Laura Bunn began her career in HR in Coventry, West Midlands. She landed her first job in the NHS as she studied for her Chartered Institute of Personnel and Development certification. She has worked in a variety of industries, including healthcare and energy, for companies such as Bupa and E.ON. Laura is the HR director for motorway services provider Roadchef. She oversees 31 sites in the UK and champions development, engagement and wellbeing.
She lives in Coventry, with her daughter Darcy, 8, and Neil who has three boys. She loves to explore in her campervan or go to live theatre, or catch up with friends, when she is not at work or running the school. She is the first woman, and the first HR professional, to be appointed to Roadchef’s board. This role, she believes, gives her both responsibility and opportunity to create a culture in which people feel heard, seen and supported.
Laura talks about the importance of internal promotions in this edition of The HR Profile. She also explains why sustainability and wellbeing go hand-in-hand, and how creating clear paths for advancement has helped Roadchef to become one of Britain’s best large companies to work for. She reflects on challenges in recruiting across different locations, and explains how technology is allowing HR teams to focus more on their people and less on administrative tasks.
Roadchef boasts a 65% internal promotion rate to management positions. What strategies did you implement to achieve such a high level of career advancement?
Our people are our most important asset, so we have always focused on their growth. We have created several internal management development programs that are aimed at giving our employees the skills and tools they need to advance in the business. We’ve been amazed at how many people have taken advantage of this opportunity. As a result, we’ve filled over 65% our management positions with internal talent.
Communication is a major reason why this system works so well. Weekly newsletters, videos from our leadership and regular meetings are all ways we keep everyone informed. This helps to keep everyone informed and connected.
It’s important to keep your team informed, and to make them feel part of a bigger picture. This will help you progress. We’ve also created a culture that celebrates and acknowledges the hard work done by our team. This is a major reason why so many people have grown with us. They feel motivated, engaged, and supported on the way.
You’ve highlighted how HR and Environmental, Social and Governance efforts are aligned. How has Roadchef’s investment in ESG initiatives improved the employee experience?
Absolutely. This shift was a major one for Roadchef. In the last few years we have seen a significant shift in what is important to our candidates and employees. People want to be part of companies that are doing the right thing. This includes not only how they treat their employees, but also how they affect the planet and society in general.
HR and ESG are now starting to work together. Green policies are no longer just words on paper. We have made sure that these values are reflected in our employee’s everyday lives. Everything from managing waste and energy to supporting diversity, well-being and fairness in the company, all contribute to how employees feel about their work.
We have also ensured that these values are reflected in our recruitment. We’ve seen an increase in candidates asking about our sustainability initiatives. We are involving our employees through local volunteering, reward schemes, and a culture of inclusion that promotes wellbeing and development.
You recently wrote an article on the importance of creating a culture in a business that is successful and delivers value. What steps have been taken to align Roadchef’s culture with these goals and objectives?
Culture is never finished; it requires constant attention. When you get culture right, people will feel happy to come to work and thrive.
We are passionate about building a strong cultural foundation. Leadership is a key factor, as it’s crucial that leaders not only talk the talk but walk the walk. These little actions, such as taking the time to listen or recognizing someone’s effort, can have a big impact on our culture.
Employees are recognized for their long service through a ceremony where they are presented with a certificate and a commemorative award. It may be a personal touch, like a bouquet presented by the CEO.
Roadchef has been named as one of the best large companies in Britain to work for by 2024. What policies or initiatives do you think contributed to this award?
It was an honor to be named as one of Britain’s top big companies to work at in 2024. I believe it’s because we did a lot of hard work to make sure that everything went right. Roadchef has always placed its people at the center of everything it does, which is why we have focused on creating a supportive, valuable and growth-oriented environment.
Our development programmes played a major role in this, enabling team members to step up into management positions and develop long-term career with us. We have also placed a strong focus on wellbeing. This includes providing the right support for people, whether it’s to deal with mental health issues, financial stress, or the challenges of everyday life.
PayCaptain has an interactive questionnaire that gives personalised financial advice and scores. We monitor turnover, especially in the first 90-day period, to identify any concerns. We use regular communication channels to ensure that employee voices are heard. And we have annual Toolbox Talks for discussing initiatives and gathering feedback.
We are seeing key HR trends like greater flexibility, an increased use of digital technology and a growing emphasis on inclusion and growth.
Roadchef emphasizes innovation in motorway service. How does HR support and drive innovation in the company?
Innovation thrives when it is rooted in company culture. And that starts with our employees. HR plays a crucial role in creating a culture where each team member feels empowered, valued and heard.
We are committed to creating a culture where people feel free to share their ideas, challenge the status quo and try new things. We encourage innovation by ensuring employees have the freedom and resources to do their jobs.
With 31 motorway service stations in Britain, how do you attract and retain talent?
Our challenges include attracting and retaining talented people in different locations. Our sites are located in remote locations, and employee expectations have changed since the pandemic. This has made it even harder to retain employees. Understanding what employees value is crucial in this situation. Now more than ever, wellbeing, purpose and belonging matter. We invest in meaningful engagement and development opportunities, as well as wellbeing initiatives, rather than just focusing on the pay.
Our Hapi Benefits scheme, for example, gives employees 24/7 access to services and support that address mental, physical and social wellbeing. These efforts have been recognized with top rankings in Best Companies league tables, and Investors In People Platinum accreditation.
Over the years, the motorway services sector has evolved. How has Roadchef changed its HR practices in order to keep up with the changes?
To keep up with industry changes, we’ve evolved our HR practices. It’s about putting people first for us. We are focusing on our people, supporting ESG initiatives and bringing better technology to make daily processes easier.
We have worked hard to create an environment where our teams are valued and supported. And we have also introduced some fantastic benefits. We’re also working more efficiently with the new systems, which allows us to spend more time on what matters most – our team.
What are the programs in place for Roadchef to support its staff?
We’ve implemented a number of initiatives aimed at supporting our employees. These include initiatives focusing on recognition, engagement and wellbeing. Some of our key programmes support financial well-being, such as allowing employees to receive their earned wages prior to payday, subsidised meal, community pantries, and interest-free loans.
Weekly activities are also held to promote mental and physical well-being and build community. We demonstrate our commitment to sustainability through initiatives such as the OnHand App, which encourages volunteers and helps reduce carbon footprints. Our high retention rates are a direct result of these efforts.
Our top priority is to ensure that both our employees and visitors are treated with respect and care. Our awards reflect the dedication and hard work of all our employees who have consistently helped make Roadchef UK’s best companies to work for. Our customers will have a great experience with us.
What emerging HR trends will you be observing in the future that could impact the motorway service sector? How is Roadchef prepared for these trends?
We have kept the momentum moving by focusing our efforts on areas that are most important to our employees: communication, recognition, and wellbeing. We are committed to the financial well-being of our employees, and we do this by implementing initiatives such as early wage access, subsidised meals and other forms of financial wellness.
Our commitment to creating an engaging and supportive workplace is reflected in our low turnover rate.
We see key trends in HR such as increased flexibility, greater use of digital tools, and a growing emphasis on inclusion and growth. We are staying proactive in exploring these areas, and making sure our approach changes to meet the needs of both our people and our sector.
The focus on employee wellbeing will continue to be a priority, as more people are looking for jobs that fit their lifestyles rather than just fit them into a job.
Looking back on your career, which advice would you give to HR professionals who aspire to leadership positions in the hospitality and services industries?
It is important to know your employees, no matter what level they are at in the company. Each employee is vital to the success and growth of your business. Therefore, policies, procedures, and initiatives must be tailored to their needs to ensure that they are effective.
Make sure you are surrounded by a strong network. I work with HR Ninjas who are an excellent networking group that allows me to reach out and exchange best practices.
What do you do outside of work to relax and unwind?
I am always on my feet and very active with my 8-year old daughter. We enjoy travelling, and we have a campervan. So, we try to get away for weekends as much as possible.
How do you envision HR developing over the next five-year period?
HR will undergo a significant change in the next five to ten years. We expect that AI and technological advances will allow HR to focus more on culture, people strategy, and development.
The focus on employee wellbeing will continue to grow as more people look for jobs that fit their lifestyles, rather than just fitting them into a job. HR will be a key player in creating inclusive and supportive environments that allow individuals to thrive.
The future of HR is defined by the ability to create meaningful work environments that engage, attract and retain talent.
