Operations

Every Easter and Christmas, UK supermarkets compete in headline-grabbing price cuts on seasonal vegetables, slashing staples like carrots, parsnips, and potatoes to as little as 8p per bag. Asda, Aldi, and Lidl have all participated in what’s now an annual ritual of “veg wars,” designed to drive footfall and demonstrate value to shoppers.This Easter was no different. As reported by Fresh Produce Journal, retailers dropped the price of popular Easter veg to 8p again, with Asda offering 1kg of carrots, 500g of parsnips, and swedes at rock-bottom prices. “We want to help our customers enjoy the Easter celebrations, and by dropping the prices on key Easter veg, they can pick up everything they need for an Easter roast without worrying about the cost,” said Asda’s fresh produce buying manager Ade Adepitan.But behind the attractive prices lies a growing concern within the industry: what are these discounts doing to consumer expectations, and who’s absorbing the real cost?“It comes at a cost,” says one Lincolnshire grower in The Guardian, responding to similar promotions at Christmas. “The reality is that these campaigns erode the value of vegetables in the eyes of consumers and put massive pressure on growers.”Supermarkets often clarify that they bear the brunt of these promotional campaigns. An Asda spokesperson told The Grocer, “These promotions are funded by the supermarket as part of a wider investment in keeping costs low for families.” They are quick to assure that growers are not paid less and that farmgate prices remain unaffected.But that doesn’t tell the whole story. While the price paid per unit may not change, the ripple effect is hard to ignore. Producers operate in a market where perception shapes value. Regular 8p promotions shift what shoppers expect to pay for produce – and what they believe it's worth. When prices return to normal, it’s no surprise that demand can take a hit.The British Growers Association and the NFU have both warned about the long-term impacts of such pricing tactics. “These price cuts might not come directly out of farmers' pockets today, but they do set a dangerous precedent,” said NFU horticulture board chair Martin Emmett. “Margins in fresh produce are already razor-thin. When we devalue veg like this, it chips away at already fragile supply chains.”The statistics support this concern. According to The Guardian, the area of land dedicated to potato production in Great Britain has dropped 20% over the last five years. Growers are scaling back operations or leaving the sector altogether due to rising costs and unpredictable returns.Add to that the ongoing labour shortages, high input costs, extreme weather events, and increased compliance burdens, and it’s easy to see why many in the industry are anxious.Yes, these promotions bring shoppers through the doors, but at what cost to the long-term sustainability of the UK’s fresh produce sector? Supermarkets may frame it as a loss-leading investment, but unless that loss is truly internalised, someone else – most often the grower – ends up footing the bill indirectly.“The weekly shop is already a stressful task for many,” writes The Guardian. “But encouraging expectations of extreme discounts risks pushing suppliers further into the red – or out of the industry altogether.”If we want a future where British-grown veg continues to be available, we need pricing models that reflect the true cost of production, not just what looks good in seasonal marketing. Retailers, suppliers, and policymakers must collaborate to strike a balance between affordability for consumers and viability for those who grow our food.For a resilient supply chain, valuing the work that goes into produce needs to be paramount - because it’s not only about what veg costs today, but whether the supply chain behind it will still be standing tomorrow.I sit on the Operations desk here at MorePeople, and being fully immersed in the Food & Fresh Produce Industries, I frequently hear how trends and ploys are affecting those working in the industry. Want to discuss your next career move within the sector? Or looking to expand your team? Get in touch with me to find out how we can help!☎️ 01780 480 530📩 india@morepeople.co.ukContact me 

In the dynamic landscape of food manufacturing, the role of Continuous Improvement Managers (CIMs) has become increasingly vital. These professionals are dedicated to enhancing operational efficiency, reducing waste, and fostering a culture of ongoing improvement within production facilities. As the new financial year unfolds, bringing with it heightened costs and economic pressures, the presence of a CIM is more crucial than ever to navigate these challenges effectively.The Imperative for Continuous Improvement Amid Rising CostsThe onset of the new financial year has ushered in increased operational costs for food and drink manufacturers, driven by factors such as escalating energy prices, labour expenses, and raw material costs. A recent survey by the Food and Drink Federation (FDF) revealed a significant decline in business confidence, with a reported 47% confidence level in the final quarter of the previous year, down from -6% in the preceding quarter. This decline is attributed to mounting pressures and additional costs stemming from government policies.In this challenging economic environment, the role of CIMs becomes indispensable. By focusing on continuous improvement, organisations can identify and implement cost-saving measures, enhance productivity, and maintain competitiveness. CIMs’ expertise in analysing data, managing projects, and leading teams enables them to pinpoint areas where efficiencies can be gained, directly impacting the bottom line. Their efforts in streamlining operations and reducing waste are critical in offsetting the financial strains posed by rising costs.A Debate Worth Having: Standalone CI Role vs. Integrated ResponsibilityWith the new fiscal year and inflation continuing to squeeze margins across the food manufacturing sector, a timely debate emerges: Should continuous Improvement be entrusted to a dedicated role or absorbed into the responsibilities of existing managers? On one hand, the case for a standalone Continuous Improvement Manager is strong, bringing in a specialist whose sole focus is driving efficiency and eliminating waste may seem like an added cost now, but it could yield significant savings in the long run. On the other hand, many argue that frontline and operational managers already practice continuous improvement as part of their day-to-day remit and that allocating more budget to a dedicated role may be a luxury companies can't afford under current economic constraints. The tension lies in balancing short-term financial prudence with long-term strategic gain. With energy prices soaring and raw material costs rising, is now the moment to invest in focused CI leadership or does it make more sense to empower and upskill current managers to carry the torch? Either path demands commitment to the continuous improvement philosophy, but the structure of that commitment is what businesses must now decide.What have I heard?In conversations I've had with professionals across the food manufacturing industry, one theme comes up time and time again. Continuous improvement isn't just a strategy, it’s a mindset. Whether it's a plant manager, a production supervisor, or someone on the floor, there's a shared understanding that progress is driven by consistent, intentional effort from everyone, every day.One of the most refreshing takeaways from these discussions is that continuous improvement isn’t just for the Six Sigma black belts or the engineering team. It’s for everyone. People on the floor often have the best ideas because they’re the ones living the process every day. Creating a culture where every team member feels empowered to suggest and test improvements is what sets great manufacturers apart from the rest.A Question for the IndustryOne thing that often comes up, though, is how stretched operations managers and team leads can be. With so many plates spinning, production targets, staffing, compliance, and firefighting, how realistic is it to expect them to also drive continuous improvement day in and day out?That leads to a bigger question: Should there be more dedicated CI roles embedded within food manufacturing teams? People whose job it is to facilitate improvement, coach others on tools and methods, and help bring ideas to life without adding more pressure to already-overloaded ops teams?It’s a conversation worth having. While CI is everyone’s responsibility in principle, having the right support structure in place might be the key to making it sustainable in practice.  As food manufacturing companies confront the realities of increased costs in the new financial year, the strategic importance of Continuous Improvement Managers cannot be overstated. Their role in driving efficiency, reducing waste, and cultivating a culture of ongoing improvement positions organisations to better manage financial pressures and sustain growth. Investing in continuous improvement is not merely a reactive measure to current challenges but a proactive strategy to ensure long-term success in an ever-evolving industry. However, as businesses tighten budgets and seek the most cost-effective paths forward, the question remains: Is it more beneficial to invest in a dedicated CI role, or can the same results be achieved through a collective effort by existing managers? As the industry adapts, so too must its approach to improvement.

​In the UK's food manufacturing and fresh produce supply sectors, women have historically encountered significant barriers to advancement. Despite comprising a substantial portion of the workforce, their representation in leadership roles remains disproportionately low. This underrepresentation not only stifles diversity but also hinders the industry's potential for innovation and growth.Breaking the Glass Ceiling in Meat ProcessingThe meat industry, traditionally dominated by men, has seen a gradual yet impactful shift as women ascend to influential positions. Figures like Rachel Griffiths, Chief Commercial Officer at Pilgrim’s UK, and Penny Tomlinson, Managing Director of Fairfax Meadow Europe, exemplify this change. Their leadership challenges cemented norms and paves the way for a more inclusive future. However, these success stories are exceptions rather than the rule, highlighting the persistent gender disparities within the sector.According to a 2023 report by Meat Business Women, women accounted for only 33.5% of the sector's total workforce, a decline from 36% in 2020. The report also highlighted that only 14% of executive roles in the industry were occupied by women, illustrating the scale of the challenge in achieving gender balance.Advocacy and Networking: Catalysts for ChangeTo address these gaps organisations such as the Women in Food and Farming Network and Meat Business Women have emerged, offering platforms for mentorship, networking, and professional development. Meat Business Women, in particular, have been instrumental in driving gender balance within the meat and food supply industry. Through leadership development initiatives, industry-wide benchmarking, and strategic partnerships, the organisation aims to create a more equitable workplace for women at all levels.As a female recruiter specialising in the food and fresh produce sectors, I spend the majority of my time talking to men. While many are supportive of gender diversity, it’s clear that there’s still a long way to go in creating environments where women feel truly valued and have equal opportunities to progress. Seeing more women rise through the ranks isn’t just inspiring—it’s necessary for the industry's long-term success.Corporate Initiatives: A Step ForwardSome companies are proactively championing gender diversity. For instance, MWW, a prominent player in the fresh produce sector, has demonstrated a commitment to supporting women in leadership. By hosting women-led businesses from Kenya and Rwanda through the SheTrades Commonwealth+ Programme, MWW highlights the importance of global collaboration in empowering female entrepreneurs. Similarly, Tesco has partnered with Meat Business Women in a strategic effort to accelerate gender balance and inclusion across its meat and wider food supply chain, setting clear expectations for diversity among its suppliers.ConclusionWhile the UK’s food manufacturing and fresh produce supply sectors have witnessed commendable strides towards gender inclusivity, the journey is far from complete. The industry must move beyond token gestures and implement systemic changes that promote equity. By amplifying women's voices, fostering supportive networks, and holding organisations accountable, we can cultivate a more diverse and dynamic food industry that benefits all stakeholders.

​As a recruitment specialist in operational roles within the food and agricultural industries, I hear every day how sustainability is shaping business decisions. Packaging plays a crucial role in this transformation, with companies striving to balance environmental responsibility, cost-effectiveness, and practicality. But when it comes to sustainability, is the debate as simple as 'cardboard good, plastic bad'?Corporate Social Responsibility and Packaging ChoicesMore businesses are prioritising Corporate Social Responsibility (CSR), making sustainability a key part of their operations. Consumers demand greener choices, and regulatory pressures push companies to adopt more environmentally friendly packaging solutions. However, the reality of sustainable packaging is more complex than it seems.Recent discussions in the food industry highlight that packaging is often seen as the main sustainability issue, but in reality, it is just a small part of a larger problem. For instance, in meat processing, plastic packaging contributes to less than 1% of a beef pack’s carbon footprint. This suggests that broader operational efficiencies—including energy consumption and waste reduction—play a far more significant role in achieving sustainability goals. In the UK, food retail generates substantial plastic waste, particularly from processed foods, highlighting the need for systemic change beyond packaging materials. Some retailers have launched refill stations and introduced lightweight packaging to cut down on plastic use, while others are investing in closed-loop recycling systems to improve material recovery.The Cardboard vs. Plastic DebateCardboard is widely seen as the more sustainable choice, but perception doesn’t always match reality. While it is biodegradable and often made from recycled materials, it isn’t always as easily recyclable as people assume. Factors like food contamination and the need for mixed materials (such as waterproof coatings) can reduce its recyclability. Similarly, Glass has a reputation of recyclability but actually has a relatively high environmental footprint due to energy-intensive production and transportation. Interestingly, countries like Germany have higher recycling rates for cardboard and glass due to robust collection systems, offering a potential model for the UK.On the other hand, plastic has a bad reputation due to pollution and single-use waste. However, when properly recycled, certain plastics can be reused up to nine times, making them a viable sustainable option. Innovations in biodegradable and compostable plastics also offer potential solutions to the waste crisis. Furthermore, focusing solely on reducing plastic use may overlook the more significant impact of improving the entire production line's sustainability. Learning from countries such as the Netherlands, where plastic recycling and circular economy initiatives are strong, could help the UK improve its approach. Dutch policies promoting deposit return schemes and extended producer responsibility (EPR) programs have successfully boosted recycling rates and reduced waste.Perception vs. Reality: Finding a Balanced ApproachThe key takeaway is that no single packaging material is a perfect solution. Businesses in the food and agricultural industries must weigh up factors like supply chain efficiency, cost, durability, and true recyclability when making packaging decisions. Investing in better recycling infrastructure, promoting reuse initiatives, and educating consumers on responsible disposal can make a significant impact. Moreover, addressing sustainability beyond packaging—such as reducing food waste, improving processing methods, and optimising energy use—can have a more profound effect on environmental responsibility.As sustainability continues to drive industry trends, operational roles will be crucial in implementing practical, eco-friendly packaging solutions. Where do you stand on the packaging debate? Let’s start a conversation.

​As a recruitment specialist in the food sector, I regularly speak with businesses navigating economic challenges. One of the most pressing issues right now is the increase in National Insurance contributions and the rising minimum wage. While these changes aim to support employees and government funding, they place additional financial strain on businesses—particularly those in the food industry, which already operates on tight margins.For Operations leaders within food businesses, these rising costs present a unique set of challenges. Managing workforce efficiency, supply chain stability, and overall operational effectiveness will be critical in ensuring businesses can remain competitive without compromising on quality or serviceHow Are Food Businesses Managing the Cost Increases?Food businesses, from producers to retailers, are facing difficult decisions to absorb the extra costs associated with rising National Insurance contributions. Many are taking a combination of approaches, with a particular focus on operational efficiencies:Price Increases – One of the most immediate ways to counterbalance the cost is by increasing product prices. However, this is a delicate balance, as consumer spending is already stretched due to the overall cost of living crisis.Operational Efficiencies & Lean Practices – Many businesses are implementing lean manufacturing principles, optimising production lines, and reviewing logistics to reduce waste, enhance efficiency, and manage overhead costs. This can include automating key processes to reduce labour reliance and streamline production.Workforce Adjustments & Retention Strategies – Labour is a significant cost for food businesses. Some companies are restructuring shifts, cross-training employees to enhance flexibility, and adopting workforce planning strategies to maximise productivity without increasing headcount. Retaining experienced staff through competitive benefits and a strong workplace culture is also a priority.Supply Chain Resilience – Operations teams are renegotiating supplier contracts, sourcing alternative ingredients, and optimising procurement strategies to mitigate cost pressures. Diversifying suppliers and enhancing logistics efficiency are also key areas of focusTechnology Investments – Many food manufacturers and distributors are exploring automation, robotics, and digital tracking systems to reduce operational costs. These investments help improve quality control, reduce human error, and ultimately drive greater efficiency.There has also been an increase in companies turning to automation to manage rising costs in the industry. With labour shortages higher wages, and the National Insurance changes in the UK, companies are investing in robotics, AI, and automated processing to improve efficiency and reduce reliance on manual labour.The Minimum Wage Conundrum: More Earnings, But Higher Costs?The rise in the minimum wage is a welcome change for many workers, but the reality is that the extra income may not go as far as expected. As businesses raise wages, they also pass some of the increased costs onto consumers in the form of higher prices. The result? The very people benefiting from wage increases might find that their additional earnings are swallowed up by the rising cost of food and other essentials. For Operations leaders, this means finding ways to support employees while maintaining profitability, whether through incentive programs, efficiency-driven bonuses, or strategic shift structuring.What’s Next for Operations in the Food Industry?Operations teams will need to strike a fine balance between cost management and business sustainability. Strategies such as adopting leaner business models, exploring government support schemes, and adapting pricing strategies will be crucial. Additionally, investing in training programs, succession planning, and retention initiatives will help maintain a skilled workforce in an increasingly competitive job market.As the food sector continues to adapt, recruitment within Operations will also evolve. Employers will need to offer not just competitive salaries but also attractive benefits, upskilling opportunities, and a strong company culture to retain top talent in an industry facing ever-rising financial pressures.What are your thoughts? How is your Operations team preparing for these financial shifts?

​Businesses across industries are grappling with an increasingly complex landscape. As a recruiter in the fresh produce and FMCG sector, I hear from operations and leadership teams daily about the mounting pressures they face in this environment driven by a combination of inflationary pressures, political changes, and evolving market dynamics. Here’s a snapshot of some key challenges impacting companies and the workforce today:Margin Erosion: Inflation in raw materials, packaging, utilities, and labour is impacting margins. Companies are implementing better procurement strategies, exploring renewable energy investments, and reviewing contracts to mitigate these challenges. These strategies can help secure a larger profit margin which is essential in the battle to stay competitive.Political Uncertainty: Legislative changes, including new labour laws and the unpredictability around budgets, add layers of complexity to long-term planning. Now with the budget being released last week it will be interesting to see how businesses will tackle the new challenges they will be facing in the new tax year.Competitive Edge: In an ever-competitive market, the phrase "don’t sleep at the wheel" couldn’t be more relevant. Understanding market trends and consumer demands is vital for success.Operational Investments in Technology: Strategic investments in capital expenditure (CAPEX) are necessary to enhance capabilities and cut operating costs. Transitioning from outdated processes to smarter, automated solutions allows businesses to gain greater control and respond more effectively to market changes. But this transition isn’t always straightforward—automation isn’t simply a tech upgrade; it’s a shift in operational mindset and with that come all new metrics which need to be measured and analysed.Climate Challenges: Climate change is affecting production, logistics, and quality control. Recent extreme weather conditions in Winter and Spring have drastically affected yields in arable and berry growing environments whilst a significantly hotter summer in 2023 led to increased operational costs in coldstores. These unpredictable weather patterns aren’t just a seasonal inconvenience, they’re a major operational risk. Cybersecurity and AI Risks: As technology evolves, so do the risks. Companies that neglect to invest in cybersecurity and AI strategies may find themselves vulnerable to significant threats. Talent Acquisition & Retention: In today’s competitive environment and with UK unemployment sitting around 3.8%, fostering a culture of high performance and appreciation is key to attracting and retaining top talent. Businesses with a clear vision and a strong commitment to employee development are thriving; others are feeling the pinch. High salaries are often enough to attract talent initially but if you are looking to retain this as mentioned previously challenge and development opportunities are the best way to guarantee yourself as an employer that people want to work for. Gen Z are demonstrating that they are attracted to employers with clear and thought-out values that are lived and breathed, rather than posted on a wall or homepage. Topics such as sustainability and inclusion are typically high on the agenda. The other main focus for this generation appears to be having a clear career pathway. Whilst this can be misinterpreted as wanting “everything now”, we are seeing that candidates are less fearful of working hard, rather wanting to ensure that their hard work pays off and is rewarded. Less a guarantee and more of a vision of what they can expect from a strong work ethic within your organisation. The fresh produce industry is navigating a complex landscape filled with obstacles and opportunities. As we move forward, it’s crucial for businesses to remain resilient, adaptive, and proactive. I recently read an article about how the FPC and HTA are urging the Government to make drastic changes to the border control processes for Fresh goods coming in as UK businesses are encountering problems such as rising logistics costs, increased waste, damaged goods and delays. These issues are straining business relationships, eroding confidence in border processes, and, ultimately, tarnishing the UK's business reputation. As a recruiter within the industry, we have an external point of view and will try to consult our clients where possible. Although I would never class myself as an expert in any Operational matter, I have learnt a lot from speaking to Operational professionals five days a week. So, if there’s ever a question about what your competitors may be doing or what you could be doing better, we are only a phone call away.

​Mintel has released the article “Unwrapped: Eco-Friendly Innovation is the Way Forward in Food and Drink Packaging” and has provided great insight to us as recruitment specialists within the food & fresh produce industry. Consumer behaviours, industry trends and legislative changes all make a huge impact on us and the clients we work with. From plant-based forks to potato starch bottles, see below what we have learnt from Mintel’s article.What are consumers worried about?Pressure has never been higher on the food and drink industry in terms of sustainable packaging. In the UK, 7 in 10 consumers worry that food packaging waste will end up in the environment. Whilst reducing plastic packaging seems like the most obvious fix, it does provide protective qualities to the produce and in turn extends shelf life and protects the products. Consumers want to support eco-friendly practices and many have stated that a rating scale showing environmental impact would influence their purchasing decisions.What is being done?With the UK Government’s Resources and Waste Strategy, we should see a reduction in packaging waste and a reboot in recycling. We have seen leading supermarkets such as ASDA successfully implement refill stations, whilst other high street supermarkets are incorporating cardboard packaging. What does the future look like?Inevitably as the cost of living increases, sustainability then begins to take a backseat for emerging trends in food packaging. A recent study in the US has shown that more than 6 in 10 shoppers prioritise price over environmental worries. However, younger buyers between 18-and 34 are more likely to prioritise sustainability.What is trending?A Swedish design studio, TomorrowMachine has collaborated with Eckes-Granini to create juice bottles made from potato starch that can be dissolved in warm water! Nestlé’s Maggi has launched a limited-edition plant-based fork in India that is completely edible! Convenient and sustainable!You can read the full article from Mintel here.

​Having seen many different things on LinkedIn and listening to a lot of health and wellbeing podcasts, it got me thinking about what current trends in the market may have an effect on the food industry, along with the general challenges across the globe that many people don’t think about, but the sector are constantly talking about. ​1.Sustainability and Eco-Friendly Practices​Carbon Footprint Reduction:​Now this isn’t new, but I have seen more about British Grown, more than ever. But is this truly feasible!? The industry is examining ways to reduce its carbon footprint, from sourcing raw materials to energy-efficient manufacturing processes. Some companies are investing in renewable energy and carbon offset initiatives. More and more companies are realising the benefit of Aerobic Digestion – lots of companies are looking to utilise investment in this area…..and making money off the back of it!? Is this the new form of diversification? ​​2.Personalised Nutrition/Health & Wellbeing Trends ​Customised Food Products: Advances in data analytics and biotechnology are enabling food manufacturers to create products tailored to individual dietary needs, preferences, and health conditions. In the world of Gut health, microbiomes and everything in between….are we going into a world where this is going to be the norm? ​Nutrigenomics:This emerging field studies the relationship between an individual's genetics and their response to certain foods, allowing for more personalized nutrition plans and product development. We all seem to know someone who has a large number of intolerances that will ultimately affect their buying trends. ​Functional Foods: There is an increasing demand for foods that offer health benefits beyond basic nutrition, such as probiotics, prebiotics, and foods fortified with vitamins and minerals. The world of supplementation, anti-inflammatory properties of turmeric and the ever growing market of Nootropics. ​​3.Regulatory Changes and Compliance​Nutrition Labelling and Health Claims:Ongoing debates around clear labelling, especially regarding sugar content, allergens, and GMOs, are leading to changes in regulations that manufacturers must adapt to. Even in food service and hospitality, I have never seen so many “kcal” labels on the menu’s as well. For some this can be great, but for others it can be dangerous and counterintuitive. ​Regulation of Novel Foods: As new food products like lab-grown meat and insect-based foods enter the market, regulatory bodies are developing frameworks to ensure their safety and proper labelling. ​​​4.Global Supply Chain Challenges​Supply Chain Resilience: The COVID-19 pandemic and geopolitical events have highlighted the vulnerabilities in global food supply chains. Discussions focus on diversifying supply sources, improving logistics, and investing in local production to mitigate risks. ​Raw Material Shortages: Fluctuations in the availability and cost of raw materials due to climate change, geopolitical tensions, and other factors are impacting production and pricing strategies. ​5. Ethical Sourcing and Fair Trade​Supply Chain Ethics: Consumers are more concerned about the ethical sourcing of ingredients, leading to discussions on fair trade, humane treatment of animals, and the use of child labour in supply chains. ​Transparency and Certifications: Certifications like Fair Trade, Rainforest Alliance, and others are becoming more important as consumers demand proof of ethical practices. ​

​​​Name: Jamie FitzpatrickRole: Consultant, OperationsJoined MorePeople: April 2024​​​​1.Describe your job in three words: Exciting, Fast - paced 2.What’s the coolest thing you’re working on right now? Workout plan 3.Which famous person would you love to meet? Conor McGregor 4.Favourite drink? Jungle Juice 5.Best holiday destination so far? Split, Croatia 6.What are you currently reading? The Art of Recruitment 7.Current favourite song? Under the Bridge - Red hot Chili Peppers 8.If you weren’t a recruiter, what would you be? Working in Marketing 9.If you had to watch only one tv show over and over forever, which one would it be? Breaking Bad 10.What’s your biggest claim to fame? The gym 11.Where were you born? Peterborough 12.What’s your proudest moment? Graduating Univeristy 13.Dogs or Cats? Dogs 14.Which football team do you support? Manchester City 15.What skill do you wish you possess? Being Multilingual 16.What’s your guilty pleasure? Dark Chocolate 17.What did you want to be when you were a kid? Lawyer 18.What three things are you taking to a deserted island? Knife, Firestarter, Flare 19.Do you have any phobias? Spiders 20.Where are you next going on holiday? Thailand 21.What’s your least favourite household chore? Unloading the dishwasher 22.Describe MorePeople in three words: To the point 23.What do you love most about your sector? Environment 24.Who inspires you? My Dad 25.What is the worst job you ever had? Tyre Technician