Helen Owen FCIPD

CDW | UK & Ireland Executive Team Member | Global Senior HR Leadership CDW is a leading global provider of multi-brand IT solutions for business, government, education, and healthcare. Serving as a member of the UK & Ireland Executive Team, providing strategic counsel and HR expertise to the UK & I Managing Director and her leadership team. Accountable for all HR functions across the UK, with responsibility for driving the people agenda in a fast-paced, commercially driven technology environment. Also part of the Global Senior HR Leadership Team, ensuring alignment and execution of global HR initiatives, and playing a pivotal role in supporting the organisation’s continued growth and transformation.

• Safeguarding the Charity through strategic governance and responsible decision making. • Ensuring Quetzal complies with its governing document, charity law, company law and any other relevant legislation or regulations. • Providing clear strategic direction and a roadmap to deliver against its purpose. Setting overall policies, defining goals, setting targets, and evaluating performance against targets. • Protect the financial stability and sustainability of Quetzal, ensuring proper investment of the organisation’s funds and application of resources exclusively in pursuance of its charitable objectives.

• Transporting victims of Modern Slavery and Human Trafficking to a place of safety. • Demonstrating care and empathy for the victim on their journey to recovery.

• Programme managed global simplification and alignment of organisational design. Making ourselves and our products more accessible and more relevant for our customers. Impacting 7 Divisions and 4 geographies and realising annual multi million pounds savings. • Programme managed implementation of new global People Team operating model, aligning resources to drive one global team, ensuring the right skills to deliver our roadmap and maximising the value delivered from our operations. Exceeding savings target by 43%. • Global roll out of Peakon employee engagement system to 5200 colleagues including system configuration and full comms, engagement and training plan. 83% participation rate achieved, an increase of 51% on the last global engagement survey and 14% above target. • Accountable for multi million pound Global People Team OPEX budget • Director of newly created People Transformation team responsible for designing a broad range of initiatives - the core objective being to balance global reach with simple to use solutions, automation and to drive data-based decision making. Accountable for defining the strategic vision for our People Team solutions, utilising best practice and market insight. • Member of Global Leadership Team – made up of 65 senior leaders globally, who are seen as key in driving the delivery of Civica’s strategic priorities and value creation in the business. • Leading Global project team to configure and launch Peakon Employee Engagement platform, key deliverables include full comms, engagement and training strategy and roll out of pilot to circa 700 global colleagues globally plan in 3 weeks. • FY24 key global priorities - Creation of global reward strategy, implementation of job architecture, development of M & A toolkit, reward strategy, design and implementation of global performance management and talent management approaches and roll out of employee engagement system.

• Partners with Executive leadership team to drive strategic initiatives that enhance business performance and maximise productivity at individual, team, divisional and group level. • Responsible for delivery of HR transformation and Organisational Development activities to drive sustainable and scalable business growth. • Analysing human resource market trends to ensure competitive edge and talent attraction and retention. • Driving functional excellence and embedding a culture of continuous improvement and innovation. • Full accountability for the delivery of HR Business Partnering, HR Consultancy Services, Learning and Development, Mergers and Acquisitions, Diversity, Equity and Inclusion and Early Careers. Responsible for a team of 20 Business Partners/Global L & D professionals. • Future of work programme – programme managed people workstream managing closure of 14 offices delivering multi million pounds of savings. Key deliverables included people impact assessment, collective consultation, change management and communication and engagement activities. • Accountable for successful delivery of all people activities relating to nine Acquisitions (including a Canadian business), specifically due diligence, cultural assessment, and integration activities. • Strategic role in Global People & OD senior leadership team shaping vision, culture, and people strategy. Deputy and key advisor to Chief People Officer. • Responsible for delivery of HR transformation and Organisational Development activities to drive sustainable and scalable business growth. • Partnering with Global HR Centre’s of excellence to drive HR agenda, promote change and foster productive and positive cross functional and global relationships. • Facilitates data driven decision making and problem solving within the business.

• Led CSAT Improvement Project (July 19) – HR Helpdesk missed the 85% CSAT target by 10% and had been non-compliant since August 2018. The project delivered a 15% improvement over 3 months - in October 2019 the team achieved 90% and have sustained this for 7 months in a row without impacting call waiting times. • 3rd Party supplier contract renegotiation – delivered 350k saving on rates and removal of million-pound contract commitment. • COVID Response/Recovery Working Group – design and delivery of CEO sponsored initiatives in response to the pandemic. The projects were delivered at pace using agile methodology and involved collaboration with teams across HR, IT and Consulting. Initiatives included new childcare/emergency service sabbaticals, creation of CV19 helpdesk, temporary reductions in the working week, and wellbeing self-declaration. • Business Continuity Planning – led rigorous review of 3rd Party supplier BCP plans to ensure mitigation of risk to Deloitte during the pandemic. Creation of functional BCP plans included the identification of high at-risk services and delivery of team cross training to deliver a flexible resourcing model. • Identification and transition of services offshore to deliver efficiencies and cost savings. • HR Services Leadership team – accountable for 75 UK employees, and the service delivered by an offshore team of 55. HR Services support the UK and Swiss Firms comprising of approx. 20,000 Partners and employees. • Member of Practice Support Services executive leadership team shaping brand, vision, and strategy. Deputy to HR Services Director • Accountable for £6M pa OPEX budget and management of numerous 3rd party suppliers • Managing performance of existing services whilst working with key stakeholders to ensure effective on boarding of new services. • Driving functional excellence and embedding a culture of continuous improvement including the use of robotics and automation.

• Established People Solutions from the ground up – ways of working, roles & responsibilities, resourcing, and transition of inflight activity. • Led improvement project activity working with multiple teams in the HR function - key feedback themes identified and addressed e.g., data integrity, business R&R and absence management. • Instrumental in building a strong and inclusive team culture during a period of transformation. • People development – enabled five promotions through coaching and mentoring in 12 months; Delivered resource model change through creation of a tool exploiting employee insights (strengths, interests, experiences) to inform resource allocation and team development. • CSR – working with charity partners to create development programme for middle managers. • People Solutions Leadership team - responsible for 40 managers and consultants. Accountable for the scoping, project management and delivery of calendar driven and strategic HR transformation projects. • Provision of both strategic and operational direction for the function, embedding continuous improvement behaviours and ensuring the team are delivering high quality HR solutions and services to multiple internal Customers. • Accountable for effective resource management, people performance and development. • Oversight of all HR strategic projects being delivered under the ‘Future Proofing our business’ focus area. Pivotal role in sequencing the work and aligning the right resources. Worked with project managers to ensure consistency of approach and functioned as point of escalation for teams.

This period saw me move from HRBP to Senior Consultant due to a restructure within the business in April 2014. Senior member of Internal Consulting Services Team operating as part of the wider shared services model implemented in April 2014. • Member of UK Operation Leadership Team operating across all sectors, c.6500 UK employees (Information Technology, Insurance and Professional Services) as part of the wider shared services model. • Delivery of transformation projects including TUPE transfers, redundancy programmes, mergers and acquisitions and transformation projects such as restructures and integration activities. • Offering solutions based advice on many complex ER issues and management of risk.

• Member of the Extended Leadership Team deciding future HR practice strategy and policy. ‘Case’ management team manager within the HR Shared Service focussing purely on ER. • Service offerings included performance and capability, attendance management, redundancy and redeployment, employee disputes, and providing advice on risks, issues and mitigation to HR Business Partners and Directors. • The customer base across the whole of Fujitsu in the UK circa 10,000 employees.

• Stepped up to HRBP role - partnering with multiple business areas including support functions such as Finance, Procurement, and Commercial Legal & Assurance, and technical functions

After transformation of the company’s HR Function to a shared HR Service Delivery model, assignment as a Case Manager, resolving complex cases related to: • Performance & Capability • Attendance Management • Employee disputes (including all aspects of tribunal claims & employment law) Pure ER role main tasks include; investigation; business risk assessment; management of cases through to a satisfactory outcome; and specialist advice and coaching to all levels of managers within the organisation. Stakeholders at all levels, customer base circa 10,000 employees.

• Purely ER role, 2011-2012, covering investigation; business risk assessment; management of cases through to a satisfactory outcome; and specialist advice and coaching to all levels of management. • Trusted advisor role, 2010-2011, developing HR strategy supporting achievement of business objectives including performance management, talent management, and recruitment and selection.

Moved from HR to the Lean team to gain more commercial experience and a deeper understanding of business operations. • Providing internal consultancy to Fujitsu Business areas in the application of Lean thinking to support achievement of business objectives and enable continual service and step change improvements for Fujitsu customers. • Delivery of Business Cases and Change Plans to support transformational improvement activity of varying complexity

All elements of generalist HR role.