Introducing a new look for the HR Leaders Summit

We are thrilled to share our new logo and brand with you. It signifies a bold new direction for us and we are excited to be rolling this out for the HR Leaders Summit 2016.

We are the same Summit that you know; same people, same values, now with a new look.

About the rebrand
Our new identity satisfies the existing expectation of what we stand for, simultaneously moving the brand forward with a new look and a new message to remind our valued clients, what we’re about. “Smarter Conversations” reflects upon the level of discussions taking place on-site at the CIO Leaders Summit, with C-Level CIO decision makers as well as the cutting-egde and innovative solution providers from across the industry.

The new logo mark reflects the “Smarter Conversations” tag-line, utilizing the combination of a speech bubble and arrow to reflect the growth and productivity that comes as a result from the CIO Leaders Summit.

“We wanted to move away from the cookie-cutter approach of our old branding to something that was meaningful, fresh and relevant and communicated who we are as a brand and what we stand for.”

The new design features a new colour palette, graphics and marketing materials in sync with the new brand identity.

Diversity Programs and Policies

Day two of the HR Leaders Resources Summit kicked off with a keynote panel discussion on, “Diversity Programs and Policies,” provided by, Barry Bloch, Executive General Manager, Project Support, BGC Contracting, Leanne Daniels, Group HR Manager, Hunter Water, Chris Newitt, Head of Human Capital, Laing O’Rourke and moderated by Millano Pellegrini, Head of HR, Caltex Supply Chain, Caltex Australia.
Milano opened up this Keynote Panel Discussion by asking the panelists, “What is your organisation doing from a cultural lens re: diversity to complement policies and programs?” This discussion highlighted examples of flagship policies and programs; stressing the importance of inclusion, robust debate and redirecting resistance by taking a deeper and honest look into  cultural considerations, stumbling blocks and what the future holds, not only within the resources sector…but across all channels and industries.

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Barry BlochBarry Bloch is accountable for Human Resources; Health, Safety, Environment and Quality; Communities and Diversity; Information and Operational Technology; Risk Management and Supply Chain in his role as Executive General Manager – Project Support Services for BGC Contracting. Barry’s career spans more than 25 years across over 50 countries and multiple economic sectors. Prior to joining BGC, Barry was Group Managing Director – People with Worley Parsons and previously Global Practice Leader – Leadership & People Development for Rio Tinto. Barry has also worked for leading global professional services firms Heidrick & Struggles, McKinsey & Company and PricewaterhouseCoopers. He has especially worked in the People discipline for over 20 years, with a primary focus on organisational and cultural transformation or turnaround in both developed and developing nations. His experience also includes providing specialist, strategic People support to over 10 corporate deals. Barry holds a Masters degree in Industrial and Organisational Psychology and has been registered as a psychologist in Australia, South Africa and the United Kingdom.

 

 

 

Leanne Daniels is rLeanne Danesponsible for leading a team of 6 HR professionals in HR and ER Strategic direction, HR generalist, EBA and IR, Learning and Organisational Development, HR systems and reporting, succession planning, culture change and business transformation activities. This uses her experience as a HR Manager in Projects, Operations, ER/IR, Leadership Programs, Corporate, and HR Planning and Analysis strengths.

 

 

 

 

 

 

Chris NeChris Nwitt has over 25 years’ experience in the fields of industrial relations/ human resource management at all levels including, four years as a senior executive of a major Australia and New Zealand employer, Thiess Services Pty Ltd and more recently heading the Human Capital function for Laing O’Rourke Australia Construction Northern Region and South East Asia. With a breadth of industry experience including construction (client & contractor), coal mining, banking & insurance, manufacturing and government in industrial advocacy and enterprise agreement negotiations at both State and Federal level. Chris is a reliable and trusted advisor that can deliver tangible and timely results. Chris’s goal is to secure the goals of his employer, clients, fairly, energetically and relentlessly. He provides straight forward answers to difficult workplace problems. Chris can work with clients, training their managers to coach their supervisors, advising with strategy or technical matters, dealing with people emergencies, workplace conflict, complaints and investigations in an honest, open, professional and empathetic manner.

 

 

 

Millano P

 

 

Milano Pellegrini, Head of HR, Caltex Supply Chain. For the past six years Milano has headed up HR for Caltex Supply Chain. Prior to that he was a self-employed HR consultant for five years after several senior/executive HR roles predominately in the finance industry. Milano has a MBA from Macquarie Graduate School and a Master of Adult Education from UTS. Indeed, Milano has also been an adjunct lecturer for Macquarie University in its Masters programs and also attended Executive Education at Harvard, Columbia, Cambridge and INSEAD b

Driving value in a constrained environment

Keith Wilkinson, General Manager P&C – Resourcing & Systems Delivery, Origin Energy provided the Keynote Presentation on, “Driving value in a constrained environment,” at the HR Leaders Resources Summit. During this presentation, Keith Wilkinson provided his esteemed insight through experience at Origin Energy in recent operations including how to build the right delivery mechanisms and ensure sustainability in order to truly drive value during a challenging climate.

 

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Keith Wilkinson, General Manager P&C – Resourcing & Systems Delivery, Origin Energy speaks with the HR Leaders Resources Summit attendees on their current team environment and keeping motivation up during difficult times.

 

Keith WilkKeith Wilkinson, General Manager People & CultureKeith Wilkinson looks after the end-to-end people service delivery from an HR perspective. Keith has previously held positions such as HR Director Europe and Strategy Leader Performance & Rewards, with experience in Top 20 listed companies in the UK, US and Australia. He brings a wealth of experience from a range of industries having had roles at CIGNA, Allied Domecq, Hilton Hotels, NAB & AMP. Keith was recently Chairman of NRG which is a not-for-profit industry association providing remuneration data and HR benchmarking for the energy, upstream and resources sectors.

Where Do We See Performance Management In The Future?

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The Keynote Panel Discussion, “Where Do We See Performance Management In The Future?” was moderated by Phillippa Youngman, Managing Director, Pivot Software and featured panelists: Wilma Stuart, Executive General Manager Human Resources, McConnell Dowell, Margaret Fittler, General Manager Corporate Services, Drillsearch and Damien Waller, Human Resources Manager, Georgiou Group.

Given the fall-out potential and the fear and loathing engendered by the performance review process, is it time for organisations to consider killing them off or radically overhauling the way they’re done? For many employees, receiving the annual or bi-annual performance review is on par with tooth extraction, without the pain relief. Managers who enjoy handing them out are also in short supply.

Badly-run reviews can leave employees scratching their heads about what they’re meant to be doing, and even drive good workers into the arms of rival firms, warns the CEO of Australian recruitment firm Peoplebank, Peter Acheson. Given the fall-out potential and the fear and loathing engendered by the process, is it time for organisations to consider killing them off or radically overhauling the way they’re done?

Though many major companies still haven’t taken the leap, most are aware that their current systems are flawed. CEB found that 95% of managers are dissatisfied with the way their companies conduct performance reviews and nearly 90% of HR leaders say the process doesn’t even yield accurate information. Evidence would suggest that Companies are starting to re-evaluate the value of the Performance Review. Deloitte research has shown in a survey of 3000 companies in 100 countries that only 10% now feel that performance reviews are an effective use of time. San Jose Mercury News reports that 50% said they were of no use at all.

The result is that many companies are choosing to scrap performance reviews. More than half the companies Deloitte surveyed are either currently redesigning their system, or are planning to overhaul it within the next 18 months. As at September, one of the largest companies in the world, Accenture, who employ around 330,000 employees, will do all its employees and managers an enormous favour: It will get rid of the annual performance review. CEO Pierre Nanterme has told the Washington Post that the firm will disband rankings and the once-a-year evaluation process starting in the financial year 2016 and in its place will implement a more fluid system, in which employees receive timely feedback from their managers on an ongoing basis following assignments.

Accenture are joining a small but prominent list of major corporations that have had enough of forced rankings, the time-consuming paperwork and the frustration among managers and employees alike. 6% of fortune 500 companies have got rid of rankings accounts to the management research firm CEB.

 

Margaret Fitler

Margaret Fittler has over 15 years’ experience as a HR professional and has been responsible for a broad range of human resources functions nationally and internationally. Margaret has two master’s degrees; one in Human Resources Management and the other in Occupational Health & Safety as well as a diploma in Quality Management Systems. Margaret has held positions as: General Manager HR DeltaSBD; Executive HR Manager, Transfield Services; Head of Human Resources, ANSTO; Human Resources & EHS Manager Asia Pacific, Tyco Electrical & Metal Products and National HR & Organisational Change Manager, Komatsu.

 

 

 

 

Damien Waller

 

Damien Waller, Human Resources Manager, Georgiou Group. Damien is accountable for all areas of the broader People function including Human Resources, Industrial Relations, Learning & Development and Recruitment within Georgiou.

 

 

 

 

 

 

WilmaWilma Stuart is an experienced generalist HR practitioner with a sound understanding of the inherent complexities in delivering effective HR solutions and initiatives in a variety of working environments. Wilma has had responsibility for all facets of the HR function through managing small teams across multiple sites throughout Australia and the Asia Pacific region. Success in this area has required Wilma to forge and leverage key networks at senior levels within the organisations she has worked with and numerous external parties. Additionally, Wilma has a proven track record in steering an organisation to respond to both cultural and organisational changes. Whilst very results orientated and bottom line focussed, Wilma’s leadership style is one that fosters a cohesive team environment that promotes and develops the skills of individual team members to encourage the growth of new ideas and quality initiatives.

Grey Matters: Increasing employment participation among older workers

Milano Pellegrini, Head of HR – Caltex Supply Chain, Caltex provided the closing Keynote Presentation at the HR Leaders Resources Summit on, “Grey Matters: Increasing employment participation among older workers.”During this Keynote Presentation, Millano highlighted key areas such as encouraging diversity and flexibility; the challenges when hiring and retaining mature age workers and how we can improve these attitudes thru opportunities and incentives. He opened up this presentation by asking the audience, “At what age do you become an ‘older worker?’ before speaking on the general bias against older workers such as physical demands, poor technology skills and lack of energy, ambition and creativity, compared to that of younger workers.

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Milano Pellegrini, Head of HR – Caltex Supply Chain, Caltex asks the audience, “have you ever hired a 70+ in your organization?”

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“I feel like I’m at the top of my game, intellectually” Millano says, stressing the ‘age of power’ for top CEOs to be 53.

After speaking on the ramifications of hiring older workers, he asked the audience… 1. Do we genuinely case about our people? 2. Do we value experience and wisdom? and 3. Is this demographic really important? Milano spoke on the possible solutions to this ongoing issue and provided key points such as genuine desire, education, flexibility, inclusion and diversity. Milano closed this Keynote Presentation by begging the question, How would you want one of your ‘older’ loved ones treated at their workplace? “Just do the same at your workplace.”

Milano Pellegrini, Head of HR, Caltex Supply Chain. For the past six years Milano has headed up HR for Caltex Supply Chain. Prior to that he was a self-employed HR consultant for five years after several senior/executive HR roles predominately in the finance industry. Milano has a MBA from Macquarie Graduate School and a Master of Adult Education from UTS. Indeed, Milano has also been an adjunct lecturer for Macquarie University in its Masters programs and also attended Executive Education at Harvard, Columbia, Cambridge and INSEAD business schools.

Leading True Transformation In The Australian Resources Sector

Barry Bloch, Executive General Manager, Project Support, BGC Contracting provided the Opening Keynote Presentation on, “Leading True Transformation In The Australian Resources Sector,” at the 3rd Annual HR Leaders Resources Summit.

Barry kicked off this session by explaining to the HR Leaders Resources attendees…”My plan is to be as controversial as possible; what’s the point of coming to a HR event if we don’t disagree?” he said. Barry highlighted the need for innovation within the resources sector by speaking on the importance of embracing disruption and moving forward by competing beyond the traditional markets; “We’re terrified of true transformation.” In order to reach the next phase, Barry stressed the need to focus on ways of changing the traditional models and starting to prioritise this change. “Un-common sense, will become common sense.”

Barry asked the audience…”how much time do you spend, re-writing the traditional structure?” suggesting that we begin to accept and incorporate the ‘nonsense’ in order to transform the traditional structure. “Chaos is good,” he said.

 

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“Australian Resources is what the world needs. If we try and just survive, we’re killing ourselves,” Barry says, highlighting transformation in the Resources sector.

 

Session Synopsis: We have heard a great deal recently from our politicians and the media of the downturn in the Resources sector and the need for economic innovation and diversification. However given the economic magnitude and contribution of the Australian Resources sector, the need for strategic innovation and transformation begins within our sector before and in addition to the wider economic reforms needed across the Australian economy. We as Executives and People Leaders have a fundamental role to play in challenging and guiding our organisations and our leaders to transform. Historically and currently Australian Resources sector based change has largely been short term and incremental in nature, focused almost exclusively on cost related productivity and efficiency. While necessary this will be insufficient to ensure the long-term success and sustainability of the Australian Resources sector. We now need to deliver significant and rapid transformation in terms of innovation, leadership and commercial disruption. How do we do this? What will it involve? Can we really transform ourselves? The speaker will share his experience and examples of both successful and unsuccessful organisational transformations in the Resources and wider heavy industrial sectors and will draw learnings and insights for how we can lead true transformation in our industry moving forward.

Barry Bloch is accountable for Human Resources; Health, Safety, Environment and Quality; Communities and Diversity; Information and Operational Technology; Risk Management and Supply Chain in his role as Executive General Manager – Project Support Services for BGC Contracting. Barry’s career spans more than 25 years across over 50 countries and multiple economic sectors. Prior to joining BGC, Barry was Group Managing Director – People with Worley Parsons and previously Global Practice Leader – Leadership & People Development for Rio Tinto. Barry has also worked for leading global professional services firms Heidrick & Struggles, McKinsey & Company and PricewaterhouseCoopers. He has especially worked in the People discipline for over 20 years, with a primary focus on organisational and cultural transformation or turnaround in both developed and developing nations. His experience also includes providing specialist, strategic People support to over 10 corporate deals. Barry holds a Masters degree in Industrial and Organisational Psychology and has been registered as a psychologist in Australia, South Africa and the United Kingdom.

Maintaining Talent in Tough Times

The Keynote Panel Discussion on, “Maintaining Talent in Tough Times,” was moderated by Adam Hall, Director – Talent & Reward, Towers Watson and featured panelists: Sandra Thomson, Human Resources Manager – Projects, Anglo American, Geoff Woodcroft, Vice President Human Resources, Peabody Energy, and Mathew Gordon, Training & Competency Manager, Origin Energy. During this session, the panellist’s provided their personal insights and experience to explore how companies can most effectively manage their talent in economically difficult times, including their talent management, engagement and reward programs.

Geoff Woodcroft, Vice President Human Resources, Peabody Energy Australia. Geoffrey Woodcroft is the Vice President – Human Resources with Peabody Energy Australia Pty Ltd, being appointed on 24 May 2010. Geoff has 30 years experience in the human resources field, commencing his career with Telstra, where he worked in a variety of human resources roles. Over the last 16 years. He has held several senior generalist human resources roles with a number of large organisations, which include, Coles Myer, Yellow Pages Australia, Brisbane City Council and the Queensland Government. Prior to joining Peabody Energy, he was the Australian Human Resources Director for Boeing Defence Australia. Geoff has a Masters Degree in Leadership, a Bachelor of Business (distinction) with a double major in Human Resource Management and Marketing, a Diploma of Market Research and a Graduate Certificate in Leadership and Change.

Sandra Thomson has 17 years in Senior Management Positions including the last 8.5 years with Anglo American working in Human Resources both domestically in Australia and internationally. Sandra holds a Bachelor of Science, and Diploma in Chemistry.

Mathew Gordon, Training & Competency Manager. Mathew Gordon has worked in the mining and oil/gas industries in a variety of operational roles including management, OHS and human resources with EZ Mining, Rio Tinto and AGL. After completing his MBA (Management / Human Resources), Mathew moved to human resource management roles with Bradken Resources and Australia Post. Mathew joined Origin Energy as the Operations and Maintenance Capability Delivery Lead and was responsible for the development of the capability strategy for the LNG project in the Surat Basin QLD. In Mathew’s current role as the Training and Competency Manager he is responsible for the execution of the training and competency development and delivery for the workforce.

“Growing A Global Mining Company – the MMG ‘We Mine For Progress’ Story”

Michelle Greenhalgh, General Manager Human Resources, MMG provided the Keynote Presentation, “Growing A Global Mining Company – the MMG ‘We Mine For Progress’ Story” at the HR Leaders Resources Summit. During this presentation, Michelle shared the challenges and strategies MMG is adopting to meet its vision, “To build the world’s most respected, diversified base metals company”. Michelle spoke on MMG’s business model principals, including growth, operations transformation, people & organisation and reputation.

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Michelle Greenhalgh, General Manager Human Resources, MMG claims aspirations to be the key driving factor leading MMG’s success.

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“If you’re going to be in it, influence it.” Michelle Greenhalgh, General Manager Human Resources, MMG.

MMG Limited is a mid-tier global resources company that explores, develops and mines base metal deposits around the world.   As an Australian operated business, MMG is headquartered in Melbourne, listed on the Hong Kong Stock Exchange and majority owned by China Minmetals. MMG operates and develops copper, zinc and other base metals projects across Australia, the Democratic Republic of Congo, Laos and Peru. It also has significant exploration projects and partnerships across Australia, Africa and the Americas. MMG’s objective is to be valued as one of the world’s top mid-tier miners by 2020. This is a significant ambition given that MMG was founded only 6 years ago in 2009. MMG has high standards and the HR /People support function plays a critical role in providing solid HR foundations for growth.

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Michelle Greenhalgh has over 25 years’ experience in HR, including 20 years in the mining industry. She is a registered psychologist, holds a Master of HRM (Hons) and is a graduate of the AICD. In her GM HR role with MMG, Michelle’s focus is on supporting MMG’s vision To build the world’s most respected diversified base metals company” through capable people, a unique culture for progress, and HR practices to support significant global growth.

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