Performance & Culture Manager

We are looking for:

• The Culture and Performance Manager is responsible for defining the Group's enterprise strategy for culture and performance, ensuring that how we lead, behave and perform enables the delivery of the Group's strategic ambitions.
• The role defines and evolves the Group's desired culture, with fairness and inclusion embedded as fundamental principles in how the organisation operates, how leaders lead, how decisions are made and how people experience the organisation. The role establishes the frameworks, measures and insights required to understand the health of the culture and partners with the HR Leadership Team to identify and address areas where change is required.
• The role also owns the Group's performance strategy, defining what performance means, how performance expectations and standards are established, and how performance is measured, with a clear focus on outcomes delivered and the behaviours demonstrated in achieving them.
• Working primarily through the HR Leadership Team, the role provides enterprise direction, frameworks, insight and expertise, while HR leaders are responsible for activating and embedding these approaches within their respective businesses and functions. 

We count on you for: 

Enterprise Culture Strategy 

• Define, own and continuously evolve the Group's culture strategy, ensuring it supports the organisation's purpose, values, strategy and long-term ambitions. 

• Define the desired organisational culture and the leadership and employee behaviours required to bring it to life. 

• Ensure fairness and inclusion are integral to the organisation's culture, reflected in how people are led, how decisions are made, how opportunities are created and how people work together. 

• Translate the desired culture into clear enterprise principles, expectations and priorities that can be consistently understood and activated across the Group. 

• Provide thought leadership and strategic guidance to senior leaders and the HR Leadership Team on culture as a driver of sustainable business performance. 

Fairness and Inclusion 

• Establish fairness and inclusion as core characteristics of the Group's desired culture and as expectations of leadership and organisational behaviour. 

• Define the enterprise principles and expectations that enable people to experience fairness, inclusion, respect and opportunity throughout their relationship with the organisation. 

• Ensure culture and people frameworks are designed to identify and reduce unintended barriers or bias and enable equitable access to opportunity. 

• Use data, employee insight and external evidence to understand differences in employee experience and outcomes and identify areas requiring attention. 

• Partner with the HR Leadership Team and relevant people process owners to translate these insights into actions within businesses and across the employee lifecycle. 

• Ensure leaders understand their accountability for creating an inclusive environment and making fair, transparent and evidence-based people decisions. 

Culture Measurement and Change 

• Establish a robust enterprise framework for measuring culture, combining quantitative and qualitative data to understand cultural health, alignment and progress. 

• Define the measures and indicators that demonstrate whether the desired culture, including fairness and inclusion, is being experienced consistently across the organisation. 

• Identify cultural strengths, gaps, risks and opportunities at Group and business level and translate these into actionable insights. 

• Partner with the HR Leadership Team to support the development of targeted culture plans where change is required, while maintaining clear accountability within businesses for activation. 

• Evaluate the impact of cultural interventions and use evidence to continuously evolve the Group's approach. 

Embedding Culture Across the Employee Lifecycle 

• Define how the desired culture should be embedded across the employee lifecycle, including attraction and recruitment, onboarding, learning, leadership development, performance, talent, succession, recognition and promotion. 

• Ensure people processes reinforce the behaviours, leadership expectations and principles of fairness and inclusion that underpin the desired culture. 

• Partner with owners of Group people processes to ensure culture is deliberately designed into policies, frameworks, tools and employee experiences rather than treated as a standalone initiative. 

• Work with the HR Leadership Team to enable consistent activation while allowing appropriate adaptation to different business contexts. 

• Identify systemic barriers or practices that may undermine the desired culture and influence changes to address them. 

Group Performance Strategy 

• Define, own and continuously evolve the Group's performance strategy, establishing a clear philosophy for organisational, team and individual performance. 

• Define what high performance means for the Group, with a strong emphasis on outcomes delivered as well as how those outcomes are achieved. 

• Establish clear principles for setting performance expectations and standards that connect individual and team contribution to business priorities. 

• Ensure the performance philosophy reinforces the Group's desired culture, including expectations for leadership, collaboration, fairness and inclusion. 

• Create an approach that encourages accountability, differentiation of performance, continuous improvement and meaningful performance conversations. 

Performance Standards and Measurement 

• Define the enterprise framework for establishing and measuring performance standards, ensuring clarity and consistency while enabling appropriate business differentiation. 

• Champion an outcome-focused approach to performance, ensuring assessment considers the value and impact delivered rather than activity alone. 

• Establish principles and safeguards that support fair, evidence-based and consistent performance decisions. 

• Use performance data and insights to identify trends, opportunities and potential disparities in performance outcomes across the organisation. 

• Work with the HR Leadership Team to strengthen the quality and consistency of performance practices within their businesses. 

Leadership and HR Enablement 

• Define the leadership expectations and behaviours required to create the desired culture and sustain high performance. 

• Ensure fairness and inclusion are embedded in expectations of how leaders lead teams, make decisions, manage performance and develop talent. 

• Partner closely with the HR Leadership Team, providing the strategy, frameworks, tools, insights and expertise required to activate the Group's culture and performance agenda. 

• Build capability across HR to diagnose cultural and performance challenges and translate enterprise frameworks into effective business interventions. 

• Provide strategic advice, insight and constructive challenge to senior leaders on significant culture and performance matters. 

Enterprise Governance, Insight and Continuous Improvement 

• Establish appropriate governance, standards and success measures for culture and performance across the Group. 

• Provide the Executive Team and HR Leadership Team with clear insight into cultural health, fairness and inclusion, and performance trends, highlighting areas requiring leadership attention. 

• Use external research, benchmarking and emerging best practice to continuously evolve the Group's approach to culture and performance. 

• Evaluate the effectiveness and business impact of Group frameworks and interventions and recommend changes where required. 

• Maintain a clear enterprise view of progress, while reinforcing accountability within businesses and functions for implementation and outcomes. 

Success in the role will be demonstrated through: 

• A clearly defined culture that is understood and experienced consistently across the Group. 

• Fairness and inclusion being demonstrably embedded in how the organisation leads, behaves, makes decisions and manages its people. 

• Measurable progress in cultural alignment and employee experience across businesses and employee populations. 

• Evidence that key people processes consistently reinforce the desired culture and create fair and inclusive employee outcomes. 

• Clear leadership accountability for culture, fairness, inclusion and performance. 

• A Group-wide understanding of what high performance means and the standards expected. 

• Stronger alignment between individual and team performance outcomes and the Group's strategic priorities. 

• Performance decisions that are evidence-based, appropriately differentiated and consistently applied. 

• Effective activation of the Group's culture and performance strategies by the HR Leadership Team across businesses and functions. 

• High-quality culture and performance insight that enables leaders to identify risks, make informed decisions and take targeted action. 

You will bring: