In this interim role I was responsible for the main regular internal communications. I was also communications lead for a variety of projects and change programmes.

In this interim role I provided an internal communications service with focus on the roadside part of the business. The role included working with HR colleagues on complex reward and benefit updates for target audiences.

I provided generalist internal communications for Group IT. This included development of communications plans, working with senior management teams to ensure Group IT colleagues were kept informed in a timely and engaging manner. I also managed communications on behalf of Group IT to publicise IT-related changes and improvements and raise the profile of the function. I commissioned a series of short videos to highlight the significant improvements made in response to the COVID-19 pandemic.I continued to contribute to the business re-engineering programme from my previous role.

I was communications lead for a major business reengineering programme, working with key stakeholders to ensure that affected employees and the wider business were kept informed.I also worked with the leadership team to increase engagement levels across the business unit.

I provided generalist internal communications for the business unit, including writing and publishing content for the intranet, newsletters and employee emails.I worked closely with the Marketing team to improve employee understanding of business strategy and priorities.I managed the introduction of the Newsweaver Internal Connect e-mail system, providing enhanced capability to design, target and analyse effectiveness of internal e-mails.I was a recognised key user of communication channels including Yammer and the Scala and Appspace digital signage systems.I developed the long-running “People Like Me” series of articles in which colleagues told their personal stories to support diversity and inclusion (D&I). The articles were regularly amongst the most read in our weekly all-employee newsletter and on our intranet and were acknowledged as being a key driver of better understanding of D&I.

I facilitated improvements to compensation processes as part of the introduction of the Workday Human Capital Management system, ensuring functionality requirements were met and minimising the possibility of user errors.

I was chosen to lead a project team to make recommendations on the management of the global corporate intranet. I became a founding member and leader of the Central Intranet Team, and we improved intranet consistency and user experience whilst significantly reducing the resources needed.

I was Master Editor of HR online (HR intranet and self-service tool): managing the content structure, advising on good practice, and leading its on-going development based on cost-benefit analysis.I was a key contributor to the company’s global e-Resourcing project, providing a step change in the efficiency of the internal and external recruitment processes.I coordinated the Risk Management process for Corporate HR to support safeguarding of the company’s interests.I worked with HR teams to improve their business processes.

My role involved managing several separate projects, including:• Implementation of the Talent Management System for the company. This was an important global project that ensured the company had technology in place to facilitate its talent management and succession planning processes. I had formal responsibility for cost and delivery and undertook negotiations with internal and external stakeholders. • Developing the Customer Business graduate leadership programme. Working with senior executives from across the Customer Facing Business Units to design and implement a new programme from marketing through recruitment and the development programme itself. • Facilitating improvements to the Early Career Recruitment process. I used my ‘Green Belt’ (Six Sigma) training to achieve a significant and sustained improvement to the first sift process.

This role encompassed enhancing the company’s Professional Development Frameworks and graduate training programmes. I also led the company’s winning submission for the Manufacturing Excellence ‘Best Partnership between Business and Education’ award.

This role focused on education and careers issues for young people across the UK.

I was chosen for a secondment to the Society of British Aerospace Companies (then the trade association for the UK Aerospace industry) in London.Key achievements in the role included:• Quickly establishing an understanding of the key issues and a network of contacts across the industry and in affiliated organisations• Providing secretarial support to the People Management Board of the SBAC, membership of which consisted of HR Directors from major aerospace companies as well as other senior industry figures• Planning and organising the Careers in Aerospace Stand at Farnborough International 2002, which was visited by many members of the public as well as senior politicians and royalty• Managing the publication of a key report “High Power Work Organisation in UK Aerospace” and its launch in the Members’ Dining Room of the House of Commons• Participating in the Skills and Training sub-group of the Aerospace Innovation and Growth Team, a Government-initiated programme which defined the key issues and plans for the UK Aerospace Industry over the next 20 years

The role involved developing the SAP HR tool and the associated business processes whilst ensuring that what was delivered met the requirements of my business. I rapidly became a key member of the overall project team. I led small teams in a number of diverse activities, including business assurance issues, developing user guides, preparing for and hosting user acceptance testing, and closing out issues for Technical Review.I achieved the most successful SAP HR implementation of any business unit.

I undertook several generalist roles with accountability for HR in business areas and sites with up to 800 shopfloor, technical, professional and management employees, initially at Bristol and then in Derby.

I undertook placements in a range of personnel and business areas, including a five-month secondment to the Barnoldswick site as locum to the Personnel Officer.