SAM SHEPPARD

Combined end to end leadership of the people and safety function for both the Wesfarmers Industrial & Safety Division (reporting to Managing Director, WIS, 5 business units, approx 4000 employees, $100M EBT) and Blackwoods (reporting to CEO, $1bn revenue).

WIS is a portfolio of businesses that are at different stages in their transformation.

Responsible for all people related agendas including representation on and presentation to the Audit, Risk & Compliance Committee and WIS Board covering all divisional and business unit matters (Blackwoods (incl Bullivants & CM3), WorkWear Group, NZ Safety Blackwoods and Coregas).

Key focus includes cultural transformation to support growth in a turnaround division & largest business, executive/leadership succession and driving engagement and performance while navigating compliance and industrial related risk and reputation management.

.Reporting to the CEO and a member of the partnersip executive team. Responsibility for the internal talent agenda for the Australian Firm driving people strategies in support of the aspiration to become the undisputed leader in professional services in the Australian market. Remit included but was not limited to:

* Talent acquisition and development (including graduate and partner),

* Diversity, Inclusion & Wellbeing,

* Perofrmance, Remuneration & Reward,

* HR Systems, Reporting & Operations

* Health & Safety

* Community Strategy

The Deloitte operating model ultimately changed as the firm transitioned to be a regional (Asia Pacific) partnership - reason for leaving: redundancy.

Full transition and integration of Wesfamers Insurance Broking and Premium Funding businesses into what was Arthur J Gallagher at the time of acquisition. Reporting to the CEO, Australia and New Zealand and a member the ANZ business executive, AU Broking Leadership Team and the Global HR Leadership Team.

Responsible for end to end people and safety strategies to transform EBITDAC performance and drive a high performing sales culture.

3700 employees, 28 locations in AU, NZ and UK; GWP A$1.5bn and EBITA A$135M

Reporting to the divisional Managing Director responsible for people strategy with a focus on executive restructuring & team effectiveness, leadership development, harmonisation of key terms and values across a portfolio of 6 separate businesses.

Ownership of the remuneration committee agenda and compliance with APRA regulations & reporting.

Full support for the preparation and divestment of all 5 business units and the closing of the division with sale transfers to IAG and AJG respectively.

Reporting to the Chief Marketing & HR Officer, responsible for Group:

* Leadership, Performance and Development

* Talent Management and Executive Succession

* Talent Acquisition and Resourcing

* Diversity and Inclusion

Led a direct team of 252 FTE with leadership performance above all Group metrics (team engagement 83%, internal customer satisfaction 91%, LTIFR 0, absenteeism 1.9 days per FTE/pa and delivered A$11 million cost/efficiency savings.

Ownership and functional leadership of corporate agenda for GE's US $4bn, 6500 employee operations (100+ employing entities), reporting to AU/NZ CEO.

Over a period of 5 years supported extensive growth (organic and through multiple acquisitions) and co-ordinated an HR community of 100+.

Achieved 7 fold increase in cross business talent moves, 8 fold increase in cross business development and the introduction of a flexible working culture.

Oversaw the consolidation of 55 AU payrolls into 1 outsourced provider and the standardisation of 88 superannuation schemes into 1.

Prior roles with GE included (1997-2002):

* HR Manager Asia Pacific GE Polymershapes, Sydney

* HR Manager, Europe & Asia (with cover of global role for parentalleave period) GE Capital (27 financial services business), London

* HR Manager Europe, GE Lighting, London

End to end HR leadership role (excluding safety) reporting to UK Managing Director and member of UK business executive team.

HR matters for 3 chemical manufacturing sites (2 unionised) and supporting functions (8500+ people).

Achievements included but not limited to:

* implementation of 7 day/24 hour shift rostas

* transition from manual payroll to monthly payroll system delivering significant efficiency savings

* led pan european implementation of hay remuneration system

Other roles held at Eastman Chemical Company (1992-1997):

* Personnel representative, Workington UK

* International HR Representative, Kingsport TN USA