People Development Summit 2020
11 - 13 March, Dolce La Hulpe, Brussels

Dr Hannah Fry

Associate Professor of Mathematics of Cities
University College London
How to be human in the age of the machine
  • Biography

    Dr Hannah Fry is an Associate Professor in the Mathematics of Cities at the Centre for Advanced Spatial Analysis at UCL where she studies patterns in human behaviour. Her research applies to a wide range of social problems and questions, from shopping and transport to urban crime, riots and terrorism.

    Her critically acclaimed BBC documentaries include Horizon: Diagnosis on Demand? The Computer Will See You Now, Britain’s Greatest Invention, City in the Sky (BBC Two), Magic Numbers: Hannah Fry’s Mysterious World of Maths, The Joy of Winning, The Joy of Data, Contagion! The BBC Four Pandemic and Calculating Ada (BBC Four). She also co-presents The Curious Cases of Rutherford and Fry (BBC Radio 4) and The Maths of Life with Lauren Laverne (BBC Radio 6).

    Hannah is the author of Hello World, The Indisputable Existence of Santa Claus: The Mathematics of Christmas, and The Mathematics of Love: Patterns, Proofs, and the Search for the Ultimate Equation.

  • Presentation Outline

    We all like to think of ourselves as strong, independent and single-minded individuals. But despite our illusion of free will, despite the seemingly random sets of circumstances that bring about our decisions, our behavior as humans is surprisingly easy to predict.

    But what about if we go beyond the superficial, past correlations and pattern recognition and get right into the heart of who we are as humans. Are there stories hidden in our data that will surprise us? How can they be used against us? And can we use what we learn about ourselves to make the world better?

    In this talk, I'll take you on a tour the intriguing insights we're uncovered by looking at ourselves through the eyes of data. For good or for bad, I'll show you how a mathematical view of what it means to be human is already shaping the way we design our society.

Nick Henley

Independent Consultant & Former Head of Talent
The Science of Behaviour Change
  • Biography

    Nick has over 25 years experience within people change and development as well as having run his own Talent Consulting business in Asia. He has delivered effective change and talent development programmes to multinationals and SMEs alike in a variety of industries. He has featured in a number of publications, including HuffPost, Chief Learning Officer magazine, among others, and is also a sought after speaker on leadership. Nick is currently writing Leading Engagement, which is due for publication in 2020.

  • Presentation Outline

    Companies spend a vast amount of money on training their employees every year (with estimates in the US putting this over $90bn p.a) yet are they getting a satisfactory return on their investment?

    This interactive session acquaints participants with the latest findings from neuroscience and I/O Psychology as they share what does and doesn't work (and why) and what makes the difference in behaviour change. The explosion of empirical studies in human behaviour over the last 15 years will be condensed into key practices Talent professionals need to apply in order to promote organisation-wide changes in behaviour. As many of the findings contradict current practice in HR this session is ideal for those who are keen on exploring new approaches to talent development.

Kathryn Austin

Chief People & Marketing Officer
Pizza Hut Restaurants
Case Study: ‘Make & Mend’ Pizza Hut Restaurants’ Leadership Academy
  • Biography

    Kath’s mission is to build the reputation of careers in the hospitality sector. She works with various bodies to develop hospitality Apprenticeships and qualifications from entry to MBA. By day, Kath is a senior owner of Pizza Hut Restaurants UK, responsible for People & Marketing. By night, Kath lives in Wales and spends her time mentoring local businesses including the national award winning concept ‘Crwst’. Kath is also an NED for Bluestone National Park Resort.

    Prior to the Hut, Kath worked for Yum Brands! and also has over 10 years of experience in the financial sector. Kath started her career with British Airways and her early claim to fame was that she won ‘Young Cook of Great Britain’ and judged Junior Master Chef. Kath has been recognised as an industry leader awarded HR Magazine’s ‘HR Director of the Year’, ‘Most Influential’ & HR Excellence Awards ‘HRD of the Year’.

  • Presentation Outline

    When market conditions are really tough and P&L’s are being squeezed it is also the very time when a business needs strong leadership and change management capability so how can you achieve an increased focus on developing leaders during a perfect storm of distraction?

    The Restaurant industry is facing strong headwinds that has recently seen the failure of some well-known brands from a combination of factors including; rising business rates, vat, wage inflation, levies, food inflation and of course the ‘B’ word.... Pizza Hut Restaurants’ response is to adopt an approach that can best be described as ‘Make and Mend’. The phrase originates from the Navy and refers to a period of time without assigned duties given to the crew of a ship to focus on fixing their clothing (or themselves). The Pizza Hut Restaurants literal interpretation of that phrase is to allocate development time away from the day job for their critical Area Management population to focus on their personal and professional development. ‘Make & Mend’ was also a wartime attitude - when times are tough you have to be creative, resourceful and find solutions from what you already have available. This mind-set is also very true for Pizza Hut Restaurants where an internal Leadership Academy has been established to support Area Managers leadership development but it has been designed and delivered completely in-house by internal subject matter experts including the CEO and management team.

    For as little as a few hundred pounds a year and a bit of time, the business is delivering the equivalent of hundreds of thousands of pounds of investment into leadership development via a ‘Make and Mend’ approach. This case study explores the opportunity and practical challenges experienced along the way.

Jackie Barefield

BI Head of Learning
The future of work
  • Biographies

    Jackie is an HR professional with over 20 years’ experience mostly in technology focussed organisations. She is a Chartered Fellow of the CIPD and a Fellow of the LPI, and has held strategic Learning and Development roles at Mediaocean, Unilever and GroupM. Her MIT is to help business leaders deliver on their strategic objectives through accelerated capability building and performance elevation. She has particular expertise in designing new learning propositions and a passion for creating knowledge ecosystems which power the flow of learning in all directions at all times.

    Jackie is currently Barclays International Head of Learning, located at Canary Wharf London.

  • Presentation Outline

    Is your organisation future-fit?
    Are you personally ready to exploit emerging technologies, methods and mind-sets as and when they appear on the horizon?
    If not, and you want to discover where to act for long term success, join this fun action workshop where we’ll use an immersive and engaging format to identify what the world of work might look like in the future. We’ll apply futures thinking as a device to examine possible outcomes, then balance dream and reality in order to build a viable sense of the future.

    Jackie will facilitate this session and help you explore how trends such as automatons, machine learning and artificial intelligence will impact our livelihoods and those of our children. You’ll consider the potential effects of climate change on our workplaces and how our government’s commitment to building a net-zero economy might change the course of work history.

    You’ll leave the workshop with a view of the workplace in 2025 and beyond, ready to future-proof your current strategies and make plans for staying ahead of the curve.

Anne-Marie Archard

London Leadership Academy
Inclusion – lessons from the NHS
  • Biography

    Anne-Marie has worked in the NHS for the last 16 years and for the last 7 as the Director for the London Leadership Academy, the regional arm of the NHS Leadership Academy. Her portfolio of work has included board development, aspiring director and CEO development and most recently a focus on inclusive leadership development for the capital through initiatives such as the Capital People Programme, Talent Management and the London Women's Leadership Network which has over 600 members. She is also the Chair for Leadership Academy's National Inclusion Leads Network, and has supported the evolution of the National Building Leadership for Inclusion Programme. She chairs the London Regional Talent Board working group, is a member of the HPMA Board for London as well as a Fellow of the Royal Society of Arts. Anne-Marie is an active qualified coach, facilitator and supervisor and OD consultant. Her approach to development is based on her belief that everyone has the ability within themselves to reach their full potential.

  • Presentation Outline

    In London we have been working with organisations to look at what we can do to support both of these areas: developing a women’s network that not only supports women but looks at areas of intersectionality, conversations with men as allies, how we can work more flexibly across the NHS and launching an inquiry to understand what may be working locally on gender initiatives; looking at a partnership with black men (those from African or afro-Caribbean origin) who are one of the most marginalised BME groups in our workforce, to bring them together with white men, to discuss areas of sameness and difference and look at active sponsorship for this group. I will share our approach based on lived experience, what we have found works and the challenges of being an ally in the work of inclusion.

Andrew Marrins & Emily Allen

Commercial Capability Consultant & Head of Learning & Development
Heineken & Cooper Parry
Culture Club - How to drive and retain culture through L&D
  • Biography

    Andrew Marrins - Commercial Capability Consultant, Heineken

    Andrew’s career began with the Scottish Co-operative Group where he trained in Accountancy before seeking an opportunity with Boots in 2006 as a Regional Finance Manager. Whilst at Boots, Andrew embarked on a year-long Leadership Development Programmed which concluded in attending an inspirational week long residential programme at Kebele College Oxford , part of the Oxford Summer School. On return to Boots, Andrew decided to pursue a different career path and ventured into the world of Learning & Development , through exceptional internal support.

    From there , Andrew has held various L&D roles across Boots The Chemist, Specsavers, Boots Opticians , Head Of Learning & Development for BrewDog and now holds a L&D consultancy role at Heineken. The transition from health led organisations into the world of beer was not easy but it’s certainly been both rewarding and challenging.

    Emily Allen - Head of Learning & Development, Cooper Parry

    I’m not really sure where the career bit of my working life took off, after graduating I did many a random job and then eventually decided to fund myself through the CIPD and look for a job in HR. Having worked in HR for the NHS, Securitas Cash Management (where I memorably had to do kidnap training just in case…) Nottingham Council and an offshore/scaffolding company I spent a big chunk of my career at Thorntons (you don’t get sick of all the chocolate). I worked on the retail side of the business for the first 6 years – travelling up and down the country and working with area managers and store teams. I moved into partnering the support office as well as retail and then after an enlightening conversation with the HRD at the time I moved into L&D for the whole business and absolutely loved it.

    It was whilst at Thorntons I attended Oxford Summer School, A week long programme designed for retail talent of the future. First as a delegate and then returned as a Group Director for a few years after. Eventually the role grew to take on recruitment and talent management and after 9 years I decided to take the plunge and challenge myself with a new role at Boots as a Senior BP to Trading and Marketing for my first few years before again finding the lure of L&D too much to ignore. Then a swerve from retail into financial services, I joined Cooper Parry because they were different and I wanted to be part of it. I wanted a role where I could try new stuff, have autonomy and win some awards!

  • Presentation Outline

    It’s not a surprise that Andrew and Emily both ended up working for companies like Brewdog and Cooper Parry - they have worked together many times in the past. At Oxford summer school they had the chance to shape the programme and then a few years later rip up the rule book and start again - a challenge that was up both their streets. At Boots, the rule book was a bit harder to rip through but that didn’t stop them trying really hard - Andrew For opticians and Emily for support office.

    The worlds of brewing and accountancy might seem like a strange cocktail in a dodgy bar, but Brewdog and Cooper Parry have complimentary ingredients when it comes to culture that makes them exciting places to work. Both cultures are based on pushing the boundaries of what is possible in their field, neither afraid to disrupt the status quo and both with incredibly high expectations of and belief in the people who are part of their teams.

    In this session they will explore ideas around how to drive and retain culture through L&D and how it becomes truly embedded so it’s not just a tick box exercise. They will share where we have seen success and where they continue to face challenges and what the future looks like as our working environments and businesses continuously grow and change.

Stuart McPherson

Head of Contracts & Apprenticeships
Is your business Leveraging your Levy?
  • Biographies

    Stuart started his professional professional life in hospitality amidst the craziness of the Heathrow airport hotel network, and although he didn’t follow that as a career path he learnt much about high quality service provision and found his passion for Learning & Development. After working in various different L&D roles for Hilton, Shell & Compass Stuart now enjoys the role of Group Head of Contracts and Apprenticeships at Interserve, An International Support Services, facilities management & Construction Giant.

    The challenge is huge, How do you deliver a quality enriching learning experience for every individual when their working environments, learning providers and qualification are all different and in some cases (with the new Apprenticeship reforms – changing). Embedding great strategies for Stakeholder management, subcontracting and quality assurance are at the heart of his day to day challenges whilst of course learning from your mistakes.

    Stuart still has a passion for promoting the opportunity for everyone to learn in as many different and innovative ways as possible.

  • Presentation Outline

    Since the introduction of the Apprenticeship Levy in 2017 many organisations have struggled to make the transition from just recouping what is essentially another business tax to embedding an Apprenticeship culture that is both strategically aligned and learner-centric. At Interserve we currently support over 750 learners who are working towards 42 different qualifications with 29 strategic partners and training providers. The facilities management business is often client driven with our line managers very operational and not initially well informed of what a modern day Apprenticeship consists of.

    Join this Interactive and Informative session designed to explore many of the challenges that organisations that pay into the Apprenticeship Levy face, from the initial setting up and administration of the AS system to the alignment of your Apprenticeship agenda to the current business objectives through to creating a quality framework designed to ensure that each and every employee has the opportunity to gain appropriate new skills, knowledge and behaviours that that bring value to your business and enrich their lives as individuals in an ever changing working environment.

    We will explore common challenges such as setting up robust agreements with your supply chain, quality monitoring observation regimes and preparing your employees effectively for the new world of End Point Assessment.
    Home in on your specific challenges, share best practice and take away an action plan ready to make a difference to the way your key stakeholders perceive the value of paying into the Apprenticeship Levy.

Carol Derbyshire

Learning & Development Director
JPIMedia Ltd
Technology in L&D is critical, the right technology is a game changer
  • Biography

    There are many different starting points in a career and after dabbling as a breakfast cook, dog walker and dental nurse found my starting point to be when I joined the newspaper industry in the 80’s at the Grimsby Evening Telegraph, initially taking inbound calls on the lovingly know area of ‘Hatches, Matches and Dispatches’ or more publicly known as the ‘Births Marriages and Deaths’ section.

    The industry has been through a vast amount of change, the birth of the internet quickly opened up a whole new opportunity in advertising. As a sales person I had a passion for the pace this industry provided and the techniques used to establish the right customer solutions after moving from inbound to outbound sales and then into sales management. The truth is I didn't start my career thinking that my future lay in training and HR, it simply happened and I’ve never looked back!

    Fast forward 20 years... I’ve had a fantastic and fulfilling career in L & D, met, trained and learnt from so many amazing people... and there were a few I could mention who without a doubt developed and honed my ability in the art of patience and resilience! Now as the L & D Director for JPI Media the last two years have been the most rewarding. I have an amazing team of trainers and content developers who constantly strive to be the best they can be, highly innovative and a joy to work with. Our business relationships are highly collaborative and L & D has a voice in the business that is part of the business not just a support function trying to keep up.

  • Presentation Outline

    What if there was an opportunity to use technology designed around the individual and their roles within a business?
    What if the individual has the ability to assess their own skills and knowledge to understand and take ownership of their development?
    What if their line manager then had the opportunity to observe real time performance that provided a gap analysis of competency and behaviours?
    What if this analysis identified coaching opportunities and pushed learning specifically to a need?
    What if this technology could provide MI that provides analysis and comparisons across the organisation providing L&D with a unique insight into the business capability and more importantly enabling the right training intervention at the right time?
    What if this could also be used in talent management, resource and career planning
    What if this technology had a direct impact upon sales and revenue?
    What if this technology won awards?
    What if...exists.
    Technology is a critical enabler in any business…..the right technology is a game changer.

Damien Shieber

Head of Culture & Inclusion
Employee wellbeing – Preparing your business to support mental health
  • Biography

    Damien has been with Santander just over three years and is the Head of Culture and Inclusion working in the HR Function. As the Head of Culture and Inclusion, Damien leads the development of the culture strategy identifying the overall cultural themes to support the alignment of purpose, values and behaviours across 24,000+ colleagues. Included in his responsibilities are cultural direction, employee wellbeing, diversity and inclusion, culture measurement and people insights, employee engagement and behaviour frameworks. Prior to this role, Damien was the Head of Performance Management designing and implementing a cultural change programme, re-positioning performance management as part of the employee value proposition bringing simplification and alignment to how people contribute day to day. Damien previously worked at the BBC in Talent and Organisational Development and for RWE Group (Utility provider) as a Talent and Development Lead. Damien started his career in Learning and Development consulting with Capita Group.

  • Presentation Outline

    Our mental wellbeing is not fixed, it's fluid and we all experience times when we're struggling or not coping as we might like, or where our circumstances and life events make things extremely difficult and challenging. It's part of life, and sometimes it's OK to not be OK. The recent Mental Health at Work YouGov survey conducted for Business in the Community (BITC) and Mercer Marsh Benefits* shows only one in two (51%) of respondents say they feel comfortable talking about mental health in the workplace, and two in five (39%) say they have experienced a work-related mental health issue in the last year. In this discussion, I will share a best practice framework that can be activated and build on existing offerings among employers at all levels with resources to help employers both get started, build on the current approach, share experiences and signpost further areas of support.

    *Mental Health at Work YouGov survey conducted for Business in the Community (BITC), and Mercer Marsh Benefits. The findings are from a survey of 4,236 full and part-time employees in the UK that is representative of gender, age, industry sector, region and business size, excluding sole traders and those working alone. The survey explores mental health and wellbeing in the workplace with many questions tailored for managers and those who have a manager.

Debate Mate

Opening Debate
Debate Mate
Employing the Millennial workforce - This House believes that salary is more important than culture when attracting and retaining millennial talent
  • Biography

    Debate Mate is an innovative global business that provides leadership and communication training across a wide variety of industry sectors. Responding to demand from the corporate world, we have built a curriculum and teaching methodology to address business-specific communication needs. Our format is based on the fundamentals of competitive debating and our facilitators are experts in their field.

  • Presentation Outline

    What do millennials value at work?

    Is it, a sense of social purpose? A feeling of belonging? Working at the forefront of their field? Or is it security, disposable income, and status? Have millennial priorities changed the benefits landscape? Do changes in workforce demographic mean we need to rethink our employee attraction and retention strategies?

    For the first time at a Summit Event, the global social business, Debate Mate, will host a dynamic and engaging debate on one of the HR industry’s hottest topics – employing the millennial workforce. The debate is designed to get to the essence of an issue, pulling no punches and using a tried-and-tested format to explore unique perspectives on traditional issues. Two senior executives from the HR industry will be joined by a panel of world champion university debaters and recent graduates (millennials!) to debate the motion:

    'This House believes that salary is more important than culture when attracting and retaining millennial talent'

Speaker Programme

The People Development Summits programme consists of 6 Strategy Group sessions – case study led presentations followed by Q&A and 2 Action Learning workshops – key topic roundtable discussions.

If you have any recommendations for speakers or topics please email

Register your interest in the People Development Summit

11-13 March 2020, Dolce La Hulpe, Brussels.

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“Well organised; quality conversations; a great opportunity to meet and build relationships with likeminded suppliers and delegates. All in a convivial and relaxed atmosphere in a great location. Simply perfect!”

Rachel Brastock, Head of Talent Development & Engagement

“Thank you Summit Events for another fantastic session. The organisation is second to none. The value of these two days for networking, sharing best practice and meeting great people is such a great investment, its why we keep coming back. Meeting likeminded people who are all passionate about development is amazing and creates a great environment for really interesting conversations.”

Jenny Jones, Sales Director
Dove Nest Group