Helping Veris Australia in its evolution to a national market leader in town planning, urban design, surveying and geospatial services by generating client value through innovation and excellence from our exceptional people

Helping businesses with all things people

Strategic HR for the Australasian Region- Directorship of Australian entities – Intertek Mngt services Aust, Intertek testing services and Intertek testing services PNG.- Creating HR strategy to align with business strategy making sure people systems, processes strategies are aligned with Operational and business plans. - Championing continuous improvement initiatives – (Think perform) – implementing lean practices, using a payroll offset system through government tax support that was able to substantially improve production testing within mineral samples whilst the program being cost neutral. - Restructuring – to reduce costs and gain efficiency. - Implementing performance based appraisal linking the process to the business direction utilizing the computerized HR system- Outsourcing of payroll function resulting in cost savings which resulted in improved levels of service. - Reviewed all Australian workers compensation with finance function and as result lowered premiums across the board. -Actively involved in several successful client bids and tenders from an HR perspective. This included BHP Port Hedland and Inpex for the provision of onshore and offshore Chemists. Responsibilities included:- Overseeing a team of 7 (2 payroll WA based) and 5 HR generalists in Brisbane, Sydney, Adelaide and Perth.) - Facilitate the Senior Leadership meetings and forums.- Introduction of contemporary HR initiatives – employee benefits scheme, employees assistance programs, succession planning, traineeships. - Driving improved safety culture.- Australian wide oversight of Recruitment practices. - Performance management across Australia. - Overseeing metrics management (financial and non-financial) system- For WA Brand Ambassador for new brand program – mainly about re-positioning in the market and creating a new model for assurance, testing and inspection – more full service one stop shop. - Clients include – BHP, Rio Tinto, FMG, Inpex and Woodside.

Managing the HR function for WA across Mining & Metals, Energy and Infrastructure Business lines. Nominated by my HR team and ultimately successful in being awarded the 2012 - National Human Resources Manager of the Year – (Human Capital Group Awards.) Created a positively engaged HR Business Partnering model. Responsibilities included: Regional management role responsible for the provision of all human resources functions across a growing multi-disciplinary business of some 900+ employees Off project support for the Gorgon Project – had an HR team on the project which was a JV between Hatch, Clough and KBR.  Develop and drive employee engagement and retention initiatives Lead a Generalist HR team of 8 employees. Overseeing the Graduate Program National responsibility for Employee Relations advice Leadership Team development & training, talent and Performance management.  Major clients included – Chevron, Alcoa, BHP, Major coal producers on East Coast

 National management lead of Corporate Learning and Development for Australia.  Strategic direction for all L&D activity in Australia Consulting to senior leadership on capability improvement Facilitation of key L&D initiatives including Leadership development and sales orientation Roll out of major Sales Training initiative – primarily for engineers across Australia, who were in sales roles.

Multi billion $ project environment with over 1300 employees across Mine, Rail and Port development for BHP's Iron Ore business.FAST – A partnership between global business leaders, Fluor and SKM, charged with delivering BHP Billiton’s multi-billion-dollar growth in Western Australia. The joint venture directly engaged over 1400 employees through parent company secondees and independent contractors. This was a project role and naturally concluded and finished as the project wound down. Responsibilities included: Implemented project retention bonus and this reduced turnover during the critical end phases of the project. This also attracted people to the project.  Built and lead a HR team of 14 Recruitment and transfer at high volumes Policy and procedure development and implementation Remuneration management Employee Relations management Develop and drive employee engagement and retention initiatives

People and Performance Manager for WA/NTEngineering consultancy.500 people across a number of divisions and market sectors. Leading a team of HR Advisors and Recruiters (up to 8 employees.) Workforce Planning and Staff Recruitment – including succession planning and talent identification Project HR oversight Recruitment and on-boarding processes Policy and procedure development and implementation Metrics and performance dashboard development and monitoring Management of all employee relations issues Management of Workers Compensation and Injury Rehabilitation program Performance management

State HR Manager for approximately 400 employees, responsible for the full range of HR functions.Managed a small team.Recruiting wages and staff personnel for remote construction projects. Leading a team of HR Advisors and Recruiters Performance Management – both at a system level through the provision of advice and monitoring compliance and at the individual level through the coaching of line managers Learning and Development – through the establishment of programs and sourcing of appropriate service providers and advice on career planning Roll out of numerous online HR Systems, Performance Appraisal, Online Learning, Bonus Scheme Workforce Planning and Staff Recruitment – including succession planning and talent identification Recruitment and mobilization of remote workforces (wages and staff) ER and IR Responsibilities – facilitating the development of EBAs for projects in conjunction with industry groups, advice to Project Leaders on interpretation of EBAS and awards, and investigation and subsequent representation in the Equal Opportunity Commission

Began at Alcoa as a HR Consultant with the Pinjarra Refinery.Promoted to HR Consultant and eventually Manager for the Mining Group cica 800 employees.Unionized workfoceStrong OD and L&D focus, particularly Leadership Development. Leadership Development – both at the group and individual level through needs identification and the design and delivery of targeted programs and interventions Training & Development Function – overseeing the compliance to mandatory training across all levels, implementation of nationally accredited programs, introduction of Traineeship Workforce and succession planning ER and IR – involvement in development of EBAs and the subsequent advice on interpretation and application, facilitating and managing union involvement, resolving issues, conducting investigations Overseeing centralized service provision