Engagement Manager, responsible for the client side of Area North. Working as part of a small team looking after the IPT delivering construction of HS2 across Warwickshire, Birmingham and Staffordshire. Ensuring that the information given to stakeholders is accurate and assuring all aspects of engagement delivered by the main works civil’s, and none contestables.

Eiffage Kier Ferrovial BAM (EKFB) is one of the contractors carrying out civil engineering works for the new HS2 line going from London to Birmingham. EKFB are undertaking all earthworks and landscaping in this area as well as creating bridges, viaducts and green tunnels from Chiltern Tunnel to Warwickshire.Joining as an Engagement Manager, responsible for the Calvert Area and Off Route Work providing all engagement activity with a variety of stakeholders within the Community including creating online and paper-based communications to inform and engage with the community whilst works start in the area.In order to understand the area, and because of the inability to undertake face to face meetings because of the restrictions placed on the role due to COVID 19 it has been necessary to undertake research virtually, developing a understanding of the issues and the design specification using a range of different online solutions. Meetings with the community have taken place using telephone, online meetings through Teams and also taking part in webinars.

As an Engagement Advisor I regularly speak to stakeholders who are affected with the development of HS2. This includes MP’s, Councillors, Parishes, affected individuals and groups, community groups, schools and colleges. Whilst the development of HS2 is clearly worrying for those directly and indirectly affected, my role is to try to support the community through the process, offering support where needed, and ensuring that the community get as much information as they possibly can in the constraints of a evolving programme of design.As part of the role is to go into schools throughout Cheshire and ensure that the next generation understand the opportunities and can see where Science, Technology, Engineering and Maths can take them.

Responsible for managing the employee voice process through monthly Director led forums enabling employees to get answers to their concernsRe-invigorated the Employee Suggestion Scheme leading to a 100% increase in the amount of ideas generated from the front line leading to improvements in customer services and contributing to 10K challenge set by Arriva Increased participation in the Dress Down Friday charity giving, doubling the amount of money given to local charities and increasing involvement from across the business to undertake individual collectionsIncreased the Employee Engagement Satisfaction Scores by 3% and having the highest participation rates of any of the Arriva Train operatorsResponsible for Company Wide Recognition Programme including developing the criteria and sourcing the prizes for the end of year celebrationInstrumental in developing company wide donations for the Manchester Bombings and Macmillan Coffee MorningDeveloped a Health and Wellbeing Strategy including a calendar of events that have a mix of charitable donations, awareness and participatory events to improve the health and wellbeing of our peopleHealth and Wellbeing Strategy was nominated for the Employee Excellence Award, where the judges commended the programme and especially the presentation I delivered to the judging panelIntegral part of the communication process when we successfully had our franchise extended, the communication process to employees was commended across the business and recognised externallyResponsible for delivering and creating the Welcome Day used by Drivers and those roles based at our Head Office

Developed an organisational wide engagement strategy covering all four business streams of the organisation and over 6000 staff. Delivered an increased participation in the Employee Survey engaging with the more hard to reach groups such as carers who have previously being less connected to the organisation (An increase of more than 10%).Developed materials to promote the survey such as different ways of connecting with those across the organisation such as the use of social media, text messaging and helping to design promotional print.Delivered the results of the survey to staff in a different and colourful way using infographics in partnership with the Internal Communications ManagerReviewed the existing recognition scheme operating within the organisation and redesigning it so that we can recognise more front line staff delivering improved and vitally important work to our customers. The new scheme was designed so that it can be both a peer to peer nomination process but colleagues would review the nominations received and decide whether they were worthy of an award. Project managed staff engagement events across the Country including designing the booking process, allocation of sessions and ensuring that as many staff members were able to attend their first choice for seminar sessions.Delivering IIP Silver Status to the organisation including project managing two of the business streams involving selecting over 100 staff from across 450 sites. Overall the project covering 6000 staff over 600 sites and was delivered by a project team of three people. Delivered the first ever company wide raffle for our Charity of the Year, Macmillan, including securing thousands of pounds worth of prizes and involving staff from across the organisation. This raised over £1500 worth of donations for Macmillan.

Instructor, Truemans Heath Riding School September 2013 to September 2014Following a sabbatical, to further widen my career experience - and to follow a personal passion - I qualified in Horse Care and gained employment as an instructor with the aim to enable individuals with specific and complex needs to gain access and to enjoy horse riding as part of their care package.Delivery of lessons to individuals and groups of children, adults, and individuals with specific and diverseeducational and social needs. Work with carers to ensure that their client achieves maximum benefit from attending horse riding lessons, working with the carer to change and adapt the lesson accordingly. Acting Manager at the stables when both the owner and manager are on holiday, responsibilities include; being key holder, cashing up and financial reconciliation, scheduling of activities of events, personnel support. Leading and mentoring teams of helpers in all aspects of care and management of horses including taking them through recognised accredited stable management tests. Developing lessons for both individuals, and groups of children and adults, ensuring that where groups are mixed ability every person has a development goal and shows progression within the lesson.

Training Manager for the nationally recognised BEST programme, including developing designing and procuring bespoke training material for over 1,000 staff. Reported directly into the Chief Executive Stephen Hughes and Chairman of Employment and Human Resources Committee Councillor Afzal and previously by Councillor Rudge, the project was personally sponsored by Stephen Hughes and Councillor Afzal.Designed and delivered training on a wide range of soft skills such as Engaging with Team, Engaging with People at Work and Dealing with Change in the workplace for first line managers and supervisors. Project managed two Directorates in carrying out the Core Values of the City Council BEST programmeLead training for both Leader Development days and Senior Management Engagement days, allowing Senior Managers to actively own the changes that the Council is trying to establish. Actively engaging front line staff to contribute to improvements in the service via the Change ProgrammeProject managed over 500 Leaders equating to over 4,500 staff, dealing with queries, problems and solutions to specific training issuesActively developed good relationships with Senior Management, key for the successful completion of the Change Programme, including with the Sponsor for the ProgrammeActively engaged key agents for change within each of the Divisions to ensure the success of the Change Programme Influenced Senior Mangers within Highways to actively engage hard to reach former blue collar workers in taking part in the Change programme, a number of ideas were formulated from the group, including one that was used to save the Council over £100,000 and was included in the Private Finance Initiative (PFI) Contract as an example of best practice

Project managed the biggest Directorate within Birmingham City Council, (over 23,000) through the biggest change in pay and grading programme including initial selection and carrying out evaluations both using face to face methods and through completion of an evaluation using a questionnaireLiaised and persuaded Head Teachers of the benefits of encouraging their staff to take part even though they could refuse Liaising extensively with Human Resources Business Partners within the Directorates and also with Trade Union colleagues to ensure that the process runs smoothlyInternal checking and verifying data to ensure that the results are consistent with other jobs evaluated in the scheme. Acting as an auditor for jobs that had been evaluated and ensuring that those jobs that present issues are reviewed as appropriate