EXCLUSIVE GATHERING FOR CHROs AND HR DIRECTORS18-19 June 2014Intercontinental Sydney

www.hcamag.com/executive-leadership-forum

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Sally Kincaid has over 23 years’ experience, spanning across HR and Change Management in New Zealand, UK and Australia. Sally began her role as the Chief HR Officer for QBE’s Australian and NZ Operations in May 2012, leading transformation change management and HR aspects for the Australian operation. QBE Australia won the Best HR Strategy Award in 2013 at the Australian HR Awards, under Sally’s leadership.

Managing a team of 85 people, servicing some 10,000 employees. Chris is responsible for promoting a merit-based, diverse and inclusive work environment that respects and leverages difference; this includes agile working, gender diversity, creating an age-friendly work place and indigenous inclusion. Another focus area is strengthening the talent pipeline through integrated people solutions and focused development opportunities.

After joining the Leighton Group as Acting Executive General Manager Human Resources, Dharma was appointed Chief HR and Corporate Services Officer in May 2013 and is responsible for legal and internal communications in addition to HR function. He was Managing Partner of Ernst & Young’s Far East Area Performance & Reward Practice based in Hong Kong and was seconded to Suncorp Group in Australia as Acting Group Executive, HR.

Angela joined Challenger in 2012 as the Executive General Manger, HR. As a member of the executive team, Angela ensures ongoing focus on Challenger’s people. Angela has insight into the CEO relationship through her work as a remuneration specialist, a HR consultant, and more recently leading Challenger’s HR function. She has worked with Chief Executives across a range of organisations and industries.

8:00- REGISTRATION OPENS Conference Chairman: Steve Reid, CHRO, Bankwest

9:00- CHANGE MANAGEMENT: DRIVING LARGE-SCALE TRANSFORMATION AT LEIGHTON HOLDINGSOver the past decade, Leighton has undergone a time of tremendous change and growth – nearly quadrupling in size through growth and acquisition. In this inspiring session, Dharma will share insight into how he managed this massive change management process to bring together a series of disparate systems and sub-cultures while creating a new high performance company culture.

Dharma Chandran, Chief HR & Corporate Services Officer, Leighton Holdings Limited

9:30- STRATEGIC INFLUENCE: THE SECRETS TO BUILDING INFLUENCE IN THE C-SUITE AND BEYONDSuccessful HR leaders inspire others, set purposeful goals, drive strategies and create cultures of achievement. They motivate by example as authentic figures who can inspire and influence thousands of people throughout their organisations. In this session, Sally Kincaid, the CHRO from QBE will provide guidance to CHROs and HR Directors on how to inspire, influence and lead within the C-suite and across the workforce.

Sally Kincaid, Chief HR Officer, Australian and New Zealand Operations, QBE Australia

10:15- WHAT KEEPS YOUR CFO UP AT NIGHT? THE INTERSECTION OF HR AND FINANCE Chief financial officers and other C-suite executives are being asked to be more innovative and collaborate with their peers in other departments, especially HR. In this case study, hear from both the CFO and the CHRO on how they work together to support the business goals of BP Australia. Discussion points include: Retaining talent and investing in learning and development programs; Hiring for current skills and for future growth; Outsourcing and off-shoring strategies; Change management: doing it right or doing it quickly; Resources needed for venturing into new geographies and market streams; Leveraging existing resources and capabilities across a portfolio of businesses and geographies to reach goals; Risks, corporate ethics and accountability issues Ms. Chris Lokum, HR Director, BP Australasia Brooke Miller, Chief Financial Officer, BP Australasia

11:00- REFRESHMENTS AND NETWORKING BREAK

11:30- CASE STUDY: CHANGE AGILITY AT PWCCHROs play a key role in leading and driving change at the highest level, therefore change agility remains a cornerstone skill for HR leaders. How does an ‘agile’ leader make the right decisions in the midst of complex and competing pressures? PWC has come up with a series of initiatives to help their managers to handle tough situations, deliver positive results in first-time situations, become comfortable with complexity and inspire teams through change. In this session, Debra will discuss how she guided other members of the executive board through their change initiatives to build a culture of change agility at PWC.

Debra Eckersley, Managing Partner, Human Capital, PricewaterhouseCoopers

12:15- PREDICTIVE ANALYTICS: PROVIDING BUSINESS INSIGHT WITH HR DATA AND METRICS THAT MATTERHR leaders are tasked with turning information into insight. As successful CHROs know, the best way to gain credibility and respect with the executive team is to have a reputation for putting forth solid business plans for new initiatives that are based on strategic

insight and hard data metrics. This session will outline how Raytheon uses big data metrics about its workforce to inform key decisions, including the following: Should we hire for current skills or future potential? How are the drivers of profitability changing for the organisation? Which new strategies and value propositions will be a critical source for our profitable growth? How are changes in our business creating potential new opportunities? How can we leverage existing resources and capabilities across a portfolio of businesses and geographies to reach our goals?

Janette Coulton, Deputy Director Human Resources, Raytheon Australia

1:00- NETWORKING LUNCHEON RECEPTIONAttendees are encouraged to join a discussion circle on a specific HR topic. Topics include: managing virtual teams; talent management; HR skills gaps and crisis management

2:00- CASE STUDY: EXECUTIVE SUCCESSION ROADMAPS: HOW TO AVOID A LEADERSHIP CRISISThe management of executive succession can have an enormous impact on the performance and status of the organisation. Well-prepared CHROs have contingency action plans in place for planned transitions such as retirement, as well as unexpected departures of key leaders. This session will provide a blueprint for succession planning at the highest level. Rob Phipps will discuss the executive succession plans of a company with 40,000 restaurants in more than 125 countries around the world. • Managing risks associated with CEO transition• Getting shareholder consensus that the succession process is fair

and well executed• Measuring the capabilities of internal executives with C-suite

potential• How to retain unsuccessful leadership contenders

Rob Phipps, Chief People Officer - South Pacific, Yum! Restaurants International (including KFC and Pizza Hut)

2:45- STRATEGIC DECISION MAKING MASTERCLASS A strategic thinking CHRO can analyse data to make the right decisions about the role of people in implementing business strategies, providing wise guidance on training, development, recruitment of new skills, and the redesign or restructuring of business units. This session will discuss the foundational principles of strategic thinking, and their relationship to effective communications and leadership.

Michael Craner, Practice Leader, Leadership for Execution, Palladium Group Asia Pacific

3:30- REFRESHMENTS AND NETWORKING BREAK

4:00- HOW TO ENCOURAGE DIVERSITY OF THINKING IN THE C-SUITE: THE COCA COLA EXPERIENCERecent research tells us that diversity across functional expertise, personalities and education can contribute to better decision-making. How can the CHRO harness the power of the diverse backgrounds of its C-suite to encourage creative problem-solving? The need for diversity of thought brings clear advantages to an organisation including: Clearer perspective on diverse thought process and behavioral styles target markets and customers; Dynamic idea generation as a result of a combination of many perspectives; Sourcing ideas from individuals who may not be listed in the company formal hierarchy; Employee engagement when employees know their contributions are appreciated and valued

Libbi Wilson, Group HR Director, Coca-Cola Amatil

5:00PM NETWORKING RECEPTION

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LEIGHTON HOLDINGS LTDDharma Chandran , Chief HR and Corporate Services Officer

CHALLENGER LIMITED Angela Murphy, Executive General Manager, HR

QBE AUSTRALIASally Kincaid, Chief HR Officer, Australian and NZ Operations

BP AUSTRALASIAChris Lokum, HR Director, BP Australasia

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8:00- REGISTRATION OPENS Conference Chairman: Steve Reid, CHRO, Bankwest

9:00- CAREERS ARE A JUNGLE GYM, NOT A LADDER: A NEW WAY OF THINKING The days of climbing the corporate ladder are over. With several prominent CHROs entering HR from non-HR backgrounds, including legal and business units, HR leaders should stop viewing careers as a single trajectory and recognise that career paths look more like jungle gyms. For one, jungle gyms offer more creative exploration. There are many ways to get to the top of a jungle gym. The ability to forge a unique path with occasional dips, detours and even dead ends presents a better chance for fulfillment and well-rounded experience. Mandy Holloway, Director, Courageous Leaders

9:30- BUILDING STRATEGIC PARTNERSHIPS WITH THE CEO, CFO AND THE BOARDAs key members of the executive team, CHROs act as trusted advisors to the CEO, CFO and the Board. In this session, Brian Benari, CEO of Challenger and Angela Murphy, Executive Executive General Manager, HR of Challenger will share their roadmap for a great executive partnership.• Understanding what keeps CEOs and CFOs up at night • Preparing and reacting for changes in the business• Knowing how to scale and deliver opportunities for growth • Building trust and acting as a sound board for new ideas

and strategies and their implications• Assisting the CEO keep an ear to the ground on staff

issues• Delivering value in guidelines for governance, compliance

and risk mitigation• Understanding financial data, impact, risks, costs of

attracting and retaining talent

Brian Benari, Managing Director & Chief Executive Officer, Challenger Limited

Angela Murphy, Executive General Manager, HR, Challenger Limited

10:15- LEADING ORGANISATIONAL CHANGE AS A CHANGE AGENT Great leaders know that change only sticks when the people it affects are involved in the process of bringing it about. Many CHROs and HR directors know the frustration of dealing with business units or individuals who resist change. This session provides solid advice on how to drive lasting change in your organisation. In this session, Shaun Palmer, (former) CHRO of Xstrata Coal will share his insight into leading change.• Aligning expectations of the change to the overall

strategic direction of the organisation • Influencing and generating the desire for change at all

levels of the business• Effectively communicating the reasons for change and

the benefits of successful implementation • Countering resistance from employees • Conducting change with dignity and without damaging

corporate values and culture• Monitoring of the implementation and fine-tuning

processes • Advocating diplomacy among employees, business unit

leaders, executive team and board Shaun Palmer, (former) Chief Human Resource Officer, Xstrata Coal

11:00- REFRESHMENTS AND NETWORKING BREAK

11:30- IT’S ALL IN THE DELIVERY: IDENTIFYING HR DELIVERY ENABLERS, SYSTEMS, PROCESSES AND INFRASTRUCTURE The changing landscape of HR service delivery is dynamic and HR leaders are taking a fresh look at processes and systems. How is technology and shared services affecting the role of the HR teams in large organisations? What are the next steps CHRO should consider when planning their 2015-16 budgets? This session encourages HR leaders to seize opportunities to deploy sophisticated new technologies that can make the HR function more effective and efficient.

12:15- CASE STUDY: THE ART AND SCIENCE OF TRANSFORMATION: HOW TO BE LEAN AND TRANSFORMATIVE HR leaders are tasked with re-engineering the HR business model to do more with less in the areas of maintenance, productivity, innovation and growth. What are best practices for continuously improving HR operations and what efficiencies can be achieved by centralising tasks and decisions? In this case study session, learn how companies are rethinking their current HR model and moving the company forward. Vaughn Paul, HR Director, Optus

1:00- POWER LUNCH RECEPTION

2:00- POSITIONING YOURSELF TO SIT ON BOARDS: HOW TO BECOME A NON-EXECUTIVE DIRECTORAfter reaching a pinnacle of success as a CHRO, many leaders are seeking a new career challenge that parlays their expertise into potential contributions to a board of directors. In this career development session, learn how to identify and effectively pursue board opportunities that fit your background and interests.• Learn how to unleash your potential and establish

yourself as a thought leader • Identify mentors and industry coaches with influence • Learn networking strategies that get the word out of your

interest in joining boards• Revamp your CV to attract board level opportunities • Case studies of CHRO leaders who have had success

with board membership• Lessons learned, personally and professionally Ruth Medd, Executive Chair, Women on Boards Lynne Nixon, Senior Client Partner, Board & CEO Services Practice, Korn Ferry Annabel Dolphin, Director, Miles Dolphin Consulting Group and NED member

3:00- SELF-AWARENESS WORKSHOP: LEADING IN COMPLEX TIMESAs members of the executive leadership team, great CHROs continually assess their own leadership capabilities. Today’s workplace is characterised by ambiguity, pressure and complexity and insightful HR leaders invest time to improve their own leadership skills so that they can inspire great leadership in others. This session will cover topics such as critical thinking, decision-making, creativity, neuro-learning and self-management through continuous change. Silvia Damiano, Associate Director Neuro-Learning Programs, MGSM Executive Education

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With over 20 years’ experience at Yum! Rob has led HR departments for 12 of those years. Rob started his career with YRI SOPAC as a Customer Service Representative in the Pizza Hut Call Centre. He then progressed through the Company transitioning into Human Resources roles in Sydney, Melbourne, the UK and South Africa. As Chief People Officer, Rob is responsible for Human Resources in Australia & New Zealand.

Vaughan Paul is responsible for leading Optus’ Group Consumer HR function, including the development and delivery of the Group’s people strategy across the region. In his eight and a half years with the SingTel Group and Optus, Vaughan has successfully driven change across a range of HR functions including career development, talent and leadership programs and staff engagement.

With over 20 years’ experience at Challenger Brian was appointed Managing Director & Chief Executive Officer in February 2012. Prior to this, Brian was the company’s first joint Group CFO/Group COO, with oversight of Treasury, Finance, Legal, Tax, Compliance, Information Technology, Investor and Government relations functions. Before this Brian was founding Chief Executive of Challenger’s Mortgage Management division.

Janette is responsible for HR strategy and governance issues, HR performance measurement, critical workforce planning, and employee benefits for Raytheon Australia’s 1,250 employees.Janette has a combined work history of more than 25 years in both HR and Industrial Relations across a number of sectors.

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CHALLENGER Brian Benari, Managing Director & Chief Executive Officer

RAYTHEON AUSTRALIAJanette Coulton, Deputy Director Human Resources

YUM! RESTAURANTS INT’L Rob Phipps, Chief People Officer - South Pacific

OPTUSVaughn Paul, HR Director, Optus

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EXECUTIVE LEADERSHIP FORUM 18 - 19 JUNE 2014, INTERCONTINENTAL SYDNEY

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