UK

United Kingdom · Compliance, quality and safety · Director/VP (16-20 years)

Director, Organisational Safety & Performance

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toVP, EHS / Chief Health & Safety Officer
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Health & Safety · Head of Safety Culture · Group Safety Director · Divisional EHS Director

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Qualifi Level 7 Diploma in Occupational Health and Safety Management Qualifi Ltd · Level 7 · covers 1 of 10 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 3 of 10 standards
City & Guilds Level 6 Diploma in Occupational Health and Safety Practice City & Guilds Limited · Level 6 · covers 1 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Strategic Commitment to Health and Well-Being Qualifi Level 7 Diploma in Occupational Health and Safety Management
Globalisation, Sustainability and Safety Culture Performance Qualifi Level 7 International Diploma in Occupational Health and Safety Management
Manage Health and Safety in own area of responsibility CMI Level 5 NVQ Diploma in Management and Leadership
Maintain Systems and Processes for Health, Safety, Welfare and Environmental Protection in an Engineering Environment NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)
Organisational health and safety strategy City & Guilds Level 6 Diploma in Occupational Health and Safety Practice

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Sustainability Fluency building care for people and planet into the work
Your Plan Illustration

Built for Director, Organisational Safety & Performance

5 units that map to this job, from the qualifications that cover it.

  1. Strategic Commitment to Health and Well-Being Qualifi Ltd · covers 1 of 10 standards Level 7
  2. Globalisation, Sustainability and Safety Culture Performance Qualifi Ltd · covers 1 of 10 standards Level 7
  3. Manage Health and Safety in own area of responsibility Chartered Management Institute · covers 3 of 10 standards Level 5
  4. Maintain Systems and Processes for Health, Safety, Welfare and Environmental Protection in an Engineering Environment NOCN · covers 1 of 10 standards Level 5
  5. Organisational health and safety strategy City & Guilds Limited · covers 1 of 10 standards Level 6
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director, Organisational Safety & Performance?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI-Driven Predictive Safety Analytics
  • ESG (Environmental, Social, Governance) Integration & Reporting
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director, Organisational Safety & Performance plan as you set up, starting with the free Data Fluency module. No card.

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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

This role leads the long term shift in how a major business unit thinks about and acts on safety, making it part of everyday work rather than an afterthought.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

EHS Platforms (e.g., Enablon, Intelex, Cority, VelocityEHS) Strategic

Leads platform selection/migration projects, defines enterprise data governance for all EHS metrics, champions integration with other business systems (e.g., HRIS, ERP). You're the architect of how we use these systems at scale.

Observation & Audit Tools (e.g., iAuditor by SafetyCulture, GoCanvas) Architect

Sets the enterprise strategy for mobile data collection. Evaluates and selects tools based on scalability, analytics capabilities, and integration potential. You ensure the data collected is meaningful for strategic decision-making.

BI & Visualization (e.g., Power BI, Tableau) Strategic

Oversees the entire EHS analytics portfolio. Presents insights from BI tools in executive and board-level meetings to drive strategic safety investments. You're using these to tell the story of safety performance and risk.

Learning Management Systems (LMS) (e.g., Cornerstone OnDemand, SAP Litmos, Docebo) Strategic

Defines the overall safety training strategy for the business unit. Aligns competency frameworks within the LMS to career progression and risk profiles. You ensure our training is effective, targeted, and measurable.

Advanced Excel (Power Query, PivotCharts, Statistical Functions) Strategic

Reviews and validates analytical models built by the team. Focuses on the 'so what' of the data rather than the mechanics of building the report. You're ensuring the insights are sound and actionable.

Collaboration Platforms (e.g., MS Teams, SharePoint, Confluence) Strategic

Establishes communication protocols and governance for the entire safety function across collaboration platforms. You ensure effective, transparent communication and knowledge sharing across your large team and with stakeholders.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Safety Programme Design & Implementation Assists with data entry and basic reporting for existing programmes. Manages a specific programme at a site, proposing minor improvements. Leads the design and implementation of new programmes for a workstream or multiple sites, making technical decisions.
Budget Allocation for Safety Initiatives No budget authority; requests resources from supervisor. Manages small project budgets up to £5K with manager approval. Manages workstream budgets up to £50K, recommends larger investments to leadership.
Incident Response & Investigation Protocol Follows established protocol for data collection, escalates immediately. Leads routine incident investigations, applies standard RCA methods. Leads complex incident investigations, selects appropriate advanced RCA methodologies, makes recommendations for systemic change.
Team Hiring & Organisational Design No hiring authority; participates in interviews for junior roles. Provides input on candidate fit for specialist roles. Leads hiring for specialist roles, makes recommendations to managers.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Total Recordable Incident Rate (TRIR) Reduction
The rate of work-related injuries and illnesses that require medical treatment beyond first aid, across your business unit.
Target · Achieve a 10% year-on-year reduction in TRIR for the business unit.

If the TRIR was 2.5 last year, you'd aim for 2.25 or lower this year, demonstrating a consistent downward trend in serious incidents.

Safety Culture Survey Improvement
Improvement in key dimensions of our annual safety culture survey, such as 'Management Commitment to Safety' and 'Psychological Safety for Reporting Concerns'.
Target · Increase scores by 5-10 points on targeted survey dimensions annually.

If the 'Psychological Safety' score was 65% last year, you'd aim for 70-75% this year, showing people feel safer speaking up.

Strategic Safety Programme Implementation & ROI
Successful funding, implementation, and measurable positive outcomes from major strategic safety initiatives (e.g., enterprise-wide HOP rollout, new EHS platform deployment).
Target · Launch and embed one major strategic programme annually, demonstrating a clear return on investment (e.g., £500K+ cost avoidance).

Successfully secure £1M for a new EHS platform, deploy it across 50 sites, and show a £750K saving in compliance costs and incident investigation time within 18 months.

Audit & Regulatory Compliance Score
Performance in internal and external safety audits, and adherence to all relevant regulatory requirements.
Target · Maintain an average internal audit score of 90%+ and achieve zero significant regulatory non-conformances.

Pass the annual HSE inspection with no major findings, and improve the average score on our internal site safety audits from 85% to 92%.

Board and Executive Confidence
The level of trust and confidence the C-Suite and Board have in your strategic direction and the overall safety performance of the business unit.
  • You'll be regularly invited to present at Board meetings, your recommendations will be consistently adopted, and executives will proactively seek your input on major operational decisions or M&A activities. They'll see you as a trusted advisor, not just a 'safety person'.
Proactive Risk Identification & Mitigation
The organisation's ability to identify emerging risks before they become incidents, and to implement effective, systemic controls.
  • Your team will be presenting leading indicators (e.g., near-miss trends, observation data) that clearly predict and prevent potential issues. You'll see a shift from reactive problem-solving to proactive risk management embedded in operational planning. People will come to you with problems before they escalate.
Leadership Development & Succession Planning
Your ability to build a strong, capable safety leadership pipeline within your business unit.
  • You'll have a clear succession plan for key safety roles, and your direct reports will be recognised as high-potential leaders within the wider organisation. You'll be known for developing talent, not just managing it.
Integration of Safety into Business Strategy
How well safety considerations are woven into the core business planning, investment decisions, and operational processes.
  • Safety will be a standing item on operational leadership meeting agendas, not just a separate discussion. Major capital projects will have safety-by-design principles embedded from the start. You'll see safety metrics tied to operational bonuses, not just EHS team goals.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Strategic Impact & Organisational Transformation

You'll find satisfaction in seeing your long-term safety vision translate into tangible cultural shifts and improved performance across a large business unit. This isn't about minor tweaks; it's about fundamentally reshaping how we operate. You'll be reviewing high-level data, developing multi-year roadmaps, and engaging with executive leadership to embed safety into core business strategy.

Successfully securing £5M in capital for a new safety technology across 10 business units, then seeing a 15% reduction in high-potential incidents directly attributable to that investment within two years.

Protecting People & Preventing Harm at Scale

The ultimate driver is knowing that your work directly contributes to keeping thousands of people safe from harm. You'll be driven by the moral imperative of preventing serious injuries or fatalities, and you'll see the impact of your work in the lives of our employees. This shows up in your relentless pursuit of root causes, your advocacy for safer systems, and your commitment to a just culture.

Leading the charge to redesign a critical operational process after a near-miss, preventing what could have been a fatal incident for dozens of workers across multiple sites.

Solving Complex, Systemic Challenges

You thrive on dissecting intricate organisational problems, identifying hidden patterns, and designing elegant, scalable solutions. This isn't about simple fixes; it's about untangling the interplay of human behaviour, technology, processes, and culture. You'll spend time analysing enterprise-wide data, engaging with diverse stakeholders, and developing innovative approaches to intractable safety issues.

Identifying a correlation between production pressure, shift patterns, and a specific type of incident across three different regions, then designing a holistic intervention that addresses all three factors simultaneously.

What frustrates people
  • Dealing with executive-level 'lip service' to safety that doesn't translate into genuine resource allocation or behavioural change when push comes to shove.
  • The constant tension between production demands and safety imperatives, often feeling like you're fighting an uphill battle against operational pressures.
  • The political challenges of implementing enterprise-wide change across diverse business units, each with its own culture and priorities.
  • The difficulty of quantifying the 'return on investment' for preventing an accident that didn't happen, making it hard to secure funding for proactive initiatives.
  • The slow pace of cultural change; you'll need to be patient, as significant shifts take years, not months, and setbacks are inevitable.
What this role does not give you
  • A quiet, predictable routine with minimal stakeholder engagement.
  • The ability to dictate safety policy without needing to influence or persuade senior leaders.
  • Immediate, tangible results for every initiative you launch; cultural change is a long game.
  • A role where you only focus on technical safety aspects, ignoring the human and organisational elements.

8Who you work with

This role directly shapes the safety strategy and performance across a significant portion of our enterprise, impacting P&L for £2M-£10M+ business units. You're responsible for driving cultural transformation, ensuring regulatory compliance, and protecting our people and our reputation. Your decisions influence everything from operational efficiency to our public image and investor confidence.

Inside the business
  • C-Suite (CEO, COO, CFO)
  • Business Unit Managing Directors
  • Operations Leadership (Regional & Site Managers)
  • HR and People Teams
  • Legal and Compliance Departments
  • Internal Audit
Outside the business
  • Regulatory Bodies (e.g., HSE, local authorities)
  • Industry Associations and Peer Groups
  • External Auditors and Consultants
  • Major Suppliers and Contractors
  • Investors and Shareholders

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven track record of leading and transforming safety culture across a large, complex organisation or business unit for at least 5-8 years.
  • Demonstrable experience managing a significant budget (£1M+) and a large team (20+ people, including managers) in a safety-related function.
  • Expert-level understanding and practical application of Human & Organisational Performance (HOP) and Just Culture principles.
  • Extensive experience presenting complex safety strategies and performance data to executive leadership and board members.
  • A deep, practical understanding of major incident investigation methodologies and crisis management principles.

10What to practise next

Where the job is going, and what to do about it starting this week.

Digital Transformation of Safety Management

The continued digitisation of operations means safety management must keep pace. This isn't just about using an EHS platform; it's about leveraging IoT, wearables, digital twins, and advanced analytics to create a truly connected, intelligent safety ecosystem. You'll be driving this shift.

IoT Sensors for Real-time Risk Monitoring · Wearable Technology for Worker Safety · Digital Twins & Simulation · Integrated Safety Data Lakes

  • This quarter: Research leading companies in digital safety transformation and identify potential vendors.
  • Next 6 months: Sponsor a proof-of-concept project for a new digital safety technology (e.g., wearables, IoT sensors) in a high-risk area.
  • Month 7-12: Develop a multi-year roadmap for the digital transformation of safety within the business unit.
  • Year 2: Secure funding and begin implementation of a major digital safety initiative.

Quick win: Explore how existing operational IoT data (e.g., machine uptime, temperature sensors) could be correlated with safety incidents using simple analytics, without needing new hardware.

11Staying current once you are in

What people here do to keep up
  • Regularly attend executive-level safety conferences and industry forums (e.g., IOSH Annual Conference, Safety & Health Expo) to stay abreast of emerging trends and network with peers.
  • Participate in cross-industry safety leadership groups or committees to share best practices and influence broader safety standards.
  • Engage in continuous professional development in areas like AI, data analytics, organisational psychology, and ESG reporting to future-proof your skills.
  • Seek out opportunities for public speaking or presenting on safety leadership topics, building your reputation as a thought leader.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Driven Predictive Safety Analytics

The ability of AI to process vast datasets and identify subtle patterns means we can move from reactive safety to truly predictive risk management. Competitors are already using this to 'hot-spot' risks before they materialise, allowing for proactive interventions that save lives and money. If we don't adopt this, we'll be left behind.

  • Machine Learning for Anomaly Detection
  • Natural Language Processing (NLP) for Qualitative Data
  • Predictive Modelling for Risk Forecasting
  • Ethical AI in Safety

ESG (Environmental, Social, Governance) Integration & Reporting

Investors, regulators, and customers are increasingly demanding robust ESG performance, and 'S' (Social) is heavily influenced by safety. Your ability to link safety performance directly to our ESG narrative will be critical for attracting capital and maintaining our social licence to operate. This isn't just about compliance anymore; it's about market value.

  • ESG Reporting Frameworks (e.g., GRI, SASB)
  • Materiality Assessment
  • Stakeholder Capitalism & Social Value
  • Investor Relations & ESG Ratings

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Behaviour-Based Safety (BBS) Programme Architecture
  • Human & Organisational Performance (HOP) Strategic Implementation
  • Advanced Root Cause Analysis (RCA) Oversight
  • Just Culture Framework Design & Embedding
  • Enterprise Safety Culture Assessment & Transformation
  • Cognitive Bias & Human Factors Application

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Manager, Behavioural Safety Programmes (Level 5)

    3-5 years at Level 5

    Skills to master

    • At Level 5, you'd have already mastered directing a function and influencing senior operational leaders. To step up to Director, you need to broaden your scope to an entire business unit, demonstrating the ability to set multi-year strategy, manage a larger budget, and lead a more complex team structure. You'd also need to prove your capability to engage with C-suite and board-level stakeholders.

    You're ready to move on when

    • Successfully led a major safety transformation project that impacted multiple departments or sites.
    • Consistently exceeded targets for safety performance within your functional area.
    • Mentored and developed multiple high-potential safety professionals.
    • Demonstrated strong financial acumen by managing a significant budget effectively.
    • Proactively identified and mitigated emerging risks that had business unit-wide implications.
  2. 2

    From Head of EHS / Regional Safety Director in another large organisation

    Typically 5-8 years in a comparable senior leadership role

    Skills to master

    • You'd need to demonstrate a deep understanding of our specific industry's safety challenges and regulatory landscape. Crucially, you'd need to show how your experience in driving cultural change and strategic safety initiatives can be applied effectively within our business context, often requiring a period of learning our unique operational nuances and stakeholder dynamics.

    You're ready to move on when

    • Proven track record of success in a similar scale and complexity of role.
    • Strong understanding of our sector's specific safety risks and regulatory environment.
    • Ability to quickly build credibility and influence within a new organisational culture.
    • Demonstrable experience in leading large teams and managing significant budgets.
    • A clear vision for how to elevate our safety performance and culture.

15Where this role leads

The long view: This work can lead to roles such as Chief Health & Safety Officer, setting safety direction across a whole organisation. It can also lead to Chief Operating Officer, where safety sits alongside quality and efficiency in running operations.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director, Organisational Safety & Performance is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • VP, EHS / Chief Health & Safety Officer (Level 7)

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Strategic Commitment to Health and Well-Being, worked against Director, Organisational Safety & Performance.

Strategic Commitment to Health and Well-Being Level 7

Applied to your work in Director, Organisational Safety & Performance

1. To enable the learner to critically evaluate existing organisational strategies and policies concerning integrated health, well-being, and safety, incorporating relevant legal and regulatory compliance. 2. To enable the learner to comprehensively analyse the diverse occupational health and well-being issues impacting employee welfare, organisational reputation, and identifying associated threats. 3. To enable the learner to determine organisational adherence to risk assessment principles and develop robust strategies for engagement and improvement in occupational health and well-being. 4. To enable the learner to effectively promote and engage stakeholders at all organisational levels to ensure the successful implementation, monitoring, and evaluation of health and well-being strategies. 5. To enable the learner to outline time-bound measurements for strategic changes and improvements, demonstrating the full range of benefits across individuals, groups, and the wider organisation. 6. To enable the learner to cultivate and assess stakeholder understanding, commitment, and critical reflection towards established health and well-being objectives.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
Director, Organisational Safety & Performance
  • Behaviour-Based Safety (BBS) Programme Architecture
  • Human & Organisational Performance (HOP) Strategic Implementation
  • Advanced Root Cause Analysis (RCA) Oversight
  • Just Culture Framework Design & Embedding
  • Enterprise Safety Culture Assessment & Transformation
  • Cognitive Bias & Human Factors Application
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director, Organisational Safety & Performance is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, EHS / Chief Health & Safety Officer (Level 7)

    3-5 years in the Director role

    This is the natural next step, moving from shaping a business unit to defining the enterprise-wide vision and policy for safety and human performance. You'd be accountable directly to the Board and CEO for all EHS outcomes across the entire company.

    • Architecting global EHS management systems and data governance.
    • Leading crisis management at a company-wide, public-facing level.
    • Developing and implementing enterprise-wide ESG strategy with a strong 'Social' pillar.
    • Industry thought leadership and external advocacy on safety best practices.
Working with AI on the job

Working with AI

Where AI is starting to help

At this level, your time is gold. You're focused on strategy, culture, and high-level risk. Imagine if AI could handle the heavy lifting of data synthesis, trend spotting, and even drafting those tricky board reports. Well, it can. We're not just talking about minor efficiencies; we're talking about fundamentally changing how you lead and transform safety.

In Compliance_Quality_Health_Safety, AI isn't just a buzzword; it's a strategic advantage. For a Director, this means moving beyond reactive incident management to truly predictive, proactive safety leadership. AI tools can help you understand complex behavioural patterns, forecast risks across your business unit, and even help you craft more compelling arguments for safety investments to the C-suite. It's about augmenting your strategic brainpower, not replacing it.

AI for Strategic Risk Profiling

Use advanced AI models to analyse a vast array of data—historical incidents, observation trends, operational data (e.g., production schedules, overtime), and even external market indicators—to create a predictive risk profile for each site or department. This helps you proactively allocate resources and target interventions where they'll have the biggest impact, often weeks or months before an incident might occur.

Executive Dashboard Automation & Insight Generation

Connect AI to your EHS platforms and BI tools. It can automatically generate executive-ready dashboards, highlighting key trends, identifying anomalies, and even drafting concise summaries of performance for your board reports. This frees you up to focus on the 'so what' and strategic implications, rather than the mechanics of data aggregation.

Advanced Safety Culture Diagnostics

Beyond simple surveys, AI can analyse qualitative data from employee feedback, focus group transcripts, and even internal communication platforms (anonymised, of course). It can identify subtle shifts in sentiment, emerging cultural issues, or 'normalization of deviance' patterns that would be impossible for a human to spot in thousands of data points. This gives you a real-time pulse on your safety culture.

AI-Assisted Policy & Programme Design

When developing a new enterprise-wide safety policy or programme, use an LLM to quickly synthesise best practices from global regulations, academic research, and industry benchmarks. Ask it to draft initial policy frameworks, communication plans, or even training modules, saving you countless hours of research and initial drafting. You'll then refine and apply your strategic judgment.

Common questions

Common questions

How do you become a Director, Organisational Safety & Performance?

Common routes in include From Manager, Behavioural Safety Programmes (3-5 years at Level 5) and From Head of EHS / Regional Safety Director in another large organisation (Typically 5-8 years in a comparable senior leadership role). Times vary with prior experience.

Where can a Director, Organisational Safety & Performance progress to?

This role can lead on to VP, EHS / Chief Health & Safety Officer (3-5 years in the Director role), depending on the skills you build.

What new skills matter most for a Director, Organisational Safety & Performance?

Increasingly, AI-Driven Predictive Safety Analytics and ESG (Environmental, Social, Governance) Integration & Reporting. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in compliance, quality and safety

Stay in the field you know and move sideways rather than up.
If you leave this industry

Skills in organisational safety, human performance and cultural change carry across industries with complex operational risk, including manufacturing, energy, logistics, construction and healthcare. The core work of influencing behaviour and building safety systems applies wherever these risks exist.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Data Fluency module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.