The document lists the achievements of an individual including successfully managing the closure of an operating center, winning new contracts, improving safety and efficiency metrics, and leading multiple process improvement initiatives. Key achievements were reducing costs through labor efficiencies, absence management, and employee attrition while maintaining service level targets and introducing new systems for continuous improvement, employee engagement, and transportation safety. The individual also contributed to regional restructuring and national projects.

1. Achievements
 Project managed the operational work stream for the recent closure (April 2014) of the G4S
operating centre located in York and the subsequent transfer of work into Bradford.
 Created the business case for closing the York operating centre; which is on track to deliver the
planned synergies of c£300k in year 1 (expected to generate in excess of c£650k in year 2).
 In partnership with a sales colleague, successfully tendered for and won 3 local authority contracts
with combined annual revenue of c£475k.
 Maintained a top 5 position within Cash UK on compliance audits including Cash, H&S and
Transport.
 Reduced employee work based H&S incidents within centre by 60% between 2012-2014.
 Introduced a `Balanced Score Card` system for drivers; which reduced driver to blame road traffic
collisions within centre by 50% between 2012-2014.
 Managed the first operating centre to achieve a continuous improvement 5S status for centre.
 Managed the first operating centre to achieve a continuous improvement 3S status on vehicle fleet.
 Improved centre labour efficiencies by 9% between 2013-2014 saving c£340k.
 Led a regional restructure programme during 2013 tasked with making regional labour efficiency
savings. The programme saved £280k in labour costs.
 Introduced an absence management system into the centre that reduced operational sickness
within centre by 7% between 2013-2014 saving c£140k.
 Achieved KPI targets (Service level 99.4%, annual RPI related Price increases) for all centre managed
contracts between 2012-2014.
 Introduced a wide reaching employee engagement process (focus groups, newsletter, employee
idea, 6 monthly employee survey) which reduced employee attrition rate within centre by 11%
between 2012-2014 saving c£50k on previously spent recruitment costs.
 Worked as part of a national project team tasked to review centre structures within UK. The
outcome of which highlighted a potential salary reduction of c£900k per year.
 Project managed the re-introduction of 5S auditing within the North Region and acted as regional
5S champion between 2011-2013.
 Managed centre selected as a `Centre of Excellence` for 3 large national process improvement
projects (ATM Key zoning, ARM’s, H&S compliance).