| graphic design portfolio 2017

GRAPHIC DESIGNER#freelance

ADOBE SKILLS & GSOH

LITERATURE, ADVERTS#INFOGRAPHICSseeks new clients forFabulouswith

...and more [email protected]

WHat makes me stand out from the crowd?

In need of a graphic design superhero? If so, I might not wear a cape (or maybe I should?) but I can save the design day. A creative designer with many a string to my bow, let’s see how I can help out you and your business enterprise take on the world...

I have an approach all of my own and a slightly quirky one at that with loyalty, honesty and integrity in abundance. Give me a task and I’ll do it, ask advice and I’ll give it, need an extra hand and I’ll help you, you’ve only got to ask :)

Oh, and as well as all that I’m also a super whizz on all things graphic design...

mailto:design%40offthewallcreative.co.uk?subject=Portfolio%20contact


ADOBE SKILLS & GSOH



St John Ambulance: Candidate brief

St John Ambulance contacted my client Grays in order to help them recruit a new finance director. As part of the project, they required a branded candidate pack detailing the job role and specification as well as including information about the SJA work.

Using the St John Ambulance brand guidelines I put together the pack, which with a few tweaks from their marketing team was ready to roll out across the web.

DIRECTOR, FINANCE & SHARED SERVICESCANDIDATE BRIEF

Join our team.

Join our team. Join our team.

THE VACANCY HAS ARISEN DUE TO THE RETIREMENT OF THE CURRENT DIRECTOR OF FINANCE, MEREDITH COOMBS

Meredith has been with St John Ambulance since 2007 and has been part of the SMT that has driven and implemented a huge amount of change in both organisational and financial management. When he joined, the charity was running at a c£8 million deficit. In 2014 the charity achieved a small surplus, which represents a significant milestone. He will leave St John Ambulance at the end of June 2015.

Meredith runs a large team, including the SSC and property departments. There is a very capable and experienced team to inherit, including business accountants in each of the recently created regions.

Despite the charity being in a better financial position at this point, the successful candidate will still face the ongoing challenges to improve income and decrease costs, allowing the charity to grow and develop. They will also need to look at how they can strive to improve support services such as IT, maximising economies of scale to ensure value.

The role provides an opportunity to allow a new individual to bring some different ideas to the team and to also join at a time when there is a significant change in the way the charity is being marketed, including the launch of the new values and related TV advertising campaigns, such as the highly popular and successful ‘The Chokeables’ campaign.

There is also an opportunity for the new Director of Finance to help the heads of the businesses and regions to run their respective areas more effectively.

The strategic aim for the charity is to create a significant surplus in 2016 to allow some investment in areas such as the IT infrastructure, as well as increase charitable impact. The successful candidate can help make a significant impact to ensure this strategic aim becomes a reality.

WHY ARE WE HIRING?

THANK YOU FOR YOUR INTEREST IN THE POST OF DIRECTOR, FINANCE & SHARED SERVICES AT ST JOHN AMBULANCE

Some background information, a job description and person specification are included within this candidate briefing pack.

For a confidential discussion about the position, please feel free to contact the Managing Director at Grays Search & Selection, Simon Bell on 07766 714 951.

Application is by CV and a covering letter, explaining how you fit the brief, and why this role appeals to you. The preferred method of application is via email to [email protected].

The closing date for applications is Friday 24th April 2015.

We look forward to receiving your application and thank you for your interest in St John Ambulance.

SIMON BELL 07766 714 951

APPLICATIONS TO [email protected]

CLOSING DATE Friday 24th April 2015

KEY DETAILS:

YOUR INTEREST & APPLICATION

A MESSAGE FROM THE CEO

Dear applicant

Thank you for your interest in the role of Director, Finance and Shared Services with St John Ambulance. We are England’s leading first aid charity. Our vision is that everyone who needs it receives first aid from those around them, and that no one should suffer from a lack of trained first aiders.

Over the last five years the charity has gone through unprecedented change. We have:Created a highly successful and profitable workplace training business

Reorganised from 41 counties to eight regions

Made a step change in the quality and consistency of our services

Built a large and rapidly growing ambulance services business that supports the NHS

Expanded our life-saving work in promoting, providing and teaching first aid

Launched a new initiative – RISE – to teach first aid to young people in inner cities

Turned around our financial performance from substantial deficit to small surplus

Meredith Coombs, our Director of Finance and Shared Services, has decided to retire after eight years of being at the heart of the transformation process. When Meredith joined St John Ambulance we had more bank accounts and payrolls than we could count, a plethora of HMRC and financial control issues and no shared services capability. Eight years on it is a very different picture!

Transformation has created a robust platform for us to operate from. The challenge now is to continue to find ways to improve income and reduce costs – so that we stay at break-even – while significantly expanding our charitable output, and investing in our infrastructure, particularly in IT. It will also involve finding ways to help and support our 2,500 employees and 40,000 volunteers, so they are equipped to support our charitable aims.

If you have the skills, the energy and passion to be part of St John Ambulance’s exciting journey, we very much look forward to hearing from you.

Sue Killen, Chief Executive

SUE KILLEN, CEOST JOHN AMBULANCE

Sue Killen has been the Chief Executive of St John Ambulance (SJA) for seven years.

She has led strategic change at SJA and during a Civil Service career which involved responsibility for a major review of the rail sector, the restructuring and privatisation of companies including British Energy, and the development of the government’s strategy for tackling drug misuse. Immediately before joining St John Ambulance she led an independent review of children and young people’s palliative care for the Department of Health. She has over 20 years’ experience of being a Trustee at a range of charities and public bodies and is currently a member of the Affinity Sutton Group Board and is Chair of their Housing Board.

ABOUT ST JOHN AMBULANCE

Every year, more than 800,000 people learn how to save a life through our training programmes, including hundreds of thousands of young people. Our volunteers provide first aid in their communities, keeping people safe at events, and work alongside the NHS in response to 999 calls. We’re also always campaigning to raise awareness of first aid and directly educate the public.

First aid is such a simple skill, but it has an incredible impact. We want everyone to

learn it, so that they can be the difference between a life lost and a life saved.

ST JOHN AMBULANCE IS THE NATION’SLEADINGFIRSTAID

CHARITY

WHAT WE SPENT 2013

OUTGOINGS IN 2013

First aid training £38.8m (40%)

First aid provision and youth development £8.3m (9%)

First aid – ambulance and transport services £18.7m (19%)

First aid products £8.3m (9%)

Community support programmes £1.5m (2%)

Voluntary income £11.9m (12%)

Investment income £1.0m (1%)

Activities for generating funds £1.4m (1%)

Other £1.5m (2%)

Reserves utilised during the year £4.0m (4%)

Total incoming resources: £91.4m

A fuller picture of our financial performance in 2013 is provided in our audited Annual Report and Accounts for the year ending 31 December 2013.

OUR INCOME IN 2013

£88.6m

£97.1m

96.9%

Total spend on charitable activities

Total resources expended

of our incoming resources was spent on charitable activities in 2013

£88.6mTOTAL SPENDON CHARITABLE ACTIVITIES

£91.4mTOTALINCOMING RESOURCESIN 2013

£34.1m

£14.0m

£3.5m

£1.8m

£26.3m

£8.9m

£8.5m

FIRST AID TRAINING

COST OF GENERATING FUNDS& GOVERNANCE COSTS

FIRST AID PRODUCTS

COMMUNITYSUPPORT PROGRAMMES

FIRST AID PROVISION& YOUTH DEVELOPMENT

FIRST AID - AMBULANCE & TRANSPORT SERVICES

OTHER CHARITABLE ACTIVITIES

Join our team. Join our team.

PLEASE READ THE PERSONAL SPECIFICATION AND JOB DESCRIPTION CAREFULLYYou should ensure that you meet the essential criteria before submitting an application. Only pertinent information will be

considered when short-listing applicants for interview.

DIRECTOR, FINANCE & SHARED SERVICESREPORTING TO THE CHIEF EXECUTIVE, SJAROLE OVERVIEW

Helps the charity achieve its objectives by developing and delivering financial strategy. Monitoring and reporting on current and prospective financial performance, providing related advice and guidance to senior management and board

members. Responsible for around 80 staff who provide a range of financial, property and administrative services.

MAIN DUTIES & RESPONSIBILITIES

1. Ensures sound financial planning and budgeting for the charity, including treasury management and tax planning. Responsible for the preparation of the annual audited accounts of the charity.

2. Agrees both short - and longer - term financial strategy in conjunction with the senior management team and both boards.

3. Monitors financial performance, highlighting areas of concern where action may be required, ensuring that the trustees and senior management are kept informed as to financial performance of the charity.

4. Prepares papers for and attends board meetings.

5. Ensures the provision of expert advice and volunteer engagement working with the Investment Advisory Group, Audit & Risk Committee and Finance Advisory Group.

6. Oversees accounting systems and controls, ensures that the charity meets its legal and regulatory obligations relating to financial and taxation matters and safeguards the charity’s financial assets.

7. Partners with operational management on the development of business strategy and the identification and resolution of finance-related business issues.

8. Works to identify areas for improving cost-effectiveness through centralised procurement, managing the supplier tender process and implementing new procurement arrangements.

9. Provides administrative services through the Shared Services Centre and works with senior management to identify, develop and implement additional processes where SSC can add value.

10. Ensures the charity’s property portfolio is fit for purpose, in line with operating requirements, advises on and implements property disposals and acquisitions.

11. Act as sustainability ‘champion’ for the charity, coordinating and monitoring activities in this area, including energy use, fuel consumption and waste management, as well as promoting internal awareness.

12. Perform any other duties commensurate with these responsibilities, the band of the post and skills and level of qualification

JOB DESCRIPTION

QUALIFIED, POSITIVE & OUTGOING

You will be a qualified accountant with the required level of seniority, technical and commercial ability required for a role of this breadth and profile. You will need to be a positive and outgoing individual who is able to work effectively with colleagues at all levels. You will also be able to work in an environment that is populated by full time employees and volunteers that commit a great deal of time and energy to the charity. You will need to be patient and diplomatic in style and be an individual who likes to be accountable and to lead from the front. You will have broad breadth of experience and may come from either the voluntary or commercial sector.

DATA PROTECTIONThe information supplied from your application will be held confidentially, with restricted access and will only be used to create a short list for interviews. Personnel outside the recruitment process will not have access to your data.

EQUAL OPPORTUNITIES MONITORING FORMSt John Ambulance is committed to equality and promotes equality for all employees, workers and applicants. We continuously review all aspects of our service to ensure we treat everyone equally. To help us review our policies at St John Ambulance, please take the time to fill in our equal opportunities monitoring form, by clicking here http://www.grayssearchandselection.com/equal-opportunities-survey. Your form submission will not be used during the short listing process. This information is confidential and will only be used for reviewing, monitoring and

analysing equal opportunities policies.

PERSON SPECIFICATION



ADOBE SKILLS & GSOH



Preventing deaths in detention of adults with mental health conditions: progress review www.equalityhumanrights.com

20 21

The Care Quality Commission (CQC)’s (2015) report on crisis care highlighted inconsistencies in care and delays in assessments across the country. Such delays can affect access to appropriate treatment. It is essential that successful pilot projects, which have provided the foundation for much of the partnership working, are adequately funded.

The debate on the current direction of commissioning crisis care is an extremely important one with an increased narrative about prioritising early intervention and a whole systems approach. In order to support people staying out of crisis there needs to be resourcing in services such as drug and alcohol. Current funding trends indicate that local authorities are now spending considerably less in this area.

Work is underway to produce new guidance on the use of restraint, including when police officers are called into hospitals. There has also been progress in relation to the collection of data on restraint. While the police appear to be making a concerted effort to improve the way they respond to those in their care with mental health issues, this is not their core role. They have identified bottlenecks elsewhere in the system, with particular frustration caused by delays in assessments and the lack of acute beds.

Source: IAP (2015), Deaths in State Custody: An examination of the cases 2000 to 2014. Available at: http://iapdeathsincustody.independent.gov.uk/news/iap-statistical-analysis-fo-recorded-deaths-in-state-custody-between-2000-and-2014 [accessed: 19 February 2016]Notes: A number of the statistics have been revised since we published our report in February 2015.The figures provided previously by CQC and Healthcare Inspectorate Wales (HIW) were amended following a data-cleansing exercise. However, the numbers of natural and non-natural deaths have not been published.* The number of self-inflicted deaths for 2014 does not include deaths off-site or within seven days of restraint.

Deaths of in-patients who were detained under the Mental Health Act 1983

Total Self-inflicted

2010 323 54

2011 283 51

2012 341 52

2013 282 41

2014 242 (25)*

Table 3.2 Numbers of deaths in prison custody, England and Wales, 2010–2014

Table 3.3 Numbers of deaths of people with mental health conditions in or following police custody

Table 3.1Numbers of deaths of in-patients in detention, England and Wales, 2010–14

Source: Ministry of Justice (2016), Safety in custody quarterly update to September 2015. Available at: https://www.gov.uk/government/statistics/safety-in-custody-quarterly-update-to-september-2015 [accessed: 19 February 2016]Notes: Data are not available on the numbers of people with mental health conditions.Total for 2015 includes seven deaths, for which the cause is as yet undetermined.The rate of self-inflicted deaths was the same in 2014 and 2015, but the highest since 2007.

Source: Source: Sarah Morley (IPCC), [email protected], 2016. ‘Additional data requested’. [Email communication]. Angus Cleary, [email protected]. 22 January 2016: 11:44. Notes: * Cause of death is awaited for two cases.IPCC publish data by financial year, therefore this data has been extracted for this report so that it can be compared against other data.

All deaths in prison custody

Total Natural Non-natural

2010 198 126 72

2011 192 122 70

2012 192 123 69

2013 215 131 84

2014 243 145 98

2015 257 146 104

Deaths of people with mental health conditions in or following police custody

Total Natural Non-natural

2010 7 3 4

2011 8 1 7

2012 5 2 3

2013 6 4 2

2014 7* 3 2

Equality and Human Rights Commission: Preventing deaths in detention: Progress review

This is a follow-up report to the EHRC 2015 inquiry into non-natural deaths of adults with mental health conditions who were detained in prisons, police custody or psychiatric hospitals between 2010-13.

The report consisted of quite sensitive information, however, the EHRC were keen to make it an engaging report for the readers, as well as maintaining their strong brand. The commission has a strong brand already in place and so I used pull quotes and infographic pieces to enhance the content.

This report was actually referred to in the Queen’s speech to parliament in 2016.

read the testimonial >>


http://goo.gl/c1EkIk


ADOBE SKILLS & GSOH



109

Statem

ent of accountsStatement of accounts www.equalityhumanrights.com

14. Capital commitments

Contracted capital commitments at 31 March 2016, not otherwise included in these financial statements, were as follows:

15. Commitments under leases

15a. Commitments under operating leases

Total future minimum lease payments under non-cancellable operating leases are given for each of the following periods in the table below:

15b. Commitments under finance leases

There were no obligations under finance leases.

16. Contingent liabilities

Legal costs relating to supported cases in progress as at 31 March 2016 are not treated as a contingent liability but as an ongoing expense.

31 March 16£’000

31 March 15£’000

Property, plant and equipment 105 282

Intangible assets - 1

Total 105 283

Obligations under operating leases comprise:

31 March 16£’000

31 March 15£’000

Buildings

Not later than one year 734 631

Later than one year and not later than five years 271 507

Later than five years 329 385

Total 1,334 1,523

13

Perform

ance report

Performance report www.equalityhumanrights.com

The Commission is...

Catalyst for changeEnabling and encouraging improvement by bringing people together to devise solutions and by building capacity in other organisations to help them to effect

change. Where appropriate, we use our statutory inquiry powers to explore systemic issues, gather evidence and develop possible solutions.

Information providerHelping people understand their rights

and responsibilities and improve compliance with the law.

InfluencerUsing our legal expertise, research,

insight and analysis, to influence public policy and inform debates.

EvaluatorMonitoring the effectiveness of the laws

protecting people’s rights to equality and human rights and measuring

progress in society.

EnforcerUsing our strategic enforcement powers

selectively to protect people against serious and systemic abuses of their rights and to

clarify equality and human rights law, alongside our efforts to help organisations to comply with

equality and human rights standards.

11

Perform

ance report

Performance report www.equalityhumanrights.com

Our strategic vision

We live in a country with a long history of upholding people’s rights, valuing diversity and challenging intolerance. The Commission seeks to maintain and strengthen this heritage while identifying and tackling areas where there is still unfair discrimination or where human rights are not being respected.

1111

www.equalityhumanrights.com

Perform

ance report

www.equalityhumanrights.com

5

Perform

ance reportA

ccountability reportS

tatement of accounts

ContentsForeword from the Chair 6

Performance report 7Overview 7Foreword from the Chief Executive 8Performance analysis 20

Accountability report 29Corporate governance report 29Directors’ report 30Statement of Accounting Officer’s responsibilities 40Governance statement 42Remuneration and staff report 56Parliamentary accountability* and audit report 75

Statement of accounts 1 April 2015 – 31 March 2016 78

Statement of comprehensive net expenditure for the year ended 31 March 2016 79

Statement of financial position as at 31 March 2016 81Statement of cash flows for the year ended 31 March 2016 83

Statement of changes in taxpayers’ equity for the year ended 31 March 2016 85

Notes to the financial statements for the year ended 31 March 2016 87

*The Parliamentary accountability and audit report contains the Certificate and Report of the Comptroller and Auditor General. There are no parliamentary accountability disclosures to report.

Equality and Human Rights Commission: Annual report and accounts

These pages are taken from the Annual report and accounts document I designed and created for the Equality and Human Rights Commission.

The report was split into 3 clear chapters, signified by the coloured bars on the right hand side of the report. This feature was added not only to give structure for regular readers, but to give clear indicators for those readers with impaired vision.

Again I used visual elements including infographic pieces and photography to give the report a more digestible format.



ADOBE SKILLS & GSOH



1

What to do if you’re worried about racismFollowing the EU referendum, you may be worried about reports of an increase in race hate incidents, in particular towards migrant workers. In addition, if you are an EU national working in the UK, you may feel uncertain about your future position.

Below is useful information about your rights, what you can expect and where to go for help and support if you experience racism at work or elsewhere.

Your rights at work

All employees have the right to:

Work in safe and healthy working

conditions

Not be threatened, harassed or

bullied

Not be discriminated

against

Complain about poor treatment without being

victimised

2

EU nationals working in the UK

EU citizens still have the right to live, work or get benefits in the UK. This will not change until the UK stops being a member of the European Union. That process could take some time, and changes will be announced before they happen so there is no need to rush to take any action.

Talking about contentious political issues

■ Any discussion about contentious political issues should be conducted sensitively and with respect for the views and positions of others.

■ We all have the right to freedom of expression, but this does not extend to the protection of speech that discriminates against, harasses or incites violence or hatred against others.

Race hate incidents

There have been reports of an increase in racism and hate incidents. These are criminal offences. The National Police Chief’s Council has said that:

‘victims and those feeling vulnerable will receive support from the police and offenders can expect a strong response and enhanced sentencing.’

3

Where to get information and help

■ If you have any worries, you can discuss these with your line manager.

■ If you are a union member, speak to your union representative

■ If you believe you have been discriminated against, contact the Equality and Advisory Support Service on 0808 800 0082.

■ Anyone who experiences a race hate incident can report it by calling the police on 101 or using True Vision, the official website for reporting hate crime - www.report-it.org.uk. True Vision also have third party reporting centres for those who do want to go to the police directly. These centres also provide advice and support.

■ In an emergency, always dial 999. In Scotland report hate incidents directly on the Police Scotland website - https://www.scotland.police.uk/secureforms/hate-crime/

■ You can also contact the independent charity Crimestoppers anonymously on 0800 555 111.

■ If you are an EU national, you can get information relevant to people from your country of origin from your embassy or consulate. If you need to help to find your embassy or consulate, please contact Citizens Advice at www.citizensadvice.org.uk or call 03444 111 444.

■ Victim Support helplines:

England & Wales 0808 168 911

Scotland 0345 603 9213

Equality and Human Rights Commission: Response to increase in hate crime following the EU Referendum

Upon Britain’s decision to leave the EU in June 2016, hate crime increased ten fold. In response to this, the EHRC brought out an information pack for EU citizens based in the UK to download from their website.

Again, I used visual elements in order to give the serious content a more approachable format, something that the commission speaks about in their brand guidelines.



ADOBE SKILLS & GSOH



Institute for Public Policy Research (IPPR): Future proof: Britain in the 2020s

This publication proved to be the most successful IPPR report of 2016, with almost 4000 downloads within the first 10 days of publication. It received a lot of media attention, featuring across a range of broadcast media.

This particular publication differs quite significantly to the usual IPPR reports with quite a visual approach. The author and funder had quite distinct ideas for the illustrative elements and so I worked closely with the author to develop his ideas without losing the key data points.

TECTONIC TECHNOLOGICAL CHANGES: A BRAVE NEW WORLDAccelerating technological change will transform how we live and work, communicate and consume. Political institutions will be reshaped, social norms changed, and economic relationships restructured. Radical advances in four key areas – automation and manufacturing, information technologies, resource technologies, and health technologies – will make the dreams of

There is nothing inevitable though about how these forces will reshape our world, or who will win and lose from change. This will depend on the choices we make and the demands we put forward. The development, deployment and impact of technology is a collective choice, mediated by political, social, economic and cultural institutions, values and preferences. Progressives should therefore seek to get the ‘future in their bones’, embracing and accelerating technological change while building the institutions that mean

KEY AUTOMATION AND MANUFACTURING TECHNOLOGY TRENDS

• Developments in automation, machine learning and general systems could transform the workforce, and create new and as yet

unimagined occupations.

• By 2030 robots or smart machines are forecast to have on average an IQ higher than 99% of humans. The explosion in non-human intelligence has enormous economic potential, while also raising profound political and ethical questions.

• A surge in autonomous or near autonomous vehicles is forecast by 2030, becoming ubiquitous by the mid-2030s. This will transform transport systems, urban design, and personal mobility.

• The development of 3D printing will change the economics of manufacturing, reducing role of labour costs in location decisions, and increasing the importance of proximity to the customer. Additive manufacturing will create networks of micro-factories akin to craft guilds, but with modern manufacturing capabilities, with radical discontinuities in trade as need for global supply chain eliminated.

• Emergence of ‘smart factories’ cyber-physical systems and decentralised models of production.

1 trillionData in the fabric of everyday life:

1 trillion sensors connected to the internet

AI on the mapsitting on boards

5%Micro production accelerating:

world 1stMedical breakthroughs:

First successful 3-D printed organs, rapid improvements

30%Surging AI displacing white collar work:

10%New systems of value:

10% of global gross domestic product stored on

an increaseThe rise of the sharing economy: Globally more trips/

10%A non-human transport system emerging:

Driverless cars equalling 10% of all cars on US roads

TE

CH

NO

LO

GIC

AL

MIL

ES

TO

NE

S B

Y 2

025

KEY INFORMATION TECHNOLOGY TRENDS

• Rapid advances expected in supercomputers, quantum computing, cloud computing, complexity theory, intelligent sensor networks and ubiquitous computing will create a revolution in computer capabilities.

• The Internet of Things and the digitisation of more areas of life, which will generate unprecedented volumes of data.

• Smart cities will use data and digital technologies to increase productivity, quality of life and improve the environment.

• The rise of the sharing economy (or ‘platform economy’). By 2030, the sharing economy is forecast to be worth almost

• Blockchain technology could radically

transactions, improving the transparency,

and eventually ending the need for many

KEY RESOURCE TECHNOLOGY TRENDS

• The energy sector will see dramatic improvements in smart electric grids, microgeneration, advanced batteries and energy storage, hydrogen energy, CCS,

facilitate the localisation, democratisation and decarbonisation of the energy system.

KEY HEALTH TECHNOLOGY TRENDS

• Biotech and medical breakthroughs including genomic and epigenetic innovation, synthetic biology, stem cell advances, regenerative medicine and tissue engineering.

• Mental and physical augmentation technologies will raise the possibility of species divergence by 2030, with humans bioengineering different physical and

Sources:

UK Commission for Skills and Jobs, 2014; World Economic Forum, 2016b; World Economic Forum, 2015; Dobbs et al, 2015; Susskind and Susskind, 2015; Manyika et al, 2013; Davarzani and Purdy, 2015; EY, 2015; Ford, 2015

2050By 2021, the average desktop PC will have the processing speed

of a single human brain. By 2050, the average desktop computer

is predicted to have more processing power than all of

humanity combined

INEQUALITY UNLEASHED: LIVING STANDARDS, POVERTY AND WEALTHInequality will be unleashed in the 2020s. Technological change will strengthen returns to capital while reducing labour power. The cost of living, especially housing, will rise faster than income for many. The �scal direction of the UK will accentuate trends towards inequality, with relative poverty rates rising and the working poor losing ground. Wealth inequalities, already high, will increase due to technological, demographic and economic trends.

As a result, living standards and life chances will divide by age, region, and class. Low- and middle-income households will experience a ‘lost decade’ as richer households pull away. Restoring broadly shared prosperity will be a key challenge for politics and policymakers. If they fail to do so, the 2020s could mark the start of a new gilded age.

INEQUALITY WILL BE TURBOCHARGED BY CHANGES IN TECHNOLOGY, WORK, WEALTH AND WELFARE

• Technological change risks turbocharging inequality. Unchecked, technological change risks creating a new form of economic feudalism, with capital’s share getting larger and larger at the expense of labour, while labour’s smaller share will be less equally divided.

• Welfare reform will likely increase inequalities in living standards. Working-age adult payments will be 9% below pre-crisis levels by 2020, and those to children down 12% but pensioner payments up 19%.

• Sluggish wage growth and rising living costs, particularly housing, will cause slow income growth for many.

1

2

3

45

6

7

8

9

10

2

1

3

4

5

6

7

8 9

10

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

RICHESTInner London UKLuxembourg LuxembourgBrussels BelgiumHamburg GermanyIle de France FranceGroningen NetherlandsStockholm SwedenOberbayern GermanyVienna AustriaDarmstadt Germany

POORESTWest Wales UKCornwall UKDurham and Tees Valley UKLincolnshire UKSouth Yorkshire UKShropshire and Staffordshire UKLancashire UKNorthern Ireland UKHainaut BelgiumEast Yorkshire & North Lincolnshire UK

The UK economic model is unlikely to deliver broadly shared prosperity. Nine of the 10 poorest regions in western Europe are in the UK, but we also have the richest region

Source:

Inequality Brie�ng 2014

34

INEQUALITY, POVERTY AND SOCIAL MOBILITY WILL WORSEN

• Living standards will rise slowly for middle- and low-income households. Real disposable income is forecast to rise by just 9% in total by 2030 for the former and just 2% for the latter.

• Inequality is expected to surge. The income of high-income households is forecast to rise 11 times faster than the incomes of low-income households during the 2020s.

• Relative poverty is expected to rise sharply. Between 2015 and 2030 an extra 3.6 million people are forecast to fall into poverty, including 1.2 million children.

• Wealth inequality, already high, is likely to surge. The richest 10% of households own 45% of the UK’s wealth, the poorest 50% only 8.7%. As returns to capital increase relative to labour, wealth inequality will increase.

The poorest half of the population have barely benefitted from economic growth in recent decades. 70% of the UK’s population had flat or declining income over the last decade, while 6million low-income families are worse off than 10 years ago. Figure 1: Share of the growth in real original incomes between 1979 and 2012 (%), by income decile

-5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

10987654321

Share of growth Perfectly equal growth

Source: Jacobs et al 2016

A combination of rising housing costs, slow income growth, and a less supportive welfare system mean for many the 2020s is set to be another decade of stagnation in living standards on current trends. Figure 2: Projections for weekly earnings in 2030 (2014 prices)

2015 2030

£0

£200

£400

£600

£800

£1,000

£1,200

£1,400

Mean90th percentile

75th percentile

Median25th percentile

10th percentile

Source: Harrop and Reed 2015

Sources:

Harrop and Reed 2015; Cortlett et al 2015; ONS 2015a; Dobbs et al 2016

35

THE GAME OF LIFE

INTERGENERATIONAL STRAINSharp and growing intergenerational differences over housing, income and work will be key a feature of the 2020s. Younger generations are expected to be at the sharp end of a less secure labour market and the housing crisis. By contrast, as owner-occupier status increases among older cohorts, many pensioners will become ‘ordinarily’ wealthy. Politically, this could sharpen the demand for a more active state in redressing housing concerns, while also increasing the political importance of policies around the fair distribution of wealth, assets, bene�ts and pensions.

MILLENIALS

Forecast to be the �rst postwar generation to have lower total lifetime earnings than their predecessors.

GENERATION X

A typical member of generation X working throughout her 20s will have earned £8,000 more than a typical millennial, and is far more likely to own her home.

BABY BOOMERS

Winners in the housing boom: since 1969, house prices for �rst-time buyers have increased 48 times over, while incomes have grown 29 times.

Sources:

Shelter 2015a; Shelter 2015b; Gardiner 2016; Bel�eld et al 2015.

36

OLDER PENSIONERS

Pensioners now earn more after housing costs than those in work – whereas in 1990 they were 30% poorer.

NO LABOUR MARKET FOR YOUNG (WO)MEN

The most recent cohort entering the labour market are earning signi�cantly less than their predecessors. This is likely to have a scarring effect: younger cohorts will struggle to catch up with older, better paid generations. It could also set a precedent: the generation entering work in the 2020s could start at a historically low rate relative to postwar cohorts.

Figure 1: Median pay by age for each generation: UK, 1975–2016, median real weekly pay for all employees (RPIJ-adjusted to 2016 prices)

Greatest gen (1911–1925) Silent gen (1926-1945)

Baby boomers (1946-1965)

Millennials (1981-2000)

Gen X (1966-1980)

£0

£100

£200

£300

£400

£500

£600

16 20 24 28 32 36 40 44 48 52 56 60 64 68

Source: Gardiner 2016

NOWHERE TO CALL HOME

The 2020s will see a transformation in housing tenure. Private sector renting will surge among the young, often in substandard conditions. By 2030, almost 40% of all under-40s are forecast to be living back at home with their parents, up from around 14% today. Homeownership will decline overall as rising prices put it out of reach for many.

Figure 2: Homeownership rates by age for each generation: UK, 1961–2016

Greatest gen (1911–1925)Forgotten gen (1896–1910)

Silent gen (1926-1945)

Gen X (1966-1980)

Baby boomers (1946-1965)

Millennials (1981-2000)

0%

10%

20%

30%

40%

50%

60%

70%

80%

22 26 30 34 38 42 46 50 54 58 62 66 70

Source: Gardiner 2016

70%The percentage of

25–34-year-olds living in the private rental sector is due to increase from roughly 20% in

2003 to nearly 70% in the 2020s

37



http://goo.gl/spPU46


ADOBE SKILLS & GSOH



Peter’s journey

LOCAL AUTHORITYPeter presents as homeless

but is turned away

BECOMING HOMELESSRelationship breakdown

with partner

VSO (JUSTLIFE)Peter starts attending

Justlife after moving to UTA

UTAA new room:

a little improvement

INFORMAL SUPPORT/FRIENDSPeter turns to friends to help him out

FIN

DIN

GS

(out

of 4

5)

QU

OTE

S

I went to the housing so many times but it is just demoralising because you think, ‘What’s the point in you trying?’ – I mean, I’ve worked all my life, paid my taxes all my life, I’m not doing anything wrong.

We are not a priority within the housing association. I mean, I’ve got a housing number, but when I bid for flats I’ve got no chance. It was 4 or 5, but it’s gone up now so it’s a lot harder.

It’s supposed to be a B&B, now all [the landlord] buys is a loaf of bread and a pack of eggs every two days... Don’t forget, there are 10, 11, 12 people living in there.I felt I couldn’t rely on

my friends forever - they were beginning to get sick of me.

We were both sharing a room... just a box room, single bed in it. Cold, damp everywhere. No heating at all.

I got these red marks all over my skin and all that, since I moved in there. Now, bites, bugs, whatever.

I do feel threatened where I’m living. I don’t even really know around here.

I was drinking a lot of alcohol, but since I’ve moved here, I’m doing my college work. I’m just enjoying life a lot more than I was when I was there.

To me it’s home, it’s a roof above my head, it’s better than being on the street... But to me it’s my home, that room is my home.

But in there I don’t even drink, because I could be sleeping and someone could come in and attack me whilst I’m sleeping and kill me in there. With that lock, my life is completely on the line. I don’t feel secure at all.

I called in to Shelter and I saw someone there... They mentioned [UTA] and phoned the manager.I had no money to get there, I didn’t know where I was going, and Shelter gave me £5 for the key... So I got the £5 and the manager was just sitting there on the settee when I walked through the door.

There should be something done against landlords what have properties as squalid as that – horrible, damp, cold, freezing, people are freezing. There is an old fella in there and he sits down with a blanket and just waits for his tea all day. It’s not good, it’s not good at all.

You know you pay a certain amount of contribution on top of whoever pays the rent – what for? No hot water... the place was in disrepair, it wanted shutting down and redoing properly. There were no real facilities... The beds were terrible, I mean literally you couldn’t sleep on them properly, they were a sort of £10 mattress.

To be honest with you you’re better off on the streets, because your life is different there, you can walk away from the drugs, from the drink, but in there you can’t because it’s everywhere... You walk in the place and the weed is stinking the place out so even if you weren’t a druggie you’re gonna come out a druggie.

If you don’t pay your rent, you’re out. You’ve got a very unsympathetic landlord who wants his rent every two weeks. And if you don’t pay it, you’re out boy. You’ve not got stability, you’ve not got your own place.

I’m better because I’m out of places like that. In there it’s so demoralising, it makes you feel so low.

VSO (JUSTLIFE)Justlife �nds Peter his PRS �at

30 PEOPLEhad no access to a kitchen,

or felt the food was poor

PRIVATE RENTED SECTOR (PRS)

My own place

STAGE 1:FINDING A BED

PETER’S JOURNEYSTAGE 2:MOVING IN & THE FIRST MONTH

LOCAL AUTHORITYPeter presents as homeless but is turned away again

ON THE STREETS...for a few weeks

27 PEOPLEhad witnessed or experienced violence

4 PEOPLEdidn’t want to move

23 PEOPLEhad either no lock or a broken one on their door

TABLE: How people found a bed in UTA 27 PEOPLEfelt that nothing was ever �xed in the property

22 PEOPLEfelt that their physical health deteriorated

38 PEOPLEfelt that drug and alcohol use was endemic and problematic

34 PEOPLEfelt that management was either bad, intimidating or bullying

14 PEOPLEwere victims of crime

33 PEOPLEwanted to be rehoused but were constantly waiting

INFORMAL SUPPORT/FRIENDSA friend tells Peter about UTA

UTAFirst month: cramped, dirty, sharing a room

SOFA SURFINGStaying with friends for 8 months

VSOPeter is referred to No Second Night Out (NSNO)

NIGHT SHELTER...for a couple of nights

VSONSNO refers Peter into an emergency hostel

BACK AT HOMEBack with partner but

relationship breaks down again after a few weeks

STAGE 3:LIVING IN UNSUPPORTED TEMPORARY ACCOMMODATION

STAGE 4:MOVING OUT & MOVING ON

LEV

EL

OF

EX

TER

NA

L IN

VO

LVE

ME

NT

PETER’S TIMELINE

4Prison/probation

5Referred by charity

10Referred by local authority housing options team

6Referred by local authority housing discharge team

5Referred by friend

8Self referred

2Police referred

3Signposted by council

2Signposted by charity

LOS

S O

F C

ON

TRO

L &

DET

ERIO

RAT

ING

MEN

TAL

HEA

LTH

Peter’s journey

LOCAL AUTHORITYPeter presents as homeless

but is turned away

BECOMING HOMELESSRelationship breakdown

with partner

VSO (JUSTLIFE)Peter starts attending

Justlife after moving to UTA

UTAA new room:

a little improvement

INFORMAL SUPPORT/FRIENDSPeter turns to friends to help him out

FIN

DIN

GS

(out

of 4

5)

QU

OTE

S

I went to the housing so many times but it is just demoralising because you think, ‘What’s the point in you trying?’ – I mean, I’ve worked all my life, paid my taxes all my life, I’m not doing anything wrong.

We are not a priority within the housing association. I mean, I’ve got a housing number, but when I bid for flats I’ve got no chance. It was 4 or 5, but it’s gone up now so it’s a lot harder.

It’s supposed to be a B&B, now all [the landlord] buys is a loaf of bread and a pack of eggs every two days... Don’t forget, there are 10, 11, 12 people living in there.I felt I couldn’t rely on

my friends forever - they were beginning to get sick of me.

We were both sharing a room... just a box room, single bed in it. Cold, damp everywhere. No heating at all.

I got these red marks all over my skin and all that, since I moved in there. Now, bites, bugs, whatever.

I do feel threatened where I’m living. I don’t even really know around here.

I was drinking a lot of alcohol, but since I’ve moved here, I’m doing my college work. I’m just enjoying life a lot more than I was when I was there.

To me it’s home, it’s a roof above my head, it’s better than being on the street... But to me it’s my home, that room is my home.

But in there I don’t even drink, because I could be sleeping and someone could come in and attack me whilst I’m sleeping and kill me in there. With that lock, my life is completely on the line. I don’t feel secure at all.

I called in to Shelter and I saw someone there... They mentioned [UTA] and phoned the manager.I had no money to get there, I didn’t know where I was going, and Shelter gave me £5 for the key... So I got the £5 and the manager was just sitting there on the settee when I walked through the door.

There should be something done against landlords what have properties as squalid as that – horrible, damp, cold, freezing, people are freezing. There is an old fella in there and he sits down with a blanket and just waits for his tea all day. It’s not good, it’s not good at all.

You know you pay a certain amount of contribution on top of whoever pays the rent – what for? No hot water... the place was in disrepair, it wanted shutting down and redoing properly. There were no real facilities... The beds were terrible, I mean literally you couldn’t sleep on them properly, they were a sort of £10 mattress.

To be honest with you you’re better off on the streets, because your life is different there, you can walk away from the drugs, from the drink, but in there you can’t because it’s everywhere... You walk in the place and the weed is stinking the place out so even if you weren’t a druggie you’re gonna come out a druggie.

If you don’t pay your rent, you’re out. You’ve got a very unsympathetic landlord who wants his rent every two weeks. And if you don’t pay it, you’re out boy. You’ve not got stability, you’ve not got your own place.

I’m better because I’m out of places like that. In there it’s so demoralising, it makes you feel so low.

VSO (JUSTLIFE)Justlife �nds Peter his PRS �at

30 PEOPLEhad no access to a kitchen,

or felt the food was poor

PRIVATE RENTED SECTOR (PRS)

My own place

STAGE 1:FINDING A BED

PETER’S JOURNEYSTAGE 2:MOVING IN & THE FIRST MONTH

LOCAL AUTHORITYPeter presents as homeless but is turned away again

ON THE STREETS...for a few weeks

27 PEOPLEhad witnessed or experienced violence

4 PEOPLEdidn’t want to move

23 PEOPLEhad either no lock or a broken one on their door

TABLE: How people found a bed in UTA 27 PEOPLEfelt that nothing was ever �xed in the property

22 PEOPLEfelt that their physical health deteriorated

38 PEOPLEfelt that drug and alcohol use was endemic and problematic

34 PEOPLEfelt that management was either bad, intimidating or bullying

14 PEOPLEwere victims of crime

33 PEOPLEwanted to be rehoused but were constantly waiting

INFORMAL SUPPORT/FRIENDSA friend tells Peter about UTA

UTAFirst month: cramped, dirty, sharing a room

SOFA SURFINGStaying with friends for 8 months

VSOPeter is referred to No Second Night Out (NSNO)

NIGHT SHELTER...for a couple of nights

VSONSNO refers Peter into an emergency hostel

BACK AT HOMEBack with partner but

relationship breaks down again after a few weeks

STAGE 3:LIVING IN UNSUPPORTED TEMPORARY ACCOMMODATION

STAGE 4:MOVING OUT & MOVING ON

LEV

EL

OF

EX

TER

NA

L IN

VO

LVE

ME

NT

PETER’S TIMELINE

4Prison/probation

5Referred by charity

10Referred by local authority housing options team

6Referred by local authority housing discharge team

5Referred by friend

8Self referred

2Police referred

3Signposted by council

2Signposted by charity

LOS

S O

F C

ON

TRO

L &

DET

ERIO

RAT

ING

MEN

TAL

HEA

LTH

Institute for Public Policy Research (IPPR): The journey home

The IPPR has been working with the charity Justlife for the past three years and ‘The journey home’ was a culmination of all the past work and future recommendations in the form of a report with an accompanying wall chart.

The ‘iceberg’ project was a concept that the Justlife team were keen to explore. It visualises the psychological journey of a homeless person going through the temporary accommodation system. The wall chart includes quotes, key data points and findings which when first received in my inbox were quite difficult to understand at first glance. My aim was to include all the information in a clear and digestible format, and I feel that I achieved that.



http://goo.gl/oCkXer


ADOBE SKILLS & GSOH



Institute for Public Policy Research (IPPR): Quartertly magazine Juncture

The IPPR work in conjunction with publisher Wiley to create a quarterly academic journal which the goes on to be distributed across the world.

I am credited with designing the inside pages using the established format. The journal consists of a number of opinion pieces, reflective pieces and interview pieces regarding the most current political topics of the day, from a number of different authors. Once the content has been written, edited and proofed it comes to me for typeset.



ADOBE SKILLS & GSOH



PMP Recruitment: Culina Logistics // 1716 // PMP Recruitment: Culina Logistics

Benefits

Candidate portal with Thursday texted net pay as a proactive solution to pay queriesNew starters will be paid every Friday and receive access to an online candidate portal where all pay slips and p60’s are held electronically. As an addition to this, all employees have the option through the portal to opt in for Thursday texted net pay. This often helps rectify pay queries prior to a Friday pay day.

7 day per week site cover if requiredWe currently provide 7 day per week site cover for a majority of our 24/7 clients and do so at Avonmouth, more so in busier periods. This is a proposal for consideration.

“Employee of the Month” & “Length of Service” benefits packageOur employee benefits package includes the following:

In addition to this, we also conduct ‘employee of the month’ and recommend a friend’ reward incentives.

During busy christmas periods at Avonmouth we have also run free cash prize raffles and free Domino’s pizza lunches to boost morale.

Transport solution from Cambridge to increase candidate flow

PMP have a great deal of experience in online and unconventional recruitment advertising methods. Having Amazon as a key client, our teams have advertised on road sides, billboards & lorries to name a few.This is in addition to all social media sites, traditional job boards, and shop fronts. For Haverhill, PMP would focus on the Cambridge labour pool through strategic positioning of example adverts and promotion within the community. Please see attached supporting Nomis report for Cambridgeshire populations and labour statistics. South Cambridgeshire is ranked 148 out of a total of 406 counties in relation to population size with 91,700 registered residents. PMP would look to manage the provision of transport for Cambridge employees.

There is a cost neutral transport provision in place for Culina in Avonmouth for Bristol City Centre employees. Candidate shortage is a national challenge for recruitment agencies, PMP have worked tirelessly to overcome this for various clients in a variety of regions throughout the UK and transport provisions have worked effectively to ensure a good flow of quality candidates.

We would very much like to explore this option for Haverhill to understand feasibility.

PMP Recruitment: Culina Logistics // 17

Contributory pension scheme

Free personal accident insurance

Free eye care Access to the Reward Gateway scheme

PMP Recruitment: Culina Logistics // 2120 // PMP Recruitment: Culina Logistics PMP Recruitment: Culina Logistics // 2120 // PMP Recruitment: Culina Logistics PMP Recruitment: Culina Logistics // 21

Pre Employment sector based work academies (SBWA)

We work in partnership with a national network of training providers and local job centres to offer SBWA.

What are SBWA?

How do they work?

Benefits:

Partnership between employer, Candidate, JCP & training provider

Pre-employment training course

Government initiative to help those nearly work ready gain employment

Deliver training / skills specific to a job role

Job opportunity Training from 3 days to 6 weeks long

Work experience (induction / on the job)

Guaranteed interview

CandidatesA pool of candidates that have undergone specific training

PotentialProductivity improvements

CommunityPR in the local community supporting a government initiative

Zero costTo the employer

SkillsReduce the skills gap

PMP Recruitment: BT Supply Operations // 32 // PMP Recruitment: BT Supply Operations2 // PMP Recruitment: BT Supply Operations

General information about the company 3

Our BT journey 4

Attraction & general recruitment 5

Recruitment of drivers 6

Employee benefits 9

Employment checks & compliance 10

Working with training providers 12

Management of temporary workforce 13

Outsourcing parts of BT supply chain to PMP 18

Thank you 19

Contents General information about the company

Prime Time Recruitment is a wholly owned subsidiary of Cordant Group PLC. The company was acquired by Cordant Group in June 2007 as part of its growing portfolio of recruitment businesses.Prime Time remains its largest recruitment brand. Cordant Group was ranked as the second largest provider of industrial labour in the Recruitment International top 250 report 2012.The Cordant Group provide integrated services to the following sectors:

• Recruitment

• Cleaning

• Security

• Technical

• Facilities Management

The Managed Services division within Cordant Group (Prime Time & PMP) have a combined strategy for the years 2015/2016. The client portfolio for each brand has been merged to create one division and as of 1st March 2015 is now known as PMP Recruitment. Our new combined portfolio is now the largest provider of this kind in the UK. Further to this our strategy is to continue building upon and maintaining this market position and, as always, to improve our service provision based upon learning experiences within our existing client base.

Please see appendix 1 for our company overview.

PMP Recruitment: BT Supply Operations // 98 // PMP Recruitment: BT Supply Operations

Recruitment of driversWhat can we do?

8 // PMP Recruitment: BT Supply Operations

Knowing the BT business

PMP would like to demonstrate the understanding of knowing the importance that BT take pride in knowing the business needs.BT proves to be a very different operation in terms of the awkward loads and delivering to the varying locations, which many HGV drivers would not normally deliver to, such as building sites or small BT forward stock locations which may not have unloaders available to support the driver . PMP would like to propose a solution to enable the importance at recruitment stage. PMP would like to develop a video, completed through our marketing department, to demonstrate the job specification and expectations of the role. This would include; different types of loads that could be a challenge, a variation of destinations that would be expected.

The video would be edited and completed for the BT Supply Chain to review prior to implementation across the UK Transport locations.

PMP believes using this video would enable us to show potential workers how different a driving operation was in BT Supply Chain to many of the types of work they will have done before in retailers or online suppliers. This would reduce the amount of drivers who left PMP after starting work for BT Supply Chain - just because they later decided the ‘job wasn’t for them’, reducing costs for both PMP and BT Supply Chain.

• Full employed Status

• Pension

• Reward Gateway / Discount Vouchers

• Personal Accident Insurance £10K

• Confidential Helpline

• Texted / Emailed Payslips

• Free Eye Care

• Free Work Based Learning

• 28 days holiday

In addition we:• Ensure that every candidate is paid on time even if there are discrepancies with pay.

• Conduct annual employee surveys

• Employee of the Month Award

• Operate an open door policy whereby a member of staff can approach the on site team at any time

• Hold regular one to one sessions to check that workers are happy in the role, etc

• Multi Lingual confidential helpline

We believe that the combination of employment benefits and training we give to our staff motivates them and encourages better retention than the traditional agency model.

Employee benefits

At PMP our employees are our biggest asset and as such we offer a number of FREE benefits to them in recognition of this, they include (please see Appendix 3 for full details);

PMP Recruitment: BT Supply Operations // 9


Clearly there is a major and urgent need to find ways to recruit new workers into the industry. In particular, there’s a desperate need for younger workers to take up a position behind the wheel of an HGV.Adding to the shortage problems is the fact that the current workforce is getting older – the average age of a driver is currently 53 and showing signs that it will rise even higher in the near future. With more drivers reaching retirement age than are actually entering the industry then, inevitably it will only make the shortfall problems worse, unless something can be done to reverse the trend.

With less than 2% of the current UK based workforce aged under 25 and a well documented struggle to attract new employees out of education then it is imperative that a strategy is found to encourage younger folk to seriously consider HGV driving as a career.

Recruitment of driversWhat can we do?

Raise the ProfileOne such area that can be addressed is the need to raise the profile of HGV work. It’s a job which seems to have suffered an image crisis in recent years. As the emphasis from an educational perspective has grown increasingly more academic, jobs such as truck driving, have suffered as a consequence.

The industry needs to be reminding younger workers that it is in fact a career with prospects and a job with many positives.

First of all, HGV driving needs to be seen as a viable vocational route for those who are not heading down the academic path. Requiring skills and a high level of training – to the same degree as other vocational trades – can demonstrate the value and reward of such a career. And speaking of reward…

Good Salary OpportunitiesCertainly more can be played on the fact that, even as a new starter, the salary for an HGV driver is good and has the potential to be very good as you progress in the industry. New drivers can earn upwards of £24,000 and, as you develop your skills alongside mastering the technological aspects of the logistics industry, the opportunities to develop and increase your earnings is as good as a vast array of other types of work.

Ex – MOD MarketThis is a market that has been tried and tested within the retail sector. The challenges found with this were due to the experience. The majority of Ex MOD recruits have only been used to driving up and down in straight lines through the desert. This poses very different to store work, involving reserving on to bays and turning into the tight street corners to find a store.

However, with the different complexities with BT is being tasked with multi-drop work, experiencing varying loads, the variable locations expected and the fact of not having a un-loader at the end destination so having to use FLT, Moffat etc. PMP believe that this would be a sector worth exploring to help stabilise the recruitment of driver labour.

Recruitment of drivers

PMP Recruitment: Culina Logistics // 1918 // PMP Recruitment: Culina Logistics PMP Recruitment: Culina Logistics // 1918 // PMP Recruitment: Culina Logistics PMP Recruitment: Culina Logistics // 19

Training & development

Induction and save them 3 - 4 hours of classroom trainingPMP would propose to take this responsibility away from the Culina Training team and mirror delivery to ensure all necessary standards are met.

Our site teams are all ‘Train the Trainer’ trained so can deliver manual handling along with any health and safety and site introduction material.

As an alternative, this material can be built into a SBWA which would mean that new starters could start T18 training on day 1 of assignment.

A focus on business development in the local area to increase employee mobilisation and aid retentionIn having neighbouring contracts, we would be able to mobilise employees and have the back office IT infrastructure to support this model. Clustering has played a huge role in our sales strategy over the past 5 years and enabled us to safeguard our business from commercial risk attached to swedish derogation contracts. We would like to work in partnership with Culina to increase our Cambridgeshire business portfolio and this can provide many benefits to our employees and also contingency for our clients busy periods.

An agency of choice for most candidates is the agency that are able to offer hours in periods of down time.

An agency of choice for our clients is the agency that are able to flex up and down as and when required without impacting the employee in doing so.


PMP work in partnership with a national network of training providers and local Job Centres to offer sector based work academy. This enables candidates to attend a 3-5 day course with specific training as per requirements of BT Supply Chain (such as manual handling certificate etc). Content of this course could be decided jointly with BT Supply Chain trainers and PMP work based training team.

After successfully completing the course candidates are put forward for recruitment assessment and interviewing (as per all other candidates)

Please see Appendix 4 for more details.

Working with training providers

Management of temporary workforce

Warehouse StaffOnce the new productivity system is fully functioning in both warehouses PMP will look at being trained on the system to enable us to retrieve data on workers productivity through a shift.

Along with BT Supply Chain methods PMP would monitor the following groups of workers:

• New starters - before their 5 day review

• Bottom group of workers with productivity scores below the agreed KPI with BT Supply chain in their department.

• Workers moving departments into a new area

• Returners

In consultation with BT Supply Chain Management a tracker has been developed to ensure those workers who continually work below the agreed BT Supply Chain KPI are monitored through escalating stages, which could result in formal action being taken should their performance not improve.

Drivers: Infringement ManagementPMP have created a Infringement Tracker Model that would support in tracking all infringements given to drivers which would then break down into phases. This will vary from Coaching, Re-training/assessment and then into disciplinary stages.

Level 2 Coaching

Level 3 Re-training

Level 4 Verbal (on record for 6 months)

Level 5 Written

Level 6 Final Written

Level 7 Referral

PMP Recruitment: Tender submission

I was contacted by my client PMP Recruitment to design up their tender pitches in a more engaging style than the usual report format.

I was tasked with creating visual impact at first glance, and so used elements from the infographics I had previously designed, as well as using the photographic concepts established within the brand guidelines.

As well as this, I also designed the presentation pitch, again utilising the established style.



ADOBE SKILLS & GSOH



The Cordant Group: Multiple infographics for all of their sister companies

Over the past 3 years I have designed over 100 infographics for the Cordant Group and it’s sister companies.

I really enjoy visualising the data into a digestible format that an audience can engage with. The examples here vary from statistics regarding crime figures, facts about the company Cordant Security, survey findings and help with writing a CV.

a few more infographic examples >>


http://goo.gl/9drdO6


ADOBE SKILLS & GSOH



The Cordant Group: Multiple infographics for all of their sister companies

Over the past 3 years I have designed over 100 infographics for the Cordant Group and it’s sister companies.

I really enjoy visualising the data into a digestible format that an audience can engage with. The examples here again showcase a variety of subject matter, from key statistics about cancer for Cordant Occupational Health, information about a change of career for PMP Recruitment and information about the water industry for Cordant Technical and Engineering.

a few more infographic examples >>


http://goo.gl/9drdO6


ADOBE SKILLS & GSOH



Wellies and Worms: Website and e-mail banners

I was originally contacted to work with Wellies and Worms as they were underwhelmed by the design work that they were currently receiving from a different freelance designer as they thought that they lacked imagination.

I really enjoyed bringing a fun twist to the banners combining the clothing and toys that the client wanted to showcase, as well as more fun visual elements to engage with the parents and kids audience. These are just a few examples of the work that I produced.



ADOBE SKILLS & GSOH



>>

IntroductionThe market for GIS continues to grow with 84% of respondents from a recent survey (Demand for GIS within the surveying market source: BNP Market Research 2015) seeing GIS data collection and integration with the GIS cloud, as providing the greatest potential for workflow improvements.

The accuracy and provenance of data being used for decision making within asset management systems is a key factor in the drive for greater productivity, efficiency gains, regulatory compliance and improved asset resilience.

A growing number of organisations are beginning to manage and maintain asset data within their GIS to provide a single authoritative source of the data truth. The integrity of this data can be quickly lost when data capture is outsourced to subcontractors and where no consideration has been given to ensure the integrity and maintenance of the data model.

84%

84% of those surveyed see GIS as providing the greatest potential for workflow improvements

>>

In summaryThe Zeno 20 makes it easy for all field workers to capture accurate, reliable and authoritative data and is capable of delivering a significant number of benefits and added value to end users.

Leica Geosystems: Leica Geosystems and ESRI dual branded sales tools

This is just one project of a number I have worked on for Leica Geosystems, This particular example showcasing the dual branded documents I produced.

ESRI has defined brand guidelines, and so for the dual branding, I incorporated some design elements and ideas from the ESRI brand with the colour scheme of Leica Geosystems to produce this clean brochure document for e-mailing to potential clients. The banners again were designed as part of the overall dual brand sales kit for exhibition use.



ADOBE SKILLS & GSOH



Self directed project: Animation entitled ‘EU Referendum: Stronger Together’

This is a short animation bringing to life the facts and statistics that were sent out to all households by the government in leaflet form before the EU Referendum in June 2016.

In After Effects, I brought the statistics to life using icon elements and simple animation techniques and shared it online.


www.offthewallcreative.co.uk

http://www.offthewallcreative.co.uk/updating

| graphic design portfolio 2017

Design