PEOPLE, WORKFORCE & TECH STAGE

Day 1




09:00 - 10:40

BLOCK 1  -  Workforce Resilience Under Pressure: When Instability Outpaces the Agility Organisations Need to Perform


09:00 - 09:30

PANEL

Workforce instability keeps rising, while agility still lags behind the pressure on modern operations

  • Examining how workforce instability, shifting demand and frontline pressure are reshaping operational performance across retail, FMCG and consumer goods.
  • Highlighting where rigid roles, slow reskilling and unclear ownership prevent teams from adapting quickly to shortages, volatility and rising expectations.
  • Connecting staffing signals, capability models and cross-team alignment in one coherent view, so organisations can build a workforce that stays resilient under pressure.

09:30 - 09:50


 Operational resilience looks simple on paper, yet real stability still depends on visibility and the speed teams can learn

  • Understanding how workforce visibility, demand signals and rapid reskilling together shape the ability to stabilise frontline work across retail, FMCG and consumer goods.
  • Pinpointing where unpredictable staffing patterns, slow skill ramp-up and weak support structures limit how quickly teams can absorb operational pressure.
  • Bringing together real-time visibility, capability development and practical on-the-job guidance into one approach, which lets teams adapt faster and daily operations become more resilient.

09:50 - 10:10


Agility should scale with pressure, though teams still depend on manager heroics instead of tech-supported workforce systems

  • Reshaping how agility systems, skill data and real-time guidance can help managers deploy people flexibly across roles, shifts and locations in retail, FMCG and consumer goods.
  • Revealing where outdated tools, manual decisions and fragmented support systems slow down managers and prevent agility from becoming a reliable operational capability.
  • Unifying skill profiles, demand signals and decision-support tools in one practical framework, which lets managers steer teams with confidence and scale agility without burnout.

10:10 - 10:40

PANEL


Agility systems improve on paper, though real workforce resilience falters when ownership and workflows fail to align

  • Strengthening how organisations link workforce models, manager routines and operational tools to build a more consistent and adaptable people system across retail, FMCG and consumer goods.
  • Exposing where unclear ownership, siloed decisions and fragmented daily workflows stop teams from responding quickly when pressure rises or staffing shifts unexpectedly.
  • Aligning workforce ownership, task guidance and connected tooling in one coherent structure, which helps teams act with greater clarity and keeps resilience steady under pressure.

10.40 - 11:00

Coffee Break


11:00 - 13:00

BLOCK 2  -  Workforce Agility at Scale: When Capability and Tools Must Catch Up to Operational Reality

11:00 - 11:30

PANEL

Operational agility keeps rising in importance, while training capacity and frontline tooling still fall behind the pace of daily work

  • Mapping how onboarding, training and real-time guidance need to work together to support faster, more flexible execution across retail, FMCG and consumer goods.
  • Identifying where outdated content, uneven capability levels and disconnected frontline tools create friction that slows teams down when volatility rises.
  • Bringing together training flows, digital task guidance and operational rhythm in one coherent model, which helps teams respond with greater consistency and reduces pressure on managers.


11:30 - 11:50

Teams learn quickly in theory, though capability still struggles when training and digital guidance don’t work as one system

  • Demonstrating how micro-learning, skill cues and digital task guidance can work together to build faster capability and more consistent execution across retail, FMCG and consumer goods.
  • Revealing where scattered content, unclear guidance and task-to-task complexity make it hard for people to apply new skills when work shifts quickly.
  • Combining learning bursts, role-specific guidance and operational routines in a way that helps teams apply skills immediately and keep execution steady under pressure.

11:50 - 12:10

Frontline teams move fast, though execution remains uneven when digital routines and decision-support tools don’t reinforce each other

  • Enhancing how digital routines, task sequences and frontline decision-support tools can work together to raise execution consistency across retail, FMCG and consumer goods.
  • Uncovering where fragmented guidance, unclear task priorities and manual judgement calls create variability when people must act quickly under changing conditions.
  • Coordinating decision-support cues, digital task flows and frontline autonomy in one practical model, helping teams act with clarity and maintain steadier performance as work shifts.

12:10- 12:30

Operational agility improves when frontline and manager workflows are simplified, though many systems still make everyday work harder than it needs to be

  • Simplifying how frontline tasks, manager routines and digital workflows can be redesigned to remove friction and support agile execution across retail, FMCG and consumer goods.
  • Diagnosing where overlapping systems, unclear task ownership and manual workarounds slow teams down and create inconsistent performance during busy periods.
  • Synchronising task flows, managerial oversight and core workforce tools in one streamlined structure, allowing teams to focus on value-driving work and maintain stable performance under pressure.

12:30 - 13:00

PANEL

Workforce agility sounds shared, though resilience weakens when HR, Operations and site leadership own different parts of the system

  • Rebalancing how HR, Operations and site leadership coordinate workforce models, capability flows and daily routines to support more responsive and consistent execution across retail, FMCG and consumer goods.
  • Pinpointing where misaligned KPIs, unclear handovers and fragmented accountability slow down decision-making and leave teams without a coherent operational backbone.
  • Harmonising ownership structures, cross-functional routines and workforce tools in one aligned approach, in order to create leadership teams that steer transformation confidently and sustain momentum at scale.

 13:00  - 14:00

Lunch Break


 14:00 - 16:30

BLOCK 3  -  Frontline Experience Under Strain: When Daily Pressure Outpaces the Support and Stability Teams Need to Perform

14:00 - 14:30

PANEL

Frontline expectations keep intensifying, though support systems evolve too slowly for the complexity teams now face

  • Exploring how rising customer demands, expanding task lists and growing emotional pressure are reshaping daily work across retail, FMCG and consumer goods.
  • Highlighting where inconsistent guidance, uneven support and reactive routines leave frontline teams struggling to deliver quality under increasing strain.
  • Framing operational support, task clarity and day-to-day experience in one coherent view, in a way that helps organisations protect performance while reducing frontline fatigue.

14:30 - 14:50

Daily work moves faster every year, even as digital tasks and frontline workflows still create more noise than clarity

  • Examining how growing task lists, competing digital cues and unclear workflow priorities slow teams down and make everyday execution harder than it needs to be.
  • Uncovering where fragmented tools, overlapping instructions and manual workarounds create friction that drains focus and increases the risk of errors in busy periods.
  • Aligning task guidance, workflow routines and digital support into one clearer structure, by creating conditions that help teams work with more confidence and fewer distractions.

14:50 - 15:10


Frontline pressure keeps rising, even as emotional strain and cognitive load grow faster than the support teams receive

  • Exploring how emotional strain, customer intensity and constant task switching shape the mental load frontline teams carry across retail, FMCG and consumer goods.
  • Highlighting where unclear support channels, shifting expectations and growing digital demands combine to push stress levels beyond what teams can manage sustainably.
  • Balancing emotional support, cognitive simplicity and clearer expectations in one practical approach, in a way that helps teams stay focused, resilient and ready for high-pressure moments.

 15:10-15:30



Frontline teams cannot stay consistent when support routines vary, even though managers try to hold everything together

  • Understanding how inconsistent guidance, uneven onboarding and shifting daily routines make it difficult for frontline teams to perform reliably under pressure.
  • Revealing where limited manager capacity, reactive support and manual decision-making leave teams without the steady structure they need in fast-moving environments.
  • Coordinating support routines, manager enablement tools and role clarity in one aligned model, so teams can rely on stable guidance and maintain dependable performance.

15:30 - 16:00

Frontline work keeps expanding, though role expectations and communication flows still remain unclear in many daily situations

  • Clarifying how unclear roles, shifting priorities and inconsistent communication shape the daily working reality across retail, FMCG and consumer goods.
  • Exposing where mixed messages, delayed updates and uneven manager cascades leave teams without the clarity needed to work confidently under pressure.
  • Structuring role expectations, information flows and frontline routines in one coherent approach, in a way that reduces confusion and strengthens both wellbeing and consistency.

16:00 - 16:30

Frontline pressure intensifies in daily work, even as digital tasks and tools add more cognitive load than many teams can absorb

  • Uncovering how emotional pressure, rising task complexity and expanding digital touchpoints shape the daily experience of frontline teams across retail, FMCG and consumer goods.
  • Revealing where aggression, stress peaks and unclear digital flows combine to drain energy, slow execution and increase the risk of errors under fast-changing conditions.
  • Balancing emotional demands, cognitive load and digital routines in one practical approach, so that employees can maintain steadier focus and deliver more consistent performance.

16:30 - 17:00

Coffee Break












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