Head of Talent Management, Asia Pacific (interim contract) @ Talent Management (including Diversity & Inclusion) is one of the key strategic enablers driving the SABMiller global agenda. The overall objective of Talent, Diversity & Inclusion in the organisation is to attract, engage, retain and develop motivated employees who deliver high performance and provide succession for the future while driving business results. Interim contract role to cover and drive talent and diversity & inclusion agenda while awaiting an internal global relocation into position. Key Achievements: •Delivery of a Diversity & Inclusion strategy and key processes for CUB •Understood the talent needs and developed appropriate actions and support plans across Asia Pacific building CUB’s organisational capability •Training and coaching, help develop the capabilities of HR and managers in talent management practices, including the fields of succession, strategic workforce planning, talent identification and career development. •Deliver best practice recruitment, assessment, selection, organisational career development, and engagement. •Accountable for the strategic talent review process in the Asia Pacific region. From April 2014 to November 2014 (8 months) Melbourne, AustraliaHead of Talent & Diversity, Asia Pacific @ Provided regional leadership and talent strategy to over 2500 employees, working with the Regional CEO and his leadership team to identify, assess, review, and develop organisational talent to deliver business results now and be prepared for future strategy. As a Leader within the global HR function, partnering, collaborating and influencing globally on key talent projects. Key Achievements: •Delivered a regional performance management and promotion process that measured and calibrated candidates to ensure regional consistency •75% of identified leaders taken on more senior roles and 80% remained within the business after attending a senior leadership development program •External coaching relationships were managed to ensure business goal achievement and internal coaching and mentoring relationships are facilitated to foster strategic connection and development though implementation of regional standards and framework •Generated substantial cost savings to the business with demand based learning schedule, From January 2006 to October 2013 (7 years 10 months) Melbourne, AustraliaHead of Learning Operations, Global @ Provided global leadership for learning technologies including the selection of learning tools and management systems, sourcing of learning providers, strategic vendor relationship management and negotiation of multi-year contracts. Key Achievements: •Delivered business critical reporting to meet regulatory requirements through successful implementation of a global learning management system which was actively used by 27,000 colleagues in 100 counties delivered in 8 languages, providing a single interface •Organisation experienced a 25% reduction in costs due to volume purchasing and negotiation with vendors and closely collaborated and partnered with counterparts in sister organisations •Delivered same solutions at a reduced cost year on year (US$16million in 2004 and US$8million in 2005), by effectively managing global learning budget and negotiation of multi-year vendor contracts From December 2003 to December 2005 (2 years 1 month) Head of eLearning, EMEA @ During the introduction of eLearning I was responsible for the creation and implementation of an eLearning Strategy for Europe. At the time, this new technology and learning style required winning the hearts and minds of colleagues in the successful implementation and rapid adoption. Updating course offering to leverage the new technology and realise the opportunity to the organisation. Key Achievements: •Reduced costs in generic program delivery to fund a new Leadership Development curriculum through implementation of eLearning strategy for Europe Middle East and Africa linking in global learning and eLearning strategies •Driving the successful adoption and implementation of a Learning Management System and introduction of eLearning and efficient management of open learning centre resources •Project managed the successful design, development and implementation of eLearning to support a new performance management process being implemented globally •Provided learning expertise for the second generation of Intranet along with the implementation of the following eTools: WebEx, eRoom and WebSurveyor From January 2000 to December 2003 (4 years) London, United KingdomTraining Manager @ Responsible for setting strategy and delivery of IT Training at CUB and Foster’s for the 2000+ PC users with varying PC skills levels from expert to never used. Provide learning expertise and support on major project rollouts. Key Achievements: •Delivered a robust learning curriculum of delivery that would extend expert users and engage and gently encourage new users though setting the strategy and delivery of IT training at CUB and Foster’s. •Effectively managed training budget through creating strategic partnerships with external providers and negotiating volume discounts •Supported the CUB and Foster’s back office systems re-engineering to a client server platform running Oracle Financials (CGP) and PeopleSoft though exceptional learning delivery to engage and retrain users •Designed and delivered training to the then Foster’s CEO (Ted Kunkel) and leadership team which supported the adoption of e-mail and internet technologies across the organisation though 1-2-1 training, support and coaching From January 1997 to November 1998 (1 year 11 months) Melbourne, Australia

Dawn Griffiths is skilled in: Talent Management, Conflict Resolution, Succession Planning, HR Consulting, Performance Management, Employee Engagement, Leadership, Culture Change, Organizational Development, Organizational Design, Personnel Management, Executive Coaching, Human Resources, Workforce Planning, Training