SPIRITCORPORATE SPIRIT’S CUSTOMER MAGAZINE

360 ASSESSMENTS enable effectiveness

Strategy surveyleading the wayin strategy communication

GOOD LEADERSHIPas a strategic goal

Employee Surveyensures neededchange

BEST PRACTICES LIBRARYsupportssupervisoryworkp. 9

HR Director Pia Rautio shares Nordic Cinema Group’stips for Employee Surveys

DID IT GOLIKE IN THE MOVIES?

In their report to the UK government David MacLeod and Nita Clarke state: “Employee engagement is the most important factor in creating outstanding organisational performance”. And also: “Lack of engage-ment results in significant unrecognised costs.” Having read and digested this, few business leaders can deny the significance of employee engagement for the success of the organisation.

Corporate Spirit has conducted one of the most extensive basic research in the field of employee engagement covering 31 count-ries, to find out which are the current main drivers of employee engagement globally. We found out that the three main enga-gement drivers globally are Commitment, Leadership and Performance Culture. By improving any of these, a company can improve its employee engagement and its business performance within 6-12 months interval.

Our new PeoplePower® survey concept and our ISO certified survey process, toget-her with the related multi-lingual tools make sure that the senior leaders, HR, as well as individual managers all know what they should do to get the whole organi-sation aligned with the strategic business imperatives.

Ask us how and why our unique approach beats the competition!

With kind regards, JUKKA POHJOLA Managing DirectorCorporate Spirit Ltd

EDITORIAL

THE POWER OFENGAGEMENT

EMPLOYEE ENGAGEMENT SURVEYS AND RELATED CONSULTINGLEADERSHIP AND EXPERT ASSESSMENT AND DEVELOPMENT

DEVELOPING CROSS-UNIT COOPERATIONDEVELOPING MANAGEMENT GROUPS AND BOARD

CONSULTING SERVICES

HELSINKI | STOCKHOLM | OSLO | LONDON | MUNICH | CHILE

CONTENTS4 Engagement is an essential success factor

8 Strategy survey leading the way in strategy communication

6 Strategy and goals shaped into stories for each employee

3 With engaged employeeschange is a new opportunity to flourish

7 COVER STORY: Did it go like in the movies? Nordic Cinema Group’s tips for EES

AirPeople™ survey important for strategic planning5

Best practices library supports supervisory work9The world is not enough - Leadership in a constantly changing environment10360 assessments enable effectiveness at Ekokem11

ISO CERTIFIEDRESEARCHPARTNER

CORPORATE SPIRIT LTDHR INTELLIGENCE TO SUPPORT BUSINESS SUCCESS.

30+RESEARCH ANDCONSULTING PROFESSIONALS

SATISFIED CUSTOMERS

400+ EXPERIENCE FROM

4.000+HR SURVEYS

EXTENSIVEINTERNATIONALBENCHMARKDATABANK

”The transformation from print to digital has been perhaps the most significant megatrend affecting our business so far”, Jacqueline Cuthbert explains. ”To survive and even exceed that, we have had to grow and innovate continuously. Ways to improve our overall performance have been developed, and a new kind of win-win culture is being created.”

Engaging people has been one of the cornerstones. However, managing a process of this magnitude in a multinational company that operates in a constantly evolving industry is by no means an easy task. For this particular purpose, Corporate Spirit carried out an extensive employee engagement survey for Sanoma Media Group, involving 44 questions in 12 languages.

”We wanted to do our best to engage people in our Sanoma way”, Jacqueline Cuthbert explains the background for the research. ”Getting feedback from employees is essential in winning their hearts and minds – as is listening and acting upon what they say. In Sanoma’s case, the survey also helped us to get valuable insight from both our strengths and improvement areas.”

As a part of Sanoma’s effort to win those hearts and minds – and to help employees adopt the Sanoma way – the company launched its new vision and values. Their contents and meaning were explained and discussed to ensure that everyone would understand the reasons behind the direction the company was heading to.

According to Jacqueline Cuthbert, an employee engagement survey is essential for any company wanting to become a high performance organisation. Furthermore, utilising the survey in a way that makes the most of gathered data needs to be the entire company’s responsibility. Especially when a significant cultural change needs to be established – as in Sanoma’s case – the managers need to be held accountable for turning results into tangible action.

”To be able to help the organisation improve its performance, employee engagement survey results need to be anchored into management’s incentives”, Jacqueline Cuthbert emphasises.

The achieved response rate of 75 % is a clear sign of high engagement level at Sanoma Media Group. People are committed and motivated to express their opinions in a constructive way to be able to contribute to the organisation’s overall performance. The progress is now being tracked on a group-wide level, and the results are being discussed in quarterly reviews, along with financial results. According to Jacqueline Cuthbert, the transformation is on a good run, and the road towards that winning culture is open. Then again, the journey has just begun – a new survey has already been booked!

WITH ENGAGED EMPLOYEESCHANGE IS A NEW OPPORTUNITY TO FLOURISH”Operating at the forefront of the constantly evolving media industry, Sanoma Media Group has recently gone through significant changes. According to Chief HR & Communications Officer Jacqueline Cuthbert, Sanoma makes every effort to turn these changes into opportunities to further strengthen one of the company’s core advantages: engaged people who are committed to reach the common goals.

3

”Jacqueline Cuthbert, Chief HR & Communications Officer, Sanoma Media Group

EMPLOYEE ENGAGEMENT

4

During the next few years, Finavia will invest close to 900 million euros into developing Helsinki Airport. It goes without saying that employees’ ability to perform is essential in order to make that investment profitable.

Sami Laine, HR Partner, Finavia Corporation:

At Finavia, employee engagement surveys and leadership as-sessments have been carried out for several years. According to HR Partner & HRD Manager Sami Laine, the results are monitored with a keen eye, even at board level.

“The surveys play a significant role, as Finavia is systematically building a high-performing culture. Based on the results of each survey, we choose our development areas for business units and corporate levels. The units are responsible for imp-roving their respective areas while the HR department provi-des the required support.”

At Finavia, people generally take exceptional pride in their work. Aviation has always been a somewhat mysterious, intriguing area that naturally creates interest as a workplace. According to Sami Laine, this is also a factor that builds en-

ENGAGEMENT IS AN ESSENTIALSUCCESS FACTOR”

”gagement and a willingness to contribute. Along with identi-fying areas that need improvement, employee and leadership surveys play an important role in seeing how successfully im-portant matters such as objectives and overall progress have been communicated.

“The latest AirPeople™ survey, conducted by Corporate Spirit Ltd, revealed that motivation levels are already at a very good level. As we prepare to take the next leap at Helsinki Airport, it is evident that further training is required. Special services and top-notch safety are essential success factors in our quest to make Helsinki Airport the most important hub between Europe and Asia.”

Building a high-performing airport culture takes time. Toget-her with big investments, it goes without saying that Finavia is looking at a couple of exceptionally busy years ahead. In situations like this, Sami Laine is happy to be able to deal with committed employees that are interested in training and de-veloping their skills further.

“Building a high-performing airport culture requires a lot of skill and engagement, but it also needs elements such as creativity and determination to get things done. The fact that Finavia’s people consider their work interesting and meaning-ful helps us in a remarkable way.”

Finavia provides airport, passenger and air navigation services to facilitate smooth air traffic. The company continuously maintains and develops its network of 25 airports and Finland’s air navigation system. Finavia’s customers include airlines, other operators in the aviation sector and passengers. Every year, over 19 million passengers fly via Finavia’s airports. In 2013, the company had EUR 352 million in revenue and 2,800 employees.

EMPLOYEE ENGAGEMENT AT AIRPORTS

5

Sami Laine, HR Partner, Finavia Corporation:

Aeroporto Internazionale di Napoli (Naples International Airport) is among the busiest of Italy. The airport will end the year with over 6 million passengers for the first time. The management of Naples airport is highly committed to business development. According to the CEO Armando Brunini, the AirPeople™ employee survey, which is targeted for the airport industry, is well suited to support the strategic planning and people management necessary to achieve this business objective.

Armando Brunini, Managing Director, Naples Airport

AIRPEOPLE™ SURVEY IMPORTANT FOR STRATEGIC PLANNING”

”

The airport sector is facing challenging times and the busi-ness environment is changing. In Italy the situation is similar to elsewhere in Europe. “We are back to growth. We now work in a competitive environment with demanding customers (both airlines and passengers) but, on the other hand, we are still regulated and, for various reasons, have new operational and cost burdens to deal with”, Brunini explains.

EMPLOYEE ENGAGEMENT AT AIRPORTS

Employee engagement survey fills a gap

The AirPeople™ employee survey carried out by Corporate Spirit Ltd filled a gap for Naples Airport, as they needed a ‘human‘ but ‘airport’ tailored set of parameters to measure the readiness of their human capital. The survey helped their management to focus on the work that still needs to be done in the area of people management.

“We have quite aggressive business targets and use a ”ba-lanced scorecard” approach. We are aiming at growing pas-senger volumes through the development of international routes, improving the passenger experience/ASQ score and further enhancing our financial performance. The AirPeople™ survey was important to measure the capacity to deploy the airport’s strategic plan and hence achieve our targets”, says Brunini.

According to Mr. Brunini the survey results and follow up workshop helped Naples to plan their future targets and KPI’s. “It helps us complete our balanced scorecard indicators and from budget 2016, some managers will have either the ”enga-gement” or ”Airpeople” KPI in their MBO targets”.

International benchmark for airport sector and national norms

The survey includes two principal indices, providing compa-rative insight on organisational performance. The AirPeople™ Index provides a measure of an airport’s overall level of en-gagement and is benchmarked against national norms. The Airport Culture Indicator™ gives a business focused measure of organisation effectiveness compared with the airport benchmark. “These benchmarks are seen as very important. Without benchmarks the survey would have lost a lot of its ”power”, Brunini emphasises.

Effective survey follow-up is the key for improvement

The AirPeople™ survey consists of a high level executive re-port and an organisation-wide presentation on the overall survey results. In addition a ‘Follow Up’ Workshop for top ma-nagement, conducted by Dr Richard Plenty of our partners This is…, is included in the development process.

Effective follow up and utilisation of the survey results is crucial, when it comes to repayment of the investment made. At Nap-les airport the management was very committed to use the survey for business development. “We already had an Action plan on people and change management. The survey was the opportunity to evaluate the impact of the program. Honestly we needed only a few changes to the existing action plan. Most importantly we now have a ”measured” baseline and will monitor our performance periodically”, Brunini explains.

6

“Everything we do in Arina is based on how we think it can benefit our co-op members. Our strategy and goals are linked to this and, together with their benefits, they are explained in a form that is easy for the personnel to appreciate and absorb,” says Jari Karjalainen, Arina’s HR and Development Director.

Arina Tree - an award-winning tool designed by Arina itself to promote the personnel’s engagement to the entire company’s goals - is an important asset. It helps in the deployment of the company’s strategy and the development of its corporate culture. It also creates a shared vision on how to work for the benefit of co-op members in the daily activities of each outlet and every employee.

Arina Tree is displayed in the form of “house rules” at every outlet. It shows each outlet’s own concrete goals derived from the company’s strategy and the ways in which each of the outlets can achieve those goals. Progress and activities are monitored and updated throughout the year. “Once we have given each employee a clear picture of what his or her part in the production of customer benefit entails on the practical level, everyone has an opportunity to feel that their work makes a difference and get excited about it. Each of our employees therefore has his or her own story that inspires and applies to that person, in particular,” says Karjalainen.

The creation of a success story such as Arina Tree has demanded a fair bit of new thinking and work. “We approached this change from the perspective of a need to clear out old ways of thinking and working. We really made a big effort to get our personnel to think about the future and our supervisors to lead brains rather than pairs of arms.”

The development of the personnel and the company’s operating methods is clearly visible in the results of Arina’s personnel survey: compared to the results of an average Finnish company, the needle never twitches into the negative in any of the 50 survey questions. Karjalainen is nonetheless mindful of the dangers of being lulled into complacency by the good results. “Given our organisation composed of 2,600 employees, it is important to ensure that our personnel resources are managed in the right way.” A personnel survey is an excellent way to find out what the organisation’s current challenges are and how to address them.

Jari Karjalainen, Director of HR and Development at Osuuskauppa Arina:

OUR STRATEGY AND GOALS ARE SHAPED INTO THE FORMOF INDIVIDUAL STORIES FOR EACH EMPLOYEE”

“

Arina is a regional cooperative of S Group, a Finnish network of companies which employs over 40 000 people in the retail and service sectors. Arina employs some 2,600 people in nearly 170 outlets. Its total sales in 2014 amounted to €890 million. The company has achieved Corporate Spirit’s highest AAA ranking in every personnel survey carried out since 2012.

A strong will and original, fresh ideas on leadership form a part of the solid leadership culture of Arina. Arina is a fine example of a company in which the personnel and their closest supervisors actively engage in the development of their working community, workplace and own work.

ORGANISATIONAL DEVELOPMENT

Finnkino / Nordic Cinema Group

EMPLOYEE SURVEY AT NORDIC CINEMA GROUP - DID IT GO LIKE IN THE MOVIES?Since 2013, Finnkino has been a part of Nordic Cinema Group (NCG), the vision of which is to be Europe’s most passionate, innovative and attractive chain of cinemas. The company’s business development is partly based on the employee survey, which is responded to by nearly 100% of the personnel so as to be able to influence issues that are important in terms of their workplace.

“At Finnkino, work-related passion and experiences are im-portant. We want to employ people who have a passionate attitude towards life. To us, attributes such as creativity, commitment, energy and success are virtues. In terms of our personnel, we pursue genuine experiences by promising that “working for us is an unforgettable experience”. All this is lin-ked to our customer promise - passionate about films,” says Pia Rautio, HR Director at Finnkino.

For several years now, Finnkino has conducted its employee survey in cooperation with Corporate Spirit. The results of the 2015 employee survey have just been released, and the response rate was an enormous 97.5%. This achievement has required a lot of work, and the increase in the response rate was more than 15% in comparison to previous surveys.

“This was the first time that we had the courage to set oursel-ves a target in terms of the response rate. We decided to go for a 100% response rate and get every Finnkino employee to take part in the survey. In HR, we monitored the real-time de-velopment of various units’ response rates through Corporate Spirit’s Cixtranet® system, thanks to which it was easy for each unit’s supervisor to encourage their own people to respond to the survey. We achieved a 100% response rate in several units, particularly in Finland,” says Rautio.

The annual employee survey forms a significant part of Finnkino’s operational development. The previous survey resulted in more than 120 development measures in various units of the company. These measures concerned, in particu-

lar, the company’s communications and engagement, as well as the development of activities related to the personnel’s motivation.

The employee survey has allowed Finnkino to identify the company’s strengths and to use those strengths to build success factors. According to the results of the most recent survey, the company has successfully transformed areas pre-viously in need of development into strengths. “We have a really good team spirit in our cinemas. This is a unifying factor that acts as a leading light, and I believe that our common good spirit is also visible to our customers,” says Rautio.

Finnkino is a part of the biggest chain of cinemas in the Nordic countries, Nordic Cinema Group (NCG), which employs approximately 2,000 people in the Nordic countries and the Baltics. Finnkino, established in 1986, is Finland’s biggest cinema chain. Finnkino also operates as an importer and distributor of motion pictures.

7ORGANISATIONAL DEVELOPMENT

798 STRATEGY MANAGEMENT

The company was also planning an employee survey at the same time. Corporate Spirit was commissioned to conduct the survey because of its solid expertise in employee surveys and its ability to provide professional and customised research services. When it was decided to carry out the strategy survey as part of the employee survey aimed at the entire personnel, it took only one implementation process to conduct both the employee survey and the strategy section fully customised for Deltamarin.

Management, supervisors and other key persons as the target group

Strategy-related questions were added to the employee survey as a separate set of questions. As the responses were

STRATEGY SURVEYLEADING THE WAYIN STRATEGY COMMUNICATION

gathered electronically through individual survey links, the strategy questions were only aimed at the people whose opinions were sought. At Deltamarin, a fairly large group of managers, supervisors and experts had participated in revising the strategy, and even more key persons were to become involved in the implementation phase. These people were selected as the target group for the strategy questions.

After six months since the survey results were delivered, Jari Nurmi is already seeing the benefits. “The strategy questions provided us with clear information about which parts of the strategy are well understood and which parts we should elaborate on. In addition, we now know how the opinions of managers, supervisors and other key persons differ from each other. Based on all this information, we have been able to finetune our strategy communication and aim it correctly.”

Professionally prepared questions guarantee relevant information

According to Jari Nurmi, a precondition for a successful employee survey is that it is conducted by an impartial third party.

“If we had started to implement the strategy section of the employee survey as our own project, the content of the questions would most likely have been remarkably shaped by the people preparing them. We took full advantage of Corporate Spirit’s expertise right from the planning phase. Their experienced Research Director studied our situation and together we decided that the strategy section of our employee survey would be prepared through pre-survey interviews where the interviewees would be selected from among the target group. As a result, we got a set of professionally prepared questions that also reflected the perspective of the people implementing the strategy.”

Implementing two surveys with different themes and target groups simultaneously can easily lead to two different result utilisation processes. “At Deltamarin, the employee survey utilisation process has been assigned to HR, whereas the results of the strategy section are utilised by the people who are responsible for the strategy process,” says HR Coordinator Tanja Kangas.

Deltamarin Group specialises in consulting, design and engineering, and construction services in the marine and offshore industries. The company operates worldwide and employs more than 300 people, most of whom work in Finland or in the company’s subsidiaries in Poland and China. The company is a strong exporter, but also plays a significant role in the Finnish market.

Last spring, Deltamarin Ltd was in the middle of a strategy process. It was time to revise the existing business plan so that it would extend further into the future. Jari Nurmi from Deltamarin was trying to come up with ways to ensure that supervisors and other key persons involved in implementing the strategy would understand the company’s revised strategy and goals consistently and as originally intended by management.

79

BEST PRACTICES SUPPORT SUPERVISORS IN OPERATIONAL DEVELOPMENTTurning employee survey results into development projects can be a challenging task, because the results can be interpreted differently in different situations and contexts. Supporting supervisors at different organisational levels is often a key success factor for development projects. Best practices offer concrete ideas and practices to support supervisors in their work and in the processing of survey results to develop the company’s business.To facilitate supervisors’ work, Corporate Spirit has collected methodology data based on its extensive practical survey and consulting experience to its new Best Practices Library. The purpose of the Library is to help individual supervisors find survey result interpretation practices that best suit their situation and leadership style.

Since all organisations and situations are unique, supervisors have individual leadership styles and employees have different expectations, it is impossible to offer pre-designed generic solutions. The library gives the supervisor an opportunity to review different approaches to a certain survey question instead of steering towards rigid patterns.

“Best Practices is a collection of tips and instructions for resolving even very challenging situations. Our experience has shown that companies are ready and open to process even critical survey results from different perspectives. A learning organisation can often implement the required changes effectively by sharing expertise and experience,” says Kenneth Söderholm, Head of Consulting at Corporate Spirit.

Creating dialogue within units is now easier

Creating a well-functioning dialogue between the supervisor and employees is one of the most essential principles behind the Best Practices. This makes it easier to form a comprehensive overall impression of the situation and find solutions that serve the interests of different parties, and it also reinforces employees’ willingness to assume responsibility for implementing these solutions.

“The Best Practices Library helps supervisors interpret and understand survey results more openly. A dialogue on the survey results between the supervisor and employees is a foundation for developing joint activities. It also makes it easier to clearly connect the units’ development measures to the company’s overall strategic targets,” says Pirkko Kapri, Director of Corporate Spirit’s Research Unit.

Benefits for the organisation and supervisors

The Best Practices Library’s benefits for the organisation and individual supervisors include the following:

• A wide range of thoughts, approaches and methods, as well as options for all sub-questions

• Practices are easily found in the same survey system, which is also used for reporting the survey results

• Every supervisor with read rights to the report can use the library independently

• The library enables all supervisors to make better, more effective development solutions, regardless of their unit’s survey results

• Supervisors need less external support, and the support can be more effectively focused on those facing the most challenging situations

Instructions support supervisors and encourage them to adopt a collaborative management style that includes assigning responsibility to employees.

9TOOLS FOR DEVELOPMENT

???

9

THE WORLD IS NOT ENOUGHLeadership in a constantly changing environment

10

Even in changing situations, good managers must be able to strengthen the employees’ understanding of the common primary task of their team and each individual’s primary tasks – the things that entitle them to their pay. A performance appraisal once or twice a year is not enough. This interaction has to be present in everyday working life and a manager needs to pay attention all the time. This is why agreeing on, complying with and, where necessary, updating common rules is becoming more and more important, especially in terms of ensuring that business operations are both timely and relevant.

Changes in the internal or external operating environment may force organisations to change structures and procedures abruptly, thus raising several questions. How do you engage and motivate your supervisors? What managerial input is needed to implement the desired changes? How do you ensure that employees do exactly what they’re supposed

to do, regardless of general uncertainty both within the company and outside of it? Good leadership contributing to an organisation’s success only comes about if all members of a work community understand their responsibility. Even an excellent manager is not able to turn sour grapes into fine wine by merely doing or saying things.

A good manager doesn’t shy away from intervening constructively in challenging situations in the work community, before they become too massive to address in a result-oriented way. Members of the work community can be taught to receive feedback and to see their own actions and behaviour as part of a bigger picture. Flexibility, the ability to tolerate uncertainty and adaptability are skills that constantly need development in all personnel groups in an organisation.

The age-old saying “Treat others as you wish others would treat you” is still one of the most important rules in any work community. The expectations placed on leadership are continually increasing. Studies tell us that less and less people are willing to become managers. Yet, if you take it as a possibly rewarding challenge, being a manager can be a wonderful expedition into oneself. After all, who would not want to become a bit wiser in the course of this lifelong journey?

Corporate Spirit’s 360 assessments give the organisation a clear understanding of the state of leadership and allows them to develop the leadership skills of supervisors or experts together with a specialist consultant. The concept is based on utilising external benchmarking data and the latest insights into leadership and management.

In leadership workshops, it is rather easy to get managers to talk about what kind of qualities they expect of their own bosses. It turns tricky, though, when they start analysing themselves in the light of their own expectations. Am I the kind of manager I wish my boss would be? Have the features of good leadership been identified in our company?

The 360 Leadership assessment is based on seven leadership competencies and supports efficient leader-

ship of people, managing things and self-leadership.

LEADERSHIP DEVELOPMENT

9

Mari Puoskari, Director, Strategy, Communication and Sustainability, Ekokem Oy:

“360 ASSESSMENTS ENABLE EFFECTIVENESS IN STRATEGY DEPLOYMENT

”An essential part of our work - and added value to our customers - is about creating new ways of utilising waste as a raw material. Our strategic choices require both innovativeness and enthusiasm, which sets new challenges for leadership and managers. Being able to create a new leadership culture that supports our strategy and way of thinking is essential.”

To help ensure an innovative working environment, leadership assessments are carried out at Ekokem. Based on the business need and discussions with respective superiors, each manager implements their own development plan, together with his or her own team. Corporate Spirit’s consultants provided support for managers in finding and prioritising personal areas for development and in setting goals for improvement. The Managing Director of Ekokem was personally facilitating the development of his direct subordinates in the management team.

”The assessments have proven to be an efficient and fruitful way of seeing how well our managers are performing, and how they have succeeded in disseminating the company strategy to their teams. Our line of business is becoming highly innovative, and the growth opportunities can be found mostly in the work of specialists. Continuous development of our personnel is an important element of our new strategy.”

While leadership assessments are perceived as useful and beneficial among managers themselves, they have also proven to be a good way of helping managers to engage their teams in development and to create well-organised and agile working methods in their teams. When managers have a clear view of what needs to be done and by whom, the teams of specialists can concentrate on their daily duties - discovering new solutions for building an even more sustainable environment.

Ekokem is one of the leading Finnish total service pro-viders in the field of environmental management. The company’s services cover, for example, treatment of contaminated soils, construction of landfills, and many kinds of waste treatment solutions. In 2013, Ekokem Group’s net sales rose to 196 MEUR, while the average number of employees was 700.

“

11

In the field of environmental management, the traditional ways of taking care of business are changing. As Ekokem’s Mari Puoskari outlines the cornerstones of the company’s new strategy, it becomes evident that the opportunities made possible by new technologies and innovative approaches are on a sharp increase. At Ekokem, the 360 leadership assessment process provides a solid and practical foundation to find the leadership qualities that best improve manager effectiveness and support the company’s strategy.

LEADERSHIP DEVELOPMENT

CORPORATE SPIRIT LTDHR INTELLIGENCE TO SUPPORT BUSINESS SUCCESS.EDITOR-IN-CHIEF: PIIA AALTO | LAYOUT: SUSANNA ITÄHAARLA | CIRCULATION: 4000 WWW.CORPORATESPIRIT.EU | INFO@CORPORATESPIRIT.FI

HR INTELLIGENCE TO SUPPORT BUSINESS SUCCESS.

Your partners in developing ORGANISATION AND LEADERSHIP

FINLAND Corporate Spirit Oy

Valkjärventie 7 A FI-02130 ESPOO

tel. +358 9 452 0730 fax +358 2 231 4939

SWEDEN Corporate Spirit Ab

Birger Jarlsgatan 2, 5 tr S-11434 Stockholm

tel. + 46 8 505 65 171

NORWAY Corporate Spirit Ltd

Dronning Eufemias Gate 16 0191 Oslo

tel. +47 2 389 8880

CHILE Corporate Spirit Ltd

Av. Golf de Manquehue 9750 Lo Barnechea Santiago

tel. +56 9 5628 8292

Corporate Spirit’s services are available around the world. We work closely in co-operation with This Is... Ltd in the UK and Breitenstein Consulting in the German, Austrian and Swiss markets.

THIS IS... LTD Meadside West Hill Avenue

EpsomKT19 8LE Surrey

UNITED KINGDOM tel. +44 1372 801 354fax +353 1 617 7811

Dr. Richard Plenty Managing Director

+44 7768 7732 richard@thisis.eu

BREITENSTEIN CONSULTING AG

Altheimer Eck 7DE-80331 München

GERMANYtel. +49 89 41 200 565fax +48 89 41 200 567

Tim Bookas Managing Director +49 160 969 48538

tim.bookas@breitenstein-consulting.de