In high-pressure industries such as rail and infrastructure, where safety and performance are paramount, HR leaders face unique challenges. Alison Bell, people and communications director at Project Leaders,has built a career doing just that: shaping inclusive people strategies for high-profile projects such as the Elizabeth line while working as people and culture director at MTR, and leading national conversations about rehabilitation and second chances to help recruit and retain people with convictions.

Her HR philosophy is grounded in trust, inclusion and transformation. Here, People Management sits down with Bell to discuss leadership, second chances and the legacy she hopes to leave.

You’ve spent your career in safety-critical and high-profile industries – how has that shaped your HR philosophy?

Working in rail and similar industries has reinforced the importance of integrity, trust and consistency in HR practice. Leading teams through high-pressure situations, such as major infrastructure projects, has taught me that people thrive when they feel supported, clear on expectations and respected for their contributions.

It also taught me that people are your most valuable asset and you must prioritise them. So my HR philosophy is people centred while guaranteeing operational resilience and safety.

What leadership lessons did you take from delivering the Elizabeth line that have influenced your approach at Project Leaders?

Delivering the Elizabeth line was a defining moment and it stretched my leadership capabilities in stakeholder engagement, change management and building a high-performing, inclusive team under intense scrutiny. One lesson that stayed with me came from my boss at the time at MTR: ‘Ask for forgiveness, not for permission.’ That’s something that has always resonated with me and reminded me to be courageous, especially when leading in uncharted territory, while balancing that with safety and accountability.

What first inspired you to get involved with supporting prison leavers into employment?

My interest in this space started early. My Dad was a prison governor, so I grew up understanding the prison system and the people within it. We used to visit the prison as children which, while that sounds strange to some, meant that environments weren’t alien or intimidating to me in the way they are for many. I’d often ask my Dad: ‘What if they’re not guilty? What if they’re innocent, or what if they didn’t mean to do it?’ Those early conversations sparked a lifelong curiosity about justice and rehabilitation.

Even then, I questioned how society could better support people beyond the gates, and whether we were doing enough to give individuals a genuine second chance. That early insight stayed with me and, as my HR career developed, so did my belief that employment can be a powerful force for change. I’ve always felt incredibly fortunate; I have a roof over my head, food on the table and access to opportunity. Yes, I’ve worked hard, but I also recognise the privilege I’ve had. That drives me to try and help other people who maybe haven’t had as great opportunities as I have, and aren’t privileged. People just need a step up the ladder to get back on track and, once they have it, they can truly thrive. Seeing first hand how people can succeed when given support, opportunity and belief has fuelled that commitment.

What misconceptions do employers have about hiring prison leavers?And how can we change this narrative?

I also like the approach adopted by organisations such as Offploy, which eliminates the need to know if someone has a criminal record when applying for specific professions. You may then ask that question later on to see if they’re a suitable person for the job and mitigate any risks that may exist.

Can you share a success story that’s stuck with you?

• Angela Evans, the employment advisory board lead at the prison I support, has worked closely with many individuals nearing release, helping them prepare for work and rebuild their confidence.
• One story that stands out is Mr M, who Angela met while he was still in custody. Initially, he was withdrawn and sceptical – he’d been in the system for a long time and didn’t believe anyone would ever employ him. After many conversations and consistent support, Angela asked who he’d ideally like to work for. He replied:“I’ll eat my hat if you can get me an interview with Timpson.” Angela arranged the interview, he was offered the role and on release started work with them immediately.
• He’s since been offered a place in their management training programme and his brother has joined the firm too. This story is a testament to what can be achieved when individuals are supported, believed in andallowed to rebuild their lives.

What would you say to HR leaders unsure about getting involved in this space?

I would encourage them to start by engaging with expert organisations such as Offploy that specialise in supporting people with convictions into sustainable employment. It’s normal to have concerns – but you don’t have to have all the answers, just a willingness to learn and offer structured support. Many prison leavers are highly motivated, loyal and need someone to believe in them. The impact can be life changing for both the individual and your business.

What’s your role on the employment advisory board and what have you learned from it?

I attend strategy meetings, connect employers to the prison system and promote employability programmes such as CV writing and practice interviews. One project I am currently considering is constructing a segment of rail track within the facility to supplement an already effective training session. Currently, trainees must come to Stratford to complete the practical portion of their training. However, having this infrastructure in place within the institution would improve delivery, minimise logistical obstacles and allow more people to be trained.

You also support the CIPD Trust. How has that shaped your approach? And how has your company helped those with barriers to employment?

My work with the CIPD Trust has been extremely beneficial, professionally and personally. I’ve coached new HR talent, supported refugee professionals and helped former prisoners in preparing for employment. Through this work, I’ve been more aware of the overlapping issues that other groups confront – notably care leavers.

While Project Leaders has not directly employed individuals facing these barriers, owing to the nature and scale of our business as a small project management consultancy, I have been fully supported by the company in committing my time, knowledge and professional experience to these efforts.

What legacy do you hope to leave?

Also listen to the CIPD podcast episode ‘Unlocking opportunities for prison leavers’

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