Laura Bunn’s journey into HR began in her hometown of Coventry, West Midlands, where she landed her first role in the NHS while studying for her Chartered Institute of Personnel and Development qualification. Over the past 25 years, she’s built a career across a range of sectors, including healthcare, energy and logistics, working for well-known organisations such as Bupa, E.ON and Molson Coors. Now HR director at motorway services operator Roadchef, Laura oversees the people strategy for 31 sites around the UK, championing development, wellbeing and engagement in a fast-paced and highly operational business.
She lives in Coventry with her 8-year-old daughter Darcy and partner Neil, who has three sons. When she’s not working or doing the school run, she’s out exploring in her campervan, enjoying live theatre or catching up with friends. She was the first woman and first HR professional to be appointed to Roadchef’s board, a role she sees as both a responsibility and an opportunity to shape a culture where people feel seen, heard and supported.
In this edition of The HR Profile, Laura discusses the value of internal promotions, why wellbeing and sustainability go hand in hand and how creating clear pathways for progression has helped Roadchef become one of Britain’s best big companies to work for. She also reflects on the challenges of recruiting across diverse locations and shares how tech is helping HR teams focus less on admin and more on people.
Roadchef boasts an internal promotion rate into management positions of 65%. What strategies have you implemented to achieve this level of career progression?
We really believe our people are the heart and soul of the business, and that’s why we’ve always made sure to focus on helping them grow from within. We’ve created a number of internal management development programmes, which are all about giving our teams the tools and skills they need to progress in the company. It’s been amazing to see so many people take advantage of these opportunities, and because of that, we’ve managed to fill over 65% of our management roles with talent already in-house.
One of the biggest reasons this works so well is communication. We’ve made it a priority to keep everyone in the loop with weekly newsletters, video messages from our leadership team and regular meetings. It helps everyone feel connected and keeps them up to date on what’s going on across the business.
When you keep people informed and make them feel like they’re part of something bigger, it really helps with their progression. Plus, we’ve built a culture where we celebrate and recognise the hard work of our team. It’s a big part of why we’ve seen so many people grow with us; they feel motivated, engaged and supported along the way.
You’ve highlighted the alignment between HR and Environmental, Social and Governance (ESG) efforts. How has investing in ESG initiatives enhanced the employee experience at Roadchef?
Absolutely. That shift has been a big one for us at Roadchef. Over the past few years, we’ve seen a real change in what both our employees and candidates care about. People want to work for companies that do the right thing, not just in how they treat their teams but also in how they impact the planet and society more broadly.
This is where HR and ESG have really started to align. It’s no longer enough to have green policies on paper. We’ve made sure those values show up in the everyday experience of our employees. From managing waste and energy on-site to supporting diversity, wellbeing and fairness across the business, everything contributes to how people feel about working here.
We’ve also made sure these values come through in our recruitment. More and more candidates are asking about our sustainability efforts, and we’re involving our people in that journey through local volunteering, recognition schemes and an inclusive culture that supports wellbeing and development.
In a recent article, you discussed the importance of developing a company culture that delivers success and value. What steps have you taken to ensure Roadchef’s culture aligns with these goals?
Culture’s never something you finish; it needs constant care. But when you get it right, people feel good about coming to work, and that’s when they really thrive.
Building a strong culture is something we’re passionate about. Our leadership plays a huge part because it’s important that our leaders don’t just talk the talk but also walk the walk. Whether it’s taking time to listen, recognising someone’s efforts or making fair decisions, these little everyday actions really shape the kind of culture we have.
For instance, for our Long Service Award, employees are formally acknowledged through a special ceremony, where they receive a commemorative award and certificate. This may include a personal gesture, such as a bouquet of flowers presented by our CEO.
Roadchef was recognised as one of Britain’s best big companies to work for in 2024. What initiatives or policies do you believe contributed to this accolade?
Being named one of Britain’s best big companies to work for in 2024 was a really proud moment for us, and I think it came down to a mix of things we’ve worked hard to get right. We’ve always said our people are at the heart of Roadchef, so we’ve focused on creating an environment where they feel supported, valued and able to grow.
Our development programmes have played a big part in that, helping team members step into management roles and build long-term careers with us. We’ve also put a real focus on wellbeing, making sure people have the right support, whether that’s around mental health, financial stress or just the day-to-day challenges of life.
For instance, to support financial wellbeing, we have an interactive questionnaire in the PayCaptain app, giving personalised financial scores and advice. We keep an eye on turnover, particularly within the first 90 days, to spot any potential concerns early. Regular communication channels help ensure employee voices are always heard, and we hold annual Toolbox Talks to discuss initiatives and gather feedback.
We see key HR trends such as greater flexibility, increased use of digital tools and a growing focus on inclusion and development.
Roadchef emphasises innovation in motorway services. How does the HR department support and drive innovation within the company?
Innovation flourishes when it’s rooted in the company culture, and that begins with our people. The HR department plays a vital role in creating an environment where every team member feels valued, empowered and heard.
We’re committed to building a culture of meaningful engagement, where individuals are encouraged to contribute ideas, question the norm and explore new approaches. By ensuring that employees have the right support, resources and freedom, we help cultivate a workplace where innovation can grow from within.
Operating 31 motorway service areas across Britain, what challenges do you face in attracting and retaining talent across diverse locations, and how do you address them?
We face challenges in attracting and retaining talent across a wide range of locations. Many of our sites are in remote areas, and the shift in employee expectations since the pandemic has made retention even more complex. In this situation, understanding what truly matters to employees is key. Wellbeing, a sense of purpose and belonging are now more important than ever. Rather than focusing purely on pay, we invest in meaningful engagement, development opportunities and wellbeing initiatives.
As an example, our Hapi Benefits scheme gives all employees access to a range of services and support in all areas of mental, physical, social and financial wellbeing, anytime, anywhere. These efforts have led to strong recognition, including top rankings in the Best Companies league tables and Investors in People Platinum accreditation.
The motorway services industry has evolved over the years. How has Roadchef adapted its HR practices to keep pace with these changes?
We’ve been evolving how we do things in HR to keep up with the way the industry’s changing. For us, it’s really about putting our people first. We’re focusing more on wellbeing, supporting ESG projects and bringing in better tech to make everyday processes smoother.
We’ve worked hard to create a culture where our teams feel supported and valued, and we’ve introduced some great benefits too. The new systems we’re using are also helping us work more efficiently, so we can spend more time focusing on what really matters – our people.
How does Roadchef really promote employee wellbeing, and what kinds of programmes are in place to support staff across various service areas?
To support our employees, we’ve put in place a variety of initiatives focused on wellbeing, recognition and engagement. Some key programmes include financial wellbeing support, like allowing our employees to access earned wages before payday, subsidised meals, community pantries and interest-free hardship loans.
We also run weekly activities to build a sense of community and boost both mental and physical health. Our commitment to sustainability shows through initiatives like the OnHand app, which encourages our teams to volunteer and reduce their carbon footprint. These efforts have made a real difference in our strong retention rates.
One of our main priorities is making sure both our visitors and employees are treated with the utmost care and respect. The awards we’ve received reflect the hard work and dedication of all of our employees, who consistently help make Roadchef one of the UK’s top companies to work for. This, in turn, ensures our customers have great experiences with us.
Looking ahead, what emerging HR trends do you foresee impacting the motorway services sector, and how is Roadchef preparing for them?
We’ve kept the momentum going by focusing on the areas that matter most to our employees, like wellbeing, recognition and communication. Our commitment to financial wellbeing, with initiatives like early wage access and subsidised meals, directly meets the needs of our team.
A well-rounded approach to employee engagement has helped us achieve one of our lowest turnover rates in recent years, showing our ongoing commitment to creating a supportive and engaging workplace.
Looking ahead, we see key HR trends such as greater flexibility, increased use of digital tools and a growing focus on inclusion and development. We’re staying proactive by exploring these areas and ensuring our approach evolves with the needs of our people and the sector.
Employee wellbeing will remain a key focus, as people increasingly look for workplaces that support their lives rather than simply fit them into a role.
Reflecting on your career, what advice would you offer to HR professionals aspiring to leadership roles in the hospitality and service industries?
You have to understand your employees at whatever level in the business they work. Every employee is key to the success of the business, so policies, procedures and initiatives need to be fit for purpose to drive engagement through the teams.
Ensure you have a good network around you. I personally work closely with HR Ninjas, who are a wonderful networking group where I can reach out and share best practice.
Outside of work, what do you do to switch off and unwind?
My 8-year-old daughter certainly keeps me on my toes and active. We love travelling and have a campervan, so enjoy weekends away as often as we can.
And finally, how do you see HR evolving over the next five years?
HR is set to undergo meaningful change over the next five years. With advances in technology, including AI, we anticipate greater support for routine processes, which will create more space for HR teams to focus on people strategy, culture and development.
Employee wellbeing will remain a key focus, as people increasingly look for workplaces that support their lives rather than simply fit them into a role. HR will play a crucial role in shaping inclusive, supportive environments where individuals feel they belong and can thrive.
The future of HR will be defined by its ability to create meaningful workplace experiences that attract, engage and retain talent.
