- Full accountability for all end-to-end HR aspects

- Act as a Business Leader and full contributor to Functional strategic plans.

- Devise the annual Functional people plan and execute it in conjunction with the Functional leadership team (Functional people plan should account for 20%, 40% Country, 40% Group of People Plan activity)

- Manage and execute the completion of core HR routines/processes on-time (Career Discussions, Objectives Setting, PDP Review, Talent Planning, Succession Planning, Bell Curve etc.).

- Provide input and people related solutions to business issues/red steering wheel KPIs i.e. how to build capability to turn the KPI to Green.

- Lead the functional learning and development agenda to ensure our managers are equipped with the necessary management and leadership skills.

- Develop a strong internal pipeline of future leaders (15% of Snr WL1's, WL2 and WL3's are being developed on Options or Pre-Options). The ratio of internal promotes to external hires is 75%/25%.

- Embed and role model the Tesco values, people promises and leadership behaviors to drive the right culture as measured through viewpoint (I enjoy work for Tesco and employee engagement measures - 80%).

- Ensure that policies, processes and guidelines are consistently adhered to.

- Land all business and HR change right first time with excellent colleague engagement.

- Professionally and competently deal with all escalated employee relations issues (zero complaints raised to stakeholders or HR Director/ CEO).

- Proactively manage the impact of potential attrition and work with the business to manage annual attrition within 15%.

- Accountability for all external resourcing requirements. Work in conjunction with the recruitment team to deliver the right quality talent on time. Vacancies to be less than 4% of Headcount.

- Coach, develop and support Line Managers to build their capability as People Managers.

- Focus on supporting women to progress their careers

- Ensure that the organizational design structure of the function is maximized and that structural design principles and spans are adhered to

- Drive the performance culture across the function to ensure high performers are recognized and under performers are managed fairly and in line with our guidelines (no Amber or Red performers for longer than 6 months)

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