There are careers that follow a path - and then there are careers that quietly and steadily reshape the path for others. For over 35 years, our recipient has done just that.

From her early days in steel manufacturing - where she first discovered the power of people and purpose - to her move into financial services in 1998, Anne's journey has never been accidental. It has been guided by curiosity, by learning, and by an instinctive belief that organisations thrive not through strategy alone, but through the people who bring that strategy to life.

At a time when moving from company to company is often seen as a mark of ambition, Anne chose differently. She chose depth. She chose commitment. Over 28 years with her current organisation, she hasn't simply built a career - she's built capability, culture, and confidence in people across Cardiff, Europe and a global workforce of nearly 4,000.

Her story is one of versatility and growth... from HR Business Partner, to Risk Services, to Group HR - she has developed a perspective that few in this profession achieve. And when she stepped into the role of leading HR in the UK and Ireland, she brought not only experience, but a clarity of vision that would soon prove vital.

Just one example of this was in 2008, as the financial crisis cast global uncertainty across the sector, the Cardiff operation faced a stark reality: evolve or risk being left behind. It was here that her leadership shone brightest. She embedded new behavioural competencies that re-energised teams, strengthened commercial focus, and created a culture of accountability that still endures today.

For more than three decades, Anne has shaped not only the organisations she's served, but the people and communities around her. Her career tells a story of enduring commitment, quiet strength, and the ability to turn challenge into opportunity - all delivered with authenticity, intelligence, and humour.

Her influence reaches far beyond her own organisation's walls. Passionate about nurturing the next generation, she helped establish the Welsh Financial Services Graduate Programme - a pioneering initiative that has generated over £135 million in economic impact for Wales. By connecting graduates with leading financial institutions and building lasting career pathways, she has helped open doors for the next generation of talent that might never have existed without her vision and persistence.

Her peers describe her as a mentor, a coach, and a leader - someone who brings others along with her, someone who knows when to challenge and when to listen. She has proven time and again that people strategy, done with intent and heart, is not a support function but a driving force for organisational success. Her tenacity, grace under pressure, and unwavering integrity have inspired countless colleagues and shaped many careers.

As she prepares for a well-earned retirement, her legacy is clear - one built on resilience, progress, and heart. Her contribution to the financial services community, to Welsh business, and to the HR profession stands as an enduring example of leadership rooted in humanity and purpose.

This year's award honours a leader whose career reminds us that true influence is not measured in policies or processes, but in the lives, confidence, and futures made stronger because of their work. 

It takes courage, determination, a clear vision and personal resilience to deliver transformational change that drives organisational culture - and to do so in an organisation in the public eye, and under intense scrutiny, makes the challenge even more acute.

From a starting point where colleagues described a culture driven by pressure and low confidence, Nadine delivered a values-led transformation that helped people feel psychologically safe, included, and able to perform at their best.

Achieving a rare balance of strategic leadership vision and personal authenticity, transparency, courage and influence, she brought key stakeholders with her while ensuring the right systems conditions were put in place at every level.

With robust board-level reporting and evidence-based updates tied to measurable indicators, change became real and sustainable - and is now spoken about with clear pride as a case study in what values-led people leadership looks like in practice.

New to the world of HR, this year's Rising Star has stepped into the opportunity with confidence, curiosity, determination and impact - already laying strong foundations for a standout career.

The judges were particularly impressed by Sadie's proactive approach, the relationships she builds across the business, and her clear ambition to keep learning and increase her influence.

With a practical, people-centred mindset and the courage to take ownership early, she has quickly become a trusted partner and a positive force for progress.

Congratulations to Sadie Govier, starting out her HR journey with Cardiff Airport.

Kudos - Celebrating people, elevating culture

Challenge

Cartrefi Cymru Cooperative needed a consistent way to recognise great work across dispersed, community-based and remote teams. Recognition was informal and uneven, often dependent on individual managers, which risked weakening connection, wellbeing and a values-led culture. The organisation wanted an inclusive, low-burden approach that made appreciation visible and routine for all roles.

Solution

Cartrefi created Kudos, a simple peer-to-peer recognition programme. Colleagues send messages that name the organisational value being demonstrated, turning values into visible behaviours. The approach was co-designed by People, Communications and frontline teams, championed by leaders, and reinforced through regular storytelling so it became part of everyday practice.

Impact

• Everyday recognition: shifted from ad hoc, manager-led thanks to routine, colleague-led appreciation.
• Connection & wellbeing: colleagues reported feeling more seen, valued and connected—especially in remote/dispersed roles.
• Values in action: more day-to-day conversation and feedback linked to behaviours that reflect Cartrefi's values.
• Scale: 1,300+ Kudos nominations since July 2025, now embedded in people practices with minimal cost.

Conclusion

Kudos shows that simple, values-based peer recognition can strengthen culture and engagement across dispersed teams at low cost. By making appreciation frequent, specific and linked to shared values, Cartrefi created a practical way to reinforce the behaviours it wants to see—whether people work on-site, in communities or remotely. The approach is easy to sustain because it relies on everyday peer-to-peer moments rather than one-off programmes.

Supporting all colleagues by embracing neurodiversity

Challenge

CCHA recognised that common recruitment and workplace norms can unintentionally create barriers for neurodivergent colleagues. The aim was to make neuroinclusive practice standard - so everyone can thrive - by removing barriers in processes, environments and everyday ways of working.

Solution

CCHA took a whole-organisation approach to neuroinclusion, setting up cross-organisation governance (IncludED) and turning pledges into practical day-to-day behaviours. It improved the workplace environment to offer sensory choice (for example, quiet zones and wellbeing rooms) and worked with specialist partners to build confidence through training, manager toolkits and guidance. Recruitment was redesigned to normalise adjustments, including sharing interview questions in advance.

Impact

eNPS target:

increased from +37 (2023) to +41 (2025) exceeding the +40 target

Colleague experience:

Leadership development and coaching at Williams Medical Supplies

Challenge

Williams Medical Supplies introduced a new MD and strategy and recognised the Senior Leadership Team (SLT) as critical to delivery - but needed stronger collective leadership, alignment and ways of working to meet business ambitions.

Solution

Williams Medical Supplies ran an eight-month programme combining SLT team coaching with 1:1 executive coaching, starting with a discovery phase to align priorities and success measures. The team element used monthly sessions to agree shared commitments, test new ways of working and track progress, while leaders had six hours of individual coaching with three-way contracting to connect personal development to business needs. The approach was evidence-based and focused on self-awareness, accountability and ethical leadership.

Impact

• High Performing Team Survey: Ratings increased across all 10 features of high-performing teams, especially alignment, communication, and delivery.
• Individual Leader Ratings: Average increase of 25% against coaching outcomes agreed with line managers.
• Employee Engagement: Survey results improved across the business during the coaching period.

Conclusion

The coaching programme improved SLT effectiveness and engagement, with measurable gains in team performance ratings and a 25% average uplift against individual coaching outcomes. Beyond the metrics, it created clearer alignment, stronger communication and more consistent leadership behaviours that supported delivery of the new strategy. It shows how combining team and individual coaching can accelerate leadership maturity while keeping development anchored to business priorities.

Transforming leadership development

Challenge

Siderise had no consistent leadership framework or development pathway, and employees repeatedly flagged development gaps in culture surveys. Leadership effectiveness varied, and L&D was not well linked to onboarding, performance or succession. The challenge was to build scalable development with limited budget and a small internal L&D function.

Solution

Siderise built a structured leadership development ecosystem - creating clear pathways, practical learning in the flow of work, and alignment to onboarding, performance and succession - while using external funding and partnerships to deliver at pace despite limited internal resource. It introduced three core programmes (RISE for managers, Ignite for aspiring leaders and Elevate for senior leaders with coaching), complemented by short "learn in the flow of work" modules for all employees. Development was integrated into wider people systems to make progression expectations clear and scalable.

Impact

• A complete development ecosystem now supports capability building at every level.
• Leaders report higher confidence, clearer communication and stronger decision-making.
• Culture survey feedback shows development has moved from a concern to a strength.
• Learning is now embedded as a core part of Siderise's culture and career pathways.

Conclusion

By moving from ad-hoc, compliance-led training to clear leadership pathways and embedded learning, Siderise strengthened leadership capability and made development a visible cultural strength - despite tight budgets and limited internal capacity. The work linked development to onboarding, performance and progression, helping leaders apply learning directly to day-to-day decisions and team practice. It provides a replicable model for scaling leadership development using targeted programmes, micro-learning and external partnerships.

Transforming Volunteer Recruitment

Challenge

St John Ambulance Cymru relied on volunteers but an outdated recruitment and onboarding process took 6–12 months, varied by region, and led to high drop-off. The charity needed a faster, more consistent experience that matched modern volunteers' limited time while keeping safeguarding and training standards.

Solution

St John Ambulance Cymru redesigned volunteer recruitment around speed, clarity and consistency. It created a paid Recruitment & Retention Officer role to coordinate the end-to-end journey, simplified entry by replacing a full application with an expression of interest, and introduced regular regional Onboarding Days to complete checks and deliver initial compulsory training in one session. The process was centralised and digitised so applicants received clearer communication and could track progress and next steps.

Impact

• Faster conversion: the first Onboarding Day recruited 18 volunteers - more than previous months combined.
• Better experience: volunteers valued early connection to local units and a clearer, more supportive process.
• Mission benefit: even where applicants did not continue, early training still delivered community impact.
• Scale: rolled out across Wales; 232 volunteers recruited in 2025 (target 200).

Conclusion

By redesigning the process around modern volunteer expectations - and building buy-in through pilots and relationship-building - the charity reduced drop-off, scaled the approach across Wales, and exceeded its recruitment target. The new model also delivers faster community benefit by bringing volunteers into training earlier and creating a clearer, more welcoming first experience. This case study shows that simplifying steps, centralising coordination and creating consistent onboarding moments can transform volunteer pipelines without compromising standards.

Rebuilding culture from the ground up

Challenge

In 2024, S4C faced a public and institutional crisis after an independent investigation revealed a toxic workplace culture, including a "culture of fear," dictatorial leadership, and significant staff distress. Under intense public scrutiny, the challenge was to rebuild trust, restore psychological safety, and create sustainable cultural change.

Solution

S4C redesigned its People and Culture function, co-created a Culture Code ("the S4C Way"), partnered with SYCOL on a Learning Organisation approach, launched an internal academy (S4C/Campus), and introduced measurement to track behaviour change and embed new ways of working.

Impact

• Function reset: HR became "People and Culture," focusing explicitly on culture design.

• Culture Code: "the S4C Way" was co-created and embedded across the employee lifecycle.
• Capability building: S4C/Campus created shared methods and language through cohort learning.
• Participation: 100% of staff (104 people) completed Level 1.
• Skills uplift: 97% reported improved knowledge and 97% improved confidence to apply the methods.
• Momentum: 91% intended to use the methods more often; 83% committed to meet their line manager to embed goals.

Conclusion

S4C's approach demonstrates how culture can be rebuilt after a crisis by combining co-design, psychologically safe learning, transparent governance, and measurement. By turning values into a clear Culture Code and reinforcing them through capability building, S4C created common expectations and tools for everyday behaviour. The case study shows that sustainable culture change relies on embedding accountability and learning into systems - so progress can continue through leadership transitions.

From pressure to performance: embedding wellbeing into business strategy

Challenge

Creditsafe UK experienced rapid growth and rising performance and regulatory demands, while employee feedback highlighted increasing stress and burnout risk prompting the need to move from standalone wellbeing initiatives to an integrated, business-led approach.

Solution

Creditsafe UK moved from standalone wellbeing initiatives to a business-led strategy co-created with employees. It defined five pillars (mental health, physical wellbeing, reduced hours, financial wellbeing and culture) and introduced permanent early finishes, reducing the working week from 42.5 to 36.5 hours with no pay reduction. The programme also added free onsite clinical support, expanded Mental Health First Aiders, and used wellbeing talks to normalise support. Progress was piloted, reviewed and iterated using feedback and quarterly measures linked to business outcomes.

Impact

• Retention: employee turnover declined.
• Productivity: productivity per FTE increased despite reduced hours.
• Performance: portfolio growth £6.0m (2024) to £7.0m+ (2025); returns 109% to 110%.
• Attraction: candidates cited wellbeing as a reason for joining.

Conclusion

Creditsafe's results show that treating wellbeing as a performance strategy - co-created with employees, led from the top, and implemented with measurement and iteration -can improve engagement, retention and productivity while supporting sustainable growth. By making reduced hours, clinical support and mental health capability part of the operating model (not a perk), the organisation strengthened both attraction and resilience. The key lesson is to link wellbeing actions to clear outcomes, review them routinely, and adapt based on evidence and employee insight.

Employee Engagement

Sponsored by Hoop Professional Services and HR

Atradius - Atradius

Cartrefi Cymru Cooperative - Kudos: Celebrating People, Elevating Culture

Cwm Taf Morgannwg University Health Board - Turning Staff Voice into Measurable Impact: The CTM People Plan Transformation

Health Education and Improvement Wales - Developing the NHS Wales People Profession: A Once for Wales Approach to Talent, Capability and System Transformation

HPMA Cymru - Reframing the Future: NHS Wales' AI Workforce Engagement Programme

Rocialle Healthcare - People & Engagement

Individual Impact

Sponsored by the CIPD

Ann Rowley - Lighthouse HR

Dr Ioan Rees - SYCOL 

Emma del Torto - Effective HRM 

Gemma Littlejohns - Siderise 

Matt Coles - Bangor University 

Rosie Sweetman - Sweetmans and Partners with Williams Medical Supplies 

Sian Fisher - Confident Style Academy 

Universal Coaching Alliance Wales

Talent Management

Sponsored by Human Resourcing

    Bipsync - Talent Management

Freshwater - Talent Management

St John Ambulance Cymru - Volunteer Recruitment

Welsh Local Government Association - Careers in 360

Wellbeing

Sponsored by HSF Health Plan

Codi Group - Wellbeing at Codi Group

Creditsafe Business Solutions Limited - From Pressure to Performance: Embedding Wellbeing into Business Strategy 

Cwm Taf Morganwwg University Health Board - CTM's Big Team Challenge 

First Choice Housing Association Wellbeing that works , supporting every part of our peoples lives 

Freshwater - Wellbeing at Freshwater

Excellence in HR Leadership

Sponsored by Lesley Richards Limited and Skylite Associates

Angela Overment - St John Ambulance Cymru 

Angie Lewis - Welsh Ambulances Services Trust 

Kate Ablett - Mrs Bucket Cleaning Services

Nadine Beaton - S4C 

Simon Argent - Vishay Newport

THANK YOU TO OUR JUDGES!

Our judges represent some of the very best in the profession in Wales.

Every year you say, "it gets harder" … and every year you're right!  The volume of entries and the quality make shortlisting tough, and agreeing a winner even tougher.  Thank you for the insight, expertise, credibility, passion, time and commitment that you bring to the Awards.