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ISS reorganises EGM to strengthen strategy execution

At the end of last year, ISS announced its ambition to increase organic growth to 4-6 per cent per annum by accelerating its transition towards Key Account customers. To drive this acceleration and create a simple and agile platform for growth, the global provider of facility services has reorganised the Executive Group Management (EGM) which came into effect on 1 March, 2019.

ISS’ operations in Continental Europe and Northern Europe are stronger and more aligned. In order to drive growth and efficiency through the sharing of volumes, concepts and talent, the two regions will be merged. The new Europe region will work very closely with Group functions with certain countries supporting the global development and deployment of tools across the Group. This will be led by Jacob Götzsche as CEO – Europe. He was previously responsible for Continental Europe.

Richard Sykes, currently Regional CEO of Northern Europe, will become CEO – Strategic Transformation. Under this new division, he will build a team that will be dedicated to the management and performance of the 13 countries that have been listed for divestment whilst building capacity to maintain operational delivery to global Key Account customers in these countries.

Americas and Asia-Pacific continue to be strong growth markets for ISS. Dan Ryan will continue as CEO – Americas, while Dane Hudson will remain as CEO – Asia-Pacific.

Bjørn Raasteen who has been the General Legal Counsel for the Executive Group Management team will be formally inducted into the EGM

As announced on 20 December 2018, Corinna Refsgaard has been appointed the Group People & Culture Officer.

The rest of the Executive Group Management team remain unchanged with Pierre-François Riolacci as the Group Chief Financial Officer, Troels Bjerg as the Group Chief Operating Officer and Andrew Price as the Group Chief Commercial Officer.

ISS Group CEO Jeff Gravenhorst, said: “We have a clear focus on growth by serving Key Accounts across the globe. These Key Accounts have certain customer needs and to deliver against these needs, it is essential that we build an organisation that is fit for purpose. We are organising ourselves in a way that allows us to leverage volumes, concepts and talent across customers, across services, and across countries. At the same time, Strategic Transformation will have dedicated leadership for ensuring solid performance of countries being divested and building up capacity to operate our global Key Account customers in these countries. This agile structure creates a significantly less complex organisation providing room for our remaining countries to focus on growth.”

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