introduction: “The scale of our ‘reset’ was ambitious in terms of pace and workload. We had to make structural changes, bring in new functionality and reset internal processes.” say so SSP UK and Ireland CEO Kari Daniels A look back at the biggest milestones, challenges, and structural changes from my first year leading SSP.
In what Daniels described as a “year of reset,” SSP underwent a detailed strategic review to fine-tune its portfolio across channels and prepare for growth. According to Daniels, the main pillars of this reset were to focus on the customer, invest in the company, and update the key his SSP brand.
She said: “Having the right portfolio is a key driver of our growth, and our opening and refurbishment program is now four times higher than before the pandemic.”
Daniels will discuss our big priorities for 2024 and outline the key tenets of SSP’s unique diversity and inclusion program in commemoration of International Women’s Day. The theme for 2024 is “Let her in: Invest in women. Accelerate progress.” Daniels believes SSP, with its 50/50 split at the executive level, is at the forefront of equality in the food and beverage industry. The company has also invested in several key community programs that help women not only feel included, but thrive both inside and outside of their organizations.
What are your main impressions of your first year at SSP?
First is the dynamism of our business. We operate in a very fast-paced environment spanning the retail and hospitality industries. Secondly, the passion and drive of the team. Because there’s so much enthusiasm, commitment and energy among my colleagues, especially my frontline colleagues.
Third, the strong relationships we have built with our customers. We work in a truly amazing travel scene, which naturally demands innovative offers and leading brands. And finally, the breadth of our proposition and brand portfolio. The company operates over 20 owned and partner brands across the UK’s rail and aviation facilities.
How has your business evolved during this time? What are your priorities for 2024?
While aviation has largely recovered to pre-pandemic levels, rail to a lesser extent, there are still plenty of opportunities to explore. We described our first year as a “year of reset,” focusing on our customers, providing them with great service, and investing in our assets while revamping our core SSP brand.
We have just completed a very detailed strategic review. We looked at our business by channel and by category and found that we have the right brand portfolio to cover all of our customers’ needs. We continue to develop our services with long-standing partners His brands such as Burger King, Starbucks and M&S Simply Food, and last year he signed exciting new partnerships with BrewDog and Breakfast Club. It has also invested in its own brands, including Café Local in Train Stations and Soul + Grain in Planes and Trains.
We’re also investing in technology and services to better serve our customers. For example, we upgraded all of our coffee machines and invested in “order-at-table” technology that allows customers to order at a time that suits them and have their orders made to order.
What is the most interesting challenge or surprise?
Certainly, there were some external headwinds. We see our customers being affected by the cost of living crisis, but here in the UK rail market we also have to respond to significant disruption caused by industrial action. The resilience and agility that teams across the company have shown in responding to these challenges has been outstanding.
The scale of our ‘reset’ is ambitious in terms of pace and workload. We had to make structural changes, bring in new features, and reset internal processes. Great progress has been made, but as always there is more work to be done.
The theme of IWD2024 is ‘Trust her: Invest in women. Accelerate her progress.” How do you think SSP is investing in women across the organization?
Supporting women in the workplace is very important to me personally. We focus on a Diversity, Inclusion and Belonging agenda across our organization and are invested in helping women reach, reach and succeed in leadership positions.
We have a diverse global workforce representing more than 135 nationalities and speaking more than 50 languages, and half of our colleagues are women. Therefore, our team is, by definition, inclusive and culturally rich.
Across the group, all managers receive training to raise awareness of what DE&I means. But good practice cannot be “trained.” It requires a cultural shift that goes beyond box-checking and symbolic gestures. We need to remove barriers and foster a sense of belonging that allows all colleagues, regardless of race, age, ethnic background or gender, to chart meaningful career paths. Equity and inclusion must be built into organizational structures.
There’s a sense that we’re getting real traction here, and one example of how this is happening in practice is through a vibrant and thriving network of colleagues. These bring together communities of people from across the organization, focusing on neurodiversity and disability, LGBTQ+ issues, as well as the UK and Ireland Women’s Network and the Menopause Network, for example.
Our UK board currently has a 50:50 mix of men and women, but at group level we now have 50% women on our board, exceeding the board diversity target set by the FTSE Women Leaders Review. I am.
What are the next steps your company can take to support the growth of women within your company?
It is important to recognize that we are on a journey and there is still work to be done. As a member of WiHTL’s advisory board [the organisation that supports companies in the travel and leisure industries in creating diverse and inclusive environments –Ed] In addition to being a member of IDG’s CEO Forum; [which is a forum of industry leaders looking to tackle issues in the consumer goods sector –Ed], I’ve found it really helpful to work with and learn from people in organizations who are further along in this journey.
You can’t evaluate what you don’t measure. We spend a lot of effort looking at data about what people think and feel about their workplaces. Based on recent findings from colleagues, we seem to be doing pretty well.
So we’re in pretty good shape. The 2024 study is currently underway, but it will be interesting to see if and where the dial moves. New results will help you refine your plan and focus where you need to focus your efforts.
What role do companies like SSP play in ensuring equal opportunities are given to women, especially in the food and beverage industry?
We now need to consider how we will navigate the next generation emerging across our businesses. As a large organization with over 400 units across the UK, there is no shortage of opportunities, including quick service, full service food and beverage outlets and retail outlets. Another big advantage of this industry is that it lends itself to the flexibility that many women need at different points in their careers. You can also literally flex that flexibility to offer different work patterns from week to week, month to month, or year to year.
How has thinking about diversity and inclusion in the workplace changed over the course of your career in the international retail and food industries?
Undoubtedly, there has been a tremendous change in attitude. In my case, I was often the only woman in the room, but now I’m rarely the only woman in the room. This change is structural, but also cultural. It’s just a real feeling. I feel like I belong more than ever in my career. I would like to think that my experience reflects that of other women across the industry.
What more is needed to ensure everyone in the travel dining sector is fully represented?
There is still much work to do and a push to accelerate change. Women continue to be disrespected.
In a global organization like ours, we see differences across markets. In some parts of the business, such as Northern Europe, many of the battles were won decades ago, but in other parts of the world the process is only just beginning.
As SSP’s first female regional CEO, what advice would you give to the next generation of female leaders in the industry?
Be brave and seize every opportunity to pursue the career you want. Women are still more likely to suffer from “imposter syndrome” than men, so it’s important to believe in yourself and your abilities. If you don’t have confidence in yourself, find someone who can help you find it. Sometimes it’s hard to see, but in my experience, more often than not, the people around you are batting for you and want you to succeed. ✈
