Neil Moore has over 25 years of experience in human resources and employee relations roles in both public and private sectors. He currently serves as the UK Employee Relations Manager for Amazon, where he is responsible for developing strategies around engagement, management development, policy, and performance across eight UK sites. Previously, he held senior HR leadership roles at organizations such as Bupa, EDF Energy, Heathrow Airport, London Underground, and Royal Mail, where he delivered change programs, resolved complex employee relations issues, and negotiated agreements.

1. Neil Moore, MBA, MA, FCIPD
E: nmneil.moore@gmail.com M: 07715 954701
PERSONAL PROFILE
Operates at senior level with experience in public and private sectors delivering change programmes. Expert knowledge of employee
relations and engagement as well as generalist HR. Creates ER strategies for large, highly unionised organisations. Driven by results. Strong
leadership profile. Analytical approach to problem solving. Effective communicator and negotiator. Mobile throughout the EU and ME.
EMPLOYMENT HISTORY
UK Employee Relations Manager -Amazon November 2014 Present
This is a strategic role geared at improving employee relations across 8 sites in the UK. Responsible for developing the strategy around
engagement, management development, policy and performance. At an operations level this role involves resolving high level management
performance issues and high profile exit processes.
• Designing Management Development Strategy • Creating Engagement Strategies
• Diagnostics on UK site by site metrics • Resolving high level ER and IR cases
• Running Consultation Forums • Interface with Legal and Media on ER Issues
• Deep Dive on Strategic Management Issues • Writing the UK recognition strategy
Senior HR Business Partner – Mouchel Engineering Consultancy Sept 2014 - Nov 2014
Operating with the Director of Infrastructure, the MD and reporting to the HR Director in an interim consultancy role:
• Delivered two key restructures
• Undertook a Leadership Review
• Resolved an Industrial Dispute
• Resolved senior manager performance issues
• Implemented a TU Recognition Agreement
• Implemented a Benefits Plan for two work units
Business Partner Manager Northern Region Bupa Aug 2013 – April 2014
Managing a team of 14 HR Business Partners providing an HR service to 17,000 employees in a business services model. Implementing
operational and strategic HR activities across 5 businesses which make up the Bupa portfolio of Clinics, Home Healthcare, Funding, Care
Homes and Hospitals. Managing the team on a day to day basis as well as identifying strategic, value adding HR activity.
• Identified value adding HR activity
• Delivered engagement and ER activities
• Delivered an excellent HR service to the business
• Managed senior stakeholders across the portfolios
• Implemented the HR Strategy
• Delivered the HR MI to the business
• Implemented change initiatives across Bupa
• Driving process efficiencies and reducing costs
Head of HR Operations, Bupa Home Health Care April 2012 – Aug 2013
Managing the HR team and delivering the HR Strategy. Undertaking a diagnostic review of current capability and structure, processes,
policies, systems and presenting options for a fit organisation for the future. Partnering with Directors on change agenda and business
plans. Strategic recruitment action planning. Managing the compensation and benefits packages for the business. Creating and delivering
the engagement plan. Manage any key people cases, tribunals and risk to business issues.
HR Manager Sizewell B Nuclear Power Station - EDF Energy June 2010 – January 2012
Responsible for providing a full HR service to the station. Formulating the Station’s HR strategy and delivering key actions of improving
Nuclear Safety Culture and Employee Engagement. Delivering the key resource plans and strategies to ensure the Station is able to fulfil
work schedules and safety critical projects. Manage the Trade union interface.
• Delivered the Engagement and Trade Union Strategy
• Delivered the Resource Strategy and Plans
• Delivered the Communication Plan
• Created and developed the Talent Strategy
• Created and Delivered Leadership Strategy
• Implemented the change initiatives programme
Head of ER and Engagement (Interim) EDF Energy January 2010 – June 2010
Responsible for the management, development and provision of Employee Engagement and Culture Change activities. Provides advice on
activities within the work programmes. Supported stakeholders to deliver engagement plans. Engaged the trade unions on culture change
activity and partnership. Key achievements included:-
• Provided analysis and reports on engagement projects
• Provided guidance to stakeholders on change plans.
• Created the engagement roll-out plan
• Identifying the appropriate learning and follow up.
• Provide the communication plan.
• Worked with EDF centre to provide integration.
Head of ER and Policy ParcelForce Worldwide - Royal Mail September 2008 - December 2009
Responsible for the development of the IR strategy and the maintenance of the Union relationships within the business.
• Updated BHH employment contracts
• Designing the Operations Retention Plan
• Reviewing and updating HR Policy Suite
• Designed and Implemented new HR Structure
• Delivering the Nursing Salary Change Project
• Implemented change initiatives across BHH

2. Executed the negotiations machinery within Parcelforce to deliver business objectives. Created and developer of policies which allow
change whilst maintaining business continuity. Led on disputes process and created. Key achievements included:-
• Delivered the Engineers Pay deal
• Delivered the Hub Framework Agreement
• IR lead for industrial disputes
• Introduced new hand held technology
• Delivered new grading systems to managerial grades
• Delivered IR workshops across the business
Head of ER and Policy - Heathrow Airport September 2005 to September 2008
Created and delivered the Heathrow Airport Employee Relations strategy which ensures the continuous delivery of airport service. Provided
the framework for consultation and negotiation for the airport. Introduced change programmes across the airport with consistent approach
and consideration of impacts on other sites. HR led for Health and Safety. Key Achievements were:
• Delivered the annual pay deal
• Led the discussion on opening arrangements for Terminal 5
• Led the disputes resolution team
• Delivered the absence management programme
• Negotiated and delivered major change and restructuring programmes
around grading and resource numbers
• Delivered IR Strategy Workshops for Managers across Heathrow
Head of Employee Relations, (LUL) Metronet Rail Ltd November 2004 to August 2005
Provided the strategic direction for relationships with employees and their representatives. Created a positive employee relations climate.
Developed the ER strategy. Led the equality and diversity strategy. Developed individual HR professionals and managers in ER strategies and
tactics. Key achievements:
• Implementation of strategic employee relations activities
• Formulated a Partnership Agreement with Trade Union colleagues
• Introduced a shorter working week with a productivity agreement
• Delivered joint TU and Manager training
• Concluded the 2005 Pay Deal on schedule
• Introduced Learning Representatives agreement
• Managed introduction Working Time Directive
• Introduced new arrangements for Consultation and Negotiation
HR Manager Operations, Infraco BCV – London Underground 1999 – 2004
Provided an HR service to a base of around 2500 staff. Led a team of 30. Introduced recognition schemes as motivational drivers. Diagnosed
remuneration problems and provided solutions. Led reviews on salary structures and reward mechanisms to retain key skills. Delivered the
people strategy, business improvement plan, change programmes, and dealt with complex employee relation’s issues and ET’s. Key
Achievements:
• Led design and negotiated newly formed organisation
• Devised and led ER strategy for the change programme Resolved
complex organisational ER and IR issues
• Led and achieved the Investors in People for the organisation
• Managed the communication plan for organisational change.
• Aligned the structures, roles and interfaces
Head of HR, Specialist Contractor Group, London Underground 1997-1999
Delivered a full HR service to a division of around 1400 staff and implemented strategic people plans and actions for a group of competitively
tendered internal contractors. Set the HR policy and standards for the Group as well as leading the change programmes related to Private
Finance Initiatives and Make or Buy Projects and the PPP. Key Achievements:
• Produced the group HR strategy to drive economies
• Led the negotiations on the change programme
• Formulated resource planning to deliver competitiveness
• Major success in attendance improvement
Group Station Manager, London Underground 1995-1997
An operational management position. Led a team of around 100 operational staff. Managed station and train interfaces, dealt with
operational incidents and established the group emergency plan. Managed the group safety plan and undertook safety reviews of station
premises with the Railway Inspectorate. Key Achievements:
• Delivered the 12 stations’ short term plan
• Revised overall customer offering
• Managed performance of group station KPI’s
• Established liaison with transport pressure groups
Employee Relations Manager Central Line, London Underground 1993-1995
ERM for a line based business unit of around 1400 staff. Dealt with all major ER and IR issues and handled the more complex grievance and
employment tribunal cases. Key Achievements:
• Introduction the devolved engineering structure
• Introduced framework for consultation and H and S Reduced high
levels of absenteeism
• Re-contracted the entire workforce to very tight time-scales
• Implemented the unannounced drugs and alcohol programme
• Revised communications process
HR Manager Lifts and Escalator Division, London Underground 1991-1993
HR Manager for an engineering function within LUL, which was undergoing a major restructure. Key Achievements:
• Led organisation design work
• Led the consultation process
• Phased out the annual hour’s agreement.
• Delivered redundancy programme for 250 staff.
• Led the development of new business plan
• Introduced flexible rostering and multi-skilling