Conference Day Two


8:30 AM - 9:00 AM Conference Registration and Welcome Coffee

9:10 AM - 9:20 AM Opening Remarks by IQPC Australia and the Chairperson

9:10 AM - 9:50 AM GM Holden: Embracing the Changing Workforce Dynamics to Build Future Focused Organisations

Ashley Winnett, Executive Director Human Resources, GM Holden Ltd
Australia’s car industry has gone through immense change over the last four years, transforming itself almost beyond recognition. At Holden – with more than 10,000 employees across Australia – Ashley has played a key role in support of the workforce through this massive change, while still staying focused on helping teams and individuals unleash their potential. For many businesses funding, customer preferences, the absence of brand loyalty and the adoption of technology is leading to uncertainty, fear and ultimately change. Holden’s success in managing this transition has some important lessons for other organisations facing similar challenges, caring for your people, maximising motivation and keeping focussed on what’s important even while the business changes around them.


Ashley Winnett

Executive Director Human Resources
GM Holden Ltd

9:50 AM - 10:20 AM Thought Leadership Session

10:20 AM - 10:50 AM AFSA: Embedding Succession Planning to Mitigate Risks in Critical Roles, Build Capability and Retain Talent

Adina Leu, Assistant Director, Workforce Analytics & Planning, Australian Financial Security Authority
This session will outline how the Australian Financial Security Authority (AFSA) embedded succession planning as part of its workforce planning cycle, and integrated succession planning with workforce management processes to ensure increased workforce and organisational performance. The session will focus on:
  • AFSA’s approach to building a succession planning process responsive to business needs and focus
  • The steps AFSA took to build the mechanisms to integrate succession planning with recruitment, learning and development and talent management
  • Developing leaders’ capability to conduct effective succession planning, and building their accountability for succession planning outcomes
The speaker will also discuss how AFSA achieved succession planning results such as a 65% decrease in the number of critical roles, 33% increase in the number of successors in leadership pipelines, 10% increase in senior executives’ confidence in the effectiveness of succession planning and 7% increase in its high performer retention rate.


Adina Leu

Assistant Director, Workforce Analytics & Planning
Australian Financial Security Authority

11:00 AM - 11:30 AM Morning Tea and Networking Break

11:30 AM - 12:10 PM Imperial Tobacco: Developing future talent to ensure a sustainable future

Bronwyn Carman, Human Resources Director Australasia, Imperial Tobacco Australia Limited
Developing future talent to ensure a sustainable future is key for us, particularly within an environment with strong external headwinds. Increasing regulation and legislative pressures influence and impact our ability to attract talent. But retention is not our issue. As an organisation, we
have an inclusive culture, with low power distance and a leadership culture that delivers business results.
Our focus to develop and retain talent is a must for our 2025 people strategy:
  • Visioning 2025 Workforce landscape. It really matters to us;
  • Attracting and building emerging talent for the future in an environment where advertising is limited;
  • Refreshing a workforce where turnover is consistently single digit;
  • Building a culture of diversity of thought, not just gender balance;
  • Developing talent and people capability to build future leaders.


Bronwyn Carman

Human Resources Director Australasia
Imperial Tobacco Australia Limited

12:10 PM - 12:50 PM The Star Group: Unleashing Leadership Potential to Achieve Competitive Advantage

Simone Keat, Human Resource Manager, The Star Group Gold Coast
With increasing business pressures it is crucial unfavourable to rely on a few high potential players to take organisations
forward. Many organisations fail to unleash their largest source of potential which is to spread out across the broader workforce.
  • Rethinking how to accelerate potential in individuals
  • Building leadership capability in the organisation as a whole
  • Reducing pressures from high performing employees and focusing on progression of the entire organisation


Simone Keat

Human Resource Manager
The Star Group Gold Coast

12:50 PM - 1:50 PM Networking Lunch

1:50 PM - NaN:NaN AM Finding the Next CEO to Ensure Future Growth and Success of the Organisation

Monte Kainth, Principle Manager, Transport for NSW
Some argue that CEO selection is the board’s single most important decision. But it’s a decision that boards are finding themselves having to make more frequently. Whether due to shareholder input, media scrutiny or natural turnover, the average period of CEO tenure today has been reduced to just 5 years. Hence, CEO succession is a major issue.
  • Ensuring the boards receive regular updates on the development of key internal candidates not only for the top job but all critical executive positions
  • Nurturing and developing high potential staff and putting in place the right rewards to retain them
  • Developing a tailored profile for the skillset of the future CEO to not only measure candidates against the profile, but also provide targeted leadership development
  • Building skills and experience through a series of carefully selected developmental roles to mitigate any gaps in experience and leadership


Monte Kainth

Principle Manager
Transport for NSW

2:30 PM - 3:00 PM Developing Succession Policies and Frameworks to Future Proof Your Workforce

Luke Fleming, Workforce Planning Manager, International Convention Centre Sydney
When companies are evaluating their overall risk, human capital is surfacing as the number one issue. In a world full of job hoppers, research states that 70% of recent graduates will stick through their first job for 3 years only. High-performing organizations are learning to manage this particular risk through targeted talent strategies to build and develop the right mix of skills and experience in their workforce.
However, a core element of talent strategy is succession planning – a key issue that is increasingly under the scrutiny of investors and regulators.
  • Identifying and nurturing key, high-potential individuals to meet the needs of the organization in the future and bringing them up the ranks to fill more senior positions.
  • Scrutinizing leadership structures to understand how young talent is being fostered
  • Retaining key individuals by providing them with a scheduled succession path to avoid them looking out for other opportunities


Luke Fleming

Workforce Planning Manager
International Convention Centre Sydney

3:10 PM - NaN:NaN AM Afternoon Tea and Networking Break

3:40 PM - 4:10 PM Dulux Group. HR’s role in delivering the growth imperative

Siobhan McHale, Head of Human Resources, Dulux Group
Two years ago I walked into an organisation with a suite of iconic and trusted brands and a desire to grow. Names such as Dulux, Selleys, Yates, Cabot’s and B&D were household names in home markets of Australia and New Zealand. Yet the executive team had a desire to take these great products beyond these shores and to expand the company’s horizons to offshore markets. These leaders were looking to the HR team to partner with them on this journey to build the growth capability of the organization. We embarked on a journey which we called GROW & THINK BEYOND and since then the company has continued to deliver record profits (9.6% increase in NPAT in 2017 to $143M) AND to develop further growth opportunities in the United Kingdom and Asia. In this session you will learn more about the GROW & THINK BEYOND journey including:
  • The role of HR in turbo-charging the growth agenda
  • Succession planning for the growth imperative
  • The reframe that is needed to deliver a growth culture
  • The adaptive shifts required on the GROW & THINK BEYOND journey
  • The new thinking on leadership, talent and capability required to deliver growth

Siobhan McHale

Head of Human Resources
Dulux Group


  • Exploring how growth culture leads to finding undiscovered successors for leadership roles
  • Discussing the importance of keeping employees engaged and aware of succession planning structures
  • Addressing the needs of millennials for development of future succession candidates
  • Utilizing data analytics in talent management and succession planning


Jayne Ward

Head of Performance, Talent & Rewards
Australia Post

Jacob Grech

HR Director - Australia Pacific

Tony Sacre

Chief Executive Officer
Sydney Stock Exchange

Mandeep Sodhi

Chief Executive Officer

Danny O’Connor

Western Sydney Local Health District

5:00 PM - 5:10 PM Conference Closing – Remarks from Chair Person

5:10 PM - 5:20 PM Conference Closed