Ian Paterson Email & Phone Number

Ferny Creek, Vic, Au

Melbourne, Victoria, Australia

Respect is a rapidly growing, not-for-profit, progressive, and purpose-driven aged care, home care and retirement living provider that operates across Tasmania, Victoria, and New South Wales in Australia. I was hired to guide the growth in capability to scale the organisation for the future.

Melbourne, Victoria, Australia

JC Dahlsen Pty Ltd is a family owned manufacturing, trade and retail business with a track record of delivering a range of building products to their geographically dispersed customers. They achieve this through their 70 sites and 1,400 team members. Key responsibillities:Create and deliver a P&C strategy to set the business up for the next decade, through better leadership capability, a contemporary EVP, an attractive culture and a safe working environment (physical and psychological)Key Accomplishments:- Developed and implemented a company wide safety culture program which reduced injuries by 50% and increased reporting by 100%- Developed and rolled out a comprehensive multi-level leadership development program, drawing from the success factors identified by the leaders of the business- Developed and rolled out an EVP improvement program, based on team member feedback, with a strong mental health focus- Successfully navigated an Award underpayment- Introduced succession planning reducing gender bias in promotion decisions- Led projects to deliver an intranet, a safety management system, and a learning management system

Melbourne, Australia

I was responsible for elevating HR practice at Camp Australia from reactive to strategic to enable the country's largest Outside School Hours Care (OSHC) provider, to deliver on its ambitious plans for the future, whilst maintaining the highest levels of safety, quality and inclusion for the children in our care.Key achievements:- Won the Australian Business Award for Business Innovation for my CARE inclusion program supporting children with additional needs- Delivered >$1M ongoing annual EBIT through improved HR practices, Govt funding for programs- Implemented a comprehensive career development and succession planning program across Camp- Developed a data driven HR strategy to provide scalability and engagement of the workforce- Restructured the 3,900-employee operations function to better align to organisational goals- Improved retention of Coordinators (our key role) by 30% in 18 months- Developed and implemented a predictive recruitment tool reducing "low employee pool depth" areas from 140 to 26 in 12 months

Melbourne, Australia

ACM Parts is a start-up business delivering Australia's widest range of recycled, aftermarket and OEM automotive parts to the collision and mechanical repair markets. With strong backing from shareholder Suncorp Personal Insurance, ACMP experienced double digit growth - per month! The strategy was delivered through acquisitions, customer engagement and unprecedented operational and supply chain sophistication, and aim to lead the market in automotive parts supply.I was hired to set up the HR function and ensure ACM Parts has a workforce capable of delivering on our growth agenda and coping with the change that such growth brings.I delivered the following outcomes:- Implemented a set of company values with employee engagement in the process- Full policy suite approved by Board of Directors- A self sustaining Reward and recognition framework- Management development program tailored to individual manager training needs- Suite of employee benefits forming the core of a compelling EVP- Due diligence and integration of 2 acquired businesses- Set up recruitment processes - including external supply and line manager training and tools- More than doubled the size of the workforce through a managed workforce plan- Set up employee communication and feedback mechanisms- Media engagement to promote ACM Parts employer brand- Initiated performance management cycle- Developed and rolled out management KPI and STI framework

Sydney, Australia

I was hired by Toll Dnata on a fixed term contract to manage their re-organisation as part of an overall business improvement strategy. My role was to scope and analyse the proposed changes to the workforce and operating structure, then project manage the change from proposal through to full delivery.Successfully restructured the following units:National Safety, Compliance and EnvironmentAirport-based Cargo supervisory teamsCargo Operations national managementGround Services account management and operationsAdministration and support functionsWater servicing in east coast airports

Following the birth of my son I took an extended break to spend his first 6 months with him

I led all HR activity for the integration of the Alesco business. Alesco was previously a publicly listed business with over $400M in revenue prior to DuluxGroup's successful acquisition. With 1,400 employees in ANZ & China, the business was under resourced in HR with significant challenges in aligning all aspects of HR to DuluxGroup.Delivered all HR synergy targets for the closure of the Alesco corporate office & associated functionsTransitioned new employees on to DuluxGroup remuneration arrangements delivering a $1M in synergyManaged all day one acquisition and integration comms Successfully managed the exit of the corporate executives and transfer of the BU executivesRestructured the corporate functions during transition to report to DuluxGroup function heads then managed the redundancy program without any challengesSet up a successful retention program for key personnel during the transition phase - 100% retention rateTransitioned new employees across to DuluxGroup's suite of employee benefits without creating cost dis-synergiesOversaw the rollout of the DuluxGroup ValuesIntegrated the new businesses into DuluxGroup talent management programs

Managed the setup and expansion of DuluxGroup's Remuneration and Benefits program for non-KMP as a result of the demerger from Orica, as well as set up all DuluxGroup's reward & recognition programs and employee engagement initiatives for all regions in APAC.Achievements:Managed two Employee Engagement Surveys. Achieved an improvement of engagement up to global high performance business levels. I achieved this by managing a series of initiatives targeting aspects of the score that gave low engagement - reward & recognition & non-monetary employee benefitsDevised and implemented the remuneration policy. This included:- Salary market positioning- Remuneration package make-up- Share scheme design- Employee benefitsDeveloped and successfully implemented DuluxGroups reward and recognition schemes across all geographies in APACDeveloped the Employee Value Proposition (EVP) for use in recruitment. This included significant focus on improving the gender balance of DuluxGroup through educating potential candidates of the female friendly EVP through advertising, website testimonials and Recruitment function communication to candidatesMaintained strategic role in Selleys Yates leadership team overseeing the HR function and activity of the HR team across the APAC region.

Managed the post acquisition integration of the Yates business into the Consumer Products group Developed IR strategy & oversaw negotiations for 10 sites across Australia and New ZealandManaged the expansion of the Selleys business into developing markets of Vietnam, Indonesia, and mainland China, as well as consolidation of existing businesses in Malaysia, Singapore and Hong Kong.Managed the HR process of closing 5 sites & subsequent consolidation of workload to othersAchieved Yates integration in line with targets from negative EBIT/RONA to $8M/18% Restructured the Selleys Yates salesforce in response to the changing structure of the hardware retail industry Successfully proposed to executive team then managed the merging of the Yates and Selleys businesses into one group delivering $500k measured cost savingsImplemented significant productivity gains across 2 Selleys EAs, saving $650k PA, removing highly entrenched unproductive practicesManaged workers compensation premium down from $1.5M to $500k in 3 years

Managed the post-acquisition HR integration program; business turnaround and profit improvement strategy including significant down-sizing. Managed significant improvement in workers compensation costs, alignment of OH&S practice to Arnotts standard, and payroll. Implemented training program and standard operating procedures to enable the site to produce Wagon Wheels

I managed the employee and industrial relations issues for the national distribution centre at Huntingwood; the metropolitan drivers and the interstate drivers. The role grew to also look after the Huntingwood factory where there were 350 employees

Initially brought in through recruitment for the opening of the Casino, I was promoted to work in employee relations which was a business partnering team. I was promoted again to Employee Relations Manager where I headed up the Casino EA negotiations, managed all casino structural changes and oversaw all employee performance issues

Bachelor Of Science, Psychology (Hons)

Graduated with honours in Psychology. Honours thesis on Pets As Therapy.

Education record