Clive Peter Email & Phone Number

Melbourne, Victoria, Australia

Leading the People and Culture function of a world leading paediatric quaternary hospital. Partnering with the executive and board to build the paediatric hospital of the future that leverages cutting edge evidence based research and emerging technology matched with a leading workforce.

Melbourne, Victoria, Australia

Board Director with responsibility for the Workforce Portfolio as well as Governance.

Melbourne, Victoria, Australia

Developing and refreshing People Strategy to address the headwinds of a post covid environment, rebuilding executive teams and delivering business critical short term initiatives.

Melbourne, Australia

This executive role was responsible for setting up the People and Culture function and partnering with the executive to carry out the initial staffing and start up of the authority. I led the work to rapidly staff the organisation with key professionals and to create an organisation vision and culture statement as well as provide input into draft.

Melbourne, Australia

Reporting to the CEO this executive role was responsible for developing and executing the People Strategy for the organisation, including reshaping the People and Culture function (45 staff). Key achievements included negotiating a ground breaking enterprise agreement that substantially reduced cost as well as enshrining gender neutral parental leave.

This role partnered with the Chief Risk Officer (CRO) of the Bank and the Risk leadership team to create a global risk function and enhance bench strength and capability. In addition to this, the double hatted role was charged with partnering with the functional Group GMs of the Corporate Centre to establish and deliver their people strategy and to lead.

Shell is a major global energy organisation with a diversity of operations ranging from Exploration and production through to refining and sale of commercial and retail fuels and alternative energies (Revenue in excess of $400B).This role was primarily charged with ensuring countries were ready for a global restructure of the HR operations function and the.

Reporting to the Global HR VP for Business to Business, this role executed HR strategy for Global; Downstream and (B2B) strategy. Focus areas included building high performance teams, coaching the leadership group and impacting talent and capability to deliver business growth targets. Key achievements included building high performance leaderships teams.

Reporting to the HR General Manager Oceania, the objective of this role was to lead specific initiatives within each business; Organisation redesign, upgrade HR capability within the Pacific Islands and align the business into a Global structure, support for growth, talent management for the Finance Function and support the business in core HR processes.

Reporting the HRGM Operations this role was charged with building and maintaining constructive relationships with various unions on site and ensuring all end to end HR processes were delivered on time and in alignment with all agreements. Non IR responsibilities included coaching and developing a newly appointed Area Manager, succession planning, talent.

Led the Human Resource function with a strong emphasis on Organisation Change, Training and capability development. Key achievements included successful culture change resulting in significantly reduced cost and developing engineering capability across the Asian region.

This role reported to the HR General Manager of the Southern African Region and was responsible for the Learning and Development function in a start-up mining company. The scope of responsibility spanned over 3000 employees with a budget of AU$1.6 million and had three direct and a total of 64 staff. The key achievement in this role was effecting a Culture.

Master Of Philosophy - Mphil, Organisation Psychology

Bsc. Honours, Psychology, Upper 2Nd