communications and exercising strong judgement in the development and delivery of engaging, consistent and accurate key messages to deﬁned audiences Leading a team of communications specialists to devise, develop and implement internal and external communications programmes Proposing and managing ideas, themes and timescales for communications projects and campaigns
Debbie has a passion for Employee Communication and culture and making the workplace an engaging exciting place to be
Hall 1 If Your Intranet Could Talk, What Would it Say About Your Organisation? Scott Hitchins, SVP, Interact In a world of exponential data growth, shifting communication priorities, and changing workforce demographics, what can a modern intranet reveal about your organisation? In this talk, Scott will run through how Interact uses modern Machine Learning techniques to analyse thousands of interactions and recognition moments across hundreds of organisations and how this has uncovered: • • •
New insights about businesses Hidden relationships and points of weakness Predictions of negative workforce trends
Scott is SVP of global growth and partner at Interact. Working with customers like ASOS and the European Central Bank, Scott is responsible for driving growth across all sectors. He has a passion for technology and gin. Occasionally the order is reversed.
Denise Sanderson-Estcourt, HR Learning and OD Business Partner, Royal College of Physicians Ever wondered why staff can’t tell you their company values even when they’re on the wall? Ever wondered if it’s possible to get the essence of an organisation in a few words? Ever wondered if you could get everyone engaged in the process and agree the end result? Despite having worked on values projects previously, I still asked these questions when planning to review the RCPs values given that the organisation does such a wide range of work. This presentation takes you through the journey we took, how we engaged a range of stakeholders and how it all ended up. In this session, she’ll explore: • • • •
External drivers or trends driving the demands on the Future of Work Impact of digital transformation and data analytics on the workplace Strategies for HR and business leaders looking to maintain a competitive advantage Modernization of inclusion, learning, employment branding and talent marketing
Denise has worked in a range of sectors and roles in her 20 year plus career which started in the hospitality industry. She has been in her current role for 4 years and had lead a number of corporate projects in that time. Denise has held a number of Organisational Development roles, in the NFP sector, since 2003. Denise is a HR professional with a strong Internal Communications focus, has trained as an OD Practitioner and a holds a certiﬁcate in Change Management. She has also been on a Board of Trustees for 9 years as the HR specialist. Outside of the ﬁeld of HR, Denise is a trained image consultant and applies her skills in this area to work with both adults and in schools. She is described as positive, energetic, engaging, supportive and professional.
Royal College of Physicians Case Study: Engaging Staff to Agree Valuable Values
Hall 1 Transformation & Change Management Nomad Foods Case Study: Our Way, Our Voice, Our Appetite for Growth Tim Kensey, HR Director, Corporate, Nomad Foods Through Nomad Foods we have brought together very different businesses, BirdsEye Iglo and Findus – never an easy process. But with a highly centralised model in Birds Eye Iglo and a very decentralised model in Findus such an integration was an even greater challenge. We wanted to create one company with one vision and one supporting set of values for 4,000 employees across 13 countries, 15 offices and 9 factories.
To achieve our ambition we had widespread restructuring and reorganisation, ongoing newsletters, quarterly CEO webcasts, a new culture survey, the launch of a new performance management framework, one approach to talent management and the launch of the Nomad Foods People Awards. We achieved this in tight timeframes and are now experiencing ongoing great business results and ever-increasing levels of employee engagement. Tim started his career with Price Waterhouse then moved into Human Resources starting with Reward and Policy roles before taking on more Generalist activities. He is currently the HR Director, Corporate for Nomad Foods, whose brands include Birds Eye, Aunt Bessies, Goodfella’s, Findus and Iglo, covering markets from Portugal through to Finland. He has a passion for Employer Branding and Engagement and is currently developing the employee value proposition for Nomad Foods – a new Company with a great heritage. This builds on previous interventions at Nomad Foods, including a common set of values, “our way”, and one HR voice, “Iglo&Me”. These follow previous initiatives such as “My Beneﬁts” at Shell and “MyCar” at BOC. Broad HR expertise includes Strategy, M&A, Employer Branding & Engagement, Reward & Policy Development, Business Partnering, Change Management, Talent Management, Recruitment, HR Systems and HR Services. He has worked in complex international, multi-business matrix-delivery environments including Nestlé, Shell, L’Oreal (The Body Shop) and Nomad Foods.
Trinity Laban Case Study: Journey of Engagement – Transformational Change with Strengths-Based Approaches Paul Neville, Organisational Design and Development Lead, Trinity Laban Not many organisations can boast being fully strengths-based. Often, it is a presenting talent management or talent acquisition issue that leads to a single strengths-based solution being designed and delivered. In this presentation Paul will share how he led an organisation’s journey of transformation, culminating in the successful adoption of strengths-based approaches into people management philosophy and practices. This contributing to both increased employee engagement and productivity. He will also explore how piloting ‘playing to strengths’ is playing out at another organisation. As Paul shares insights and learning, why not see if you can spot any of his standout strengths. This presentation is ideal for anyone curious about how strengths-based approaches can unlock sustainable performance, whether at an individual or organisational level. Paul is passionate about sustainable performance improvement gained through transformational change – both within organisations and in sectors in which they operate. He helped transform the Housing Ombudsman Service to be more strategic and outcomes-focused using a range of contemporary approaches, including strengths-based and appreciative inquiry. Paul increased employee engagement to 80 per cent on a 94 per cent response rate. He was also instrumental in developing and delivering a sector development strategy supporting mindset and behaviour change within the rented social housing sector, shifting the focus from complaint handling to effective dispute resolution. Currently working with Trinity Laban Conservatoire of Music and Dance, he is advising on leadership development, modernising the HR operating model and piloting strengths and employee driven workplace innovation approaches. Paul is a leadership development and OD professional with over 24 years’ experience. He is a Chartered Fellow of the Chartered Institute of Personnel and Development (CIPD), a Fellow of the RSA and a member of the leadership team of the RSA fellowled Reinventing Work Network. He has recently been invited to contribute thoughts to the newly formed Engage for Success movement’s Meaning in Work Thought and Action Group.
Hall 1 Reward Recognition & Wellbeing Part Two KP Snacks Case Study: How KP Snacks Created a Proactive Culture Change Around Mental Health to Reflect our Values and Behaviours and Engage Colleagues in Improved Mental Health at Work Martin Power, Employee Health and Wellbeing Manager, KP Snacks To help our colleagues ‘survive and thrive’ we have to value their physical and emotional wellbeing as this reflects our values and behaviours as a business and helps us to engage and retain our talent. I have had a wide variety of roles from an initial apprenticeship as a decorator to a charge nurse in one of the busiest accident and emergency departments in Europe. I specialised in Occupational Health and have worked in this area for almost 25 years. I have worked with a large number of businesses from manufacturing, car makers, food production, police and ﬁre services, local government and a dog food manufacturer. Mental health and the impact on business, employees and wider families has grown exponentially. I have worked for KP Snacks for almost 3 years in which we have seen massive changes in our culture of how we support colleagues and the business. The strategy we have implemented feels like it reflects the business and our values and behaviours in which we place valuing our people at the top of our agenda to keep colleagues energised and engaged.
Tony Vickers-Byrne, Chief Adviser for HR Practice, Chartered Institute of Personnel and Development “Effective employee voice is underpinned by an organisation’s diversity and inclusion and employee wellbeing activity” The session will cover how the CIPD is putting diversity and inclusion and employee wellbeing at the centre of its ‘good work’ agenda, helping to put the ‘human’ back into human resources and encouraging employers to gather and act upon the ideas and expertise of their employees. Tony has over 25 years’ experience at HR director level, primarily in the NHS. This included roles at The Health Protection Agency, The Royal Brompton & Hareﬁeld NHS Trust and The Royal Surrey Hospitals NHS Trust, where he also led on facilities and communications. Tony was HR Director at Public Health England and its Chief Adviser for Diversity and Inclusion and Staff Wellbeing prior to taking up his latest role in October 2018. Tony is working with CIPD colleagues on a range of national initiatives across diversity and inclusion, employee wellbeing and employee engagement. Tony is also a member of Professor Sir Cary Cooper’s National Forum for Health and Wellbeing at Work, a Trustee at the Royal Society for Public Health and is a regular presenter at national employment events.
The Manager Magnet – How Managers Energise Employee Engagement Nick Henley, The Difference Managers account for between 70-80% of the difference in employee engagement. Yet, in spite of the estimated $720bn p.a. being spent on this area in the US alone, very little is finding its way into the development of manager skills and, even when it does so, this often translates poorly into behaviour change and actual results. This session takes participants through the steps they need to take to help managers change the behaviours that matter and engage their employees in doing so. I enable customer and employee engagement through behaviour change. In my career, I have helped FTSE and global companies produce change, enhance employee and customer engagement, and grow tomorrow’s leaders. I do so by connecting ﬁnancial and strategic factors to organisational and behavioural change. Capabilities include leadership development, change, team development, L&D strategy, employee engagement and enhancement of organisational culture, and coaching of senior leaders. I have also helped companies navigate change and implement change programmes with buy-in at all levels.
CIPD Case Study: The Future of HR is Based on Principles, Not Profit
Hall 2 Chair’s Opening Remarks
Future Of Workplace/Digital Workplace Part One Employee Engagement at Tata Consultancy Services Ramkumar Chandrasekaran, HR Director, Tata Consultancy Services How employee Engagement in TCS is helping the organization’s business transformation journey. • • • • •
HR Director, Tata Consultancy Services (TCS) – UK& Ireland; TCS UK is one of the largest IT services Company in UK with more than 18,000 employees and £2 Billion+ in revenue Global experience of 20 years spanning different countries (United Sates, India and UK) Previous roles include Head of HR of Retail Business Unit in TCS, and Head Stafﬁng – TCS North America (based in New Jersey, Unite States) and several other leadership roles Recognized in TCS for key initiatives in HR Transformation, Mergers and Acquisitions, Leadership Development, Employee Health and Safety and deployment of HR practices at scale across the organization Certiﬁed Compensation Professional, Bachelor of Law (B.A, L.L.B), M.B.A (HR), Gold Medalist in Indian Constitutional Law.
Refinitiv Case Study: Storytelling – Silver Bullet or Silver Buzzword?
Victoria Silverman, Director of Innovation Enablement, Refinitiv [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place this text box anywhere on the page, just drag it.] Storytelling, it’s the new word on the employee engagement street. But isn’t it what internal communication groups and HR do every day and have been doing for years? Are we putting lipstick on a donkey or really changing the way we communicate? This presentation looks at the new trend, how it can be achieved and what the prize for engagement is if we get it right. How can a storytelling framework be developed and benefit your organisation? Victoria Silverman is a global engagement specialist who gets results by creating the content and strategy to inspire collaborative behaviours and create the right culture for a business to succeed. Her background is in journalism, teaching and corporate storytelling. Victoria leads global employee engagement for Innovation at Thomson Reuters, now Reﬁnitiv, delivering record breaking, award-winning campaigns. Victoria has worked for Deloitte, ITV and the Government in editorial, corporate comms and change management roles. In her spare time, she is director of The Missing Manual Ltd, founder of the parenting online community BeTeenUs.com, and a communications lead for the charity Urban Synergy.
Future of Workplace/Digital Workplace Part Two Wellcome Case Study: In Pursuit of The 4-Day Week Chris Newstead, Head of Internal Communications, Wellcome Wellcome is serious about understanding the benefits of a 4-day working week. Since October 2018 we have been exploring and researching the complexities involved in implementing a 4-day week within our organisation of 800 people. We’ve been working with consultants, LEK, across 2019 and a decision was made in April by our governing body about whether this was something we could successfully trial. Chris Newstead, Head of Internal Communications, will explore the rationale behind the proposition and the process that led to a decision, and what we can all learn from looking to work less to achieve more. Chris Newstead MCIPR has been Head of Internal Communications at Wellcome for the past 8 years. For the 15 years before he was in marketing and PR working in telecoms & broadcast.
Hall 2 Employee Engagement in The Age of Automation Michael Dean, Director of Employee Experience, Peakon Michael is director of employee experience at Peakon, the employee engagement platform. As one of the organisation’s ﬁrst employees he joined the fledgling business in 2015. Prior to his current role, he was instrumental in formulating the methodology that unpins Peakon as the director of organisational development science. He also supported enterprises in their adoption of real-time employee feedback and agile HR processes, working closely with Capgemini, easyJet, and Reach plc. Today, Michael ensures that the day-to-day experience of working at Peakon aligns with the organisation’s values and enables everyone to reach their full potential. Originally from the UK, he has spend the last eight years living in Copenhagen. He now shares his time between Peakon’s ofﬁces in the Danish capital, London, New York, Berlin and Auckland.
Leeds University Case Study: Are The Robots Coming? Megan Butler, Phd Candidate, Leeds University What every HR professional needs to know about AI in HR. 2019 is proving to be the year of AI, but what does this mean for HR professionals? This talk with cover the basics of AI in HR and how HR professionals should be considering emerging technologies in their business and HR service delivery. The talk will also cover case studies that look at the application of different AI technologies in different HR functions. Megan is a PhD candidate at Leeds University Business School (LUBS) and the in-house HR specialist at CogntionX, an AI specialist research house. Her work is looking at the AI market for HR. Her interests include the practical application of AI in HR and its impact on the future of work. Bringing together more than 10 years of professional work in business and HR with an extensive academic background, Megan’s goal is to bridge the theoretical/practical gap with her research. In addition, providing HR professionals and business leaders with insights and actionable advice around the use of AI.
St Andrew’s Healthcare Case Study: Engagement on The Edge Martin Kersey, Executive HR Director, St Andrew’s Healthcare There are very few workplaces where one can score high engagement, make a real difference to patients and their carers by transforming the lives of some of the most vulnerable people in our society. However, how do you achieve high-levels of engagement in an environment where your people witness behaviours which can be traumatic, abusive or even result in harm? This presentation will explore the approach we have taken at St Andrew’s from recruitment and throughout the employee life-cycle, some of the challenges we have faced and the successes we have achieved in the last 3 years. A commercial UK and International Human Resources Director with a track record of delivering Sales, Project growth and employee engagement at Global, European and National level. Powerful combination of successful strategic and operational leadership in both large and small organisations. Martin has worked for Hertz, Burger King, Rentokil Initial, Private Equity backed Mayborn Group, Interpublic Group and St Andrew’s Healthcare a top 20 UK Charity. At Burger King he was opening one new restaurant every working day across 37 countries in Europe. At Rentokil he was responsible for over 30,000 employees and at Mayborn opening new markets across Asia, Eastern Europe and North America.
Learning & Development Part One
Hall 2 Thwaites Case Study: Growing Your Own Leaders (When You Have no Budget to Spend) Joanne Carlin, Director of People & Development, Thwaites Three years ago the business was embarking on an aggressive growth strategy. The only downside of this was where we got all of the leaders we needed to support this. Sounds simple, we could just buy them in or throw cash at developing people. The catch here was we didn’t really have the budget for either of those things, so the only solution we had was to grow our own, and fast. The solution was a talent programme designed to create the leaders we needed. After that we built Academies to continue that trend, which today are thriving and developing leaders from the entry level through to Directors. Jo Carlin is the Director of People and Development at Daniel Thwaites plc, a hospitality company established over 200 years ago that now owns circa 250 pubs, characterful inns and hotels. Having joined in 2016 she is transforming the way the business approaches the management, development and engagement of its 1600 workforce, who are spread the length and breadth of the country. Having previously worked for Pirelli as UK HR Director; Danone as Head of HR within their Medical Division; and John West as HR Director Europe, Jo has experience of both national and international companies. She thrives on getting to the heart of the issue and delivering solutions that enable businesses to move forward in a positive way. Regardless of the size of the business, she is passionate about developing people and creating environments which engage and inspire.
Employee & Customer Engagement: Links to Performance & Profitability – Part Two Waitrose Case Study: Does Employee Engagement Really Deliver Better Change Stuart Eames, Retail Innovation Lead, Waitrose It’s simple right. Engaged employees deliver better change? Surely. This is what has always been quoted although I never like the word “surely”!. For me the bigger question is how do you engage your employees. Do you involve them in the decisions upfront, allow them to influence during or just ask them for feedback at the end.The simple answer is always the best, maybe it would be great to do all 3. Let me explain all this and more, through the Waitrose and Partners engagement lens, an experiment in how to embrace the power of your employees. Stuart is a passionate and enthusiastic leader in Innovation, process improvement and lean methodology, working within Waitrose and Partners, a tier one British Grocer. Having spent 16 years running supermarkets and understanding ﬁrst hand how inefﬁciency and poor processes lead to employee frustration, Stuart is now leading Retail innovation for Waitrose having delivered £8m savings to date. Stuart specialises in idea management, having launched the Waitrose Partner Ideas scheme, designed to give a voice to the employee and take ideas from grassroots through to delivery. Stuart knows ﬁrst hand that harnessing the power of the workforce to solve business problems and using a tried and tested methodology delivers fantastic results.
Hall 2 Seasalt Cornwall Case Study: Why Leaders Really are The Key to Employee Engagement Success James Hampton, Head of Development and Engagement & Georgie Mills, Head of HR – Retail, Seasalt Cornwall Leadership is regularly highlighted as a primary factor in employee engagement, but are we really getting this part of the jigsaw right? Seasalt Cornwall has experienced rapid growth in the retail sector over the last few years. It also buck’s the recent trend on the high street and while others are closing Seasalt is opening. This insightful session will introduce you to Seasalt Cornwall’s approach to leadership, how this and a number of other people interventions are driving their engagement in store, in its distribution centre and head office and how this is leading to high street success. James’ varied and extensive experiences in the Military, Further Education and most recently private sector Retail at Seasalt have enabled him to take a unique view on people development and employee engagement. Since joining Seasalt in 2017, James has redesigned the learning strategy from a traditional order taker to modern business aligned provision, focussing on Leadership capability and performance. Seeing Leadership as the key enabler to employee engagement has seen James gain recognition from the Learning and Performance Institute for Seasalt’s Leading people programme that focusses Seasalt Leaders on Emotional Intelligence, Coaching and High performance teams.
Starting her career working with charities, social enterprises, public sector and most recently joining Seasalt in 2017, Georgie is deeply passionate about great people based HR practices that add value and most importantly make a positive impact. Georgie has established business partnering at Seasalt, acting as a true partner driving the people agenda whilst maintaining a commercial focus. Seasalt’s success is driven by our fantastic people, Georgie sees employee engagement as the key to unlocking potential for our people and the business.
Zoological Society of London Case Study: Culture Starter – Where to Start in The Confusion of Organisational Change Teresa Chandler, Senior HR & Training Business Partner & Nichola Stallwood, Head of Training & Organisation Development, Zoological Society of London • • • •
Our culture fundamentals Creating a different narrative Empowering leaders and managers Strengths and Diversity
I love people and I am passionate about employee engagement and development. I am a practical and commercial OD and HR professional with a track record of international strategic and operational roles. Over the years I have gained experience across a broad spectrum of HR disciplines including learning and development, business partnering, talent management, employee engagement, employment relations, change management, HR setup and management, resourcing, remuneration, global mobility and business expansion/restructuring. I have advised corporate and management teams, managed cross cultural/remote teams and have a proven record of achievement and delivery of complex and regional HR projects. I have also been a coach to external clients in fee earning roles across various sectors. Strengths include strategic business partnering, project delivery within tight timescales and consistently exceeding demanding service standards, resilience to work in a demanding environment with the ability to manage and drive forward change, exceptional interpersonal and communication skills both verbal and written.
Learning and Development Part Two
Hall 2 Nichola has over 20 years experience in the OD arena. Before joining ZSL, Nichola worked as a Management Consultant providing high level facilitation to complex programmes and as a senior manager in the Big Lottery Fund. More recently Nichola worked at the Natural History Museum and at Catalyst Housing Group leading culture change, employee engagement and development, achieving IiP accreditation and a coveted place on the Times Top 100 Best Companies. Nichola with her team at ZSL is responsible for the development of people, employee engagement, leadership development and performance management. Nichola is a qualiﬁed coach with the University of Edinburgh Business School, a fellow of the Chartered Institute of Personnel and Development (CIPD) and has an MSc in organisational psychology.
Be at One Case Study: Attract, Engage, Train & Retain Chris Lincoln, Head of Learning and Development, Be at One Faced with the uncertainty of Brexit and the impact it would have on recruitment along with a rapid expansion programme set to start from the beginning of 2019, we wanted to create an engagement and development programme that would attract and retain professional Bartenders. After the take over from Stonegate Pub Company in August 2018, Be At One was offered the opportunity to take on a vast number of new sites starting from January 2019. The goal is to open 14 bars in one year which would require almost doubling the current bartender levels which is 420 to 700. The challenge was to attract a vast number of new staff as well as reduce turnover of existing staff to retain strong, high performing bartenders across the business. We were also tasked with positioning the company to be able to consistently train and induct a vast number of bartenders continuously throughout the year.
Starting in hospitality 18 years ago, I have worked towards designing and implementing a variety of L&D functions for various businesses. From setting up an international training school in Ireland to creating welfare to work programmes in London for major events such as the Wimbledon Championships and the Olympics I have experience in all aspects of L&D. I have worked for major companies such as Compass Group and currently Be At One, building various training and development initiatives from front line to director level. I have a speciality in setting up L&D departments with both vocational and in house abilities, utilising digital and face to face learning throughout.
Fuzzy Definitions – Why Most Digital Strategy Fails and How to Overcome it Michelle Carvill, Founder and Director, Carvill Creative Digital strategy is a key component of organisational strategy – driven from the top. This presentation explores how digital technologies can be utilised by leaders across the organisation to drive engagement and connection – and what steps to take to become a more ‘connected leader’. Michelle Carvill is a strategic marketer, digital agency founder and three times published author in the digital marketing and social media space. Her latest book, published by Kogan Page, May 2018 – ‘#GetSocial – Social Media Strategy and Tactics for Leaders’, helps leaders and game changers understand social media from a strategic perspective and gain conﬁdence with the social technologies and digital transformation. Proud to be Shortlisted for The Business Book Awards 2019 – Leadership Category. Social and digital technologies continue to pervade our lives and social media is fast becoming a leadership core competence. Ignoring social technologies is no longer an option. Michelle’s mission is two-fold; 1) Educating leaders, leadership teams and game changers (whether technophobes or techsavvy) about the digital and social landscape and the competitive advantage social media and digital transformation can bring and 2) Equipping leaders and game changers with enough strategic insight and practical tactics so that they can build effective digital footprints both personally and for their organisations and communicate conﬁdently. For over 10 years Michelle has championed social media, educating, implementing, managing, coaching and consulting literally thousands of people across a range of events and organisations, including the BBC, PWC, LinkedIn, ACC, Air Products, Norbord Europe, Tottenham Hotspur Foundation, Oxford Farming Conference, PR Week, ICAEW, CIM, IDM, to name but a few. Her insights, models, frameworks and know-how are based on years of applied experience, learning, testing, adapting, tuning in and understanding what really works. Michelle is known as a genuine thought-leader, something that many CEOs, leaders and game-changers are striving for daily. She is a regular contributor to BBC Radio, the Institute of Directors, CIM and numerous magazines and trade journals as an expert in the ﬁeld of social media and digital.
Hall 3 Chair’s Opening Remarks
Employee Engagement Strategy and Leadership Part One Microsoft Case Study: Customer Service and Support Building Customer Obsession Chris Burton, EMEA Location Manager & Helena Wheatman, Engagement Manager, Microsoft Customer Service and Support has over 200,000 customer interactions every day. Find out how Microsoft Culture has driven new strategies within Customer Services and Support to put the customer at the heart of everything we do. Our leadership principles helped drive new initiatives to engage engineers and advocates through an Ambassador Programme. How did we do it across 30 countries, 41 languages and 26,500 agents. A senior leader in IT, Chris has been at MS for the 6 years. She currently leads a team in Microsoft Customer Services and Support that focuses on employee experience and two key pillars; culture and environment. The team are at the forefront of transformation in support; leveraging employee engagement, work health balance and workplace design for customer success.
DAZN Case Study: Defining Your Employer Brand Hall 3
Paul Bennun, VP Internal Communications and Involvement, DAZN Defining your employer brand and employer value proposition can be a daunting task – in this session, Paul Bennun shares his insight from DAZN’s current efforts to redefine both as they continue their global expansion. Expect to hear about DAZN’s background and history, the approach to researching and involving employees in the process, testing and buy-in, and the final roll-out of the new brand and EVP. For any company to be successful, they need engaged, motivated employees. Paul specialises in using effective internal communications to drive culture change and improve business performance. As DAZN has grown, Paul’s central team have played a key role in improving engagement and enablement across the business through a blend of global and local initiatives. One of Paul’s current key focuses is redeﬁning DAZN’s employer brand and employee value proposition as they continue their exciting story of growth. Paul has over 12 years of experience in communications and change management. He is a certiﬁed member of the Institute of Internal Communications, holds a PgDip in Internal Communications from Kingston University, and also an MA in Modern History from Reading University.
Evolution of Workforce Part One ING Case Study: How do You Flex? Martha McKenzie-Minifie, Head of Corporate Communications, ING At ING in the UK, an issue that was persistently a top dissatisfier in employee surveys was variability in managers’ attitudes to team members using informal flex work. In workplaces at large, informal flex work was increasingly common – and the trend is only likely to increase. Informal flex work has also been called the most cost effective perk you can give your employees – effectively zero cost and studies show that workers often give more and are more engaged if you trust them to work in a way that suits them and the business. It is one of the levers highlighted by the Gender Equalities Office to potentially help narrow the gender pay gap. However, to move to a workplace in which informal flex work is increasingly accepted, it takes behaviour change from both managers and their teams.
Hall 3 ING in the UK put in place a series of initiatives to inform and engage staff, and break stereotypes of flex work. Supported by the UK Management Team and driven by Diversity and Inclusion and Employee Forums, the programme included: • • •
Manager training by a business psychology consultancy aimed at challenging assumptions, breaking down fears and offering practical tips on how to manage flex Refreshed resources for all staff clearly explaining the difference between formal flexible working and informal flex work, modernising the language in HR documents from “home working” to flex working Running an internal campaign with real examples of colleagues across the bank using flex work to be more productive and balance their job with interests outside work. Campaign was launched at a quarterly meeting by our CEO with her own statement about flex work.
Martha is Head of Communications and Brand Experience, Wholesale Banking EMEA for global bank ING. She is passionate about storytelling, strategy, diversity and social media and manages the team responsible for external and internal communications, and UK marketing such as marketing communications, events and sponsorships. Her experience in marketing and communications includes almost 10 years as a journalist on daily, weekly and Sunday newspapers and magazines before joining ING in 2009. Martha was previously a spokesperson on consumer economics and appeared on BBC News, Sky News and CNBC during that time. ING UK piloted Dynamic Signal in 2017 to increase employee advocacy and continues to use the platform. As chair of the Diversity and Inclusion Forum UK, she was part of the programme to increase adoption of flex working in 2018/19 – a topic she will speak on at the Engage Summit.
Plymouth University Case Study: What’s up With Engagement? Vikki Matthews, Non Executive Director, Torbay & South Devon NHS Foundation Trust & Richard Saundry, Associate Professor in Human Resources and Leadership Studies, Plymouth University
Vikki is an HR executive and practitioner with experience of leading HR functions in the public and private sectors, nationally and internationally. For many years she led HR teams in Nike Europe and globally, and more recently she was the Chief Talent Ofﬁcer for Plymouth University before setting up Matthews & More, her consulting business in 2016. Vikki continues to work with Plymouth University as an Associate lecturer in HR supporting their MBA, CIPD and leadership programmes. Vikki Chairs a Multi Academy Trust and is on the Board of Torbay and South Devon’s NHS Foundation Trust as the Non-Executive Director, responsible for culture and employee engagement. She is also the Company Secretary for a small education charity which uses the self-managed learning approach to increase outcomes for young people who are not in mainstream education. Richard is Professor of HRM and Employment Relations at Plymouth University. He is one of the UKs leading experts in the management of workplace conflict. Richard started his working life at the National Union of Mineworkers where he was Head of Industrial Relations, and subsequently worked at the Universities of Leeds and Central Lancashire. He is an author of ‘Managing Employment Relations’ the core CIPD text for Employee Relations and a co-editor of a book ‘Reframing Resolution’ published in 2016 by Palgrave Macmillan. His work has been published in a wide range of leading international academic journals including the British Journal of Industrial Relations, Human Relations, Human Resource Management Journal and Work Employment and Society. He is currently working on a major project funded by the Economic and Social Research Council (ESRC) investigating the link between conflict competence, employee engagement and productivity.
A decade ago, David Macleod and Nita Clarke in their seminal report ‘Engage for Success’ suggested that employee engagement was ‘a key to unlocking productivity’. However since then, and despite a plethora of engagement initiatives, fads and strategies, UK productivity has flat-lined and the average French worker can take Fridays off and still out-perform their British counterparts. This session proposes that in our desire to find a solution to the productivity and engagement question, many of us have been lured by some of the more glamorous approaches of consultation and involvement at the expense of the basics and that it is only by increasing basic managerial competence that we will start to solve this issue. Too often, we promote people for the wrong reasons into poorly designed jobs and fail to provide them with the skills they need to handle complex and difficult issues. We know that trust is a central pillar of engagement but this relies on the ability of managers to foster ‘good work’ by negotiating positive relationships and resolving conflict before it escalates. Moreover, the need for these key competences will only intensify in an era of automation and downsizing, and will be critical if the concept of self management is ever going to get the traction it deserves.
Hall 3 Employee Engagement Strategy and Leadership Part Two Engaging European Commission Staff Through Meaningful Conversations Dace Kalnina, Internal Communication Professional & Olga Muravjova, Organisational Development and Staff Engagement Consultant, European Commission The way we lead our business conversations defines the level of engagement of staff and stakeholders. Thinking and discussing together about strategies, action plans, and policies is key to organisational efficiency. The Art of Hosting conversations that matter (known in-house as ‘Participatory Leadership’) has allowed us at the European Commission to work with the collective intelligence present in a context, be it a team, a whole department, or groups of European stakeholders. It helps build trust, relationships and collaboration, carving out space for reflection, innovation and networking. The practice of Participatory Leadership has been used at the European Commission for more than 10 years. Olga Muravjova and Dace Kalniņa will walk you through the journey of how the participatory approach has grown over the years and helped create conditions for meaningful conversations, resulting in more efficient policy-making and more engaged and satisfied staff. The presenters will share some real life examples of where Participatory Leadership played an important role in achieving organisational objectives for the European Commission.
A civil servant in the European Commission. With a solid background in learning and development and expertise in internal communication, I have been working with staff engagement and cultural change questions since 2013. My role has been to connect the dots between the strategy and implementation, to create opportunities for real conversatioins to happen, to hear what has not been said and read what has not been written. I’m always curious to learn what makes the people to go an extra (s)mile.
As an in-house consultant at the European Commission over the last 7 years my work includes a variety of strategic consulting services such as supporting clients with consulting in different areas linked to organisational development; identiﬁcation and analysis of customer and stakeholder needs, designing and hosting engagement processes in all Commission services and with managers and staff at all levels: senior leadership development seminars, large-scale strategic conversations, stakeholder consultations, expert meetings, policy-making workshops, long-term change projects; supporting the development of the participatory leadership community of practice. I am conﬁdent that the participatory leadership practice helps deepen individual and collective learning and creates shared responsibility for action. After I left my home-city Vilnius 14 years ago, my road has been that one of a Lithuanian discovering how it feels to be European. I hold a graduate degree in Organisational Development and Management Consulting from the University of Lund.
Ofwat Case Study Natasha Harris, Director of People, Ofwat Natasha currently works as the HR Director at Ofwat (Water Services Regulation Authority) – a non-ministerial Government Department. Natasha has worked as a HR professional for more than 16 years, starting her early HR career working in the Private sector for retailers such as Next and Marks & Spencer, before joining the Civil Service in 2007. During her time in the Civil Service Natasha has worked at the Highways Agency in various HR Business Partner role, at HMRC with her latter role being as the Senior HR Business Partner responsible for Talent and Capability for Enforcement and Compliance (a workforce of circa. 25,000). Alongside her work at Ofwat and family life, Natasha volunteers as a school governor to a local special school for children with autism.
Hall 3 Evolution of Workforce Part Two Wilson James Case Study: Creating an Employee Digital Profile Samantha Rope, Group HR Director, Wilson James The Wilson James group provides safe, secure, customer-led solutions to more than 300 clients across the UK and Europe. Wilson James have been raising standards for over 25 years across three core service lines; security, construction logistics and aviation services. Enabling our customers to transform service provision through technology is fundamental to our business. With accountability for the group wide People Strategy Sam will lead the internal digital transformation to support our workforce of over 5000 employees across 300 sites. Having led several significant people and technology transformation programmes, Sam’s latest challenge requires a digital people strategy which connects and engages employees from a diverse workforce, who are often based off site and have limited corporate technology infrastructure. Sam will share her challenges in identifying and designing an employee digital profile to inform the employee digital transformation plan.
Sam is accountable for the group wide People Strategy which incorporates the Security, Construction Logistics and Aviation divisions within the Wilson James Group. Prior to Wilson James, Sam held several HRD roles across the public and private sector. Her experience has seen her lead signiﬁcant people and technology transformations including deployment of cloud based people solutions, using technology to enable mobile and flexible working and supporting integrated learning for complex partnerships. Prior to working in HR, Sam had a 15 year career in recruitment, working at board level in both the UK and Australia. Here she delivered a range of solutions including RPO for large blue chip organisations where technology transformation enabled improved service delivery and organisational efﬁciency.
The Role Of Office 365 In The Modern Workplace
David heads up Content and Code’s products team and leads clients strategies for implementation of intranets and digital workplaces on Ofﬁce 365. David has worked with Microsoft for over 15 years and delivered 100’s of intranet projects both in a technical and a leadership capacity. David now splits his time between managing Fresh – Content and Code’s intranet platform – and helping clients get employees engaged with all that the Microsoft cloud platform has to offer.
Adam leads the European Communications department for Ofﬁce Depot Europe regarding digital projects, user adoption and change communications where technology and design are the primary focus. Having a background in video production, design, project management and communication writing, Adam’s focus on people bridges the gap between technology implementation and effective communication.
David Bowman, Intranet and Digital Workplace Consultant, Content and Code & Adam Wilcock, Design & Multimedia Manager, Office Depot
Hall 3 Securitas Case Study: Enhanced Employee Engagement Through a Step by Step Employee Excellence Mode Grainne Kelly, HR Director, Securitas “Providing an industry leading employee experience” – a great objective but a big task! Grainne Kelly, HRD, Securitas UK, explains the Securitas employee excellence model and how a step by step approach builds engagement at every stage of the employee journey. Highlighting the challenges and the achievements, Grainne outlines the next steps in increasing employee engagement across the diverse employee audiences at Securitas UK. Grainne Kelly, Human Resources Director and Security Operations Centre Director, started her career on the Safeway Graduate Management programme. Following four successful years Grainne joined the security industry as a contract manager. With over 24 years’ successful experience in the sector, Grainne held several senior management and director level positions with both Reliance Security and Securitas UK. In her current role Grainne combines both her commercial and operational excellence expertise, with her passion for people and employee engagement. In a traditionally tough sector, Grainne has been at the forefront of driving the Securitas employee engagement strategy to redeﬁne every touchpoint of the employee life cycle. With a particular interest in promoting fair pay, gender diversity and health and wellbeing, Grainne has been instrumental in Securitas UK being certiﬁed as a Top Employer UK 2019 and recognised as a service provider working with the Living Wage foundation. Grainne won the Woman in Security Award 2015 for her contribution to the Security Industry and is an alumnus of the prestigious University of Stirling.
Internal Communications and Voice of The Employee – Part Two CITI Bank Case Study: Rethinking Engagement – Using Behavioural Insights to Drive Change Debbie Bennett-Jackson, Marketing Consultant, CITI Debbie will share some examples of how Citi’s Talent, Learning & Diversity Team has been using behavioural insights and ‘Nudge’ techniques to drive engagement and facilitate change across the organisation. Debbie is a Chartered Marketer with 20 years’ experience in marketing, engagement and change communications. Skilled in the design, development and delivery of award winning strategies to support sustainable growth and transformation within highly competitive markets. Debbie’s passion lies in supporting organisations to embrace change and recruit, retain and develop their people.
Hall 3 CDC Group Case Study: Refreshing Values and Embedding Culture Change Adrienne Glad, Head of Internal Engagement/Head of Network & Gabrielle De Wardener, Head of HR Business Partnering Team, CDC Group A UK organisation with a 70-year history, CDC has recently refreshed its company values to promote an internal culture better aligned with its new strategy. Alongside new leadership, a rapidly expanding population in its UK headquarters and offices in Africa and Asia, together with a nascent intranet, the company has been transforming itself swiftly over the last 18 months. Adrienne Glad, Head of Internal Engagement, and Gabrielle de Wardener, Head of HR Business Partnering, talk about their company’s journey over the past year to re-assess its internal culture, the collaboration between their respective teams, Communications and HR, to refresh the company’s values and how they plans to embed the culture change globally. Adrienne is the Head of Internal Engagement/Head of Network at CDC Group where she has built a new internal communications function at the organisation over the last two and a half years, while deﬁning and shaping its culture as it grows and expands globally. Prior to that, she spent 9 years at Pearson where she held global roles focused on strategic internal messaging, engagement and relationship-building. Adrienne has lived in the USA, Japan, China and UK each for several years and holds a Master’s of Education in Applied Linguistics, a Master’s of Research in Intercultural Communication and is currently doing her doctoral research on organisational culture, business management and anthropology approaches to corporate values and internal culture.
Gabrielle has spent over twenty years in HR working within technology, marketing and media businesses and now leads CDC’s HR generalist team and its Learning & Development function. Prior to joining CDC in 2017 Gabrielle spent twelve years at Aimia, the global marketing and loyalty analytics company behind the UK’s Nectar card. Here she moved from a pure HR role to focus on building a strong corporate culture – embedding a social purpose into all aspects of the employee experience, building a more diverse workforce and introducing measures to increase the proportion of women in senior positions. Gabrielle has a degree in English from the University of Oxford and an MA in South Asian Studies from SOAS, University of London. Her early career was spent in the arts – in publishing, documentary ﬁlm making and cultural tourism. Along the way she has travelled extensively and lived for two years in the United States.
Managers Make The Difference – Here’s What You Can Do To Support Them By far the greatest impact on Employee Engagement in companies is made by managers. Gallup estimates that managers account for 70% of the variance in Employee Engagement, while my own research via exit interview analysis suggests they influence somewhere in the region of 80% of the employee experience. If we agree that Employee Engagement is the key lever of human value creation in organisations, then it makes sense to pay the greatest attention here. How, and how well, are managers being served? Typically, organisations support managers on a systems level (with tools, practices and frameworks) and on a training and development level. The practices and frameworks on the systems level most commonly include performance management and competencies. These have been around for over 50 years now and there is little or no evidence that the latter (competencies) add any value at all, while the data on the effectiveness of performance management is in. As study after study has shown (most recently by an excellent review by Elaine Pulakos) Performance Management disengages employees, costs companies millions in wasteful admin time, and destroys value. How many more decades are companies going to continue with this nonsense? On the training and development level, things are hardly any rosier. Nearly $50bn is spent p.a. in the US alone on manager development. What have companies got to show for this investment? On the surface of things, not much. The management practices scores of US companies have stayed around the not-so-boneshakinglyexciting 3.3/5 level as measured by the World Management Survey since inception, and this is made more sobering by the fact that, by country, that’s the world’s best score. Returning to Employee Engagement, according to Gallup (as well as other consultancies in the field) over the last decade employee engagement scores have barely moved. So $50bn gets us... $0 value in
return. If this were a government, there would be resignations.
Sources of disconnect Clearly, there is a massive systemic problem in management. Without going into too much depth, the sources of this disconnect are likely to lie in academia (for pushing blinkered theories without reference to real-world application or data); HR (applying systems and practices from these theories without critically analysing their effectiveness or impact); and senior management (not holding HR accountable for adding organisational value through management). Then there are the practices involved in Training and Development. If Employee Engagement is such a game changer, you would think HR professionals would train their managers in exactly those skills, wouldn’t you? It seems even this elementary piece of logic is missing from the profession. At a recent conference I asked 53 HR Directors, how many of them linked the training and development of their managers to their Employee Engagement questions. Only one person put his hand up (another half raised her hand saying some were linked). The other 51 HRDs did not train their managers on the questions that they said drove corporate performance. Imagine if airlines trained their pilots how to drive trains. You might also wonder how these HR professionals would react if their own children, having enrolled to study German, were given a French exam when the GCSEs came around? Remarkable.
Nick Henley, The Difference
What companies need to do to get around the nonsense Let’s not lose sight that all of this nonsense is costing even mid-sized companies tens of millions of pounds every year. When they scrapped their performance management process, Adobe found that simply preparing for these appraisals took managers 17 hours in time, amounting to a whopping 80,000 hours spent annually across the company. These are not small numbers. And all for $0 in return. Then there are the voluntary staff turnover costs from these poor management practices and engagement levels (which companies seem unable to fix). Add some more millions. Silos, poor communication and selfserving behaviours – add some more millions there. It all adds up. And that’s to say nothing of the opportunity costs of not being able to keep and engage customers, execute strategy and promote change and innovation in the organisation. Thankfully, there are solutions, and they are not especially difficult. But companies need to stop doing the nonsense to let the common sense breathe and thrive. Here are the basics: • • •
Build your company’s internal management practices around Employee Engagement, nothing else Religiously link training and development of your managers to these questions Test the questions and impact of learning against both Employee Engagement survey data, but also the business outputs Employee Engagement supposedly delivers
Training and development: 3 days manager training per year is almost certainly not enough. You’ll need at least double that to develop their skills and change their behaviours The learning experience: this has to be a crafted combination of an emotional, reflective and handson experience (‘Head, Heart, Hand’). It must change behaviours. And there has to be follow-up to have any hope of follow-through Design and delivery of these programmes makes a huge difference! The real factors of facilitator effectiveness are often overlooked. Talent really matters.
Find out more – sign up here Nick Henley will be taking you through how he has been able to achieve manager excellence using precisely this methodology in his forthcoming session The Manager Magnet – how you can help your managers make the difference at the Employee Engagement Summit on 10th May.
Following on from the success of Engage Business Media’s 2018 Engage Awards programme, which broke records across the board, we are delighted to announce the renaming of our programme for 2019 to the International Engage Awards. The new moniker is an acknowledgement of the increasingly global spread of organisations wanting to enter what is now firmly recognised as the only customer and employee engagement Awards programme. The 2019 International Engage Awards will include a record number of 20 categories, nine of them brand new to the programme, and will cover every conceivable aspect of customer and employee engagement, and including for the first time a coveted Lifetime Achievement Award. So, if you’ve achieved great things with your engagement initiatives, the Engage Awards are perfect for you. We’re open for entries until the 15th July, so don’t miss out on recognising your efforts. We wish you the best of luck with your entries.
Now Open Fo
Categories BEST USE OF TRAINING
BEST BUSINESS BEST EMPLOYEE TRANSFORMATION CENTRIC STRATEGY STRATEGY
BEST ENGAGEMENT IN UTILITIES AND TELCOS
BEST USE OF INNOVATION IN CUSTOMER ENGAGEMENT
BEST USE OF INNOVATION IN EMPLOYEE ENGAGEMENT
BEST USE OF VOICE OF THE CUSTOMER
BEST USE OF VOICE OF THE EMPLOYEE
BEST USE OF TECHNOLOGY IN EMPLOYEE ENGAGEMENT
BEST USE OF TECHNOLOGY IN CUSTOMER ENGAGEMENT
BEST INTERNAL COMMUNICATIONS STRATEGY
BEST OUTSOURCING PARTNERSHIP
BEST DIGITAL ENGAGEMENT STRATEGY
BEST ENGAGEMENT TEAM
BEST USE OF AUTOMATION
BEST CUSTOMER AND EMPLOYEE ENGAGEMENT PROGRAMME
BEST ENGAGEMENT IN CONSUMER RETAIL
BEST OMNICHANNEL CUSTOMER EXPERIENCE
LIFETIME CONTRIBUTION AWARD
BEST USE OF CUSTOMER INSIGHT
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any-3 Ltd is a UK based company with offices in London, Oxford, Geneva (Switzerland) and Kuala Lumpur (Malaysia). We were formed from a management buy-out in 2005 with experience in building large scale online platforms for the creation of eLearning and the delivery of high quality eLearning such as multiplayer games for the UK MoD. In 2006 we delivered our 1st staff survey for Bradford and Bingley building society and from then on our focus changed, as we quickly stood out and won engagement survey contracts with Logica in 2007 and BT in 2008. Throughout we have focussed all our resources on high quality delivery, research and constant improvement. We invest in providing the best solution – with no salespeople or advertising – and our grow (sometimes doubling in a year) comes from personal recommendation. We choose to employ and work with the best.
At Culture Amp we are focused on building a new type of company—a company that truly puts culture first. It is this focus that allows our people to deliver on our promise of a platform that powers culture-focused companies everywhere.
Our Core Principles When partnering with a technology company, it’s critical to align in terms of culture, methodology, and the software itself. We have a clear view on how to drive performance improvement and it is resonating with HR and Talent leaders in the UK and beyond. Quality conversations drive performance improvement Annual and HR led talent models have not delivered. In fact they have been an obstacle to meaningful performance and development conversations. Evidence shows us that a framework of coaching style questions, supported by regular feedback and agile goals creates an environment of engagement, employee ownership and ultimately – performance improvement. Simplicity is the key to adopting new technology Complex, administration-heavy and contrived systems have failed. We have built the simplest performance platform in the market, recognising that managers and employees do want to perform at a high level – but need agile in-the-moment tools to support then in the fastpaced world of work. As well as the ongoing dialogue – we also created a simple way of capturing and collating key talent data to inform pay and succession decisions.
Investors in People, a community interest company and an agent of change, calling for a movement that puts people first – for the benefit of every person in every workplace, for increased productivity across organisations, and for a stronger, healthier and happier society. Contact: Rachael Kenny E: E: email@example.com Contact: Scott Irwin E: firstname.lastname@example.org
LumApps is a social and collaborative intranet designed to connect, inform and engage employees. This innovative digital workplace equips organisations to break down silos and streamline internal communication. Fully integrated with your productivity suite, LumApps simplifies access to all corporate content, business apps and social features, in one place. LumApps serves prominent corporations around the world such as Colgate Palmolive, Logitech, Electronic Arts, Essilor, The Economist, Veolia, Air Liquide and Airbus.
No one should dread Mondays. At Peakon, we’re passionate about changing the workplace for the better. Taking the guesswork out of managing a workforce, Peakonbrings real time data on the people and culture in your organisation to enable data driven decisions and proactive people management. Our goal at Peakon is to enable the world’s best companies to have real time people analytics to help solve the key issues and make everyone more engaged in their work. Peakon takes minutes to set up and delivers tangible improvements within a business in less than 3 months. Since launching in January 2016, we’ve partnered with over 500 businesses such as BMW, CapGemini, Harrods and Easyjet to help them measure and improve employee engagement.
Contact: Olivia Morel, Event Marketing Manager E: email@example.com
Fresh Intranet is the culmination of years proven innovation, knowledge and experience from multi-award winning Content and Code. Since the inception in 2001, Content and Code’s vision has been always to be the most trusted Microsoft partner in the world and are a multiaward winning Microsoft Gold Partner. After 17 years of building hundreds of cutting-edge intranets, Content and Code has great insight into what works and have built this knowledge into Fresh. Fresh intranet is designed to get teams working together, faster. Content and Code believe that intranets have a vital role in the modern workplace and should provide employees with relevant segmented communications, support engagement initiatives, help new employees ﬁnd their feet and generally live up to the hype promised by Microsoft cloud technologies. As well as unleashing Ofﬁce 365 in your business, Fresh is a digital communications solution, it is accessible in the ofﬁce or on the move. Their experts have packaged up the functionality yo requests in thousands of workshops and looking at real intranet analytics to see what features actually get use. Contact: Jarrod Ward T: 020 7101 0930 E: firstname.lastname@example.org
Poppulo is a pioneering global internal communications software company working with many of the world’s biggest and most successful companies and organisations. With its HQ in Cork and offices in Boston, the company previously known as Newsweaver has created the world’s first all-in-one software and services platform built specifically for employee communicators, to enable easy measurement of the impact of communications across multiple digital channels – email, intranet, video and enterprise social networks. Poppulo’s mission is to create innovative products and services that make companies great by releasing the power of their people and putting Internal Communications at the heart of organisations. T: W:
+353 21 242 7277 www.poppulo.com
Qlearsite is an end-to-end workforce analytics platform to help organisations become more successful by making smart, informed decisions about their people. Qlearsite’s engagement tool specialises in understanding the voice of the employee. Our natural language processing software can turn thousands of open-ended survey responses into measurable insights which can then be linked to business performance. We currently work with numerous large organisations including Deloitte, Capgemini, Virgin Media and E-on. T: E: W:
02039156200 email@example.com www.qlearsite.com
Questback was founded on one simple premise – people matter. They provide the necessary insight that is at the heart of business success. We build scalable solutions that help global organisations achieve competitive advantage and create a high-performance culture, by improving employee engagement and productivity, and customer experience and loyalty. Questback’s solutions are purpose-built to drive meaningful dialogue across the entire engagement lifecycle, seamlessly capturing all types of feedback, whether on-demand, always-on, scheduled, or process based. Our solutions provide the ability to collect insights and use these to accelerate real change while deepening connections with employees and customers. They combine the power of dialogue and openness with the built-in ability to analyse feedback and transform insight into actions and measurable business benefits.
Interact is a global enterprise software company that serves intranet software to over one million users across more than 800 organisations. Our mission is to inform and connect every organisation’s greatest asset: its people. We specialise in solving internal communication and employee engagement challenges by combining our sophisticated intranet software with outstanding professional services, focusing on developing long-term strategic partnerships with our customers. Contact: Emma Bramwell, Marketing Manager T: 0161 927 3222 E: Emma.firstname.lastname@example.org
Software is our craft and our passion. At Zoho, we create beautiful software to solve business problems. We believe that software is the ultimate product of the mind and the hands, so our products are forged by craftsmen, rather than churned out by machines. But as much as we love building beautiful software, we think our people and company culture are our most important assets. Our engineers spend years mastering their craft, bringing together decades of engineering expertise to produce a real work of art. When you choose Zoho, you get more than just a single product or a tightly integrated suite. You get our commitment to continuous refinement and to improving your experience. And you get our relentless devotion to your satisfaction.
Hastee Pay is an award-winning employee benefit that companies can offer to their workforce, which empowers employees to receive a portion of their earned pay immediately to increase their choice and financial wellbeing. Companies profit from the improved productivity, engagement, recruitment & retention of their workforce, with zero cost or impact on company cash-flow. There is no interest to pay, just a small, simple fee.
Like all the best Silicon Valley success stories, Oak Intranet (formerly known as Orchid) started from humble beginnings, with a simple idea, in a small garage in a quiet residential street. In the middle of Newcastle. Ok, we know that’s not quite Silicon Valley, but you get the picture. Our company started in 1993 with a DOS-based (ask your parents) document management system. Two years later, we became the first out-of-the-box intranet provider in the UK with Orchidnet. We evolved our intranet solution over the next fifteen years and powered some of the world’s leading organisations’ intranets across over fifty industry sectors. Working with our incredible customers, we listened a lot and that formed the core principles of Oak’s development and philosophy. Contact: Nick Daggett T: 07989 563 472 E: Nick.Daggett@oak.com W: www.oak.com
We work with organisations in all sectors to design and deploy fully tailored onboarding, engagement, pulse and exit surveys. In fact any people survey you want. We offer big consultancy technology with small consultancy service, agility and affordability. We will help you bring your people survey data to life without spending a fortune. Do you know what you need to work on, but need support to make it happen? Our survey dashboard significantly increases the accountability managers have by allowing them to have access to their own data, define action plans and run adhoc pulse surveys to track changes over time. Talk to us to find out how we can supercharge your employee surveys. T: E: W:
01442 862716 email@example.com www.realworldpeoplesurveys.co.uk
Social Seeder is an employer branding solution that gives your ambassadors an easy way to amplify your brand’s reach by sharing your stories across their social networks. T: E: W:
+32 02 255 85 91 firstname.lastname@example.org www.socialseeder.com
Brand engagement is all about a positive and seamless customer experience with your brand at every touchpoint. Our inside out approach starts on the inside with inspiring and motivating employee internal communications that turn your people into brand ambassadors. Once we’re under the skin of your brand, we then plan, design and produce brilliant creative marketing campaigns that really get your customers talking, fully supported and embraced by your people. It’s a win win situation – customers have a consistent, fantastic brand experience delivered by informed and motivated employees.
Booking Form Please sign and complete the form below, on receipt an invoice will be raised and issued. All invoices need to be paid in full prior to the event. Please reference your invoice number on payment.
Delegate Package: ■
Join Roundtable Sessions
Full Conference Pass
Lunch & Refreshments
Access to Engage Hub
Access to all Seminar Halls
Networking Drinks Party
Industry: Financial Services Leisure
Leisure & Tourism
Healthcare & Pharmaceutical
Transport & Logistics
Employee Engagement Summit 2019
Customer Engagement Transformation Conference
– 10th May
– 11th July 2019
CX Marketing Summit 2019
Internal Communications Conference
– 13th June
– 17th September 2019
Customer Engagement Summit 2019
Other - Please specify = £
01932 506 300
Or post to: Engage Business Media, Nicholson House, 41 Thames Street, Weybridge, Surrey, KT13 8JG
(Access all events for 12 months)
I wish to attend:
– 11th-12th November
– 26th September 2019
This event is being sponsored by the sponsors listed on the event page. We may make your registration details available to select sponsors, in both ours and the sponsors legitimate business interests, and they may contact you about their product/services.* I have read and understood Whilst I may choose to withhold 3rd party consent, if I attend a session given by a sponsor on the day or speak with a sponsor and my badge is scanned, this enables the sponsor to follow up with me regarding relevant information on products or services.* I have read and understood
Future of the Contact Centre Conference – 13th February 2020
Date Printed Name
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Registration Questions Where did you hear about this event? Email
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Other (please specify)
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£100,000 or less
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£100,001 - £250,000
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£250,001 - £500,000
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£500,001 - £1 million
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£1 million - £5 million £5 million - £10 million Over £10 million
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I have no purchasing
Terms and Conditions EVENT TICKETS These ticket terms and conditions as contained below and the abbreviated version found on the booking form are an acknowledgement of agreement (“the Contract”) and apply to all services (“the Services”) provided by Engage Business Media Ltd (“the Organisers”). By signing the booking form, the “Customer” accepts the following terms: In the event of any inconsistency, conflict or ambiguity between the Terms and Conditions and any terms and conditions stated on the Booking Form, the provisions of these Terms and Conditions shall apply. Any issues regarding the sale of a ticket, the terms and conditions or anything relevant to accessing the event should be presented in writing prior to signing the booking form to firstname.lastname@example.org. TICKET TERMS • “End User” shall mean an individual who works for a company and beneﬁts from the content at the event, they have no service, product or any offering that could be discussed, presented or of interest to another end user delegate at any Engage Business Media event. • “Supplier/Vendor/Industry ticket” shall mean any person, company or partnership, their agents, or contractors who have a commercial service, product or any offering that could be discussed, presented or sold at any Engage Business Media event. SUPPLIER / VENDOR / INDUSTRY TICKETS To protect the investment of our sponsors, we charge a ‘Supplier Ticket’ fee which is calculated and comparable to a sponsorship package. Discounted vendor passes are not available for the purpose of evaluating the event for future sponsorship. This policy has been in effect since Engage Business Media started and ensures the best outcome for both our sponsors and end user delegates. Please Note: We will decline all registrations that do not meet the relevant criteria and Engage Business Media reserves the right to decline attendance at any event. BOOKING AND PAYMENT To purchase a ticket for any of the Engage Business Media events a signed booking form speciﬁc to the event is required, this can be presented over email, post or by booking over the website in accordance with the instructions set out therein (“Booking Form”). You are responsible for the accuracy of your Booking Form, including in particular your contact details (which we will use to contact you from time to time and in accordance with these Terms and Conditions). Submitting a Booking Form constitutes an offer by you to purchase a ticket for the event in accordance with these terms and conditions. The Ticket Terms and Conditions apply to the booking of all tickets to the exclusion of all other terms and conditions. We will conﬁrm receipt of your booking form by providing an electronic receipt and/or digital ticker, however the booking and/or event ticket is not conﬁrmed or deemed accepted until a signed booking conﬁrmation is received. The Ticket Terms and Conditions will be binding by both Parties from that point. Where there is a price to attending the event and payment has not been paid in full at the time of the booking, following conﬁrmation of your booking we will issue an invoice for the full price of your Event ticket (as set out on your Booking Form, plus VAT as applicable) (the “Fee”). The fee must be paid and funds received in accordance with the payment terms and instructions set out in the invoice or received prior to the event date, whichever is sooner. Unless otherwise stated therein, the fee covers your entry for the duration of the event only and is exclusive of all travel, accommodation, insurance and other costs (all of which must be arranged and met by you). Fees are strictly non-refundable and all invoices are liable for payment regardless of attendance. EVENT ATTENDANCE Compliance with instructions and regulations, by attending the Event you comply with all applicable law, including (but not limited to) all health and safety legislation and requirements. All instructions given by us or on our behalf, including (but not limited to) in relation to any security arrangements and the terms and conditions of the Event venue (a copy of which is available on request prior to the Event).
SAFETY AND SECURITY You are responsible for ensuring your own safety and security whilst attending the Event as set out in these terms and conditions, we shall not be liable for any loss or damage suffered by you.
should not be relied upon. Our maximum liability in contract, tort, or otherwise (including any liability for any negligent act or omission) arising out of or in connection with our obligations under the ticket terms and conditions shall be limited to a sum equal to the amount of the ticket sale fee (if applicable).
FILMING AND PHOTOGRAPHY We may, at our discretion photograph, ﬁlm, broadcast or record the Event for our own use and purpose. You grant us an irrevocable licence to use and sub-license the use of your name, voice, likeness, image, statements and any contribution made by you at or to the event in any and all media (whether now known or hereinafter invented) throughout the world and in perpetuity.
You shall indemnify us and keep us indemniﬁed from and against all claims, damage, losses, costs (including, without limitation, all reasonable legal costs), expenses, demands or liabilities arising out of or in connection with any breach by you of the ticket terms and conditions. You and the organisation speciﬁed on the Booking Form (if applicable) are jointly liable for your obligations in accordance with the ticket terms and conditions, you conﬁrm that you have all the necessary authority, consents and permissions to attend the event.
You are not allowed to photograph, ﬁlm, broadcast or record the event without express prior approval from the organiser.We reserve the right to refuse entry to the event, or subsequently remove you from the event if you fail to comply with these ticket terms and Conditions. DELEGATE BADGES Provided delegate badges must be worn at all times during the event. Badges are only valid for the registered delegate and cannot be passed on or shared by any other person than the name on the badge. Any misuse will result in delegates being denied access to the event or asked to leave at the organisers discretion. When attending a live event you will be issued with an RFID (radio frequency identiﬁcation) chipped badge at registration, if your badge is scanned at the event you are providing consent for your contact details to be shared, should you not wish to share these details you can request a non-chipped badge at registration. If you attend a session given by a sponsor and your badge is scanned this enables the sponsor to follow up with you post presentation regarding relevant information on products or services.
ANTI-BRIBERY We comply with our anti-bribery and anti-corruption policies (available on request) and updated from time to time. USE OF INFORMATION We may share the information provided by you to us on both the booking form and/or any other communication with our employees, ofﬁcers, representatives, sub-contractors and commercial partners when applicable in connection with the administration, registration relevant to the event. Our registration requires information that includes (not in its entirety) your organisation, job title, email, phone number and when applicable postal address, this information may be included on a delegate list, event app and may be made available to attendees and some commercial partners and carefully selected external companies for marketing purposes.
CANCELLATION OR NO SHOW All delegate fees are non-refundable. No refunds or credits will be given for non-attendance at any event.
TRANSFERRING A TICKET In the event that you are unable to attend the event you may transfer your booking to a colleague from the same organisation or another Engage Business Media event on a like for like basis (as speciﬁed in the Booking Form) without charge.
Please note: If you attend a session given by a sponsor and/or your badge is scanned by a sponsor at the event this enables them to follow up with you regarding relevant information on products or services which they believe may be of interest to you.
All transfers are at the discretion of the event organiser.
ENTIRE AGREEMENT These ticket terms and conditions constitute the entire agreement between both parties and supersede/override any other agreements, promises, assurances, warranties, representations and understandings between the parties, whether written or oral by any employee of Engage Business Media, relating to its subject matter.
You may also be asked by a sponsor when visiting their stand if they can scan your badge, if you agree you are providing consent for them to follow up with you regarding relevant information on products or services which you may have discussed with them or they believe may be of interest to you.
TICKET RESALE Under no circumstances may your event booking be resold by you or on your behalf. If we have not charged you a Fee in order to attend the event and you are unable to attend or offer an alternative attendee from the same organisation you may be charged a cancellation fee if applicable and made clear at the time of booking. AMENDMENTS AND CANCELLATION TO AN EVENT We may, at our sole discretion and without liability to you, make changes to the event timings, date, event schedule or even location within the U.K. In the event that it is necessary to cancel or postpone the event as a result of any reason outside of our control (as decided by us in our sole discretion), we will endeavour to arrange or provide a replacement event and, in such circumstances, your booking and the ticket terms and conditions shall apply to such replacement Event. LIABILITY Nothing in the ticket terms and conditions shall exclude or restrict our liability to you for death or personal injury resulting from our negligence, the negligence of our employees in the course of their employment, or any other liability which cannot be excluded by law. Under no circumstances shall we be liable to you for any direct or indirect consequential costs or losses suffered by you, whether in contract or otherwise. Indirect costs and losses shall include (but not be limited to) any loss of anticipated proﬁts, savings, business or opportunity and loss of publicity. The views expressed speakers at the event are their own. We shall not be liable for the views, acts or omissions of any speaker or any other attendee at the event. Any information given or distributed at the event shall not constitute advice and
THIRD PARTY RIGHTS These ticket terms and conditions are personal to the parties, and no third party shall have any rights, including under the contracts (Rights of Third Parties) Act 1999, to enforce the same. WAIVER No failure or delay by us in exercising any right or remedy provided under this the Ticket Terms and Conditions or by law shall constitute a waiver of that or any other right or remedy, nor shall it prevent or restrict our further exercise of that or any other right or remedy. No single or partial exercise of such right or remedy shall prevent or restrict our further exercise of that or any other right or remedy. APPLICABLE LAW AND JURISDICTION These ticket terms and conditions, their subject matter and their formation, are governed by English law. The courts of England and Wales shall have exclusive jurisdiction to settle any disputes arising in connection with these ticket terms and conditions, including any non-contractual terms. However, if you are a consumer and are a resident of Northern Ireland you may also bring proceedings in Northern Ireland, and if you are resident of Scotland, you may also bring proceedings in Scotland.
EBM Group events EMPLOYEE ENGAGEMENT SUMMIT 2019
CX MARKETING SUMMIT 2019
FRIDAY 10 MAY 2019 RIVERBANK PARK PLAZA, LONDON
THURSDAY 13 JUNE 2019 VICTORIA PARK PLAZA, LONDON
Europe's Biggest Employee Engagement Event has now moved to a larger venue
After a Hugely Successful 2018 Event, we are Delighted to Announce the 2nd Annual CX Marketing Summit
CUSTOMER ENGAGEMENT TRANSFORMATION CONFERENCE
INTERNAL COMMUNICATIONS CONFERENCE
THURSDAY 11 JULY 2019 RIVERBANK PARK PLAZA, LONDON
TUESDAY 17 SEPTEMBER 2019 VICTORIA PARK PLAZA, LONDON
Understand How You Can Help to Shape and Evolve Your Business in the Growing Digital World
The Critical Employee Engagement Role too Often Neglected by HR
ENGAGE FOCUS GROUPS
CUSTOMER ENGAGEMENT SUMMIT 2019
FRIDAY 20 SEPTEMBER 2019 HILTON LONDON HEATHROW A Platform Where LikeMinded Professionals Come Together
ENGAGE AWARDS 2019 MONDAY 11 NOVEMBER 2019 WESTMINSTER PARK PLAZA, LONDON International Engage Awards 2019
11 & 12 NOVEMBER 2019 WESTMINSTER PARK PLAZA, LONDON Held Over Two Days Customer Engagement Summit will be the Biggest and Best Yet
FUTURE OF THE CONTACT CENTRE CONFERENCE 13 FEBRUARY 2020 VICTORIA PARK PLAZA, LONDON Contact Centres are Ideally Placed to Become the Beating Heart of an Organisation
01932 506 300 (press 1) email@example.com EngageCustomer.com
www.ebm.media Live events proudly organised by Engage Business Media Ltd
A very warm welcome to our fifth Employee Engagement Summit. This CPD accredited flagship conference has grown steadily year on year to beco...
Published on Apr 16, 2019
A very warm welcome to our fifth Employee Engagement Summit. This CPD accredited flagship conference has grown steadily year on year to beco...