Andy Bindon Email & Phone Number

London, United Kingdom

Working with colleagues to make GLL the best staff owned business in the UK.

Independent Trustee and board member of one of the UK's leading social enterprises. GLL operates over 270 leisure, sport and fitness facilities and employs over 14,000 people. Member of the Board's Remuneration Sub-Commitee.

London, United Kingdom

My success at LSER led the Govia Group to persuade me to take on the Executive Level HR Director position of this newly created train operating company, the largest rail franchise in the UK. Selected achievements:- Successfully designing and programme managing the creation of this newly merged entity, the largest of its kind, in less than a year, managing the risks and delivering the TUPE transfers.- Designing the management structure and populated it with 900 internal and external appointments ahead of schedule, while arranging 150 redundancies, with only one employment tribunal case brought.- Implementing major service and staffing changes as a result of the largest rolling-stock change in UK rail history. This included extending driver-only trains and creating new customer service roles, which led to the highest levels of performance and customer satisfaction since the franchise start.- Designing and delivering IR and Engagement strategies that delivered the service changes, negated the impact of industrial action and delivered record levels of employee engagement.- Delivering a massive increase in train driver numbers (more than 600 new recruits, a 40% increase in headcount) in less than three years; and increasing the number of female drivers in this cohort.- Redesigning the on-board customer service model, changing the roles of 250 staff on new terms.- Working with The Prince's Trust to bring 130 disadvantaged young people into employment.

London And Kent

This was one of the more strategically important HR roles in the UK’s recent history. LSER was responsible for delivering both transport services and new infrastructure to enable the 2012 London Olympics. The challenge was intensified as I inherited an HR department which had been without an HR Director for a year and lacked any strategy. Selected Achievements:- Delivered the crucial Javelin high speed rail system connecting the Olympic Stadium to central London, with no industrial action. - Created a new performance management system for the entire organisation linked to overall business strategy, enabling the delivery of LSER’s key objectives and record levels of performance and customer satisfaction.- Turned around staff performance to deliver, according to national audits (EFQM 5* rating) the best performing overall rail operator in the UK by 2012. - Transformed employee engagement, reducing sickness by 35% and becoming the first UK rail company to achieve “IiP Champion” status. - Protected LSER’s bottom line from the impact of the 2008 financial crisis and the sharp drop in passenger traffic, removing 300 positions and protecting investment for the 2012 Olympics.- Hired 1,000 additional agency staff for the 2012 Olympic Games and mobilised my HR team to observe their performance, ensuring the quality of delivery was continually monitored.

London, United Kingdom

I was this nascent organisation’s first HR Director. Inheriting a traditional personnel department which was struggling to keep pace with rapid growth. My role was to support this growth, navigating constraints posed by bids, post-acquisition integration, TUPE, while turning around the HR Department. I was highly successful in this role and was invited back in 2010 to join the board as a Non-Executive Director (see above). Selected Achievements:- Doubled staff numbers from 2,000 to 4,000, managing the TUPE transfers and moving 97% of new employees to GLL contracts.- Enabled GLL’s growth by developing a five year “People Vision” identifying skills gaps, organisational development, talent management and employee engagement, with buy-in secured by development from the bottom-up. - Working with client organisations to offer employment and career prospects to disadvantaged local people as part of contract start-up.- Reduced staff sickness to less than 2%, a concrete result of a big employee engagement drive involving non-traditional, innovative, staff conferences and an improved people management.- Redesigned the HR team, focusing on its top business-priority of recruitment and strengthening this through external hires and new processes.

London, United Kingdom

General HR leadership responsibilities across the function during my last year, including responsibility for a team of 250 people. Preceded by two years as Head of Partnership & Employee Relations, during which time the organisation was moving half the workforce (10,000 people) into new organisations and implementing new services.

Master Of Arts (Ma), Employment Strategy

Postgraduate Diploma In Personnel Management

Hnd Business Studies