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EGM calling – May 7th 2012 Christer & Elizabeth Pe;erson MYP 1B
Hans Arne KrisBanson MYP 4A & B
Ciara Wharton PYP5A, MYP1B, MYP3A, MYP4A
Pia Strum MYP 4A & B
Karin Williams PYP 4A
Lars-‐Vngve Larsson PYP 4A
Ulric & Corinna Aspegrén MYP 3A, MYP 3A, PYP 3B
Philip & Juliene Munts PYP 4
Neil Wilson PYP 5A & MYP 4A
Colle;e Logan MYP 1A
Niels Wagner PYP 5A SPSC1
Peter & Julie Brave MYP 3A
Analysis of the material presented to parents by Bladins Founda6on’s Board
on March 16th 2012.
2
3
27/4/2012
36 34 38 37 35 37 31 39 41 31 35 4
393
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2009 2010 2011 2012 2013
IS Students 338 354 374 -‐> 393
Target 297 337 377 417 457 4
Target is Key Board says: “con6nued strong growth” is key Strategic plan 2015 says: Reaching targets is key IS Target -‐ starBng 2008/09: 2 parallel classes with 22 students/class 40 students/year over 5 years…NOT conBnuous strong growth Start 2011/12 Target status: 117 of 120
To meet target: 64 students over next 2 years.
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Conclusion : No panic concerning intake of IS students
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IS Target Strongly Above Budget
Year 2009 2010 2011 2012 2013
Students 338 354 374 -‐> 393
Projected Target 297 337 377 417 457
Board’s budget 275 293 332 349 359
Target vs budget +45 +68 +98
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• Founda6on Board’s budget is conserva6ve: • only 10-‐15 students increase per year. • More is realis6c
• IS generates healthy earnings even with fewer students
budgeted (see previous slide)
Conclusion 1
False Alarm concerning
IS students intake
presented by Board
to parents and teachers
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Key Indicators Öresund region 2012-‐20 Board’s use of Danes as indicator (proxy)
for decline in expats is misleading
But if it was to be used as an indicator then data from March 2012 says :
More Danes prone to move to Sweden l 1 of 8 considers job in Sweden before 2014 Highest number since 2008, first increase since 2007. Employment data stronger on the Swedish side
l 8000 jobs available in Swedish Öresund region l Only 5000 jobs available in Danish Öresund region Source : next slide
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Source of Key Indicators Öresund region 2012-‐20: Job og uddannelse I Öresundsregionen
Danish partners are:
City of Copenhagen (lead partner) The Capital Region of Denmark
Region Zealand Employment Region Copenhagen & Zealand
Copenhagen Technical College Basic Social & Health Education Programs
(Sosu C) Metropolitan University College
Swedish partners are:
City of Malmö Region Skåne
Swedish Public Employment Service Malmö Swedish Public Employment Centre’s
Department for Analysis Malmö University
Københavns Kommune, Beskæftigelses - og Integrationsforvaltningen Bernstorffsgade 21, 5. sal 1592 København V Tlf. (+45) 4049 3195
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Employment data and immigraBon indicators within the Öresund region 2012
Flere danskere overvejer job i Sverige; d. 2 marts, 2012
En undersøgelse fra Øresundsbroen viser at hver 8. dansker overvejer at søge job i Sverige indenfor de næste to år. Det er det højeste antal siden 2008 og første gang
kurven s6ger siden 2007. Krisen på det danske arbejdsmarked og de lidt bedre jobmuligheder i bl.a. Skåne er en af forklaringerne.
De seneste tal viser at der i januar var markant flere ledige job i Skåne end i Østdanmark. På Platsbanken der er den svenske arbejdsformidlings jobnet var der ca. 8.000 nye, ledige job i Skåne, mens der i hele Østdanmark blot var ca. 5.000 nye ledige
job i januar.
Source: Job og uddannelse I Öresundsregionen Öresundsregionens näringslivs-conscortium (inkl. Malmö stad och Köpenhamns stad)
Conclusion 2
Board used misleading indicator
Board used out-‐of-‐date data
Board failed to consult authority source
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Employment Data in Öresund Region
Source: Öresundsregionens näringslivs-‐conscorBum (bestående av bl.a. Malmö stad och Köpenhamns stad)
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Employment Data in Öresund Region
Source: Öresundsregionens näringslivs-conscortium (bestående av bl.a. Malmö stad och Köpenhamns stad)
No forward looking. Why stop at 2010?
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Board not taking into account: ESS - European Spallation Source A World-Leading Centre for Materials Research
ESS will be a European
research facility, built for
international scientists,
in Lund
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Future Needs of Key Employer -‐ ESS • Today 116 employees • Plan to be 300 in 2013 • 400-500 in 2014/2015
“ESS employees will most likely reside in Malmö as there is a family
housing problem in Lund.”
“Forecast of children for international school (conservative)” Today: 4 2013-2014: 10-20 2014-2015 : 20-25 2015-2016 : 25 2016-2017 : 30 2017-2018 : 35…
Source: Matti Tiirakari, Head of Administration, Tel: +46 722 440 009
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Tetra Pak
“We will definitely need places for children of parents that are on expatriate contract in Sweden över a period of 1-5
years. (We have right now at least 6 children that will start at Bladins in fall and I expect that this number will rise during
spring/summer).
We have also got an increased need for children with parents that get employed with local contract in Sweden.
School with IB teaching is an absolute requirement from
our employees, at first hand from our expatriates, as the children must have a continuity in their education.“
Source: Eva Åkesson, HR Director, AB Tetra Pak, Lund, Tel: +46 46 36 33 73 19
Board not taking into account: IKEA
Employee transfer to Malmö of 500 (decided) and 200 (under discussion).
A possible total of 700 employees.
10% are international transferees (foreigners and Swedish
included)
Expected need for international school places: 50 !!! Start 2013/2014
Source: Roland Idemyr, MD of IKEA Services AB, Tel: +46 42 444 78 69
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Conclusion 3
Board failed to contact key Employers, a vital input to a robust strategic plan
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4 out of 7 companies has very few expats – not relevant Power company has very
few expats – not relevant
IKEA OperaBons moving to Malmö
Summary 2011 Sales Growth 6.9% Stores Growth 2.7%
Despite weaker global economy: 25.2 B EUR tot rev/2.97 B EUR net inc 131 000 employees from 48 naBons
85% Of the IKEA Country managers work somewhere other than their home country
Source: IKEA Yearly Summary 2011; “Welcome inside”
Why is IKEA omi;ed from the data?
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Corporate Finance Corporate finance does not say how the company is investing regionally.
Example: Sandvik (from Board’s list of previous slide) Annual Report 2010 decided to expand its production of crushers in Svedala by investing SEK 300 M in a new production facility. Corporate finance does not say much about expat movement.
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Example : Sony Mobile Communications (from Board’s list of previous slide) • Currently 20 students in 2011/2012 • Forecast is 30 students over 2 years • Source: Alf Johansson, Human Resources, Sony Mobile Communications, Tel: +46 10 801 66 50
The expat concept is changing: Expat yesterday is on local contract tomorrow but still needs international schooling.
Conclusion 4
Board used selec6ve corpora6ons where several have very low impact on IS; failed
to use several key Employers
Board used corporate financial result which is a misleading indicator for expats
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Compe66on
Board referring to the whole region.
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CompeBBon – No surprises ! Malmö Hyllie: NO decision yet
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For the record: Bladins Foundation Board has since 2007 known that there is going to be an international school
in Malmö. This is documented in minutes.
Contacted: Mat Mac Shane: Former Hyllie school project leader, Tel: +46 70 885 64 50 Jörgen Neldestam: Ordförande i Hyllie Stadsdelsfullmäktige, Tel: +46 709 79 93 99 Matz Nilsson: Utbildningsdirektör Malmö Kommun, Tel: +46 70 256 85 90 Amela Hodzit: Politisk Sekreterare till Catherine Sjärnfelt Jammeh, Kommunalråd
inom skola, Tel: +46 40 34 11 19
CompeBBon : what is the fear?
Bladins International School is the category leader in this segment with 25+ years expertise. • Why should we fear increased competition? • We should build on our brand and not retreat • As a growing area, the region might just need the capacity “Bladins international school is valuable brand and vital in the region’s plans.” - Matz Nilsson, utbildningsdirekör Malmö Kommun, Tel: +46 40 34 10 00
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IS on track : Year 2009 2010 2011 2012 2013 Students 338 354 374 -‐> 393 Projected Target 297 337 377 417 457 Board’s budget 275 293 332 349 359
x
Why fear competition? Why not build on Bladins’ strong brand? No - the Board wants to massively downsize IS.
Conclusion 5
Board has know since 2007 about a new international school in Malmö
The competitive environment is not alarming as
has been presented by the board to parents / teachers.
IS is the category leader with a strong brand that
can stand up against competition.
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How can the plan only depend on IS and pre-‐school? What is the contribu6on of GS (Grundskolan)?
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GS with severe cost challenge
Here is where the alarming situa6on comes from :
GS cost structure has not been addressed.
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• Capping of no. of students per class
• GS half class system is very costly and not the norm.
• The separaBon of the common investment fund (means GS has to fully carry it's own costs).
Conclusion 6
GS has severe cost challenges which must be addressed.
GS cost structure is vital for it’s survival but should not be at the detriment of IS.
What has the Board done? This must be a key ac6on.
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IS is on track according to set targets
Only 2011 was nega6ve, otherwise earnings for IS are posi6ve !
Quality of a downsized IS? Shiying the financial problem of GS
to IS -‐ not a holisBc soluBon
Less criBcal mass with Reduced student populaBon
• Increased overhead costs per student • Loss of support staff, special needs, councilor, librarian,
classroom assistants.
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IS Future Quality? Shiying the financial problem of GS to IS
More vulnerable to risks l Less flexibility -‐ Hiring people and use them in an effecBve
way
l Lose: High calibre teachers recruited in an internaBonal field.
l Stagnant work force, less opportuniBes for the teachers as fewer posiBons.
l Teacher sickness
– difficulty in finding temp replacement resulBng in less quality
– SubsBtutes: reverBng back to unqualified parents covering staff sickness.
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IS Future Quality? Shiying the financial problem of GS to IS
High risk of losing skilled high
calibre teachers which will make the downsizing a self fulfilling prophecy as parents will then take their children out of the school
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Conclusion 7
Less IS students do
not bring higher quality educa6on
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FoundaBon Board misrepresen6ng of facts and denying informaBon to key
stakeholders The Board (did not as they stated) inform / anchor strategy with:
• the IS management (confirmed March 15th 2012 by Sandra Nilsson, Head of IS)
• the ISPA management or parents (confirmed March 15th 2012 by Abenaa Uttentha and Alexandra Bürmeister, IS PA Board)
On the above information, two Foundation Board members expressed concerns as the Board Chairperson had specifically said that key stake holders had been involved in the process. Staff asked for sources of data on presentation and wanted meetings. There was no process with parents nor with staff on how to create a well built robust strategy.
41 X
Conclusion 8
The Board failed to inform and anchor strategy with IS management, ISPA management and IS parents.
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What we believe is Vital
Grundskola thrives and has a healthy financial structure.
InternaBonal school is not jeopardised and can achieve its targets (stay with double class system).
It’s not a zero sum game between GS and IS.
The Bladins InternaBonal School in Malmö has a KEY role to play in the Öresund region.
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Summary Conclusion 1: False Alarm concerning IS students intake
Conclusion 2: Misleading indicator, out-‐of-‐date data, failed to consult authority source (trend indicators of Öresund region).
Conclusion 3: Board failed to contact key Employers such as IKEA !
Conclusion 4: Selec6ve corpora6ons; used corporate financial result a misleading indicator for expats
Conclusion 5: CompeBBon, no new surprises and not alarming
Conclusion 6: GS cost structure is vital for it’s survival but should not be at the detriment of IS.
Conclusion 7: Less IS students do not bring higher quality educa6on
Conclusion 8: Board failed to inform and anchor strategy with IS school management, ISPA management and IS parents.
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Final Conclusion: The FoundaBon Board has failed
IS parents and teachers
With inadequate fact gathering, you cannot make correct strategic conclusions !
IS is doing well, reaching set targets.
The real problem is that GS has too high a cost which needs to be addressed in itself instead of just shiling the problem to a “downsized” IS.
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Final Conclusion: The FoundaBon Board has failed
IS parents and teachers The board is either incompetent or is deliberately selecBng erroneous data to make their case. Why?
• Trust has been breached. We hereby request a vote of non-‐confidence for the current board.
• We need to relook at the strategy with an independent expert to review data. Build a strong strategy for both GS and IS on valid data. 46
The Board of Bladins FoundaBon
Eva Edenhammar Chairperson John Humaloja Vice Chair Carl Holmquist Full Member Mats Rydberg Full Member Anders Risberg Full Member Bjorn Mullaart Full Member Erik Pineiro Deputy Member
Thank You
48
