Executive Pay - implement policy; benchmarking; RemCo papers; produce Directors’ Remuneration Report (DRR) and remuneration policy for annual report. Discretionary LTI/STI shares programmes and all employee SIP/ESPP programmes; deliver annual compensation pay cycle for Corporate Centre.HomeServe plc is a multinational home emergency repairs and improvements business. Operates in UK, US and Canada, France, Spain and Japan. FTSE 250

Implement reward strategy/policies applicable to Executive Directors, Executive Committee and NEDs; RemCo support (paper submissions etc); produce Directors’ Remuneration Report including fair pay calculations; compile responses to investors /FAQs; review evolving Corporate Governance and impact. Benchmarking and remuneration proposals for Exec Committee members in respect of annual cycle, leavers and joiners; implement RemCo decisions. Group-wide project delivery of discretionary LTI programmes applicable to circa 500 senior executives in UK and US.Communication of Annual Incentive Plan measures, targets and results for senior leader/ managerial employees in UK and US (until 2019)Fair Pay - produce Group-wide (and UK) gender pay gap data (until 2019) and CEO pay ratio and Director vs employee pay statistics (2019 onwards)Oversight of Group-wide annual compensation process and system delivery for c7,500 employees in UK & US (for 2018).

Implement reward strategy/policies applicable to the Group-wide Senior Leadership (c.200 employees, across UK and US.Implement Annual compensation cycle process and decisions - performance review & calibration, salary, STIs & LTIs; Propose remuneration solutions for: new hires; retention plans; settlement/exit agreements. Implement decisions for top 50; Maintain pay and job architecture for top 200; WTW salary survey data input, benchmarking and Hay job evaluation; and,Group-wide delivery/project management of the annual compensation review process and associated IT platform; covering decisions for base pay, STI and LTI incentive awards (covering c7500 UK/US employees).

Through a team of ten reports, provide effective and efficient Case Management policies, processes and service delivery; build the Case Management brand to become a respected and trusted source of policy advice, guidance and service delivery. Collaborate to drive effective end to end processes across related business areas e.g. Occupational Health and Pensions Services.

Implement UK Compensation policy applicable to managerial and unionised employees (c.8,000).Key contributor to UK staff pay negotiations and transition to new pay & grade structure; pay and benefits benchmarking; Hay job evaluation; compensation policy and process reviews.On a Group-wide basis, Project manage and implement the annual compensation cycle and IT platform for managerial and non-unionised employees to include salary, STI and LTI decisions for c 7,500 employees in the UK and US (2010 – 2013).In 2012/13 specifically design & implement a new Group-wide annual Compensation review technology platform; working with external partner (Willis Towers Watson) and Group-wide Reward CoE; c.7,500 employees in scope.

Deliver key elements of Global C&B policy to UK and Overseas employees (scope: 6000 UK, 1000 overseas employees across overseas sales operations).• Project managed and delivered streamlined global annual salary review process across c 20 countries.• Post divestiture from Ford, reviewed and recommended changes to rationalise Global Salary Survey process and bonus scheme structure in overseas markets; coordinated exit from Ford Stock Option and Restricted Stock Unit LTI programmes. • Implemented Watson Wyatt Global Grading System pilot

HRBP client responsibility for Global Marketing (UK based) and overseas based National Sales Companies based in Dubai, Brazil and South Africa. Also responsible for project managing various HR Projects and workstreams across the entire Marketing Sales & Service function in the UK and impacting over 20 countries. Eg people/talent development; performance and compensation process; workforce planning to support restructures and headcount reporting.

Key contribution in the development, delivery and implementation of the Company’s strategy for negotiating employee Pay Terms and Conditions for Land Rover negotiated employees (c 11,000), Aston Martin and Business Protection negotiated employee bargaining groups. Various HR policy and process reviews as required to align (previously) separate Land Rover and Jaguar terms and conditions following aquisition of Land Rover by Ford Motor Company.

• Relocation and support to c 300 Rover Group expatriate employees and input to evaluation of BMW Group global international compensation policy and process; 3rd party supplier management. Responsible for coordinating annual compensation review of expatriates and accelerated repatriation of families post divestiture of Rover Group by BMW. Managed team of 4.

To implement HR projects and deliver learning & development and communications processes Engineering function; comprised c3000 staff and management employees; c700 hourly (craft) employees and 200 apprentices. Introduced ‘Performance & Potential’ management and 360 degree appraisal processes. Led team of 7.