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EXCELLENT

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Good day My Leaders.
My contribution at Springs has focused on connecting our People priorities with the operational needs of the business.
Across change, productivity, capability, culture and governance, my role has been to turn our People strategy into practical actions that support both our employees and sustainable business performance.”

Building an Optimal Operating Model
“A key area of focus has been supporting the Springs TOM implementation from a People and Change perspective.
My role included stakeholder engagement, communication, change readiness and leadership enablement.
I worked closely with leaders and employees to create understanding of the changes, address areas requiring support, and strengthen accountability.
Most importantly, I helped ensure that the People agenda remained connected to the operational requirements of Packaging throughout the change journey.”

Project Maple
“Through Project Maple, my focus shifted strongly towards workforce effectiveness.
I supported workforce planning, resource optimisation and improved labour governance, including greater discipline around overtime.
The objective was to balance productivity and cost with the operational capability required by the business.
This demonstrated the important role HR plays in connecting People decisions directly to operational performance.”

Capability and Culture
“Sustainable performance requires both the right capability and the right culture.
My contribution included supporting technical and management trainee pipelines, talent attraction and vacancy management.
I also supported our Supply Chain Climate Survey, performance improvement, reward and recognition activities, and alignment with our safety agenda.
Together, these initiatives help us attract, develop and retain the capability needed for the future, while creating an environment where our people can perform at their best.”

Productivity and Governance
“Another important focus has been strengthening productivity and workforce governance.
This included disciplined headcount and workforce planning, vacancy and talent actions, and improved overtime governance.
My role has been to provide greater visibility and accountability around how our workforce is planned and utilised, enabling more informed People and operational decisions.”

People Data and Governance
I supported the integrity of Packaging headcount information, the MyTime project, and improved consistency and data quality within our Springs administration processes.
I also continued supporting our diversity priorities and ACI requirements.
These foundations are important because effective governance ultimately enables better and faster business decisions.”

Value Delivered
“When I reflect on my contribution, I see value delivered across four key areas.
Strategic partnership, connecting our People priorities with business needs.
Change enablement, supporting our people and leaders through transformation.
Operational discipline, strengthening workforce and People governance.
And finally, future capability, building the talent, performance and culture required for sustainable success.
This is where I believe the People function creates meaningful business value.”

in Closing
my role at Springs is ultimately about being a strategic and operational partner to the business.
A partner who enables change.
A partner who strengthens accountability.
And a partner who helps build the capability needed for the future.
My commitment remains to connect our People priorities with operational needs, while enabling sustainable change and disciplined execution.
Thank you.”

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