The Changing Leadership Model Marcus Hooke

Prior State -> Current State PAPUA NEW GUINEA PRESSES CURRENT - 1 FUTURE - 1 CAIRNS – QLD FUTURE - 0 TOWNSVILLE – QLD BRISBANE – QLD CURRENT - 4 FUTURE - 4 GOLD COAST – QLD SYDNEY - NSW HOBART - TAS MELBOURNE - VIC CURRENT - 6 FUTURE - 5 ADELAIDE - SA CURRENT - 3 FUTURE - 2 PERTH –WA ALICE SPRINGS - NT DARWIN - NT PRIOR STATE FY 12 12 PRINT SITES, 27 PRESSES CURRENT STATE FY 14 9 PRINT SITES, 21 PRESSES

The case for change Future growth requires different skill set Reinventing our business for new competitive set Responding ahead of threat becoming (more) real (Australian manufacturing) Operational improvement – remain competitive Leadership training & continuous improvement mentorship Plan to include sustainability of initiative by building in champions within teams and leaders

Prior Structure 39 front line leaders 7 layers of management Operations Manager Press Hall Manager Day Shift Manager Day Shift Deputy Manager D/S Team Leader D/S Assistant Team Leader Printer x 3 or 4 … Afternoon Shift Manager Night Shift Manager Publishing Manager 39 front line leaders 7 layers of management

Current Structure Level Strategic Horizon 5 Year 6 Month 6 Week 7 Day Operations Leader Production Leader (line 1) Line Leader (line 1 day) Production Team Members (line 1 day) (line 1 a’noon) Production Team Members (line 1 a’noon) Line Leader (line 1 night) Production Team Members (line 1 night) (line n) Press Maintenanece Leader Site Trainer WHS Coordinator Production planners Level Strategic Horizon 5 Year Business Partners: Finance, P&C, WHS, CI 6 Month 6 Week 7 Day

Operational Excellence Model Operational Teams Directors Frontline Leadership Senior Management Management Management Frontline Leadership Senior Management Traditional pyramid thinking, activities lower down pyramid support management and directors. New way of thinking – operators closest to our product, have greater opportunity to effect quality and are closest link to our customers. Directors and management function to support their activities not other way round. Our operational teams are the only value adding component at Chullora. Operational Teams Directors

What is Success… Strong team Clear team accountablities Uncompromising on behaviours and attitudes Individual and collaborative consistency Continued learning Self awareness Balanced scorecard approach Drive improvement

Failure… Operate in isolation Don’t hold your leaders and teams accountable to task and behaviour Manage status quo Stifle growth and creativity Think its about you

Leadership Development Program Managing & Leading Change Building Self-confidence Facilitate Outcome Driven Meetings Identifying Problems & Root Cause Developing High Performing Teams Leading Safety in the Workplace Supporting a Continuous Improvement Culture Transformational Leadership

Keep clear of the perverted inverted A hierarchical structure is still the reality Provide tools for staff Don’t give up Consistency is key Check and balances Assess yourself and key leaders…be self-aware Listen…hear more than you’re heard

Wins so far… Engagement…a database of over 1000 improvement ideas generated Gold Coast – minor modification to press to save on blank plates 3 month payback Townsville – change in reporting form to save on incorrect paperwork Melbourne – growth story of a leader Melbourne – web break reduction Sydney – “bullseye” added to the bottom of the page to mistake proof …and many more The 800+ risks...