Meet our People: Shona Maclennan, Training & Technology Transfer Lead

I started my career through the Operator Apprenticeship Programme, which is a two‑year programme here at Shieldhall. You get trained across the bottling lines and different machinery - labellers, case packers, the lot. 

What I always say, and why I advocate so strongly for the apprenticeship programme, is that there’s no pressure to just be “a body on the line” during that time. You’re given the space to properly learn and explore the site. I spent time in various departments, which gives you a really rounded understanding of how the site works - something not everyone on the lines necessarily gets to see. 

After completing the programme, I rolled into a full‑time operator role. While I was there, we installed a brand‑new case packer, which meant I got the opportunity to travel to Germany for the Factory Acceptance Testing. That experience was brilliant - being involved before the machine even arrives on site, making sure it’s safe, fit for purpose and works for the operators. 

Shieldhall introduced a role called Lead Equipment Owner, which is essentially a development role that sits between operator and team leader. You take on more responsibility - attending Tier 1 and Tier 2 meetings, reporting on the line, and being the first point of contact when issues arise. 

It’s a great way to build confidence and leadership skills without stepping straight into a formal management role. I did that for about a year and a half, then applied for a brand‑new Safety role when it was introduced on site. 

I seem to have a habit of going for brand‑new roles - it definitely pushes you out of your comfort zone, because you’re shaping what the role looks like from scratch. But that’s also what makes it exciting. 

I really wanted to understand safety from the shop‑floor perspective. We have governance teams and safety specialists, but there’s often a gap when it comes to immediate, practical safety on the lines. 

Understanding the machinery, the manual handling, the real risks operators face - that’s so important. You can be trained on a machine, but understanding why safety matters and what happens when things go wrong is different. I did that role for around nine months and learned a huge amount. 

I’m currently the Training and Technology Transfer Lead, working on the installation of a brand‑new bottling line at Shieldhall the first brand‑new line we’ve installed here since 2002. 

The role is part of a Vertical Start‑Up (VSU) approach, which is all about detailed pre‑planning. Historically, when new machinery goes in, it can take years to reach full performance. With vertical start‑up, everything is planned upfront - documentation, training, testing, even inducing failures during factory testing so we know exactly how to respond before the equipment ever arrives on site. 

The expectation is that once commissioning is complete, we hit performance targets almost immediately. That comes with pressure, but it also shows how much confidence there is in the planning and the people involved. 

It’s been brilliant. The team is a real mix of experience - from people who’ve just finished apprenticeships to colleagues with 20, 30, even 35 years’ service. One of our equipment owners was actually here when the old line was installed over 20 years ago, and now they’re helping put the new one in. 

What’s been really special is giving experienced people the time to step away from the line and capture that knowledge properly - building documentation, developing training materials, and passing on what they know to the next generation. 

A big part of my role has been improving how we train. Equipment owners are expected to train others, but we don’t always teach people how to train. We introduced formal “train the trainer” sessions to build confidence, communication skills and understanding of different learning styles - and it’s made a huge difference. 

Being on day shift has been life‑changing for me. The flexibility makes a massive difference - some days I stay later, other days I finish at my normal time. That consistency has allowed me to build proper routines outside of work. 

I’m big on switching off. When I leave through the turnstiles, my job is done for the day. I don’t have emails on my phone, and I really believe that’s important. If something’s urgent, someone can call - otherwise, it can wait.

That mindset has allowed me to focus on my health, relationships and goals outside of work - including training for a half marathon for charity. Those small things add up to a much better quality of life. 

Absolutely. It’s a really friendly site, and I’ve never felt uncomfortable being myself here. I genuinely enjoy my job and the people I work with. 

Everyone has different personalities, and not every day is perfect, but I believe in showing up as yourself and supporting others to do the same. You never know what someone’s dealing with outside of work, and if I can bring a bit of energy or positivity into a room, I will. 

I’ve worked in roles before where I was miserable, and I promised myself I’d never stay somewhere I didn’t enjoy. I’ve never felt that way here - I’m genuinely passionate about what I do. 

I’m part of the Your Voice group on site, which focuses on engagement and wellbeing. It’s about asking: How can we make people’s days a little bit better?

Sometimes it’s small initiatives, like our monthly “Spin the Wheel” recognition scheme but those things really matter. What’s key is having the backing of senior leadership to make it work, and we absolutely have that here. 

It’s not about pretending everything’s perfect - it’s about listening, acting where we can, and creating a place where people feel valued and supported. 

The people, the opportunities, and the fact that I’m constantly learning. I’ve never had a role here that I haven’t enjoyed, and I’ve never felt stuck. 

If you enjoy your job, it shows - and I’m lucky to say that I really do.