Case Studies

Richard, can you tell me about your career in the Royal Air Force.

I joined the Royal Air Force seeking a sense of purpose, structure, and direction. After following the traditional education route - GCSEs, BTEC, and an attempt at university - I realised I wasn’t yet ready for that environment.

The RAF offered me not only discipline but also a career built on teamwork, accountability, and technical excellence.

Over my 22 years of service, I worked as an Aircraft Electrical Engineer across both fighter and large aircraft platforms before moving into software engineering. My career highlight came when I joined the RAF’s Historic Flight, training electricians on iconic aircraft such as the Spitfire, Hurricane, and Lancaster.

It was during this time that I gained my first Health and Safety qualification, this sparked my long-term interest in safety and risk management. Later, I joined the Engineering Assurance Team, where I was trained to investigate ground-related aircraft incidents and became both a Human Factors Facilitator and an examiner for new facilitators. This experience deeply shaped my analytical approach to safety and incident prevention.

Why did you decide a career in health and safety was a good next step?

My transition into health and safety was a natural extension of my experience in Human Factors. I became fascinated by how human performance, systems, and culture intertwine to create either safe or unsafe environments. I learned that most incidents don’t occur because people act carelessly, but because systems fail to provide the right conditions — whether through insufficient training, unclear procedures, or inadequate resources. The key transferable skills from my RAF career was analytical thinking, a commitment to facts over emotion, and a methodical approach to solving complex problems.

My first civilian role was as a Health and Safety Consultant. Although it offered valuable exposure, I soon realised it focused more on compliance for insurance purposes than meaningful risk management. I wanted to make a tangible difference, so I joined Jordans Dorset Ryvita, where I worked in their newest manufacturing site producing crispbreads and thins. I started as an HSE Advisor and was later promoted to HSE Manager, responsible for developing systems, managing the effluent plant, supporting IT infrastructure, and leading minor projects. This role gave me a broad foundation in both food safety and operational HSE leadership.

I then moved to Flamingo Flowers as HSE Manager in Horticulture, overseeing two sites that grew to six under my leadership. I was given significant autonomy to develop engagement initiatives and was trusted as a key member of the senior leadership team. One highlight was leading the project management of the company’s single largest investment (a £2.2 million development) where I applied my CDM and leadership skills to deliver the project safely and efficiently.

Can you tell me more about your current role and what your responsibilities are?

Currently, I serve as the HSE Manager for one of Pilgrim’s Europe’s food manufacturing sites, a role that combines leadership, strategy, and hands-on engagement. As part of the Site Leadership Team, I report directly to the Site Director and hold overall responsibility for Health, Safety, and Environmental compliance. My remit spans from developing and maintaining our site’s HSE Management System to ensuring compliance with our Environmental Permit - critical to ongoing operations.

My role is dynamic, and people focused. I collaborate closely with site leaders and teams to make HSE systems more accessible and engaging, embedding safety as part of everyday operations rather than a separate function. One of Pilgrim’s core values, Sincerity, is central to this. I believe authentic, open communication and genuine care for others are the foundations of a strong safety culture. By engaging with sincerity, I help drive meaningful participation at all levels, ensuring that every voice matters in keeping our workplace safe and sustainable.

Beyond HSE leadership, I support broader site initiatives, often outside the traditional HSE remit, reinforcing our collective accountability as a senior team. I also contribute to cross-site collaboration within the wider Pilgrim’s Europe network, sharing best practices and supporting the continuous improvement of group standards.

Did you use ELCAS funding to fund your studies?

Yes, I used Enhanced Learning Credits as part of my resettlement programme. This funding allowed me to complete the NEBOSH General Certificate in Occupational Health and Safety, Lean Six Sigma Green Belt, ISO 18001 Lead Auditor, and ILM Level 5 Diploma in Leadership and Management. These qualifications provided an essential foundation for my transition into civilian industry.

What NEBOSH qualifications do you hold? How have they helped you in your roles?

I hold the NEBOSH General Certificate in Occupational Health and Safety and NEBOSH Environmental Management Certificate, along with the NEBOSH Level 6 National Diploma for Occupational Health and Safety Management Professionals.

I chose NEBOSH because of its strong reputation for technical excellence and practical application across industries. My NEBOSH qualifications have provided both credibility and confidence throughout my transition. They underpin my technical knowledge, help me interpret and apply legislation, and allow me to engage with colleagues and regulators from a position of assurance. More than that, they’ve reinforced my core belief, that caring about people and reducing harm at work is both a moral and professional responsibility. The NEBOSH community has also been a source of great learning and inspiration, offering diverse perspectives from practitioners across industries ranging from nuclear energy to charity work.

What is the best piece of advice you have been given throughout your career in the forces?

Midway through my military career, I was always talking about my ambitions and the future. One of my managers stopped me and asked a simple question: 'What qualifications do you have that make those ambitions achievable?' I couldn’t answer. That conversation was a turning point. He advised me to get educated, but to study something I truly enjoyed. I followed that advice and completed a degree in Criminology part-time over eight years. While I never pursued policing, the experience taught me resilience, discipline, and the importance of lifelong learning - qualities that continue to define my professional approach today.

Can you provide some advice for those leaving the forces and transitioning into a new career?

Leaving the forces is a significant life change, and readiness is key. If you’re not mentally prepared for the transition, it can be challenging. Many former colleagues I know went through several roles before finding the right fit. This isn’t failure; it’s part of the process of finding out where your skills and values align in civilian life.

Don’t be too narrow in your approach. While the military provides exceptional training, not all qualifications directly transfer to the civilian sector. Be patient, invest in your education, and accept that your first role may involve a temporary reduction in pay or status. With the right attitude and work ethic, development will follow. The RAF instilled a strong moral compass in me - one that continues to guide my professional decisions.

Above all, don’t be afraid to take the leap. Civilian life offers support too, but unlike the military, you often need to ask for it rather than expect it to come automatically.