BBA Aviation plc – Pension Trustee Director ongoing

Management appointed Trustee of the Pension Plan since 2007. This role initially covered a defined benefits plan but now also includes a defined contribution scheme. Activity has included regular Trustee Board meetings, Investment Sub-Committee involvement, working on buy-in strategies with insurance companies and handling an asset backed investment opportunity for the scheme.

Kodak Alaris Ltd

Interim HR Director from September 2013 having been initially engaged, three months earlier, to help Eastman Kodak Corporation (EKC) out of Chapter 11 securing all taerms and condistions and benefits out of EKC into what is now Kodak Alaris (KA) in 36 jurisdiction worldwide with t/o of $1.2B and 3500 employees. Led the recruitment of the CEO and together built the Board from internal and external candidates. Built and developed an HR team of circa 45 people, with an HR leadership team of 5 building the HR strategy and processes to enable the new company meet its 5 year plan which will include restructuring. Reporting to the CEO and sitting on the Executive Committee, and liaising with the sole shareholder, the Kodak Pension Plan Trustee Board. Recruited permanent successor as Group HRD.

Yodel

Interim HR Director, running a department of 35 people, including shared services, and leading the HR aspects of second phase integration between two companies. This also included the introduction of an auto-enrolment pension plan. Was a member of the Executive Committee and reported initially to the Chairman and then to the newly appointed CEO. Periodic liaison with shareholder representatives.

Wincanton plc

Interim HR Strategic Services Director , reporting to the CEO and sitting on the Executive Management Team (EMT). This role was initially to assist the CEO with HR matters at Board and EMT level following the redundancy of the Group HR Director; lead a head office restructure including HR; oversee a number of major HR projects – performance management, payroll outsourcing and improved shared services offering; coach a potential internal successor into the role of HRD; help transform the HR offering to the business in terms of model, strategy, up-skilling, and value-add processes focused on comp and bens, performance management, talent management and succession planning. Recruited and initially coached my permanent successor as HRD.

VION Food Group UK

A ten month assignment as Senior HR Director with the Pork Business Unit of VION Food Group UK, part of the 9 million Euro, multinational VION Food Group headquartered in Holland. This was a business transition/chamge leadership role, working closely with the MD and Executive Management Team (EMT) of the BU and coaching and mentoring the HRD to transition him into strategic and high level performance. Specifically, work involved OD, restructuring, developing BU HR strategy and building the HR team to deliver it and mentoring members of the EMT. Liaison with UK Group and VION HQ functions was also required.

BP

Subject Matter Expert (SME) support to the Internal Audit Function of BP to enable a best practice/best fit internal audit of HR and industrial relations processes and practices in the North Sea business unit. This involved working with the IA team and giving inputs into the audit test plan, conducting fieldwork (interviewing relevant staff and analysing and questioning documents) in Aberdeen, and assisting with the drafting of the final audit report.

Hakkasan Limited

Backed by a major investor from the Middle East, Hakkasan and its sister restaurant Yauatcha, are the only Michelin starred Chinese restuarants in Europe. Significant change and expansion – both in the UK and overseas – has been the order of the day for the Limited holding company since mid 2009 and this necessitated developments in the HR function and its service delivery in terms of risk management and value-add processes. From December 2009 work was required to complete a HR strategy to fit the needs of the business and to deliver this strategy into the Hakkasan Ltd head office and the two restaurants in the UK. This included an online performance management process, action planning following an employee engagement survey, introduction of new and improved staff benefits, revised and updated staff contracts and handbooks, new policies and processes, and the recruitment of an experienced HR manager to continue to help embed all of the above.

Human Fertilisation and Embryology Authority (HFEA)

Two short pieces of work spanning 2009/11 withy the HFEA, helping them recruit their new CEO and Compliance Director. This entailed advising on the recruitment process and then being involved in the resultant assessment centres and panel interviews.

National Federation of Builders (NFB)

Appointed Change Director to lead a significant change programme commencing in 2009 which addressed the consolidation of the NFB’s operational offices to enable both critical mass and economies of scale, and to streamline and clarify the internal management structure. This required re-focusing and strengthening the service delivery structure into four Directorates namely Operations, Training and Member Services, External Affairs and Finance. All of this was against a background of strict time and finance constraints. Working with the senior management of the NFB and an internal change management team, this involved: preparing a detailed change project plan, ensuring that internal communication needs were addressed via the intranet and staff briefings; consulting with staff over job changes and restructuring; managing the internal and external recruitment processes for new members of staff at Director level; and assisting senior management and the operations team to build their vision, mission and goals for the future.

Carillion plc

In June 2009 Carillion agreed to TUPE transfer its internal facing IT function to Accenture. The latter did not require all of the affected staff and it became necessary to compromise out, pre-completion, two thirds of the relevant workforce circa 90 people). As part of a small team, contracted in to assist in the TUPE transfer and focused on handling the negotiations relating to the compromise agreements during July and August. This was satisfactorily completed at the end of August, well within budget, and with no ET claims arising.

BBA Aviation plc

The old BBA Group plc had been a client of GEFConsult for over four years and when they demerged their non-wovens business took up the role of Group HRD of the new aviation focused company in February 2007. “Hitting the ground running” the main objective was to help deliver organisational change and OD, and spread some corporate glue across 5 business divisions as the company transformed from a financial holding company into a strategic and operational oversight model.

The HR adhesive came in the form of helping develop and instil vision, mission and values; a group wide performance management process; talent management and hi-potential development; succession planning; and a joined up global remuneration and total reward process that would help facilitate international mobility amongst other things. None of these existed in the past but are now embedded and form key deliverables in the HR strategy that was introduced.

Reported to the CEO and sat on the Executive Board. Also had accountability into the Chair of the company’s Remuneration Committee and Chaired the CSR Steering Committee. Remain a company appointed Trustee Director of its defined benefits and defined contributions pension plans.

Staffing wise, the HR function needed to be up-skilled and this was done by bringing in new business partner generalists – x3 -, and 2 specialists in reward and recognition, and talent and leadership development. The latter 2 areas had not existed previously. The 2 specialists and 6 HR leads now all work as a coordinated team rather than insular, siloed individuals as they had done previously.

Ninety percent of the company’s business is in the US, together with 90% of the staff, requiring one week in four over there. Most of the remaining 10% of staff are in the UK with a smattering in Europe and Africa

At the request of the Chairman, Chaired an independent enquiry into the accidental death of an operative at Detroit Airport and the follow up session 6 months later to determine if BBA Aviation’s airport staff at Detroit had understood and implemented the 19 recommendations the investigation committee made. In addition, lessons learned were communicated across the whole of the Company.

Gate Gourmet UK Ltd

A one year fixed term interim assignment as HR Director, UK and Ireland for Gate Gourmet following their big industrial dispute and reorganisation of 2006. Prime accountabilities were to re-construct the HR function in terms of personnel, strategy, policies and processes; build a new industrial relations environment within the company to include non-unionised staff; re-build relationships with the TGWU by means of a new recognition agreement and shop stewards structure; rationalise and strengthen management structures in Operations, Finance and Commercial functions; ensure delivery of performance management and succession planning initiatives; improve internal communications strategy and operations. Was a member of the Country Executive Management Team (CEMT).

General Dynamics UK Ltd

GD UK is a subsidiary of the large US defence and aviation corporation and was going through significant change across all functions in. In this context, this four months, full-time interim assignment as HR Director covering the end of 2005/beginnining of 2006, required assisting the HR VP with top level strategy design and delivery and facilitating the transformation of HR from service delivery to business partner status. It also featured facilitating Executive off-site meetings, mentoring and coaching members of the HR and senior line management teams, and handling specific projects and operational requirements for the VP as required, across 4 main UK sites. Also, in the VP’s absence, given “Delegation of Authority” status.

The Strategic Rail Authority

An eight month interim assignment helping the SRA transition into the new Department for Transport Rail Directorate, and eventual closure at the end of 2005. Led strategic and operational HR resource for the Operations Executive, sitting in on weekly Ops project review meetings, involving Finance and IT function transfers and co-opted onto the SRA wide weekly and monthly project review committee. The role required project management skills, TUPE/COSOP transfer and redundancy consultation – both collective and individual – internal communication and fire fighting as required.

Duracell

Determined, designed and implemented an employee relations improvement programme for a UK based Duracell battery production site in 2004. Key components of this project included: focus group sessions with shift workers and managers; the formation of an Employees’ Forum; introduction of an internal communications policy, procedure and strategy; review of existing grading system and pay scales and design of replacements; introduction of new recruitment and induction policies and procedures; coaching of the senior management team to improve performance. Undertook all training of relevant staff in the above.

Legal Services Commission

An interim management assignment within HR, assisting with the transformation of the function from a central to a regional service in 2004. Specifically, this required the full time mentoring of the newly, internally appointed Head of HR Operations, enabling her to successfully undertake this new, pivotal role. Involvement with the strategic direction of the function and its IT requirements also evolved.

Career Counselling/Coaching/Mentoring

In addition to the above, I also undertake one-to-one career coaching/mentoring and counselling for corporate employees and referred individuals in redundancy situations. These have included people from a variety of industries and varying organisational levels, up to and including company directors.