Mark Smith

Ensured compliance with health and safety standards across department.

• Completed accident reporting, investigations, and disciplinary actions promptly.
• Managed employee absences, including timely return-to-work processes.

Liaised with departmental heads, stock control, and external suppliers effectively.

• Enhanced colleague engagement through improved participation and scores year-on-year.
• Developed robust staffing plans, achieving 10% reduction in turnover rates.
• Delivered performance-related targets while improving delivery accuracy.
• Conducted performance evaluations to identify improvement areas and maintain industry knowledge.
• Conducted performance evaluations to identify areas of improvement.
• Encouraged open dialogue amongst employees for better problem-solving ability.
• Boosted morale by recognising and rewarding exceptional work.
• Handled employee grievances to maintain harmony within workforce.
• Fostered positive work environment through effective communication and conflict resolution tactics.
• Delegated responsibilities efficiently amongst team members.

• Company Overview: National Distribution Centre is Royal Mails biggest Distribution Centre.
• Led team of 1 manager and 10 admin colleagues, main area of responsibility was to plan robust staffing against projected monthly forecast then actual daily forecast for 24/7 operation to ensure clearance to work-plan whilst ensuring budget savings were achieved.
• Drove units KPIs via shift managers with daily/weekly meetings monitoring production against throughputs and costs.
• Liaised daily with Unit Manager, Head of Operations and Senior Production and Planning Manager and met with Finance Analyst weekly to feedback on all KPI progress.
• Responsible for training every Operational Manager on Production Control system, so all understood importance of their daily/weekly performance.
• Involved in NDC’s challenge to become World Class Unit (what is now called Continuous Improvement) taking lead roles of Safety Pillar, Then Professional Maintenance Pillar lead whilst assisting Cost Deployment and Workplace Organisation, Quality and Autonomous Maintenance.
• Other roles and responsibilities included Health, Safety and wellbeing of all Colleagues on site.
• Deliver revisions and duty restructures to agreed timescale.
• Handled all transfers in and out of NDC working with HR CWU (union) and losing/receiving offices.
• Major events planning including Christmas, Easter, Eid and special event for example major posting or strike action. This included Staffing levels in line with work profile and vehicle arrival/departure patterns.
• Liaising with various Agencies who supply RM to ensure that robust staffing was in place.
• Full responsibility for recruiting agency colleagues to permanent RM employees including creating business plan to support recruitment.
• Facilitated weekly review meetings with all agencies that supplied RM to provide feedback on their performance and booking vs fulfilment rates. At busy times this could be upward of 300 per day.
• Facilitated weekly Resourcing meetings with Shift Managers and Union representatives to discuss all staffing issues including Conduct cases, Sick Absence and individual shift performance against budget, Annual Leave issues and any Agency Issues.
• Responsible for ensuring all training was kept up to date including Manual Handling, MHE, First Aid and Fire Wardens as well as Tracked Machine Operators this included training package I devised.
• Nominated Person in Control (PIC) whilst on site, and main contact when not 24hrs 7days.
• Full Site Security duties included site security, ensuring all site visitors and security logbooks were kept up to date.
• Responsibility for ensuring Contingency/Continuity Plan was up to date and reviewed after every incident.
• Fire prevention/precaution Officer (FPO) responsible for recruiting and full training of 49 fire wardens for site, and ensuring all follow up training was given, liaising with fire brigade when doing yearly risk assessments. Completing all Fire Logs. Training of Fire Wardens to complete weekly fire tests and yearly evacuations. All Fire wardens went through specially designed training session created myself and is still in use today.
• Responsibility to ensure all Legal Safety requirements were met for Hub.
• Facilities Management it was responsibility to make sure all building works were carried out safely and securely.
• Liaised with all contractors working within site boundaries to make sure all work and Hot Work permits were present and correct and all safety regulations were being followed.
• Liaising with Distribution Area Managers and Royal Mail Directors.
• Lead for Royal Mail Production Control Managers Forum, consisting of all PCMs in RM distribution.
• Succession planning through development of WAMs (work area managers).
• National Distribution Centre is Royal Mails biggest Distribution Centre.
• Conducted regular risk assessments to maintain safe working environment.
• Reduced downtime with proactive facilities management.
• Developed preventative maintenance plans; extended lifespan of equipment.
• Performed routine checks of fire safety equipment; ensured full preparedness for emergencies.
• Liaised between departments for smooth facility-related communication flow.
• Responded promptly to emergency situations, ensuring minimal impact on operations.
• Worked closely with suppliers to secure cost-effective services.
• Organised maintenance schedules for optimal equipment performance.
• Ensured health and safety compliance through rigorous inspections.

• During this period as Shift Manager, worked on every available shift but main shift was Nights/Weekend Nights role was to ensure shifts met all production targets and cost targets including 10% Year on Year reduction in staffing Costs.
• Maintained cleanliness and hygiene standards across work area, ensured pleasant environment for customers and staff alike..
• Coordinated with team members for seamless shift transitions.
• Ensured health and safety measures in line with company regulations.
• Updated staff on changes to internal policies and procedures for continued compliance and standardisation.
• Planning of staffing requirements against projected then actual forecast.
• Tracked employee performance, assessed daily output and implemented corrective actions to close gaps.
• Improved workplace safety to reduce accidents and near-misses.
• On Night shift had responsibility for 15 Work Area Managers and 18 relief Managers and 300-500 Colleagues.
• Cross-Docking operation consisted of 80 Docks and is biggest RM operation in country servicing every Mail Centre in British Isles, and Cross Docked on average 30,000 York (wheeled containers) per day, 5 million containers per year.
• Processing area included manual sortation mainly of Amazon Packets and 2 Automated Parcels Tracking Machines which processed on average 40,000 items per shift.
• Manager responsible for maintenance and upkeep of these machines (World Class (CI) Professional Maintenance Pillar Lead).
• Other responsibilities included working with Communication Workers Union
• Coach, lead and develop front-line managers and colleagues ensuring robust succession plan was in place.
• Full Health and Safety within Warehouse and where necessary ensuring accident investigations were concluded in timely manner.
• Deliver year on year improvement on shift budget.
• Monitoring and dealing with poor attendance and sick absence including disciplinaries if required.
• Dealing with all conduct issues and cases including dismissals.
• Ensure All Work plans were met on shift and daily basis.
• Liaising and building relationship with Customers, Suppliers, Mail Centres, Union Reps and Central Postal Control (RM central headquarters).
• Weekly meeting with Head of Operations to discuss staffing, conduct, absence, performance or budget issues.
• Covering Head of Operations role in absence.
• Succession Planning through PDR and monthly 121s.
• Assisted employees in resolving workplace conflicts, improved overall team harmony.
• Delivered excellent customer service by overseeing staff training programmes.
• Conducted regular staff meetings, kept everyone updated about company policies or changes therein..
• Minimised downtime with proactive equipment maintenance checks.
• Improved team morale through effective communication and feedback practices.
• Motivated employees towards achieving sales targets, increased overall store revenue..
• Streamlined operations by implementing efficient work procedures.
• Recruited new hires to strengthen existing workforce..
• Enhanced productivity through performance monitoring and constructive coaching sessions.
• Reported key metrics to upper management for business decision-making process.

• Head of Operations role during period of site closure, during this time manage site and 3 outsourced units which were at NatWest Bank, Peterborough Mail Centre and Deferred site.
• Responsible for £9 million year budget and was responsible for 27 Managers and 455 Colleagues across 4 sites.
• Main responsibility was having to manage expectations of Business Customers (NWB), colleagues and union through to final closure of site whilst maintaining standards and daily running of units to achieve all Safety and Performance related targets.
• Other responsibilities included working with Communication Workers Union as well
• Liaise with Directors and Head Office. Area Union representatives over closure of unit, redundancies and relocation of colleagues.
• Communicate to all customers of impending changes and ensure their businesses would not be affected by changes.
• Achieve clearance and work plans per shift/Site at one of Royal Mails, premier Distribution Centres.
• Achieve all H&S targets.
• Maintain and improve where possible set standard of performance at closing site.
• Liaise with managers and colleagues monthly weekly then daily over closure details.
• Part of planning team which planned new hub National Distribution Centre.
• Manage actual closure of site including safety and security of unit.
• Introduced cost-saving measures to reduce overheads.
• Developed supplier partnerships for improved supply chain management.
• Prioritised client satisfaction through delivery of high-quality services.
• Facilitated interdepartmental cooperation for streamlined processes.
• Led diverse teams, promoting cooperative work environment.
• Oversaw facility upgrades, ensuring compliance with safety regulations.
• Fostered positive work environment with open communication channels.
• Coordinated cross-departmental initiatives to achieve overall business objectives.
• Negotiated contracts with vendors, securing optimal pricing and terms.
• Managed budget preparations for fiscal responsibility.
• Achieved team collaboration with regular staff meetings and feedback loops.
• Maintained high standards of service by implementing quality control procedures.
• Directed daily operations, ensuring smooth business continuity.