After leaving Oxford, Simon worked for the TUC and the Associated Society of Woodworkers, a predecessor of UCATT.

He joined the Electrical Power Engineers Association (part of the EMA) as its head of research. He became EMA deputy general secretary before moving to the STE in 1984 to become its general secretary.

Simon led the STE through immensely challenging times. He took the helm just after privatisation and initially the union continued to experience rapid growth.

Soon, however, they were faced with an increasingly aggressive employer seeking to demonstrate it had broken away from the ‘shackles’ of the public sector. All of this took place against the background of the viciously anti-union Thatcher government.

Out went traditional, negotiated pay structures and joint negotiations with our sister union, the then National Communications Union.

In 1989, out of the blue, we discovered BT was planning to introduce personal contracts for its middle managers – about 5,000. This would remove vast swathes of members from collective bargaining with the inducement of a company car and private medical insurance.

Simon galvanised the union’s response and ensured that we remained focused on the challenge while protecting those who turned down the inducement and choose to remain on collectively bargained rates. This was among the first and the largest introduction of personal contracts in the UK and was subsequently followed by others.

His response was two-fold. First, to work with the TUC and the Labour party to secure their support for a legislative underpin to securing collective bargaining.

Second, to support the new TUC Organising Academy to build membership so as to be in a prime position to regain recognition once that legislation was introduced. That was achieved in 2004.

As a private sector union representing managers and professionals, the STE continued to be among the first unions to face many challenges: privatisation, performance management and pay, derecognition, the first political fund reballot, massive job cuts, changes in technology and the rise of multinational employers.

In facing these seemingly endless challenges, Simon created a culture that valued evidence and new ideas.

A committed internationalist, he showed strong personal support for South African trade unionists while also building strong links with unions across Europe and the US. He was deeply involved in the work of UNI, the international confederation.

Always modest, he had a fundamental commitment to getting a fair deal at work for the thousands of union members he represented. He had immense respect for the lay reps and always made time to talk to as many of them as possible. He knew it was their union. Many became firm friends, escaping to the races with him whenever they had the chance.

Simon was a great leader earning the respect and fondness of all who worked for him. He was immensely loyal, always giving people credit for their ideas and work and steadfast when things went wrong. He showed enormous support to all the employees of the union especially when they faced personal challenges outside work.

His great friend, Derek Hunter, described him as a nudgist – encouraging and nudging people to stretch and challenge themselves.

A great judge of character, he would often talent spot and was deeply committed to creating a more diverse cadre of union officers. Quite selflessly he put others forward for positions in the wider movement in the knowledge that this would also help secure the influence of the union.

While good with people, his relationship with technology was less happy – the technology usually won.

Simon enjoyed life to the full. He adored good food, wine and the company of friends and fellow trade unionists. He loved horse racing and always knew the location of the nearest betting shop.

On his retirement he moved to France where he was able to spend many happy hours negotiating with the local market traders and sampling their wares.