I am responsible for all Compensation and Benefits activity across Northern Europe. From a strategic point of view I lead on the job catalogue which is a foundation for the new SAP system that has been implemented. I am responsible for the design and implementation of the reward strategy, which includes the implementation of a new grading structure and the realignment of all grade dependant benefits. I also lead on all pay review activity. I lead on all offered bonus schemes ensuring that rules compliment business objectives and that accurate information is available to ensure schemes are appropriately accrued for and that payments are made as appropriate. From a more day to day basis, I am responsible for all Korn Ferry Benchmarking of new and existing roles and advise on all individual pay review requests. I am the administrator of and a member of the remuneration committee making local and Northern Europe wide remuneration decisions. I lead on all matters of pay governance.I am responsible for all statutory and non statutory related pay reporting across the UK and Ireland.I also serve as a business partner to the Northern Europe business ensuring that the C&B function retains a positive reputation across the business and is responsive to all C&B enquiries.I own all benefits offered by the company, including the 70+ pension schemes in operation. This includes ensuring that all Benefit in Kind is paid correctly in relation to Private Healthcare. I am also responsible for assessing new benefit opportunities to enhance what is offered to our peopleFrom an executive pay point of view, I work closely with our USA team providing all required (statutory and non statutory) information is provided in a timely and accurate manner. I also act as a centre of expertise on these matters providing localised advice to the global approaches to executive pay.

I am responsible for managing the reward function for the Uk Care services business. The role includes influencing senior stakeholders ensuring that positive reward decisions are made. In addition I am involved in transforming the reward proposition for our staff by creating and implementing a reward strategy ensuring Bupa is market leading, this is Care Services specific in line with the BUPA Uk reward strategy. I also manage the annual pay review cycle in its entirety. I am actively involved in supporting all projects that have an impact on the way we reward our people.I manage a team of 2 who are responsible for reward analysis and general reward queries. I own the pay governance process which I designed to ensure that pay decisions are equitable, auditable and offer value for money. As a senior team member I am regularly part of job evaluation panels using Towers Watson methodology.From an executive pay aspect I responsible for managing and advising on all remuneration decisions for the Care Services part of the business.I lead on all job catalogue and the implementation of Workday from a Care Services perpective.

I supported the Senior Reward Business Partner in the delivery of the reward strategy across the Care Services part of Bupa. I lead on all pay review related activity for both the salaried and hourly paid population, as well as administering the staff bonus scheme across Bupa UK (all functions). I acted as the Senior Business Partner to the Cromwell Hospital as well as Richmond Care Villages. I was the main analyst in the reward team for Care Services.

I was the sole Reward representative in the HR team at the University of York, and therefore responsible for all aspects of reward. As part of the annual pay review I was responsible for contributing to the national pay negotiations supporting the sector wide pay agreement. In addition to this I would lead on the localised implementation of the review. I owned the job evaluation process which used a University wide job evaluation that was adapted from Hay methodology. I was responsible for the production of all remuneration committee papers as well as up dating the committee on the progress of actions as well as advising them in their senior pay decisions. I was key in the delivery of many reward related projects such as gender pay reporting and the impact of the newly announced national living wage.

I was responsible for the development of all pay and reward associated policies and acted as a subject will be assisting in pay modelling activities.I lead a team a 4 people whose responsibility was to advise and up skill managers to be able to deal with more simple reward related queries. More complex matters were managed by the team. As the largest government department we were frequently consulted and involved in cross departmental policy formation and I would input to this.

As an Employee Relations Specialist I was responsible for the introduction of the latest Cabinet Office Reforms, Development of the policy regarding a new facility time allocation and recording process to satisfy the changes required of the Department. Associated with these changes I led on the redrafting and introduction of the employee relations framework which acts as the policy supporting the relationship between the department. As lead on the Corporate Centre I would facilitate and lead on consultation and negotiation within the Corporate Centre. I also designed and launched an Employee Relations training course in conjunction with ACAS with the aim of rolling it out across the Civil Service.I led a team of 3 in the delivery of employee relations who would support both local and national trade union negotiations.

As a pay an reward consultant, my principal task was centred around modelling and implementing the annual pay award and developing the bonus structure in line with performance management procedures.In addition I was responsible for all equal pay issues , grading and all external and internal benchmarking exercises. I evaluated both current and new roles as well as benchmark them against current market trends. The job evaluation system was civil service specific based on Hay methodology. The Commission was going through a considerable amount of change and was designing a future scheme of child maintenance and as part of this I contributed towards the design of a new pay structure and total reward package.In addition to this I picked up a range of pay related issues such as freedom of information requests and ministerial questions.

I began with Trafford in a general HR Management Information role. This consisted of monitoring the Human Resources function against a suite of key performance indicators. I had specific responsibility for improving the understanding of senior management with regards sickness absence.I was responsible for all HR based statuatory data returns to the Audit Commission and the Office for National Statistics.After approximately 12 months I moved into leading the data management element of the equal pay project that was underway to compensate in excess of 2000 colleagues. This involved leading a team of 10 to 12 people collecting large quantities of complex data. Part of this included working closely with the finance department before deciding what level of compensation colleague should be offered.Once this was complete I was given lead responsibility for designing a single status pay structure for the Council. This again involved managing a small team and working closely with the job evaluation team and finance. This was sucessfully implemented in December 2009.