Do many people working in the food industry enrol with Smurfit?

We have a good cross section of industries in courses here at Smurfit but food is certainly well represented, particularly through our association with Bord Bia. However, investment from food companies in upskilling their people wouldn’t be as high as other sectors, which have a greater focus on talent retention and development. The tighter margins in the food industry limit the budgets companies can have for training and executive development. I also think there traditionally hasn’t been a huge importance placed on learning and development as you progress through your career in the food sector, particularly from middle management up to senior management level.

Why do you think this is?

In my experience, the food industry has traditionally been very much about learning and gaining experience on the job, which is obviously hugely beneficial. But coming into the likes of Smurfit also has benefits so people can learn from other industries and broaden their horizons. Succession planning is very important in other sectors but there just hasn’t been that level of emphasis in the food industry. However, I do see this starting to change. The younger generation, or those coming from outside the food sector, are demanding learning and development opportunities. HR directors are now telling me that when younger people come in for interviews they’re equally interviewing the company and asking what the company will do for their career development.

What skills do you see a shortage of in the food sector?

The food industry is certainly more traditional. There is much greater diversity in other industry sectors in terms of gender, nationality or experience. Most people in the food sector are Irish and have some direct connection to farming or food. People in the food space don’t tend to move around as much as other sectors. However, this is evolving and having a more diverse community of people working in the food sector is important.

Is there adequate corporate governance in the food sector?

Governance is a continuous process of improvement in any industry. We’ve seen a crisis in governance in organisations like Anglo Irish and others. This has made people really aware of the responsibility they’re taking on when they sit on a board. More and more people are coming to us looking to be armed with the knowledge to be an effective board member.

What is the right size for an effective board?

If we look at other industries, ideally a board should have between eight and 12 members. Once a board starts to go over a certain number then you have to question the effectiveness of it. It’s important to have an effective structure below board level, whether that be sub-boards or committees. You don’t have to exclude people but the main board needs to be an agile structure that allows for effective decision making and proper robust discussion. When board numbers become too big that sort of robust discussion become difficult and onerous.

UCD Smurfit Executive Development will be exhibiting at the Agri Careers Expo in the RDS on Thursday 14 February.