Poole of knowledge

The sector is much misunderstood by the public and many politicians and generally held in very low esteem by all outside it.

There is a huge amount of work to be done to raise the image of food technology and prove to potential recruits to the sector that food manufacture offers careers that are varied, exciting and intellectually challenging and very often financially rewarding, with rapid career progression opportunities.

It therefore takes a brave new chief executive of the Institute of Food Science & Technology (IFST) the independent qualifying body for food professionals to recognise this as probably one of the biggest tasks facing him even more so when he hasn't even started the job yet!

But that is the position in which Jon Poole found himself when I met him at the IFST's offices in London last month. Poole becomes IFST's chief executive designate on January 18. He formerly takes over from Helen Gay Wild upon her retirement in March. Wild has been with the IFST for almost 34 years and most recently steered the Institute on its successful passage to charitable status.

His appointment will clearly provide an ideal opportunity for radical change within the organisation and one that many believe is urgently needed if the IFST is to retain relevance in today's very different world and survive as an independent institution.

Poole is convinced the IFST can avoid being subsumed into another larger organisation, as has occurred with so many other small learned institutions over the past two decades. However, that does not mean it will not seek to collaborate more closely with others.

His first job, the day after his start date, is to attend an IFST board meeting at which he hopes to get agreement for implementing the first stage of the IFST's new strategic vision. The strategy was the product of a review of the organisation, which began about 18 months ago, and is very much aimed at making the IFST fit for purpose in today's political, commercial and physical environment and for today's complex food supply chain.

Commercial nous​

Although Poole doesn't have a particularly strong background in food having begun his career in financial services he has extensive commercial experience, having worked as a consultant and in other roles in the past.

He brings to the party knowledge of running institutions, however, having previously been deputy chief executive of the Society of Chemical Industry (SCI) for three years. The SCI has a specialist food group and, as part of this, he looked after relations with the Institute of Horticulture.

But, while his food sector knowledge may be limited, once he has had the opportunity to meet with and canvas the views of the Institute's membership, he intends to act swiftly in bringing his own expertise to bear in the development of the IFST's strategy. He plans to spend the next few months getting out and about, talking to IFST members and consulting with other food sector bodies, with a view to exploring areas of future collaboration.

"One of the advantages of bringing somebody fresh in is that they bring fresh ideas and fresh blood. And, if nothing else, renewed invigoration from the volunteer workforce," says Poole. "I haven't got my feet under the table but I've got some ideas."

But, despite being pressed, he demonstrates the diplomacy he has clearly picked up along the way by refusing to divulge precisely what he has in mind at this early stage.

Nevertheless, it is unlikely to be more of the same as far as the IFST's direction is concerned. As Poole says: "Once I'm in the position I'll be able to put my slant on how [the strategy] rolls out. I am not expecting to wait long in post before I make some of the changes that have already been planned and hopefully introduce some of my own."

Poole expects to work closely with IFST president Carol Phillips, professor of microbiology and associate dean for research in the School of Health at The University of Northampton, who was appointed to the post last April.

Phillips replaced Dr Richard Burt, who was an early advocate for change.

A critical issue for the IFST as it is for many learned institutions these days will be to develop its membership base and the number of people who engage with it, says Poole. IFST's membership currently stands at around 2,000 having declined slightly over the past few years.

"At the end of the day IFST is dependent for its resource on the people who belong to it," he says. But it is not just as a professional accrediting body for individuals that Poole sees potential for development.

"There are two areas I would look to get further development," he adds. "One is around corporate engagement."

Last year, for example, IFST began working with Marks & Spencer and the Food Standards Agency in the field of accreditation and continuing professional development. "We hope to build on those two employers of both substance and position within the industry. I see that as one of my roles to develop those corporate links."

At the other end of the spectrum, he sees a role for more informal connections to the IFST. "There are a lot of people who will join the organisation to be in their professional body. But there is also the opportunity for people to have more casual involvement with the Institute," he adds. "I am particularly looking for internet-related involvement or through seminars and events that IFST runs."

Promoting a better image​

Poole recognises that addressing the poor image suffered by the food sector and promoting careers within it are crucial to the future sustainability of the IFST. While not disclosing details, he hints that this is likely to form a central plank of its new strategic plan.

"I think it is really important that IFST has a voice and it needs to be heard. And people within the organisation need to unify behind specific messages," says Poole. "I think recruitment within the industry is critical." Like others, he attributes much of the industry's problems with recruitment to its negative media coverage.

The IFST cannot achieve a renaissance in image for food manufacturing sector alone, he argues. "I believe the IFST and a lot of the other organisations and trade bodies are not in a position to do this alone; they need to work together. So I will be engaging very early on with a number of the other organisations in the sector to encourage a unified message."

He cites the Food and Drink Federation as one such organisation, where closer collaboration offers potential benefits. "IFST has tended to act too much in isolation in the past and I certainly hope we can collaborate much more," he suggests.

Given the pressure on limited resources, he believes it is important that organisations in the sector do not duplicate activities unnecessarily. At the same time, however, he is clear that any collaborative activity should not jeopardise the unique position and reputation of IFST as the independent professional body within the industry.

But, by working with other organisations, Poole hopes the IFST will also be able to raise its own profile. "Certainly we will want to have more of an influence in terms of government; and we will want to have more of an influence in terms of trying to create a media presence," he says. However, he accepts these goals are unlikely to be achieved overnight.

"We will probably pick two or three messages that are critical for the industry and stick at those," says Poole. "It's very easy to get bogged down with the minutiae of 40 or 50 messages and there are plenty of them out there: the issues facing the public around genetic modification, pesticides, food standards, quality, hygiene, health and nutrition there are just huge numbers.

"If we try to tackle all of those, we just won't be heard. But if we pick two or three of the key messages, which may be around getting people into the industry or food standards and safety, and keep chipping away at them, then those messages will be heard."