In addition to my role at Pinewood Group I work on a part time basis as the HR Director for Aermont Capital. Aermont is an independent European asset management group, focused on real estate and real estate related investment activities. Aermont takes an operator-oriented approach, emphasising investments that offer long-term value creation opportunities for the associated assets and businesses.

For over 85 years, Pinewood Studios have made dreams a reality, enabling storytellers to bring their creations to life on the big and small screen. Renowned across the globe for excellence in its field, Pinewood offers the creative industries a unique complement of world class facilities, services and expertise. From superspies to superheroes and galaxies far, far, away, there are no limits to the worlds that can be created on a Pinewood stage.Reporting to the CEO and sitting on the leadership team, this role involves leading the HR team and partnering with business to develop and implement a people strategy that drives the delivery of business objectives.

Promoted from within the Downstream functions HR team to lead the team to deliver the people strategy across the functions portfolio in the Downstream business. Role involves devising and implementing people solutions for a truly diverse and global client group population that incorporates, Commercial Development, Finance, Digital, IT&S, Procurement, New Markets, Advanced Mobility & Bio (c800 employees).

Partnering with the CPO and CIO to act as a key member of 2 leadership teams, this role involves leading on the development and implementation of the people strategy & solutions across the global client groups (>550 employees).Key Achievements• Acting as the global HR lead for delivery of the procurement transformation programme. In particular successfully delivering key HR implementation of restructuring activities through local and regional HR whilst acting as central point of HR governance and change management for the project.• Enabling client groups to build a strong talent pipeline that meets current and future workforce requirements with a focus on developing identified key talent pools.• Striving to build an inclusive and meritocratic environment within my clients groups through defined actions with a focus on gender diversity and other relevant aspects in the geographies in which we operate.• Building an energised and engaged workforce. Consistently recognising and celebrating success, reinforcing methods of reward and recognition appropriately and encouraging line management engagement at all levels within my client groups.

AccountabilitiesHR Business Partner for 3 global leadership teams within Corporate & Function, covering Downstream, Other Business & Corporate and OMS Excellence in the Safety and Operational Risk (S&OR) function. A truly global client group that comprised of 200 group, senior and first level leaders in engineering, operations and HSSE disciplines. Key Achievements• Change management- supporting leadership and client groups through substantial periods of organisational change and restructuring. Providing expert guidance and coaching on policy, legislation, org design, resource requirements and leading on the people work streams to ensure a successful implementation.•Reward - Led the S&OR function wide Reward year end process for 2013 and 2014 (performance calibration, bonus payments, salary review, equity grants, market data alignment). The reward subject matter expert for the S&OR HR team and function working alongside Group and Segment reward.•Talent Management - leading the talent agenda across my client groups, ensuring completion of the annual talent review process (9 box grids and succession planning) across the in-scope population. Work includes leading the analysis and calibration at Leadership level and introducing a People and Posts process for the S&OR Downstream group to facilitate the movement of talent across the team and from the business.•In 2015 led the S&OR function wide Talent Review which included developing and leading the ETM Talent Reviews for the Central, Deployed and Group Leader populations within the Function. In addition writing and developing the Talent Paper for the S&OR functional Talent review with the CEO and Group HRD.

AccountabilitiesProject Lead as part of a global transformation of the HR function (700 employees) across a complex international business (44,000 employees).Reporting directly to the HR Executive team and Group HRD to plan and deliver the development of the HR service proposition, service catalogue and service delivery model.Providing strategic and operational guidance and direction on organisation and job design and deploying large scale change and senior stakeholder management.Driving the delivery of the project operations, governance and timelines ensuring completion of targets on cost, headcount and benefits delivery.Key Achievements•Managed end to end restructuring and redundancy project stream in the UK•Restructuring and information and consultation planning and delivery across the UK, US, Germany and Norway (UK and EU Works Councils)•Deployment of HR service delivery offering and model, designing to meet cash, cost and business plan requirements•Development of delivery model for ‘small country’ International Services including a framework of operations and aligned process of new market entry across functions (HR/finance/legal/tax)

Third role as part of the HR Leadership Development Graduate Programme (HRLDP) providing business partner support to the global Marine Services business. 3 months based in Norway in the Marine Services Operations group and 3 months in Singapore in Services Asia and Corporate Head Quarters.Client groups comprised of c900 employees in European Operations and c400 employees across Services Asia and CHQ.Key Achievements•Implementing key Talent Management practices such as business and local 'Development Cells' and nominations of high potential individuals to the company talent pools.•Developed a proposal for a Sales Incentive Bonus plan for Marine Sales population. Including the bonus principles, pay-out analysis and stakeholder engagement.•Supporting the engineering function in Marine Services, providing HR Business Partner support to the VP Engineering. Support includes a review of the current engineering population, establishing the organisation structure and provision of generalist HR support to client group.•Identifying best practice in manpower planning and reporting across the Marine business providing and implementing recommendations for improvement. Covering full process from forecasting manpower numbers, phasing of recruitment, links to the finance function and regular reporting of manpower growth.•Built a strategic workforce planning tool for use in the Marine Services Asia business.

Second role on HRLDP as an Employee Relations Specialist with primary responsibilities to lead and manage complex and high risk disciplinary and grievance caseload (13 cases in total).Heavy involvement with Trade Unions and stakeholder management of senior HR and business leaders.Strong exposure to complex UK employee relations environment.Awareness of UK Employment Law and the development of the ER strategy for the implementation of new UK legislation.Key Achievements•Lead on complex internal business ethics, security and compliance cases.•Designed, implemented and deployed ‘Diversity and Inclusion’ e-learning packages to six countries.•Alongside an external provider, designed and delivered ‘Respect at Work’ workshops to 1200 employees.•Lead on project with the HR Business Partner group to ensure compliance and effective implementation of Agency Worker Regulations and the removal of the Default Retirement Age.

First role on HRLDP providing business partner support to two specialist client groups; Tidal Generation Limited (40 employees) and Distributed Generating Systems (130 employees).Worked on Employee Engagement, Competency Frameworks and Functional Alignment of Energy Customer Business as part of the wider business ‘Transformation Project’.Supporting recruitment campaigns, reward review and harmonisation of TGL terms and conditions.Key Achievements•Developed, produced and launched new recruitment approvals process and 2011 recruitment plan for Energy Customer Business. Process reduced current lead time by one month and drastically reduced non-value added management activity and HR admin.•Delivered 2011 Q1F budget and monthly HR Metrics to Finance and Business leaders.•Sole management of Energy ‘Good Neighbour’ programme: mitigated 15 redundancies on site.

AccountabilitiesSupporting and assisting the generalist HR team on site in the delivery of key tasks and functions. Assisting with salary reviews, reward management, 3 restructuring events, recruitment and selection, succession planning and talent management.Including key individual project work;•Revising site policy and procedure such as the compressed working week policy•Managing the recruitment and selection process for site internship programmes•Conducting employee engagement pulse surveys