Cather<strong>in</strong>e Roe | <strong>Bus<strong>in</strong>ess</strong> 8 | <strong>EP</strong> Magaz<strong>in</strong>e | <strong>April</strong> <strong>2015</strong>
Cather<strong>in</strong>e Roe | <strong>Bus<strong>in</strong>ess</strong> A QUIET TRANSFORMATION Cather<strong>in</strong>e Roe became chief executive of Elior UK almost a year ago. S<strong>in</strong>ce her appo<strong>in</strong>tment she’s led a quiet transformation, and the <strong>in</strong>dustry senses that Elior has once aga<strong>in</strong> become a major force. <strong>EP</strong> met with Cather<strong>in</strong>e to discuss the past year and her plans for growth Nick Dawe It would be fair to say that when Cather<strong>in</strong>e Roe was appo<strong>in</strong>ted as CEO of Elior <strong>in</strong> the UK there was some surprise across the <strong>in</strong>dustry. Many assumed that, as before, Elior would look externally or overseas for a replacement. From the early days after her appo<strong>in</strong>tment, Cather<strong>in</strong>e had a clear plan for how she wanted to lead the bus<strong>in</strong>ess. There was little time for her to f<strong>in</strong>d her feet <strong>in</strong> the first six months, as she had the Elior <strong>in</strong>itial public offer<strong>in</strong>g (IPO) and the acquisition of Lex<strong>in</strong>gton to complete. It’s testament to her skills that she not only led the company through these changes but has also created a strong, loyal culture <strong>in</strong> such a short space of time. What is really <strong>in</strong>terest<strong>in</strong>g is that this has been done not as one would expect, but quietly and very effectively. Elior has evolved from be<strong>in</strong>g a ‘nice’ respected company to be<strong>in</strong>g a strong contender once aga<strong>in</strong>. Elior really came to the fore <strong>in</strong> the UK <strong>in</strong> 1999 when High Table, Cater<strong>in</strong>g & Allied, Nelson H<strong>in</strong>d and Brian Smith Cater<strong>in</strong>g were brought together under one brand. It was an ambitious task – and not a smooth transition – but it signalled a change and the new company became a key player <strong>in</strong> the market. S<strong>in</strong>ce that time, Elior has grown and entered new markets, become liked and respected, but arguably not a force to be reckoned with. However, one can sense the change that is now happen<strong>in</strong>g. The culture seems stronger, more ambitious and there seems more belief and <strong>in</strong>tent. Cather<strong>in</strong>e is a relatively quiet and modest character, but she is also <strong>in</strong>telligent and fiercely determ<strong>in</strong>ed. She is a planner who is meticulous with detail and has focused on a number of core pr<strong>in</strong>ciples to build her position as leader, ma<strong>in</strong>ta<strong>in</strong><strong>in</strong>g Elior’s exist<strong>in</strong>g focus to service and people. Just before her appo<strong>in</strong>tment, and dur<strong>in</strong>g Cather<strong>in</strong>e’s time on the leadership team, Elior was recognised as the first contract caterer to be ranked among the Sunday Times Top 25 Best Big Companies to Work For. “For the bus<strong>in</strong>ess to grow, our focus has to be on great customer service,” says Cather<strong>in</strong>e. “Over the last couple of years we have developed a unique and compell<strong>in</strong>g proposition for our market: to deliver great customer experiences. To make sure our people have the right skills to “ Over the last couple of years we have developed a unique and compell<strong>in</strong>g proposition for our market: to deliver great customer experiences ” Cather<strong>in</strong>e Roe CEO, Elior UK deliver these experiences day <strong>in</strong>, day out we have comprehensive tra<strong>in</strong><strong>in</strong>g programmes <strong>in</strong> place. “Before we could talk about growth strategies we had to ensure we had a strong base. We’ve <strong>in</strong>vested time and money gett<strong>in</strong>g our team right – succession plann<strong>in</strong>g, tra<strong>in</strong><strong>in</strong>g and development, <strong>in</strong>ternal promotions and motivation. “I’ve made some changes around me,” she adds. “But most of the leadership team have worked with me and each other for a long time. Our relationship is built on a mutual passion for the bus<strong>in</strong>ess and the <strong>in</strong>dustry we work <strong>in</strong>. We have a clear strategy, know what we have to achieve and we work together to deliver our goals. “If the leadership team is happy and united, it feeds through the whole organisation and has a positive impact on our culture. Everyone can sense our purpose. Our people are reliant on the leaders <strong>in</strong> the bus<strong>in</strong>ess to have that epmagaz<strong>in</strong>e.co.uk | 9
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