DAY ONE: Wednesday 29 March 2017



  Registration opens

8:45am   Welcome from the Chair

Sarah Derry, Director of People Reaching Potential, Executive and HR Specialist

8:55am   Opening address

Chandra Sinnathamby, APAC Head of Document Cloud Solutions, Adobe

9:00am   Driving cultural change at Oxfam

In today's complex, fast-paced competitive environment, organisations must adapt to cultural change. With cultural change often starting at the top, what is the key to driving and embedding cultural change in an organisation and how to successfully implement the transformation through middle management?

  • How to run a successful change process
  •  What are the biggest challenges in implementing change in an international NGO and how to overcome them
  • Encouraging middle management to analyse whether their own behaviors reinforce the desired culture
  • How well does your executive performance management and compensation system reinforce or improve your culture?

Helen Szoke, CEO, Oxfam


  CASE STUDY: Cultural change at Transdev: Embracing diversity and attracting millennials
     The face of public transport is changing and Transdev is at the forefront of embracing new technologies and cultural changes to reflect the composition of our communities.
  • How Transdev is attracting the next generation of talent
  • Driving cultural change across a large, diverse and dispersed workforce
  • Inside Transdev’s diversity programs

René Lalande, CEO, Transdev



10:30am     Morning refeshments & networking break


    PANEL DISCUSSION:C-Suite roundtable - Leading through complex and changing times

  Executive teams need to work collaboratively to compete successfully in today’s complex, dynamic and challenging business      environment. What are the keys       to success in rapidly-changing markets?

  • Managing complexity, facing uncertainty and motivating a workforce through a period of volatility   
  • Leading an organisation in the context of increased global competition
  • Facilitating rapid career growth, a compelling and flexible workplace, and a sense of mission and purpose at work when the future is unknown 
  • Developing and implementing strategy – keeping in tune with evolving markets, global forces and future scenarios to build resilience and sustained success

  Gail Ker, Group Chief Executive Officer, Access Group International Ltd

  Steve Cox, Managing Director, Dymocks Retail

  Peter Hartnett, HR Director, Sanitarium Health and Wellbeing

  David Smith, CEO, True Alliance

12:15am     C-suite survival: Negotiating and influencing in the C-suite
        To drive HR strategy forward, HR directors must be able to negotiate effectively in a wide range of contexts, while acting as the moral compass to guide the         team to make the right decisions.
  • Assessing the situation accurately, thinking strategically, overcoming obstacles, and adapting to changing conditions
  • Expanding and refining negotiation skills and develop effective strategies that get results
  • Managing complex stakeholder relationships – building trust while managing expectations 

   Corry Roberts, Vice President HR, Thales



1:00pm     Networking Lunch


2:00pm     Driving cultural change through middle management

  During times of organisational change, HR departments rely on line managers and department heads to follow advice and apply best practice management             principles.

  • Providing guidance, advice and support to line managers during change programs
  • Educating line managers about the role of HR during cultural change initiatives
  • Managing complex stakeholder relationships during change processes
  • Creating a culture of responsibility, whereby managers seek advice and hold themselves accountable for outcomes

  Claire Devlin, General Manager Capability and Leadership, Telstra


2:45pm    Best Practices for hiring the best talent

Best Practices for Hiring the Best TalentAttracting, hiring and keeping top talent is a challenge for every organisation. As they say "employees are a lunch break away from another career opportunity. This presentation will focus on the following topics:

  • Best practices for attracting top talent
  • How to promote employee advocacy in your company
  • Technology that can improve HR process and the candidate experience

   Allen Russell, Talent Director, Adobe Asia Pacific

3:15pm    Afternoon refreshments & networking break
    The key to authentic leadership in the executive team

  Today's best HR Directors are authentic leaders who earn the trust and confidence of their executive team to guide them through strategic and ethical               challenges.

  • Discovering your unique leadership style and building your leadership legacy
  • Leading with inclusiveness, empowerment and candour
  • Structuring and leading high-level discussions about concepts, ideas, strategy and execution

  Barb Hyman, Executive General Manager, People & Culture, REA Group




  CASE STUDY: Leading a remote, mobile workforce at Perpetual 


  As HR leaders increasingly focus on commercial priorities and business performance, are we neglecting long-term morale and ethical considerations? What is      the right balance between hard-headed commercialism and empathising with employees?

  • Keeping employees engaged in a virtual world
  • Dealing with an increasingly ‘nomadic’ workforce
  • The increasing role of freelancers (and how to keep them engaged) 
  • Cultivating a team culture in the absence of physical proximity
  • Creating a cohesive culture across time zones, functions and regions
  • How much face-time is really necessary with a virtual workforce?

  Rebecca Nash, Group Executive, People and Culture, Perpetual



    Networking Event

DAY TWO: Thursday 30 March 2017



  Registration opens


Opening remarks from the Chair


Kristyn Haywood, Founding Director, People for Success

9:00am   The forces of global change (and how they affect HR directors)

Globalisation, digital disruption, large-scale demographic shifts and technological advances will continue to change the way we work over the coming years.  What will the workplaces and workforces of tomorrow look like?

  • What does digital disruption really mean for long-term for workplace planning?
  • How will we meet the high expectations of millennials by creating a rewarding work experience, defined by constant learning and dynamic career progression?
  • What will future generations of workers expect from their employers?
  • Which elements of traditional management and leadership remain consistent throughout the years?

 Amanda Fleming, former HRD, Coles


9:45am     PANEL DISCUSSION: How big companies are using big data analytics to inform strategy

  Australia’s top organisations are gathering data from a multitude of internal and external sources to develop and create meaningful data that will inform HR         strategy and business decisions. But many companies are being left behind. What is the key to making sense out of big data?

  • Key challenges in harvesting data from multiple systems – and how to overcome them
  • Leveraging external data – social networking platforms, employment brand, hiring patterns, turnover and demographics
  • What are innovative companies doing with their data?

    Jane Keating, Managing Director, Queensland Treasury Corporation

   Kate McCormack, Group Executive Director People, Learning & Culture, Mercy Health
   Kirstin Schneider,
Head of P&C for Eneregy Markets, AGL Energy


    Morning refreshments & networking break


11:15am     CEO INSIGHT: Cultivating a culture of transparency and integrity in the leadership team

   Setting an ethical tone at the top is essential to creating a culture of integrity throughout the organisation. 

  • Being a courageous and moral leader in the C-suite
  • Motivating executives for long term goals
  • Balancing risk and ambition with continuity and core values
  •  Embedding cultural norms that encourage reward and positive behavior  


 Stephen Ellis, CEO, Knight Frank

 Sharon Woodley, HRD, Knight Frank

    CASE STUDY: Leading organisational transformation at the Queensland Treasury Corporation

  QTC underwent massive organisational change in 2016. In this session, Jane Keating will share they key learnings of her change journey, from planning to         implementation and evaluation.

  • The role of ‘capability analysis’ in significant organisational change
  • How to retain key staff during volatile times of change
  • How to get buy-in from leaders to make changes actually happen
  • Tackling difficult conversations with staff
  • How to  keep managers engaged while their roles and teams are impacted by organisational change

   Jane Keating, Managing Director, Queensland Treasury Corporation

12:30pm     Dealing with 'misfits' in the leadership team

  CHROs sometimes need to deal with executives who do not fit in with the organisational culture. This session will cover the legalities and pragmatics of               managing and removing misfits at the leadership and management level. 

  • What makes or doesn't make a 'good fit' at the management level?
  • Opportunities to identify 'poor fits' proactively and steps you should be taking to make a person a better fit
  • Defending your decision to remove 'poor fits' from your organisation

   Joydeep Hor, Founder and Managing Principal, People + Culture Strategies



1:15pm     Networking lunch


2:15pm     CASE STUDY:When two worlds collide: Leading people through mergers and acquisitions

  While mergers and acquisitions can be challenging times, they can also provide opportunities for HR leaders to cultivate new organisational cultures. 

  • How to identify and address cultural barriers to integration before they become problematic
  • Harmonising and integrating systems, processes, cultures and structures
  • Navigating the executive politics involved in mergers and acquisitions 

   Helen Fraser, Director of HR ANZ, AECOM

 Lauren Allen, Director of Business Integretion, AECOM

3:00pm     PANEL DISCUSSION:Leadership development - Are we ready for tomorrow’s future?
       As organisations become flatter and more dispersed, companies need better strategies for developing leaders to perform both as individuals and in                     teams. Now more than ever, HR directors need to challenge traditional methods of selecting and grooming future leaders. 
  • Are today’s companies ready for the new leaders who are needed tomorrow?
  • What skills will leaders need in 10+ years?
  • How can we groom leaders for the future when the future is uncertain?
  • Keeping high-potential leaders engaged throughout the process

    Anjanette Murfet, HR Director, Coca Cola

  Simone Shugg, Executive Director People and Culture, Foxtel

  Vaughan Paul, Vice President HR, Optus

  Tim Drinkall, National Leadership, Learning & Development Manager, Simplot Australia



4:20pm     Grand Prize Draw





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