Corporate Spirit is a global employee engagement survey company that provides benchmarks to help clients interpret survey results. Pirjo B. Vangsnes of Santander Consumer Bank worked with Corporate Spirit and found their global benchmarks and reporting system useful for understanding survey data from various locations. The benchmarks are based on extensive research and allow companies to compare results between regions while accounting for cultural differences. Corporate Spirit aims to do more than just measure engagement but also provide tools to help companies act on survey insights to improve engagement.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
Retention and loyalty are very important to the Benchmark Assisted Living organization. Within senior housing, the industry itself is incredibly competitive, and will continue to be based on the demographics for the aging baby-boomers. An important part of Benchmark’s success is retaining the people who best embody the organization’s culture and values. With turnover in the senior housing market exceeding 89%, this element is challenging to achieve. More at predictiveresult.somc
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
Retention and loyalty are very important to the Benchmark Assisted Living organization. Within senior housing, the industry itself is incredibly competitive, and will continue to be based on the demographics for the aging baby-boomers. An important part of Benchmark’s success is retaining the people who best embody the organization’s culture and values. With turnover in the senior housing market exceeding 89%, this element is challenging to achieve. More at predictiveresult.somc
Societe Generale Global Solution Centre: A Social Recruiting Journey that Yie...LinkedIn Talent Solutions
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Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
Finalists of the 2016 APAC Conscious Business Leadership Awards share insights and examples of how they are bringing a higher level of consciousness to talent engagement and recruitment across their respective organisations. Nominations for the 2017 awards will open up soon.
Communicating on Corporate Purpose is one of the key strategic tools for managers to build trust and reputation with stakeholders, according to our CORPORATE PURPOSE IMPACT STUDY
This consultancy report is focused on the case of Penna Plc that is a HR solution providing company based in UK and operating internationally. The basic purpose of this report is to examine the cultural change issue that has been encountered by Penna in the wake of globalization
Learnings from working in centralised and decentralised organisations: implic...Nigel Wright Group
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HR Director, Annekatrin Ott, about her experiences of operating
in centralised and decentralised business models.
Right Quarterly_ global mindset leading across borders & cultural alignment Ajay K. Rana
“Right Quarterly” is published every quarter by Right Management, providing relevant perspectives on current challenges business leaders face in optimizing the performance of their workforce.
We are pleased to share our latest edition of Right Quarterly on the important aspects that encompasses both talent management and career management: having a Global Mindset.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
In the early 1990’s, Michael wanted to develop a strategic process to attract the best talent and build a culture founded on the values of integrity, respect, friendship, caring and loyalty. During a conversation with a colleague discussing the direct impact talented employees had on customer relationships and company performance, he learned of the behavioral assessment tool Predictive Index® (PI), published by PI Worldwide®. More at predictiveresults.com
Similar to Corporate Spirit Newsletter 2/2012 (20)
Corporate Spiritin asiakaslehti 4/2017. Lehdessä asiakkaamme Martela ja Oras Group kertovat henkilöstötutkimuksen hyödyntämisestä liiketoiminnan kehittämisessä. Engaging People for Success.
Käsittelemme lehdessä organisaatioiden toiminnan tuloksellisuuteen liittyviä asioita kertomalla mm. henkilöstö- ja johtamistutkimusten ja niihin liittyvän konsultoinnin uusista tuulista. Kerromme myös yrityksemme ja yhteistyökumppaneidemme kehittymisestä ja yhteistyömme mukanaan tuomasta lisäarvosta.
Otavamedia: Menestys tehdään yhdessä
Näkökulma: Yhteistyössä on voimaa!
Yksiköiden välistä yhteistyötä tehostamalla parannetaan kilpailukykyä!
Tekoäly tukee kehittämistä teknologian huipulla
Hyvin toteutettu henkilöstötutkimus ja
sen pohjalta laaditut toimenpiteet ovat
kustannustehokas tapa muutoksen toteutuksessa
ja seurannassa. Johto osoittaa
halunsa kuulla henkilöstön mielipiteitä
fokusoidakseen toimenpiteitä. Etenkin
muutostilanteissa tarvitaan tietoa; onhan
toisaalta korkeasuhdanteessa paljon helpompi
johtaa.
Henkilöstötutkimusten tuloksista kehittämishankkeisiin
pääseminen on usein haastavaa, koska eri tilanteissa
ja ympäristöissä tuloksille voi olla erilaisia tulkintoja.
Usein kehityshankkeiden onnistumisessa on tärkeää
pystyä tukemaan eri tasoilla toimivia esimiehiä.
Työnantajan imagon merkitys korostuu
entisestään muuttuvassa toimintaympäristössä.
Lukuisat tutkimuksemme ovat
osoittaneet, että työnantajamielikuva
koetaan yhdeksi keskeisimmistä henkilöstön omistautuneisuuteen vaikuttavista tekijöistä.
Olemme uudistaneet asiakaslehtemme ulkoasun ja antaneet sille uuden nimen: ”Spirit”. Me Corporate Spiritissä pyrimme aktiivisesti uudistumaan tuottaaksemme lisäarvoa ja uusia näkökulmia asiakkaidemme uudistumisprosesseihin.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Business Valuation Principles for EntrepreneursBen Wann
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Building Your Employer Brand with Social MediaLuanWise
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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1. Corporate Spirit CS Ltd | HR Intelligence to support business success. | 2/2012
Pirjo B. Vangsnes, Nordic HR Manager, Santander Consumer Bank AS, Oslo
“Added value for global
employee engagement surveys
lies in effective use of results”
As Santander Consumer Bank was looking to further improve its employee “Systematic approach is essential in employee engagement. It is a
engagement with state-of-the-art tools and knowledge, Corporate Spirit continuous process that goes through the entire company, from
was selected as partner, largely thanks to the company’s global bench- top-down and then up again – information flows constantly, like a spiral,
marks and Cixtranet3® reporting system. According to Santander’s Nordic and relevant signals need to be discovered. Our corporate values act
HR Manager Pirjo B. Vangsnes, this is just the kind of equipment that can as cornerstones; they are the common denominator on which every-
efficiently help international organisations use data from various levels and one puts their focus in daily work. Understanding and adopting them is
locations. Pirjo B. Vangsnes is based in Oslo and manages Santander’s HR essential also when it comes to engagement.”
issues in Nordic countries, coordinating them with other regional offices.
She has been pleased with Corporate Spirit’s methods and tools, which Even within the Nordic countries, levels vary considerably in general
have been actively implemented throughout the organisation. opinions or attitudes towards certain issues. With tools such as Corporate
Spirits global benchmarks, data can be put in the right reference frame
and thus interpreted so that results are comparable amongst them-
selves. Based on the first experiences in dealing with Corporate Spirit,
Pirjo B. Vangsnes is looking forward to the next steps.
“Already at the bidding stage, Corporate Spirit presented convincing
ideas and methods about their ability to work with international organi-
sations. The annual surveys are important, as is the work that is done
between them. The results must be turned into tangible action plans
that are implemented in an efficient and appropriate manner. The
added value for any data comes from interpreting it into practical
and useful tools for our line managers, so that they can carry out their
respective roles in improving employee engagement. Cixtranet3® has
been very well received and actively used. The managers find it very
useful, which is important for efficient employee engagement.”
Santander Consumer Bank AS is owned by Santander Consumer Finance,
which is part of Grupo Santander, one of the world’s largest banks.
The division is present in 14 countries across Europe and the USA.
Santander Consumer Bank AS provides financing in the
areas of car finance, credit cards and consumer loans.
The bank has business in Norway, Sweden, Finland
and Denmark, with almost 600 employees throughout
the region and total assets of NOK 62 billion.
2. EDITORIAL Global benchmarks
EMPLOYEE ENGAGEMENT
It’s a
Beyond
Engagement
different
Our mission is to help organisations build
environments and teams where employees
achieve their best potential.
world
By engagement, we mean how positively em-
ployees think of their work, organisation and its
values, as well as their willingness to extra efforts,
when needed. Enabling continuous engagement
among employees requires flawless organisa-
out there
tional leadership and other prerequisites.
So why does engagement matter? One answer
for this can be found in the Macleod-Clarke
2009 review to the UK Government: “Employee
engagement is the most important factor
in creating outstanding organizational
performance.” Global benchmarks put cultural
The evidence indicates that successful leaders
have to be champions and line managers have to
differences into perspective
lead engagement. But the HR profession and HR
practitioners have a vital role to play. As Jackie
Orme, Chief Executive of CIPD, emphasises:
Advanced communication methods and social media may be
“A key challenge for the profession is to ensure
that employee engagement ‘gets put on the
shrinking our world, but certain cultural variation still remains.
table’ in companies and organisations. HR can’t
manufacture engagement, but we have a key
Amongst the Nordic countries, Finns still rate their superiors’
role in helping companies develop an organi-
sational culture where engagement can thrive,
performance higher than the rest. Austrians and the Swiss
ensuring that managers have the skills to make
engagement a reality.”
believe their superiors are keen on employees’ ideas, while the
The outcome of our own global engagement
Spanish and French give lower ratings. In India, people tend to
survey (39,000 respondents from 21 countries)
showed that the main drivers of engagement
rate commitment to employers higher than anywhere else.
are leadership, commitment and performance.
That is why our latest engagement model is These differences cannot be changed through benchmarks as well as knowledge to utilise
based on these. However, we argue that measur- global exchange programmes or annual them for added value.
ing engagement – even with the best tools – is meetings with office managers. In order to
not enough. In order to reach your goals, you understand the variations and particularly to Doing an international survey and comparing
also need to have the tools and means to facili- put them into perspective, certain bench- absolute percentage averages of various items
tate and motivate leaders in the organisation to marks need to be established. Comprehensive between countries will most likely lead to the
actively and systematically utilise that information. experience and understanding about human wrong conclusions, bearing cultural variation
behaviour in various cultures is obviously in mind. A comprehensive collection of exter-
You can read more about engagement in this required to create this kind of toolkit for inter- nal benchmarks helps scaling results, as well
Newsletter and on our website: national organisations. as discovering the real strengths and areas of
www.corporatespirit.eu development.
Synchronizing countries and cultures
Let’s keep in touch! Besides culture, the nature of work plays a
Corporate Spirit’s benchmark norms are based significant role in job satisfaction and engage-
Jukka Pohjola on extensive global basic research as well as a ment variations. Criticism towards excessive
Managing Director database of our current surveys, updated annu- information flooding is typical for modern
ally. In addition to 30 country- and area-specific managers. Work in general is perceived as
norms, we have designed precision norms for quite demanding. On the other hand, blue-
blue- and white-collar workers, managers and collar workers are more critical towards reward
specialists in each country. Combined with our systems and would appreciate more feedback
experience of over 25 years and almost 3,000 from their superiors. In general, top manage-
employee surveys, we are able to provide any ment’s evaluations are higher than with other
international organisation with highly reliable respondent groups.
3. Global benchmarks
Various stages at work are evaluated in very various countries. Having analysed altogether “An employee survey conducted without any
different ways. Rewarding and change man- millions of responses, we’ve found some amaz- proper normative benchmark could usually
agement get clearly lower points than, for ing differences in response styles in different be regarded as quite questionable”, Juha Ala-
instance, awareness of expectations. Without countries – as well as some quite different mean- Lipasti continues. “A standard finding would
relevant benchmark material, topic areas can- ings and values attached to individual questions.” generally be that weaknesses in the employee
not be compared with one another. survey are connected with unsatisfactory re-
Knowing these cultural differences, it is diffi- muneration, poor information flow and too
“Benchmarks enable seeing things in a cult to imagine that reliable information could little feedback. This misinterpretation often
new light” be gained simply by comparing the propor- takes place because almost every culture nor-
tion of favourable responses from one country mally judges and values these types of ques-
“Our normative benchmarks are based on one to another. If in Spain, for example, half of the tions more critically than other types of ques-
of the most extensive international databases of respondents tend to respond favourably to- tions. If a survey states that 65 % of the staff
employee engagement surveys available”, says wards a single question, it may be a very good dislike the information flow, would that be
Juha Ala-Lipasti, Corporate Spirit’s Head of Inter- result in Spanish terms. However, it might be a good result or perhaps something we
national Operations. “They form a reliable frame that the same result in Denmark is quite poor should worry about? Reliable benchmarks help
of reference when evaluating survey results from compared to similar companies in Denmark. determine that.”
Benchmarks Notable added value for interpretation of results – the average level of satisfaction varies
to a great extent between different types of groups and questions.
and benefits Fewer interpretations that simply state the obvious – salaries and communication are
being criticized, worker-intensive groups are less satisfied in basically all fields of research
compared to superiors and management.
For more information about how your
organisation can benefit from global bench- Relevant comparison of results from different countries – it is absolutely necessary to avoid
marks, feel free to contact your Corporate comparing results from different countries as such. Country-specific benchmark material enables
Spirit contact person or your local office. taking cultural impacts into consideration.