Robert Faichney Email & Phone Number

Edinburgh, Scotland, Gb

Edinburgh, Scotland, United Kingdom

Edinburgh, Scotland, United Kingdom

Glasgow & Livingston Service Centres

Livingston, West Lothian, United Kingdom

Livingston

⦁ Managment for the Collection & Delivery Exhange team consisting of 26 PAYE Drivers & 5 Sorters covering the whole of Scotland 5 nights per week acheiving 100% Quality of Sevice to all our members⦁ Responsible for the management of the DSA team processing in excess of 10k Items per evening, with evening clearance being acheived through my introduction of a Lean Work Flow process⦁ Worked on a plan for GM on efficieny plans which have a projected yearly saving of a minimum of £250k

Eurocentral, Scotland

• Since Joining Hermes as a Field Manager over 5 years ago I have worked well with the teams I have been part of and excelled in the level of service I have provided resulting in the last 3 years being promoted to Assistant Regional Manager Tyneside, then to Regional Manager Carlisle and then Edinburgh and more latterly being asked to manage the largest Region within the Hermes Network in Eurocentral. This are covers over 70% of the Scottish population with a Peak day volume of circa 117k being delivered to a service standard of 99% daily. I have a team of 20 Managers of which 12 manage the daily service of 900 couriers covering over 1200 delivery routes, a team of 6 Compliance Managers and 2 Regional Planners. • In my roles I have always been an advocate of Team engagement which was evidenced by my turnaround in both the Carlisle & Edinburgh teams Employee engagement scores with Carlisle moving from 56% employee engagement to a business high of 97% and moving Edinburgh from 67% to 94% within my 1st 6 months. I believe engagement to be key objective to delivering an excellent service and through this ethic I have delivered some fantastic results through my teams in each of the areas in which I have managed. • I as Regional Delivery Manager am overall responsible for Customer Experience, Engagement, KPI, Budget, and People & Health & Safety. I manage this daily with my teams through conference calls and monthly one to ones, team building days and observation days

Edinburgh, United Kingdom

• I as Regional Delivery Manager am overall responsible for Customer Experience, Engagement, KPI, Budget, and People & Health & Safety. I manage this daily with my teams through conference calls and monthly one to ones, team building days and observation days. • Customer Experience is at the heart of every decision I and my team make as this is key to ensuring that the business grows. Working with my compliance team I use our systems to prevent they fail on the day rather than reacting to the fail. Within the parcel industry we tend to have been reactive over the years, however we have now changed the dynamics of the business through more improved technology allowing us to be more proactive and understand the issues prior to them taking place, this approach I have instilled within my team has enabled us to be one of the top performing regions within the network.

Carlsile

• I as Regional Delivery Manager am overall responsible for Customer Experience, Engagement, KPI, Budget, and People & Health & Safety. I manage this daily with my teams through conference calls and monthly one to ones, team building days and observation days. • Customer Experience is at the heart of every decision I and my team make as this is key to ensuring that the business grows. Working with my compliance team I use our systems to prevent they fail on the day rather than reacting to the fail. Within the parcel industry we tend to have been reactive over the years, however we have now changed the dynamics of the business through more improved technology allowing us to be more proactive and understand the issues prior to them taking place, this approach I have instilled within my team has enabled us to be one of the top performing regions within the network.

Newcastle Upon Tyne, United Kingdom

Edinburgh, United Kingdom

I am currently working as a Field Operations Manager for Hermes UK Delivery Network. My role covers a large geographical area from West Lothian, Fife, Falkirk & Stirling, I have the responsibility for the management of the all the business KPI’s, which are Finance, Quality, Health & Safety, Efficiency & People Management. I have 114 delivery rounds, 3 depots & 89 self-employed couriers.

Edinburgh, United Kingdom,

Efficiency savings• In four years I was responsible for efficiency savings of over £500,000 in Operational Budget Royal Mail has strong union representation, which can make it challenging when introducing cost savings, However by making effective use of front line staff engagement through key communications, which included the introduction of working groups, I reduced staff headcount from 156 post persons to 124 post persons & five managers to four, without impacting on service quality.• Key staff engagement was the driving force to ensure that my unit became more efficient, with the introduction of daily huddles in which my team and I would discuss with the staff all key operational and Health and Safety issues for that day. Additionally, I introduced a weekly session of 30 minutes in which the staff can bring forward their ideas on moving the unit forward in terms of Efficiency, Health & Safety & Employee Relations. • Maintaining staff morale during efficiency savings was a key concern in order to ensure our customer experience was not affected. I worked with my management team on engagement strategies to help take our people with us to ensure the reduction of our variable costs by introducing team-working, in which staff will absorb other work to ensure that all hours paid for are worked. This enabled me to make a minimum budget reduction of 5% year on year.• Performance Management is another tool I integrated into my business unit, which involved all members of the team being assessed on performance and procedures, with any shortfalls identified requiring the agreement of an action plan and any relevant training areas being identified & resolved

Dundee, United Kingdom

People Management• Being the Delivery Office Manager I am responsible for the overall management of the unit in terms of all procedures and processes along with all the Key Performance Indicators of Health & Safety, Quality of Service, Budget Controls, Customer Experience, Business Planning, Conduct of Code and Sick Absence Management, Staff One to Ones and Security.• I perform one to ones each month with all my team and in turn they perform them with the frontline teams. These are used to make each team member aware of what they are doing well and also for me to arrange relevant training in the areas where I feel development is needed. • I will regularly speak to the frontline teams to get feedback on the performance of my team and I, this is then collated and action plans drawn up, displayed and cascaded with realistic timescales. • I was recognised by the business for the work I have been performing with the organisation Remploy, as part of which I introduced work placements into my unit from Remploy as part of my frontline team. • These individuals had been out of work for some time due to discrimination issues they had to face within other organisations. I arranged for learning sessions to be conducted with my teams to give them a more knowledgeable understanding of the disabilities that the new team members have and sought volunteers to be buddies to make the new arrivals’ integration as pleasant an experience as possible. • Remploy recognised the work that I was performing on behalf of Royal Mail and arranged for me to produce and deliver a presentation to other areas of Remploy at an awards ceremony within the House of Lords, in which they presented me with an award for routes into employment. • Responsible for the recruitment of over 200 frontline & Management employees, along with the recruitment of over 50 self-employed couriers • Responsibility for the absence & conduct management of Frontline, Management & Self-employed couriers

Edinburgh, United Kingdom

Client Relationship Management• In my role at Royal Mail, I had responsibility for deliveries to 45,000 residential customer and 2,000 business customers. When making efficiency savings I ensured no negative impact on our customers and that quality of service was maintained through each of the transitional periods. • Customers are the key to any business being successful and I would regularly visit our key business customers to ensure that their experience of our service was first class. If there was anything we could do to improve our customers experience we would work with our front line team to introduce these measures. • Over the last four years I have worked with my teams to ensure that we are the best performing business unit. This allowed us to beat quality of service improvement targets each year, even during the heavy winter of 2010. During this difficult time, my team and I were instrumental in staff engagement to ensure that all targets were achieved. • I produced weekly analysis on customer complaints, which was displayed and cascaded to the teams, with all key areas of concern rectified.