Who have we helped
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back to projects section
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Our
recent clients include:
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Abbey National
• Alstom
• A.T.O.C.
• Bush Housing Assoc.
• Clipper Ventures
• easyJet Airline Company
• easyCar.com
• Flexsys
• GEAE Caledonian
• Hillarys Blinds
• Learning + Skills Council
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• Lucent Technologies
• Pavillon Housing Assoc.
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Royal Bank of Scotland
• Silberline
• South Central Trains
• Virgin Atlantic Airlines
• Wessex I.O.D. |
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Recent project outlines...
Alstom Transport
A major project to deliver safe, reliable new "tilting trains"
for Virgin to operate on the West Coast Mainline - we led the
development of the strategy to deliver the project and to a
performance level never before achieved. Working with the managing
directors and their teams, this involved bringing together Railtrack,
HMRI, HSE and 3 separate businesses within Alstom plus 85 key
suppliers to create new working processes and practices that
engaged all groups in a common purpose.
easyJet
This project includes working with the chief pilot to improve
the organisation and service delivery of flight operations at
a time of rapid growth. To build leadership and communication
capability of the key team within flight operations. To create
a greater cohesion amongst the flight operations team, clarifying
roles, responsibilities and the climate in which they work together.
To develop the strategic and operational framework for flight
operations in readiness for further rapid expansion, working
with the chief operating officer and then his key executive
team. Developing new thinking about effective cross-departmental
work groups and applying new ideas to the way in which all staff
contribute to delivering a unique easyJet experience to passengers.
Helping to embed the “orange” culture within the whole operations
group
Leading-change.co.uk have recently worked with easyJet on a
number of projects, particularly related to the easyJet and
GO integration. This work included ensuring the terms and conditions
changes required by the transition were completed, including
the TUPE requirements. Advising on the negotiations with the
relevant trade unions, and assisting in re-structuring the consultative
machinery to align with the increased numbers and distribution
of staff. Worked with the ground handling operation to restructure
the management of that area and introduced revised shift patterns
and working practices to the staff involved
Virgin Atlantic Airlines
An on-going project, working closely with both the human resources
and managing director, to assist Virgin Atlantic in implementation
of the Employee Relations Act 1999 which includes dealing with
the changes resulting in pilot and cabin crew staff choosing
to have trade union support. Dealing with these changes has
led us to the mentoring of senior managers, training of managers
and staff committees to build relationships that can handle
the expectations of trade unions. We have helped Virgin Atlantic
to put in place a staff consultative structure, which has for
the first time established a company wide forum. Chaired by
the managing director, this forum gives staff the opportunity
to have an input in to operational matters affecting the whole
organisation. The underlying issues that led Virgin Atlantic
staff to want to join trade unions have to be addressed and
we are working closely with them to re-assess their overall
payment and reward system, job evaluation measures and pay structure.
In overview, we are helping Virgin Atlantic to re-structure
and work towards a future that we have helped them to describe.
Together, we will do this without losing the essential feature
that differentiates Virgin Atlantic from its competitors.
