In this role, I partner with Senior Leadership to ensure that Human Resource objectives are achieved within our projects across the Civil, Mining and Urban Infrastructure Divisions. Leading the Business Partnership, Resourcing and Facilities Management teams, I am responsible for delivering HR outcomes including Leadership Coaching, Performance Cycle, Remuneration and Benefits cycle, Industrial Relations, Workplace Investigations, Culture change initiatives, and driving the Diversity & Inclusion agenda.

The purpose of my role is to improve the overarching program of works (both strategic and operational) across the People and Corporate Services Division (PCS) to ultimately deliver an efficient, connected, and fit for purpose program to position the division to meet the strategic initiatives and deliver on its program of work in a rapidly changing environment.Key Achievements included:• Development and implementation of the Powerlink Change Management Framework

In this role, I primarily coached & supported displaced employees (as a result of significant organisational restructure), and worked with operational leaders to identify redeployment opportunities within the business, or seek alternate options in other organisations. In addition, supporting a number of key organisational development initiatives.Key Achievements included:• Placement of 40% of redeployees into a permanent or long term solution resulting in an annualised business saving of approx. $700,000• Support project management of the Organisational Values Review

Partnering with Operations Managers across Broadspectrum's Defence and Oil & Gas contracts in Queensland and Northern Territory, I primarily provided tactical support including (but not limited to) the interpretation of relevant legislation and industrial instruments; Fair Work Commission case preparation; Workplace Investigations and change management processes. I was engaged in this short-term assignment to support business as usual activity whilst the organisation was focussed on a significant organisational change program. Key Achievements included:• Facilitation of the Defence Base Services contract reorganisation across the Central/North Zone

In this role, I partnered the General Manager and Operations Managers to ensure that Human Resource objectives were achieved at Peak Downs Mine. (Included an initial 4 month period partnering the Asset Managed Functional VP’s). Leading a team of three (3) Business Partners, I was responsible for delivering across a number of HR outcomes including Leadership Coaching, Performance Cycle, Remuneration and Benefits cycle, Industrial Relations, Workplace Investigations, Culture change initiatives, and driving the Diversity & Inclusion agenda.Key Achievements included:• Lead the Coal HR Business Partnership Continuous Improvement Program – delivering in excess of $1M savings to the Opex budget.• Development of the Human Resource Management Plan (HRMP) for the $260M Construction and Operation of an overland conveyor system between Peak Downs and Caval Ridge Mines (https://youtu.be/3iyI6qhrnXY)• Lead the BHP Billiton Coal HR Functional alignment project implementation team – transition of site based Human resources support teams to a centralised location; optimisation of organisational structure, and overall reduction of team members realised an annual saving of $750,000.

The initial requirements of this role saw me partner with the Vice President Human Resources to support them as they integrated as a new incumbent into the organization. In addition, I led a team of four (4) HR Business Partners to support functional VP’s and Managers to ensure that Human Resource objectives were achieved within the business. Throughout my assignment my key responsibilities transitioned into the delivery of major key HR Projects.Key Achievements included:• $500M EKATI Diamonds Business Divestment - Led the Human Resources Separation Work stream to effect a successful transaction close (BHP Billiton Potash - Tonne of Courage Award)• Project Lead for the integration of the North American Closed Assets business unit into the Potash Business• Implementation of the BHP Billiton Organizational Design Protocol (ODP) across the Potash Business• Member of the BHP Billiton Canada Retirement Advisory Committee (RAC) – managed the closure of the BHP Billiton Canada Defined Benefits fund; resulting in cost savings for the business through a reduction in third party administration fees, in addition to the reduction of the Superannuation liability for the business.

A true senior generalist role, I partnered the General Manager and Operations Managers to ensure that Human Resource objectives were achieved at Saraji Mine. Leading a number of small teams, including Business Partnership, Resourcing, Operational Training, and HR Administration, I was responsible for delivering across the entire gambit of HR outcomes for the site, including Leadership Coaching, Performance, Remuneration and Benefits cycles, Industrial Relations, Workplace Investigations, Operational Training, Reporting and Analytics, Culture change & Organisational Development initiatives.