Nico Jansen

Experience

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  South African Police Service (SAPS)

  Jan 1987 - Apr 1992

  Captain - Institute for Behavioural Science
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  Midrand Metropolitan City Council

  Apr 1992 - Jun 1998

  GM Human Resources
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  Tenon Clearwood Limited Partnership

  Oct 1998 - Apr 2004

  Manager - Human Resources

  With Tenon (previously Fletcher Challenge Forest Industries) I was a key part of the executive team of the Japanese and Asia Consumer Solutions Business Unit with over 500 employees, providing strategic and operational HR support. I managed and led training and development programmes including training needs analysis, provider selection, negotiations and service delivery management. As an HR project team member I was involved in the Total Productive Manufacturing initiative, embedding the improvements to processes across all manufacturing sites.I was involved in multiple negotiations including successful negotiation of an agreement for outsourcing of wages recruitment at the Plywood Mill in Mount Maunganui and negotiation Collective Employment Agreements with both the Engineers Union and the National Distribution Union.I was also the Tenon Representative at the Industry Training Organisation, contributing to the development of qualifications including the continuous improvement programme. Show less

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  Griffins Foods Ltd

  May 2004 - Mar 2007

  Human Resources Operations Manager

  Griffin's Foods Limited is a Philippines-owned biscuit, snack-food and confectionery manufacturer, operating in New Zealand. The company has sales of approximately NZ$300 million.As a key member of the operations and supply chain leadership team, I led and motivated a team of four direct reports across the HR and H&S functions whilst creating, implementing and maintaining complete and integrated HR policies, procedures and practices to align with wider business strategy.Key achievements included establishing an apprenticeship programme for Griffins which resulted in a continuous flow of apprenticeships at the three manufacturing sites, and playing a key role in implementing the 5 S initiative to support the “Griffins Excellence in Manufacturing Programme,” based on lean manufacturing principles. As a representative for the ITO Strategic Advisory Group (Competenz) and the Competitive Manufacturing Consortium, I used my industry knowledge to help create lean manufacturing material and processes which led to a National Certificate in Lean Manufacturing. I also audited HR processes and procedures, and improved a wide range of HR policies around training and development, KPIs and recruitment and selection, developing a new performance management framework which resulted in more effective management of our human resources in the business. In addition, I developed a balanced scorecard which focused on agreed targets and measurements of HR KPIs on a monthly basis. This ensured that the targets aligned with wider business needs around improvement and that we could measure performance monthly. Show less

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  George Weston Foods

  Apr 2007 - Feb 2018

  GM People & Performance and Director - People and Performance

  George Weston Foods is one of the largest consumer products companies in Australia. It is a wholly-owned subsidiary of Associated British Foods Plc. Its brands include Tip Top, Big Ben Pies, Golden Crumpets, Jasol, DON KR meat products, Mauri flour, yeast and animal products.As a key member of the Australasian leadership team and part of the NZ executive management team, I drove strategy, leadership culture and growth plans whilst managing all HR strategic and operational requirements across organisational development, ER, IR, L&D, recruitment, performance/talent management and succession planning.Key achievements involved being named as a 2013 Finalist for the NZ Equal Employment Opportunities Trust ‘Walk the Talk Award as a result of implementing literacy and numeracy programmes in the business that had a profound impact on the skills of employees and positively impacted production efficiency and reduction of waste. They also enhanced process effectiveness, including workplace safety.I also significantly improved engagement survey results by facilitating workshops and installing leadership accountability and was able to increase the response of our engagement survey to 81% overall and our engagement scores from 37% to 72%.As well as this, I acted as a non-executive board member, which involved attending quarterly meetings, overseeing financial statements and lease agreements in addition to instilling robust governance practices, and utilising my strong leadership experience and financial acumen.On beginning with GWF in 2007, I created the People and Culture function in NZ and created a strategy to integrate the new people plan with the existing business strategy and annual business plan. This created a foundation for managers to use the plan as a roadmap to build the people and process capability that was lacking. Show less

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  McAlpine Hussmann - A Panasonic Company

  May 2018 - Nov 2020

  Dual role of Organisational Development Manager – Oceania and National People Culture Manager NZ

  Hussmann manufactures, sells, and installs display equipment and refrigeration systems including display cases, refrigeration systems, lighting, walk-in products, and glass doors. Hussmann markets its products worldwide.These dual roles involved establishing and delivering the OD agenda for Oceania and establishing and delivering the People & Culture strategy for NZ. I managed and coached a team of 5 direct reports to partner with the business leaders to build skills and capabilities to deliver the business plan. Key achievements have included developing the three-year strategic People and Culture plan whilst leading a number of business changes that ensured the right organisational structure and achieved a more aligned and cohesive culture. I also collaborated with the Australian CEO and People and Culture Director to implement a new OD strategy and development programme for the top leadership group, as well as a targeted engagement strategy involving over 40 workshops across Australia and NZ. This improved leadership effectiveness, motivation, employee engagement and productivity in the organisation. As well as this, I successfully implemented the senior leadership programme using the LSI and GSI instruments and coaching 55 senior managers, including the CEO. I also successfully delivered the strategic HR plan, analysing business strategy and practices, evaluating leadership capability and the HR framework and presenting a strategy that involved a significant organisational restructure and development. This resulted in the implementation of strategic negotiation skills training that assisted the business in securing key contracts. Show less

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  Blind Low Vision NZ

  Aug 2021 - Aug 2023

  General Manager People and Performance

  BLVNZ provides services to people who are blind, deafblind or have low vision. It advocates for accessible, inclusive communities and for people with vision loss to be provided with equal access to public spaces, information and careers. It also trains guide dogs and matches them with new handlers. After quickly establishing myself in this complex, political role with eight direct reports, I established a three-year strategic HR plan and implemented the Culture Amp system for measuring employee engagement and performance management.I implemented and delivered a leadership development programme and one-on-one coaching with 38 people leaders and engagement scores improved from 43% in 2021 to 85% in 2023. I facilitated engagement workshops, resulting in an increase in engagement by 25% points over two years. A major highlight was that all 66 engagement factors increased by between 6 – 52 % points. I implemented talent and succession planning and developed and implemented a Graduate Internship Programme for graduates who are blind, deaf blind or have low vision, and who will be placed with external organisations to impact diversity and inclusion. I implemented a remuneration framework, meaning BLVNZ now has the right foundation to move forward with its remuneration strategy.H&S was not seen as a key business performance indicator and did not feature on ELT agendas or in board reports. I established some urgency around this matter and it is now a key focus area in the business. As part of continuous improvement, a wellbeing allowance for employees to spend on mental and physical health enhancement was implemented. I led the HR component of a four-day working week based on the 100-80-100 principle where employees receive 100% of their compensation and benefits, whilst working only 80% of their contracted hours in return for producing 100% of their productivity targets. This programme has had a huge impact and the Wellbeing engagement factor now sits at 91%. Show less