Leading the People Strategy for the transformation of operations of Centrica Supply Chain to TVSSCS

Strategic HR partnership to the MD, leading a team of 10 HR professionals who were responsible for a population of 4700 professional drivers and transport managers. including talent management and performance, engagement surveys and action planning , ER case management and collaborative IR relations.Working in partnership with the major retailers to deliver cost effective 3PL services including consumer goods, retail and construction services.New Business Development including large scale TUPE projects circa 800 people across multiple sites with one of the leading supermarket brands.Introduction of simplified performance management programme, including objectives setting, talent management and successful succession plans designed to support growth strategy aligned through leadership levels.responsible for the people plan across all Business units, engagement, development, performance management and IR ER case management.Complex alignment of terms and conditions with collective bargaining in place/ trade union recognition.Pay negotiations across multiple contracts all with specific collective bargaining in place.Development of people scorecard at 3 tiers to aid data based decisions.introduction of learning and development bite size modules to support delivery of scorecard.

Business partner for the retail industry sector . Providing 3PL across multiple customer sites large scale TUPE, change management, restructuring, talent and succession, IR and ER case management. engagement and development of management team. identification of high impact areas through data analysis, e.g, attendance, grievance. Qualified ILM coach. Delivery of pragmatic HR solutions through data analysis with intuitive human application.

HR Business Partner, Transportation UK Line Haul

Deployed people plan across large geographical area, 4500 operational employees, professional drivers and warehousing personnel. Business partnering support to director, senior managers and HR shared service and legal teams to enable resolution of complex discipline and legal cases. Ensured people policy, advice and support in place for an operational management team over 100 people managers. Development sustainable attendance management culture, support the development of improved strategic relationships with trade unions. Provided bespoke coaching and development for high impact units using scorecard metrics to identify continuous improvement.• In partnership with senior stakeholders and external agency suppliers reviewed and deployed resourcing model for LGV drivers in central region, to address the demand during peak periods with 150% increase for driving resource on key days. Solutions included, driver upskilling, temp contracts and agency supply, with the reduction of road contractors. • Deployed and design input to integrated attendance management plan to support operational managers with all core and complex aspects of attendance management. Focus on supporting high impacting units running at over 5% sick absence, result 30% reduction in duration of long term case, improved attendance management compliance.• Led a talent review of the logistics management team, supported the creation of succession plans to address talent and diversity gaps. Led the recruitment / assessment process and subsequent on-boarding / development approach for x2 senior leadership external hires. Positive impact on the diversity profile with clear successors for key roles in place.• Designed and deployed the people plan aligned to efficiency changes within the operation. Successful deployment of optimised Logistics network across 14 operational sites. Supported units in reaching agreement with trade union. Savings ranged between 250 – 800 work hrs per week unit dependant.

Developed and implemented culture change and engagement initiatives across the organisation. population 150k . Supplier management & budget responsibility £1.2m to deliverthe engagementsurvey. Partnered key stakeholders ensuring interventions aligned to the target culture and HR strategic priorities. Set direction for regional teams supporting high impact units. Built on the employee voice with core objective to increase the company engagement index. Direct line management accountability for team of x 2 national engagement managers, with a matrix team within the regions of 10 regional engagement managers.• Created the employee panel. Community consists of 80 employees from all levels and functions within the business. Panel helps shape some of the initiatives designed to make Royal Mail a better place to work, including input to corporate engagement plan, building on the employee voice. Key outputs… introduction of a new female uniform, shaping employee benefits schemes and the introduction of communications technology. The employee panel in still active in supporting the strategic direction and shaping plans.• Lead role in the deployment of the 2016/17 national employee engagement survey. Target population 150k employees, including supplier management. Over 80% of employees took part in the survey resulting in a 2% increase in employee engagement.

Developed and deployed the people plan across National Network Operations, providing Logistics solutions across the Group, 3000 professional drivers, 400 rail and air hub professionals. Built sustainable workforce with a blend of recruitment, agency use and internal training programmes. Supported operational stakeholders in all aspects of the people plan, including absence management, discipline and case management. • Design and deployed an internal LGV / HGV1 driver development programme to address the ageing demographic within the driver population and a national shortfall of drivers within the external market. Created a business case to access the finances and demonstrate the return on investment. Campaign was successful in its trial year 2015/16, with over 1000 applications for 100 training positions, the programme continues to date with an additional 100 – 150 driver training places per year.• Led two industrial relations reviews in problematic high impact units with a history of poor engagement, grievance and whistle blower complaints. Reviews were done in partnership with the national trade union. Identified core issues and provided recommendations. Ensured actions plans were followed and monitored units for 2 years, outcome in both occasions, drop in complaints with over 30% increase in engagement.• Delivered people plan aligned to national network review in partnership with operational stakeholders, deployed annually & impacted population 3000 large fleet (LGV) professional drivers, ensuring the road network was optimised and efficient. Interfaced with trade union to ensure compliance with national agreements and resolution of any people issues. Deployed review annually with network savings of £3m year on year.

Accountable for design and delivery of the people strategy for the Midlands Mail Centre transformation programme. Including, redeployment, voluntary redundancy, organisational design, people culture and integration. Impacted population circa 4000 across 3 closing and 3 gaining sites. Key interface for trade unions in the successful deployment of the people plan.

Project Manager for communication, engagement, culture and integration for an extensive rationalisation programme to reduce the number of operational plants from 9 - 4 sites. Lead the communication strategy through the legal consultation process and deployment. Built positive relationships with trade union partners throughout.Accountable for the design and delivery of the engagement plan for the rationalisation programme. Design and delivery of a communication strategy and people change initiatives. Accountable for milestone communications with internal and external interfaces. Internal communications delivered to a target audience of 18.500 employees using a variety of traditional and innovative channels. Developed and measured communication engagement interventions throughout a 9mth legal consultation period. Key outcomes include, 0% industrial relations disagreements, and design and deployment of robust people plan.

Innovation lab manager for a purpose built creative space designed to enhance creativity through sensory experience and bespoke facilitation.As centre manager and lead facilitator I was accountable for stakeholder management of a diverse client base, including internal and external clients to ensure the design and delivery of their bespoke product met their objectives.Responsible for maintaining and evolving the innovation lab designed to stimulate creativity and new ideas. Provided bespoke interventions including, creative problem solving vision and strategy, new product development and team and personal awareness sessions to both internal and external customers.

During this period I held a variety of learning and development positions, including, regional learning manager, management development trainer and product design. Responsible for planning, design and delivery of learning interventions across all levels of the organisation.