UK

United Kingdom · Operations · Director/VP (16-20 years)

Director of Plant Operations

Here is the whole job, in plain words. What it is, a real day, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toVP of Global Operations
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Site Operations Director · Head of Manufacturing Operations · Plant General Manager

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

Start with a free Future Fluency check, tuned to Director of Plant Operations

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

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1What this role really is

This isn't just a job; it's about owning an entire plant's performance. You'll be the person ultimately accountable for everything that happens on site, from the moment raw materials arrive to when finished products ship out. We're talking about integrating maintenance, production, quality, and safety into one smooth-running machine. It’s a big deal, and the buck stops with you.

2What you'd actually use

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

SAP PM / IBM Maximo (CMMS/EAM)Strategic

Overseeing the strategic direction and integration of the EAM system, ensuring it provides the data needed for executive decision-making and drives reliability across the plant.

SAP S/4HANA / Oracle NetSuite (ERP)Architect

Designing and approving enterprise-wide procurement workflows, managing the overall MRO budget within the ERP, and ensuring seamless integration with other operational systems.

Microsoft Power BI / Tableau (Business Intelligence)Advanced

Interpreting complex operational dashboards, challenging data, and using insights to inform strategic decisions and board presentations. You'll be asking the hard questions of the data.

Microsoft Excel (Advanced Modelling)Expert

Developing complex financial models for budget scenarios, capital project justifications, and 'what-if' analyses for strategic planning. You'll still use it, just at a higher level.

MS Teams / SharePoint (Collaboration & Document Management)Strategic

Setting the overall communication and documentation strategy for the entire plant, ensuring critical information is shared effectively and securely across all teams.

3What 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 inWhere you are nowThe step above
Strategic Direction for the PlantNo input. Follows instructions.Suggests minor process improvements within their area.Proposes and designs workstream-level improvements, consults on strategic changes.
Budget Allocation & Capital ExpenditureNo authority.Requests budget for routine consumables.Recommends capital spend up to £5K for specific projects.
Organisational Design & HiringNo authority.Provides feedback on new hires.Interviews and recommends candidates for their team, mentors junior staff.
Major Process Changes & Technology AdoptionNo authority.Implements defined process changes.Designs and implements new processes within their domain.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Overall Equipment Effectiveness (OEE)
A combined measure of availability, performance, and quality for our critical production lines.
Target · Sustain >85% OEE on all critical assets.

Achieving 88% OEE on Line 3 in Q2 means we're getting maximum output without compromising quality or uptime.

Maintenance Cost as % of Replacement Asset Value (RAV)
How much we're spending on maintenance compared to the value of our assets. It's about smart spending, not just cutting costs.
Target · Reduce to <2% annually without impacting reliability.

If our plant's RAV is £50M, we're aiming for maintenance spend below £1M for the year. That takes serious planning.

Mean Time Between Failures (MTBF) on Critical Assets
How long our key machines run without breaking down. A direct measure of our reliability strategy working.
Target · Increase MTBF by 20% year-over-year for top 10 critical assets.

If a critical pump used to fail every 1000 hours, we want it to run for 1200 hours before its next breakdown. That's real money saved.

Production Output & Schedule Adherence
Hitting our planned production volumes and delivering on time for our customers.
Target · Achieve 98% production output against plan and 99% on-time delivery.

If we planned to make 10,000 units of Product X this week, we actually made 9,800 units and shipped them all by Friday. That's the standard.

Safety Incident Rate (Lost Time Injury Frequency Rate)
How often our people get hurt on the job. Our absolute top priority.
Target · Maintain a Lost Time Injury Frequency Rate (LTIFR) of <0.5.

Zero lost time injuries for the quarter is always the goal. Anything else is a failure.

Strategic Project Delivery
Successfully leading and implementing major capital projects or operational improvement programmes.
  • Completion of a £5M plant upgrade project on time and within budget. Successful rollout of a new digital twin system across the site. Positive feedback from the Executive Sponsor on project outcomes and impact.
Talent Development & Succession Planning
Building a strong, capable team for the future, not just managing the current one.
  • Identification and development of at least two internal candidates for key leadership roles (e.g., Production Manager, Maintenance Manager). High retention rates for critical operational talent. Positive feedback in 360-degree reviews regarding coaching and mentoring.
Cross-Functional Collaboration & Influence
Getting other departments (Finance, Sales, Engineering) to work with the plant to achieve shared goals.
  • Successful resolution of long-standing inter-departmental conflicts. Plant operations input consistently sought and valued in company-wide strategic planning. Joint initiatives with Engineering leading to significant process improvements.
Regulatory Compliance & Audit Performance
Ensuring the plant meets all legal and environmental requirements, and performs well in external audits.
  • Zero major non-conformances in external HSE or environmental audits. Proactive identification and mitigation of compliance risks. Positive feedback from regulatory bodies on site practices.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy
Driving Enterprise-Level Impact

You'll be making decisions that directly affect millions of pounds in revenue, hundreds of jobs, and the company's market position. Every day, you're shaping a significant part of the business.

Successfully implementing a new production line that increases capacity by 30% and opens up new markets for the company.

Building and Developing High-Performing Teams

Your role is less about individual tasks and more about coaching your managers, setting them up for success, and seeing them grow. You'll spend a lot of time in 1-on-1s and leadership meetings.

Seeing one of your direct reports get promoted to a regional role, knowing you helped them get there.

Solving Complex Organisational & Technical Challenges

You'll be tackling everything from multi-million-pound capital projects to deeply embedded cultural issues. No two days are the same, and the problems are rarely simple.

Leading the turnaround of an underperforming plant, taking it from loss-making to profitable within two years.

What frustrates people
  • Bureaucracy and slow decision-making from corporate functions when you need to act fast.
  • Resistance to necessary change from long-tenured employees or even your own leadership team.
  • Unexpected equipment failures that derail carefully laid plans and impact production targets.
  • The constant balancing act between cost reduction, quality, safety, and production output.
  • Justifying significant capital expenditure requests to a sceptical finance team, even when you know it's essential for the future.
What this role does not give you
  • A 9-to-5, predictable schedule – plant operations don't stop.
  • The ability to avoid difficult conversations or make popular decisions all the time.
  • A quiet, solitary work environment; you'll be interacting with people constantly.
  • A role where you can avoid financial accountability or strategic planning.

6Who you work with

Your decisions here directly shape the profitability and long-term viability of an entire business unit. You're not just improving a process; you're driving multi-year transformation for the site, impacting everything from product quality and delivery schedules to our environmental footprint and employee morale. Honestly, your impact is felt across the entire company.

Inside the business
  • VP of Global Operations (your boss)
  • Chief Financial Officer (CFO)
  • Head of Supply Chain
  • Head of Engineering
  • Commercial Director
  • HR Director
Outside the business
  • Regulatory bodies (e.g., HSE, Environment Agency)
  • Major suppliers and strategic vendors
  • Local community representatives
  • Key customers (for site visits and audits)

7What you need before you start

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

  • A proven track record of successfully leading and managing a large operational site or business unit for at least 5-7 years.
  • Demonstrable experience with P&L responsibility for a multi-million-pound operation.
  • Significant experience in driving operational excellence programmes (e.g., Lean, Six Sigma) with measurable results.
  • Strong leadership experience, including developing and coaching other managers.
  • A deep understanding of maintenance, production, and supply chain functions within a manufacturing environment.
  • Experience presenting to and influencing C-Suite executives and/or board members.

8What to practise next

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

Advanced Robotics & Automation Integration

Automation isn't just for assembly lines anymore. Collaborative robots (cobots) and advanced autonomous systems are becoming more prevalent, requiring leaders who can strategically integrate them into existing operations.

Cobot Applications · Autonomous Mobile Robots (AMRs) · Robotics Safety Standards · ROI of Automation

  • This quarter: Visit a facility that has successfully implemented advanced robotics in a similar industry.
  • Next 6 months: Work with your engineering team to identify 1-2 areas in your plant ripe for automation (e.g., repetitive, hazardous tasks).
  • Next 12 months: Lead the evaluation and selection of a robotics vendor for a pilot project.
  • Ongoing: Stay informed on the latest advancements in robotics and automation through industry publications and conferences.

Quick win: Challenge your team to identify the top 3 most mundane or dangerous tasks that could potentially be automated. It's a starting point for bigger conversations.

9Staying current once you are in

What people here do to keep up
  • Participating in executive leadership development programmes focused on strategic operations, P&L management, and change leadership.
  • Attending industry conferences and seminars on Industry 4.0, advanced manufacturing, and sustainable operations.
  • Engaging in peer networking groups with other Directors of Operations to share best practices and challenges.
  • Mentoring rising talent within the company and actively seeking mentorship from more senior executives.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: ESG (Environmental, Social, Governance) Leadership

Investors, customers, and regulators are increasingly demanding robust ESG performance. Your role will be critical in driving the plant's sustainability agenda, reducing carbon footprint, and ensuring ethical operations.

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

Your PlanIllustration

Built for Director of Plant Operations

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

  1. Organising, Controlling and Monitoring Supplies of Materials in the WorkplaceNOCN · covers 2 of 16 standardsLevel 6
  2. Identifying, Allocating and Planning the Deployment and Use of Plant, Equipment or Machinery in the WorkplaceProQual Awarding Body · covers 1 of 16 standardsLevel 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.

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.

ESG (Environmental, Social, Governance) Leadership

Investors, customers, and regulators are increasingly demanding robust ESG performance. Your role will be critical in driving the plant's sustainability agenda, reducing carbon footprint, and ensuring ethical operations.

  • Carbon Footprint Reduction
  • Circular Economy Principles
  • Social Impact & Community Engagement
  • ESG Reporting & Metrics

Digital Transformation Leadership

The rapid adoption of Industry 4.0 technologies (AI, IoT, Digital Twins) means you need to lead, not just manage, the integration of these tools to stay competitive and drive efficiency.

  • Digital Twin Implementation
  • IoT (Internet of Things) Strategy
  • Data Governance & Analytics
  • Cybersecurity for OT (Operational Technology)

What you’ll use

Skills this role draws on

Technical

  • Enterprise Asset Management (EAM) Strategy
  • Lean Manufacturing & Six Sigma Principles
  • Supply Chain Optimisation (Internal & External)
  • Operational Risk Management
  • Financial Acumen & P&L Management

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

    Maintenance & Reliability Manager (Large Site)

    5-8 years at that level

    Skills to master

    • Deep expertise in asset management strategy, leadership of technical teams, budget control, and driving reliability improvements across a significant asset base.

    You're ready to move on when

    • Successfully led a major reliability transformation programme.
    • Consistently achieved significant reductions in maintenance costs while improving uptime.
    • Demonstrated strong leadership and development of a large maintenance team.
    • Proven ability to influence production leadership on maintenance scheduling.
  2. 2

    Production Director / Manager (Large Site)

    5-8 years at that level

    Skills to master

    • Mastery of production planning, scheduling, quality control, lean manufacturing, and managing large production teams to hit ambitious output targets.

    You're ready to move on when

    • Consistently exceeded production targets and improved efficiency metrics (e.g., OEE).
    • Successfully implemented significant process improvements or new production lines.
    • Demonstrated strong leadership and development of a large production workforce.
    • Proven ability to collaborate effectively with maintenance and quality teams.
  3. 3

    Head of Engineering (Manufacturing)

    7-10 years in senior engineering roles

    Skills to master

    • Strategic capital project management, facility design and expansion, process engineering optimisation, and leading multi-disciplinary engineering teams. You're moving from design to full operational accountability.

    You're ready to move on when

    • Successfully delivered multi-million-pound capital projects on time and budget.
    • Demonstrated ability to integrate new technologies into existing plant operations.
    • Proven leadership of engineering teams and strong collaboration with operations.
    • Developed a keen understanding of the operational impact of engineering decisions.

11Where this role leads

The long view:This Director role is a pivotal step. It's where you truly transition from managing to leading, from executing to strategising. The skills and experience you gain here will set you up for the highest levels of leadership, whether within our company or beyond. It's a challenging journey, but the opportunities are immense.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

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 of Plant Operations is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

Where it leads

Roles this leads to

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Organising, Controlling and Monitoring Supplies of Materials in the WorkplaceLevel 6

Applied to your work in Director of Plant Operations

By completing this unit, learners will be able to analyse operational plans, standardise material supplies, prepare appropriate orders, and conduct negotiations with suppliers to organise, control, and monitor material supplies.

How the thinking builds
  1. Remember
  2. Understand
  3. Apply
  4. Analyse
  5. Evaluate
  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.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

  1. Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
  2. What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
  3. The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
  4. How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
  5. Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Director of Plant Operations

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

  • Overall Equipment Effectiveness (OEE)A combined measure of availability, performance, and quality for our critical production lines.Achieving 88% OEE on Line 3 in Q2 means we're getting maximum output without compromising quality or uptime.Sustain >85% OEE on all critical assets.
  • Maintenance Cost as % of Replacement Asset Value (RAV)How much we're spending on maintenance compared to the value of our assets. It's about smart spending, not just cutting costs.If our plant's RAV is £50M, we're aiming for maintenance spend below £1M for the year. That takes serious planning.Reduce to <2% annually without impacting reliability.
  • Mean Time Between Failures (MTBF) on Critical AssetsHow long our key machines run without breaking down. A direct measure of our reliability strategy working.If a critical pump used to fail every 1000 hours, we want it to run for 1200 hours before its next breakdown. That's real money saved.Increase MTBF by 20% year-over-year for top 10 critical assets.
  • Production Output & Schedule AdherenceHitting our planned production volumes and delivering on time for our customers.If we planned to make 10,000 units of Product X this week, we actually made 9,800 units and shipped them all by Friday. That's the standard.Achieve 98% production output against plan and 99% on-time delivery.

and 1 more in the full scoreboard below.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Director of Plant Operations to VP of Global Operations, and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP of Global Operations→ your design
Where this takes you

This Director role is a pivotal step. It's where you truly transition from managing to leading, from executing to strategising. The skills and experience you gain here will set you up for the highest levels of leadership, whether within our company or beyond. It's a challenging journey, but the opportunities are immense.

See Your Progress GrowIllustration
Director of Plant Operations
  • Enterprise Asset Management (EAM) Strategy
  • Lean Manufacturing & Six Sigma Principles
  • Supply Chain Optimisation (Internal & External)
  • Operational Risk Management
  • Financial Acumen & P&L Management
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.

14The 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 of Plant Operations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP of Global Operations

    3-5 years as Director of Plant Operations

    From managing one plant to overseeing multiple sites or an entire region, setting global operational standards.

    • Enterprise-wide operational risk management
    • Global capital allocation strategy
    • M&A due diligence and integration for new operational assets
    • Board-level reporting on global operational performance

  2. Chief Operations Officer (COO)

    5-8 years as Director of Plant Operations (or 2-3 years as VP)

    From managing a region to owning the entire company's operational strategy and execution, often reporting directly to the CEO.

    • Global P&L ownership and strategic financial planning
    • Enterprise-wide digital transformation leadership
    • M&A strategy and post-merger integration for the entire business
    • Industry thought leadership and external representation of the company
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, you're already swamped. Imagine shaving off hours of tedious reporting, data crunching, and reactive problem-solving. That's exactly what AI can do for you and your leadership team. It's not about replacing you; it's about giving you back the time to focus on the big, strategic decisions that truly move the business forward.

For a Director of Plant Operations, AI isn't just a buzzword; it's a game-changer for plant-wide efficiency, predictive insights, and strategic resource allocation. We're talking about shifting from reactive management to proactive, data-driven leadership.

Plant-Wide Process Automation

AI can automate complex operational workflows, from scheduling maintenance across multiple lines to optimising production sequencing based on real-time demand and machine availability. It's about making your entire operation smarter, not just faster.

Advanced Predictive Forecasting

Forget educated guesses. AI models can predict equipment failures with much higher accuracy, forecast future production demands, and even anticipate raw material needs based on market trends. This means fewer surprises and much better planning for your teams.

Automated Strategic Reporting

Imagine AI drafting your monthly operational review reports, pulling data from various systems, highlighting key trends, and even suggesting areas for improvement. You'll spend less time compiling and more time interpreting and acting on insights for the C-Suite.

Optimised Resource Allocation

AI can analyse labour availability, skill sets, and workload across your maintenance and production teams, then recommend the most efficient staffing and scheduling plans. It helps you get the right people on the right jobs at the right time, every time.

Common questions

Common questions

How do you become a Director of Plant Operations?

Common routes in include Maintenance & Reliability Manager (Large Site) (5-8 years at that level), Production Director / Manager (Large Site) (5-8 years at that level) and Head of Engineering (Manufacturing) (7-10 years in senior engineering roles). Times vary with prior experience.

Where can a Director of Plant Operations progress to?

This role can lead on to VP of Global Operations (3-5 years as Director of Plant Operations) and Chief Operations Officer (COO) (5-8 years as Director of Plant Operations (or 2-3 years as VP)), depending on the skills you build.

What level is a Director of Plant Operations in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Director of Plant Operations?

Increasingly, ESG (Environmental, Social, Governance) Leadership and Digital Transformation Leadership. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows Director of Plant Operations, works on the job you actually do, and keeps going at your pace rather than a timetable's.

  • Searching and planning stay free. You only pay when you start learning.
  • Your credits are yours. Regulated, and they don't vanish when a subscription ends.
  • Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 16 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Director of Plant Operations: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.
Start free No commitment. See your first steps free.

15Where 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.

Other roles in Operations

Stay in the field you know and move sideways rather than up.

If you leave this industry

The strategic operational leadership skills you'll develop here are highly transferable across various manufacturing industries (e.g., automotive, food & beverage, pharmaceuticals, aerospace) and even into other complex operational environments like logistics or large-scale infrastructure management.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

This role profile is © 2026Growth 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. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. 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.