Leading Through Influence and Integrated People Support

• Deliver outcomes through influence rather than formal authority, setting clear expectations with leaders and maintaining accountability for agreed people outcomes.
• Coach and challenge operational leaders and managers to build ownership, capability, consistency, and confidence in people leadership.
• Bring together Employee Relations, Recruitment, Learning & Development, Talent, Engagement, Shared Services, People Insights, HR Technology, Communications, and People Programmes around the account's priorities.
• Establish clear ownership, handoffs, timescales, and escalation routes so specialist support is joined up, timely, and aligned to operational need.
• Act as a senior escalation point for complex people risks, stakeholder challenges, and cross-functional dependencies, ensuring the VP HR has early visibility of material issues.

Culture, Engagement, and Team Member Voice

• Develop and drive a practical account culture and engagement plan that supports an inclusive, respectful, and high-performing frontline environment.
• Strengthen team member voice and communication across shifts, locations, and workforce groups, ensuring leaders listen, respond, and visibly follow through on feedback.
• Use engagement, retention, attendance, employee-relations, and operational insight to identify themes, address root causes, and prioritise targeted interventions.
• Coach leaders to improve performance, attendance, wellbeing, recognition, and the quality and consistency of the day-to-day colleague experience.
• Work with Communications, Engagement, and other specialist teams to ensure account activity is coordinated, accessible, and relevant to frontline colleagues.

Workforce Planning, Talent, and Organisational Effectiveness

• Lead strategic workforce planning for the London Heathrow PRS contract, aligning workforce capacity and capability to service demand and operational requirements.
• Work with leaders to identify recruitment and retention pressures, future skills, critical-role dependencies, capability gaps, and succession risks.
• Partner with Talent, Recruitment, and Learning & Development to strengthen frontline leadership, critical-role succession, career pathways, and workforce capability.
• Support organisational design, structure reviews, and changes to ways of working, ensuring accountabilities, spans, and interfaces enable effective service delivery.
• Bring relevant external insight from aviation, facilities management, and frontline service environments to challenge thinking and inform practical solutions.

People Change and Contract Readiness

• Lead the business partnering contribution to organisational change, service improvement, technology, and process implementation, TUPE, mobilisation, and demobilisation activity affecting the account.
• Work with People Programmes and specialist teams to confirm the right delivery model, roles, governance, and account support for each activity.
• Provide senior stakeholder management, business context, people-risk insight, and local implementation support so change is effectively coordinated, adopted, and embedded.
• Identify people risks, dependencies, and colleague impacts that may affect service continuity, operational performance, or client confidence, and ensure effective mitigation is in place.

Employee and Industrial Relations

• Maintain effective relationships with employee representatives and trade unions, supporting constructive engagement and early resolution of workforce issues.
• Support the VP and Industrial Relations & HR Policy Centre of Expertise with pay negotiations, collective consultation, and other industrial-relations activity affecting the account.
• Partner with Employee Relations on complex, high-risk, or business-critical matters, ensuring decisions balance legal, commercial, colleague, operational, and client considerations.
• Use employee-relations data and case themes to identify systemic issues, strengthen manager capability, and reduce repeat risk.

Insight, Governance, and Continuous Improvement

• Establish a clear account people scorecard and governance rhythm, combining people, operational, and relevant client measures to track delivery and impact.
• Use workforce data and qualitative insight to identify emerging risks, trends, and opportunities and turn them into focused action.
• Provide clear, timely updates to the Account Director, account leadership team, and HR Director on progress, risks, decisions, and support required.
• Evaluate the impact of people interventions and adjust priorities where outcomes are not improving at the required pace.
• Contribute to continuous improvement of the People Operating Model, ensuring the account receives proactive, joined-up, and value-adding support.

Measures of Success

• A clear, measurable London Heathrow PRS account people plan is agreed, owned, and delivered in line with contract and client priorities.
• Progress is demonstrated against agreed baselines and targets for colleague engagement, retention, attendance, workforce stability, manager capability, and other priority people outcomes.
• Workforce capacity, capability, and succession risks are identified early and translated into practical action that supports service delivery.
• Frontline leadership capability, critical-role succession, and accountability for people outcomes are strengthened.
• Complex employee and industrial relations risks are managed proactively, with repeat themes reduced and service disruption minimised.
• Change is effectively coordinated and embedded, with colleague impact, operational continuity, and client confidence actively managed.
• Specialist People support is joined up and timely, with clear ownership, handoffs, and accountability for outcomes.
• People insight informs decisions and people activity makes a visible contribution to colleague experience, operational performance, and client confidence.

Requirements

• Significant senior HR business partnering experience in a complex, unionised, frontline, customer-service, or regulated environment; aviation or facilities management experience is desirable.
• Demonstrable experience of developing and delivering strategic account people plans that improve workforce, leadership, culture, and business outcomes.
• Strong track record of influencing senior operational and client stakeholders, delivering through others, and retaining accountability without formal authority or direct reports.
• Experience of strategic workforce planning, organisational effectiveness, talent and succession, manager capability, and employee engagement in a large operational workforce.
• Strong employee and industrial relations experience, including complex case management, trade-union engagement, collective consultation, and pay negotiations.
• Ability to use people, operational, and commercial data to diagnose issues, establish priorities, measure impact, and communicate clear recommendations.
• Experience of leading or supporting organisational change, TUPE, mobilisation, technology, or process implementation in a business-critical environment.
• Strong commercial judgement and an understanding of how people outcomes affect contract performance, service delivery, colleague experience, and client confidence.
• Resilient, credible, and collaborative, with the ability to work at pace, navigate ambiguity, and maintain effective challenge in a high-profile 24/7 operation.

Qualifications

• CIPD qualification required.
• Degree-level education or equivalent experience.
• Further development in HR business partnering, change, employee relations,