Emma Links

Experience

• 

  Pan Pacific Hotels Group

  Jan 1994 - Mar 1999

  Human Resources Manager

  -Reporting into the CEO and a key representative on the leadership team-Development and Execution of strategic and operational people plans-Budgets and reporting for the division-Overall responsibility for Recruitment, Performance Management, Employee Engagement, Employment relations, OH&S, Workers Compensation, Training and Development and diversity and inclusion.

• 

  AMP

  Apr 1999 - Dec 1999

  HR Consultant

  -Generalist HR projects-Design and delivery of a divisional engagement and culture project

• 

  TAL Australia

  Jan 2000 - Dec 2003

  Human Resources Manager

  Partnering with the business to provide P&C services and solutions to support the implementation of strategic and operational business plans. Client groups included operations and enablement areas.Key responsibility for Employee Value Proposition, D&I, Remuneration and reward, Performance Management, Employment Relations, Talent Acquisition, succession planning, learning and development, Leadership development and Culture.-Awarded “Living it Award” for Leadership and Courage -Rated highest performer in P&C team 2 years in a row -Finance and actuarial team 10% improvement in engagement scores as a direct correlation of key people and culture strategies -Successfully led 5 significant restructures across TOWER group AUS and NZ with a reduction of 500 FTE Show less

• 

  ANZ

  Jan 2004 - Dec 2008

  People and Culture Business Partner

  -Partnering with the business to provide P&C services and solutions to support the implementation of strategic and operational business plans. -Generalist HR consulting, Employee Value Proposition, D&I, Remuneration and reward, Performance Management, Employment Relations, Talent Acquisition, succession planning, Learning and leadership development, Culture

• 

  Lifetime Online Solutions

  Apr 2009 - Apr 2012

  Chief People Officer

  -Partnering with CEO in high growth IT company to enable and support the successful growth of the business from 50 employees to 400 over 3 years and set up the People and Culture Division-Build the maturity of the P&C division from scratch with the design and implementation of all people policies and procedures for the organisation to ensure in line with employment legislation and regulations.-Successful design, implementation and embedment of all P&C practices including recruitment, performance management, remuneration, learning and development, induction and people value proposition. Show less

• 

  Links Wellbeing

  Jan 2012 - Dec 2017

  Executive Coach

  -Executive Coaching with a focus on performance, wellbeing, defining purpose, leveraging strengths and using positive psychology and solution focused strategies to enable thriving and high performing individuals and teams.

• 

  IAG

  Jan 2018 - Sept 2020

  People and Culture Program and Change Manager

  -Senior Change Lead for IAG's COVID19 Response Team which was quickly immobilised to ensure the safety and wellbeing of our people. Key metrics showed IAG was one of the leaders in the financial services and insurance industry to provide WFH support and wellbeing, especially to at risk and vulnerable individuals.-Senior Change Lead for the new operating model within P&C across Australia and New Zealand. Successfully designing the operating model, mobilisation of the leadership team, change delivery from inception to implementation-Senior Change and Project Manager of the People and Culture Harmonisation across Australia and New Zealand after the new operating model, to bring together policies, procedures with a key focus on cultural transformation and ways of working.-Change and Project management of IAG's EBA agreement. Working with the Employee Relations Executive, Executive team and Steer-Co from design of employee agreement, negotiation with union to successful execution. Show less

• 

  ANZ

  Oct 2020 - Nov 2023

  Divisional Change Lead- Senior Leader

  Leading a team of 15 change practitioners, as a key enabler to the Investment Delivery Office, responsible for defining, implementing and supporting the ANZ change methodology across 6 divisions. A diverse range of change types including system, technology, data, regulatory, compliance, cultural and organisational change programs. Spanning over 10,000 employees, building change capability maturity, including supporting the development of the change roadmap, change scoping, resourcing and identification of change risks, mitigations and treatment plans for programs of work, with over $120 Million investment per year.Achievements: -Awarded the ANZ change delivery and execution award for successfully reshaping the service centres across China, India and Philippines (1000 roles) -Enterprise Change team awarded ANZ change delivery and execution award for the successful P&C system transformation with implementation of SAP Success Factor across ANZ 40,000 employee’s globally. -Designed, developed and embedded ANZ change methodology and tools within ANZ globally. -Developed and led the Change Community of Practice for Enablement with 300 active change practitioners. -Course correction of non-financial risk program which was the key 2022 ANZ investment slate program. -Senior Change lead for ANZ Enterprise Bargaining agreement with an outstanding 91% yes vote for Australian employees-Successful delivery, execution and embedment of key ANZ global people and culture programs including Senior Leadership Program, new ANZ behaviours, new procurement system, new intranet system. -SteerCo responsibilities for key programs of work within People and Culture and Investment Slate programs within Risk and Finance, with the key role to identify change risks, strategic change input to ensure successful and safe delivery of programs on time, in cost with a people focus. Show less

• 

  Rest

  Jan 2024 - Jun 2024

  Senior Change Management Consultant

  -Senior Change Consultant reporting into the Enterprise Change Management division within Finance and Strategy providing strategic and operational change delivery within People and Culture.-Delivery of People and Culture Strategic Narrative, branding and purpose across the organisation-Consulting with P&C leadership team to define the strategy, approach and delivery of key strategic initiatives such as Listening Strategy, DE&I, Culture, Leadership Development, Psychosocial Safety risk, WH&S and Performance and Remuneration-Coaching and development of Change leads within Rest-Delivery of an Integrated Change and Comms plan-Delivery of change methodology, change tools and templates across People and culture-Integrating change ways of working into capacity and resource planning within People and Culture Show less

• 

  Ampol

  Jul 2024 - now

  ENTERPRISE CHANGE LEAD

  Ampol is an independent Australian company and the nation’s leader in transport fuels. We manage the country’s largest petrol and convenience network as well as refining, importing and marketing fuels and lubricants. As the Enterprise Change Lead I am responsible for leading the Enterprise Change Team, working with our leaders and people supporting and delivering on the AMPOL transformation strategy. We recognise that we need to take a responsible and long‑term view to deliver enduring value for our customers, shareholders, our people and Australian communities. We have set principles that will guide our approach to sustainability. We have also prepared a roadmap detailing the activities we plan to undertake in order to progress the 2025 commitments and 2030 goals we have set, to ensure we are powering positive environmentally and socially sustainable outcomes in the communities in which we operate.Critical Accountabilities:-Design and build an Enterprise Change Team (Greenfield role)-Focus on a scalable, agile, efficient and effective Enterprise Change team, to maximise change resourcing across the group to support business change benefit realisation.-Including Operating model, Service proposition, Funding model and business Engagement model-Approach to scoping and sizing of change effort and change support and capabilities required to deliver successful change.-Lead and work along side P&C leadership teams and squads to plan and implement best fit change management-Development of the Ampol Change Methodology, principles, tools and templates with key business stakeholders-Partnering with Head of OD to ensure strategies and plans are in place to build Change Leadership Capability-Work with business leadership teams, group strategy, delivery teams to scope change, advise on change strategies and resourcing required, to ensure change business benefits are realised-Coaching leaders with change leadership, business and change sponsorship Show less