Summary
Overview
Work History
Education
Skills
Accomplishments
References
Certification
Languages
Interests
Timeline
Generic

Herman Peenz

Gladstone,QLD

Summary

Experienced and dedicated professional with a strong background in branch management. Proven track record of enhancing operational efficiency, driving growth, and fostering team collaboration. Adaptable to changing needs and skilled in effective problem-solving. Expertise in strategic planning, customer service, and financial oversight. A reliable leader focused on achieving results and empowering teams. Particularly interested in this role as it aligns with my passion for port operations, in which I excelled while working for C3 NZ at the Port of Wellington.

Overview

25
25
years of professional experience
1
1
Certification

Work History

Branch manager Central Queensland

Cleanaway Pty Ltd
08.2022 - Current
  • Act in line with Our Cleanaway Way and Cleanaway Leadership Model actively contributing to creating a high-performance, values-based company culture
  • Drive a culture of compliance and safety by working with managers to ensure effective risk and compliance initiatives and programs are established and promoted throughout the company
  • Ensure that appropriate performance reviews, talent management and succession plans are in place to maximise engagement and retention of employees, utilising HR support, as required
  • Ensure the appropriate equipment is available for use to do the work required by our customers
  • Prepare and compile routine and adhoc reports on existing and potential business
  • Partner with Commercial Finance Manager to drive data integrity and process improvements for growth in market
  • Manage and report vehicle incidents and accidents, property damage and personal injury within the workplace to the Regional Manager and other personnel, as required
  • Monitor and manage activities of the Branch and be accountable for the overall operational and financial performance including Profit and Loss reporting, budget preparation, forecast reviews, financial performance and achieving agreed financial/operational targets for the Branch
  • Manage costs of the Branch with an ongoing priority on cost reviews, reduction programs and cost conscious behaviour within the Branch team to maximise the profitability of the operations

Branch manager Greater Wellington region

Diamond Linen Group
04.2021 - 07.2022
  • I am primarily accountable for overseeing all aspects of factory operations, deliveries and production in the Wellington Branch to ensure a profitable and efficient operation
  • This is a hands-on position, accountable through well managed delegations for factory operations including production efficiency, consistent quality, plant upkeep, optimum resourcing, leading a high performing team, developing and maintaining best practice Standard Operating Procedures and ensuring plant operation compliance including health and safety compliance
  • This position will ensure the efficient day to day management of all aspects of the Wellington Branch to ensure product is processed safely, within specification and budget, and delivered on time
  • Key Focus areas: Safety, Quality and Environmental Compliance
  • Quality, health and safety and protecting the environment is core to every aspect of operations and service delivery
  • Quality, safety and environment management systems are in place, led from the top and adhered to by the Branch
  • A culture of 'Safety First' is led and promoted across all aspects of the operations
  • Leadership, support and operational expertise is provided to the Wellington Team
  • The staff function as a highly efficient, effective team and are always co-operative
  • All staff are skilled and competent to meet performance expectations
  • There is a strong, effective and consistent communication and information link
  • Ensure company policies and procedures are followed
  • Effective direction is provided to drive operational targets and standards
  • Opportunities for improvements are identified and progressed
  • New opportunities and process improvements are discussed with the Central Operations Manager and Managing Director
  • Costs and planned expenditure are monitored and managed at all times
  • Systems are in place to track and monitor staff performance
  • Cost savings are identified without compromising quality or volume
  • Commitment to ongoing waste control

Branch manager Port of Wellington and Masterton

C3 NZ Ltd
08.2019 - 04.2021
  • I managed a staff compliment of 130 at 2 branches in Wellington and Masterton
  • We provide a 'gate to stow' solution for various customers and exporters, including marshalling and stevedoring
  • Being a 24/7 operation and operating on port, I am used to high pressure situations and responding to those
  • I was responsible for 3 P&L statements
  • Health, safety and well-being: Ensure that Health and Safety is considered in all decision-making processes
  • Observe health, safety, and environment rules and procedures at all times
  • Ensure staff only carry out tasks for which they are competent and trained, adhering to safe systems of work and using plant, equipment, and materials in the proper manner
  • Carry out safety observations on a regular basis
  • Report all accidents, incidents, near misses and unsafe conditions including defective items of plant and equipment within required timeframes
  • Report any unsafe acts, conditions or practices that can lead to employees, property, or product being put at risk
  • Practice the Take 3 'SAM' (Stop, Assess, Manage) philosophy
  • Cooperate with any investigations into any incident, accident, unsafe condition or unsafe act
  • Always use the correct personal protective equipment (PPE)
  • Actively participate in and sign off on toolbox talks
  • Provide leadership and maintain responsibility for the safe and efficient operations of all operations
  • Control and manage all shift arrangements and work practices in accordance with Agreements
  • Drive a culture of continuous improvement by encouraging dialogue between management and the workforce to identify and implement opportunities
  • Develop a positive 'can do safely' C3 culture within the branch
  • Develop an operational and cultural focus on performance outcomes and service levels
  • Manage staff performance on an ongoing basis, rewarding top performers and addressing any performance concerns
  • Conduct regular performance appraisals and reviews for all staff as appropriate
  • Maintain an up-to-date training and recruitment plan to ensure 95% trained domestic manning
  • Develop and maintain excellent customer relations with clients, shipping companies and other stakeholders, with a particular focus on customers seeing C3 as one team
  • Ensure the business meets the relevant Key Performance Indicators in the customer contract
  • Regularly review customer contract performance and forecasts against budgets
  • Form a positive working relationship with internal C3 business units and other port operations services
  • Meet the information transfer deadlines and requirements of Customer Services
  • Maintain customer compliance requirements
  • Monthly reporting as required
  • Determine and allocate labor and plant resources necessary to complete the job in a timely and cost effective manner
  • Compilation of time sheets and labor summaries
  • Fleet management, including maintenance processes/systems
  • Business planning and forecasting
  • Plan, organize and schedule operational performance in line with agreed KPI targets, ensuring operational excellence that exceeds customers’ expectations
  • Implement procedural, systematic and contractual changes and modifications, which shall deliver efficiency, effectiveness and profitability improvements
  • Establish and maintain adequate and efficient procedures to achieve branch objectives
  • Identify and seek new business opportunities to develop commercial arrangements with customers that suit the objectives of profitability, tenure, and surety of workload
  • Advance the required information to the relevant people ensuring sufficient preparation so planning can be achieved to maximize the efficiency of the operations
  • Actively manage and accountable for 3 Profit and Loss statements
  • Assist with preparation of the annual budget of the business unit
  • Active monitoring of budgets
  • Analyze periodic and vessel profit and loss statement; identify errors and/or abnormal/unacceptable cost or significant variations from budget and initiate remedial action
  • Manage day to day operational costs and monitor profit/loss for cost containment and improved financial results
  • Prepare and update annually the business plan for the branch / business unit
  • Process accounts for second signatory
  • Ensure that all activities are accurately recorded, encoded and invoiced
  • Recommend capital expenditure
  • Weekly and monthly reporting

Operations Manager Councils Greater Wellington region

Waste Management
03.2015 - 07.2019
  • In my role as Operations manager, I specifically dealt with councils and residential collections
  • I managed a team of 28 staff and 13 trucks
  • We serviced 54 000 households in 3 council areas
  • I played an integral part in securing a 7-year Council contract
  • Being part of the tender committee gave me the opportunity to share contract management experience from my role at Super Group
  • I was an attendee of the Greater Wellington Regional Waste Forum and have also served on Waste Management’s Health and Safety committee for the Wellington region for nearly 4 years
  • Continuous focus and education in HSE have led to a very successful culture within the team, to the point where the staff members communicate amongst themselves about day-to-day HSE matters
  • I am a stickler for policies and procedures and communicate this effectively with the staff in toolbox meetings and communication sessions
  • HSE was at the forefront of my daily tasks daily and I developed a few effective ways that staff can relate to and follow
  • I created daily weekly and monthly reports for councils and completed internal financial reports and invoices
  • I believed that our fleet was the selling window of our company and have a very stringent fleet maintenance program that included various contractors
  • Although I was new to the waste industry, I was able to put in place new measures and systems that had a huge effect in HSE related matters
  • I introduced and motivated new fleet technology that has now been rolled out throughout the company
  • Waste Management owns and operates 970 vehicles

Operations manager

Crown Worldwide
01.2013 - 07.2014
  • As Operations manager I was responsible for daily planning of all relocations, being domestic, local or international
  • This included scheduling different skilled staff daily
  • We had 16 to 22 staff depending on busy periods and projects, reporting to me
  • I scheduled containers to be transported via rail, road and sea
  • Containers were unloaded on-site
  • I held a MPI facility operators’ certificate
  • Container condition reports, cleaning and repairs, audits of different containers and ensuring that we had the correct containers at the correct times were also a part of my job description
  • I took over the responsibility of purchasing all the materials that the branch needed to operate, which also lead to storing and stock counts
  • I was the acting branch manager for 4 months

Transport/Dispatch manager

Armaguard Cash Management NZ (ACM)
09.2011 - 01.2013
  • I started at ACM NZ as the national route coordinator
  • While in this position I travelled to all the branches in New Zealand to optimize the routes that the fleet took to service clients in the shortest, most cost effective and safest manor
  • I was promoted to the Transport / Dispatch manager for Wellington branch
  • This position was extremely involved because we worked with high value currencies and the actions, we took in business hours had a direct effect on clients and their contractual agreements
  • I had 18 to 24 staff reporting to me
  • Daily planning and dispatching of staff and vehicles were an essential part of the position as all the work we did was time sensitive
  • I oversaw branch wages, purchasing, fleet management, disciplinary matters and building maintenance
  • I had a Certificate of Approval security certificate COA and completed training in Essendon, Melbourne

Company Owner

Renrew Tipper Services cc
08.2008 - 03.2011
  • I started the transport company primarily with tipper transport of manganese and iron ore in mind but also got involved with other commodities
  • The company grew in 2009 when I saw the opportunity to expand and market by securing primary and secondary transport for a French telecommunications company that was starting up in South Africa
  • Being the owner, I did all contractual negotiations, procurement and operations

Branch and Contracts Manager

Super Group Pty Ltd
07.2003 - 08.2008
  • I was the branch and contracts manager for Super Group on the Simba contract
  • Simba is a leader in FMCG products
  • I was situated in Johannesburg with a mirror office in Cape Town at the Distribution center
  • This international contract operated 24/7 and I was always on call
  • Managing over 70 staff and 40 vehicles from 2 locations meant that I had to multi-task and delegate to the correct staff members
  • Transporting products like chips and chocolates that were sensitive to temperature change was the biggest challenge
  • We always strived to deliver the full consignment on time and in perfect condition
  • The entire operation was changed to weekly results
  • This meant that all admin functions i.e., Wages, KPI’s had to be changed and reported on weekly
  • I was promoted to National Accounts manager, and I was very involved in securing and rolling out a massive national contract with SASOL, South Africa’s fuel and Energy Company

Transport Administrator

Natro Freight and Logistics Ltd.
04.2000 - 07.2003
  • At Natro Freight I was tasked with analyzing costs in all the different sectors of the company
  • Most enjoyable was the operations side, where I developed a program that calculated running cost per vehicle
  • I was responsible for ordering and purchasing everything that was necessary for the transport division and for branch wages

Education

Tertiary NZQF Level 4 - Front-line Business Management

MITO NZ (Motor Industry Training Organization)
01.2017

Diploma - Medical and Healthcare representation

The Smart Group
01.2001

Skills

  • Branch operations management
  • Customer service
  • Customer relationships
  • Excellent time management skills

Accomplishments

  • Improved employee satisfaction and reduced turnover to 13%.

References

  • Steve Harris, General manager C3 Forestry, +61 029 200 3413
  • Steven Davies, Key Account manager C3 Forestry, +61021 563 439
  • Anton Brits, National manager ACM NZ, +61 027 222 8079

Certification

  • Communication

Languages

English
Native or Bilingual

Interests

  • Tech enthusiast, passionate about exploring the latest advancements and innovations
  • Outdoor Recreation
  • Documenting and sharing travel experiences

Timeline

Branch manager Central Queensland

Cleanaway Pty Ltd
08.2022 - Current

Branch manager Greater Wellington region

Diamond Linen Group
04.2021 - 07.2022

Branch manager Port of Wellington and Masterton

C3 NZ Ltd
08.2019 - 04.2021

Operations Manager Councils Greater Wellington region

Waste Management
03.2015 - 07.2019

Operations manager

Crown Worldwide
01.2013 - 07.2014

Transport/Dispatch manager

Armaguard Cash Management NZ (ACM)
09.2011 - 01.2013

Company Owner

Renrew Tipper Services cc
08.2008 - 03.2011

Branch and Contracts Manager

Super Group Pty Ltd
07.2003 - 08.2008

Transport Administrator

Natro Freight and Logistics Ltd.
04.2000 - 07.2003

Diploma - Medical and Healthcare representation

The Smart Group

Tertiary NZQF Level 4 - Front-line Business Management

MITO NZ (Motor Industry Training Organization)

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Herman Peenz