PROJECTS
TWININGS
This Project involved a restructure to the manufacturing footprint of the Company in Europe and involved closing one factory in the UK and restructuring and reducing the other UK site. In addition, a Greenfield site build was undertaken in Poland.
My role was to develop the people plan to ensure a smooth transition to the new operating structure. The plan involved designing the Consultation process, engaging with Trade Unions and employee representatives, supported by extensive communications both internally and externally.
The Greenfield build involved working with Polish authorities and local Companies to recruit, induct and train the new employees to ensure an on time start up to plan.
DS SMITH
Acquisitions have been a key part of the business growth strategy at DS Smith. Successfully implementing Business Integrations post acquisition were critical to success. My role was to focus on the people plans to ensure the newly acquired businesses were integrated into the DS ‘family’ as quickly and seamlessly as possible enabling synergy benefits delivery.
Lead the HR workstream for Packaging organisation transformation. Implementation of new Target Operating Model impacted 25,000 people across 30 European Countries, consolidating 9 regional organisations into 3, delivering significant business benefits.
Implementing a new Agreement and Governance structure with the European Works Council was needed to ensure effective engagement and feedback in a rapidly growing business. Established joint EWC and Company priorities to drive improved ways of working across European business.
EASYJET
HR lead for Insourcing of the Engineering Maintenance teams from a third-party Company to in-house management. Aligning the employment contracts with the EasyJet culture involved detailed negotiations with Engineering Unions with new Terms and Conditions and Shift patterns implemented with annualised cost savings.
Implemented new Cabin Crew reward model to improve in-flight sales and address tax exempt benefits for UK based flight crew.
WANDER AG
Wander AG, makers of ‘Ovaltine’, based in Switzerland, initiated a review of its cost base to address Pan-European competitiveness. My role involved analysing the People cost base across manufacturing. Consideration was given to outsourced production, including co-manufacturing. The optimal solution was to make significant changes to ways of working at the Swiss site including major changes to Terms and Conditions. Negotiations were successfully concluded delivering the required annualised savings.
To enable a standardised approach to ongoing business development, Programme Management was implemented based on the Prince 2 model.