Carel Bothma
0412 568 681
acb2405@hotmail.com
au.linkedin.com/in/carelbothma
Organisational strategy leader who is passionate about change to create a high engagement
culture in multi industries through an innovative work environment that enables people to deliver
on their strengths and values.
.
Career Summary
Mediate2Resolve
Director
Nov 2014 - Current
St Vincent’s Health
Human Resources Director
Feb 2014 – Sep 2014
Australian Hearing
Executive Manager Human Resources
Apr 2009 – Nov 2013
Nutrimetics
Human Resources Director -Tupperware ANZ
Human Resources Director - Sara Lee ANZ, Malaysia &Thailand
Dec 2005 – Jan 2009
Jan 1998 – Nov 2005
Avroy Shlain Cosmetics/Sara Lee
Human Resources Director Southern Africa
May1995 – Dec 1997
Sentrachem/Dow Chemicals
Corporate HR Manager South Africa
Nov 1989 – Apr 1995
Board &Community Experience
Vice Chairman of the Board of Lifeline H2H
Member of the Board of FACE
President/Vice President of Northbridge Swimming Club
Surf Life Saving - South Curl Curl Surf Life Saving Club
2012 – current
2011 – current
Core Competencies
o
Proven track record in organisational redesign and large organisational change projects.
o
Creating performance driven cultures
o
Develop and acquire talent for the business
o
Influenced and coach Executive teams and Board level members on strategic people
objectives for business success
o
Passionate about creating a high engagement culture through an innovative work
environment that will allow people to deliver on their strengths and values
Education
Leadership Development Program
Master of Human Resources Management
Diploma in Labour Law
Bachelor of Commerce (Hons)
Bachelor of Human Resource Management
Carel Bothma
Résumé
0412 568 681
IMD Switzerland
University of Johannesburg
Unisa School of Business
University of Johannesburg
University of the Free State
1 of 4
Career Details
Medaite2Resolve
Director
Nov 2014 – Current
Consulting services organisation focusing on assisting organisation to prevent engagement derailers by providing proactive independent mediation services to resolve workplace disagreements
and disputes cost effectively. I am nationally accredited and practioner member with
LEADR/IAMA.
St Vincent’s Health
Human Resources Director
Feb 2014 – Sep 2014
Reported to the CEO and functional reporting to the group head of HR with a team of 32 and a
budget of more than $3 million.
St Vincent’s Health Sydney is a health care network consisting of three hospitals employing 4,000
staff providing a range of complex services ranging from for profit pathology services to NSW State
Healthcare on a 24/7delivery model.
Key Achievements - Projects

Developed HR strategy linked to the organisational goals and redesigned the HR architecture
to deliver improved HR engagement with the business

Established an HRIS strategy that included implementing a E-learning strategy with a new LMS
and strategy for an integrated employee life cycle solution and to reduce the L&D spend

Implemented a cost improvement rostering management practices review for greater
efficiency in workforce management and cost savings

Implemented a Payroll services review to improve cost effectiveness, compliance and service
delivery by introducing a Shared Services function to the over 4,000 users

Established a whole of hospital Learning and Development Council that broke down silos
between clinical and non-clinical learning for greater integration, compliance and cost
reduction
Australian Hearing
Executive Manager Human Resources
Apr 2009 – Nov 2013
Reporting to the CEO and the Board with a team of 25 and budget of more than $5.5 million
Australian Hearing is a network of more than 120 retail centres and over 300 visiting sites delivering
hearing healthcare services and product sales through clinicians and customer service staff. It
employs over 1,200across Australia.
Key Achievements

Developed and implemented organisational redesign which resulted in a revised head office
structure as a support function to the network of retail centres with a mini-business team focus

Developed a Sales and Service culture by implementing ongoing sales and service learning for
both customer service and clinical staff that significantly increased the ability to up-sell. This
improved from 15% to 22% within 12 months

Implemented “Performance Manager” as a new online performance management process
focusing on measuring both the “what” and the “how” to align personal goals with the overall
organisational goals and values

Implemented a centralised “Centre for Learning” for an integrated product, sales, marketing,
clinical, leadership and personal development framework, focusing on retail health service
delivery that resulted in a sales focused culture

Re-designed and re-structured the Human Resources function to act as business partners for
eight regions with centres of excellence and a shared services function that resulted HR being
rated as the top support function to the Network

Reduced payroll cost by 50% and improved HR processes for line management by developing
and implementing a Human Resources Technology strategy that resulted in cloud solutions for
an online performance management, e-Recruitment, “MyHR” portal and new payroll system
and an Oracle Learning Management System
Carel Bothma
Résumé
0412 568 681
2 of 4

Successfully led Enterprise Bargaining Negotiations with three unions and five employee
representative groupings. Introduced Interest-Based Bargaining as an alternative joint problem
solving bargaining approach that required a combined union and management training that
resulted in a six-week agreement process within mandate and improved Union management
relations

Improved the Aon Hewitt engagement score from 44% to 69% and reduced staff turnover to
under12% per annum by implementing an Engagement strategy to support the organisational
change from a medical practice to a branded retail business model

Improved internal leadership succession by 50% across three levels by implementing a Talent
Management Review and development process to create high potential development pools

Reduced clinical vacancy levels to below 2% and successfully built the Australian Hearing
brand through a USA recruitment campaign by implementing a local and international clinical
Talent Acquisition Program
Nutrimetics
Human Resources Director - Tupperware ANZ
Human Resources Director - Sara Lee ANZ, Malaysia & Thailand
Dec 2005 – Jan 2009
Jan 1998 – Nov 2005
Reporting to regional President with a team of seven, a $1.5 million budget covering eight sites and
a manufacturing facility in New Zealand
Nutrimetics International: Tupperware and Sara Lee manufacture, market and sell skincare and
cosmetic products through a direct selling sales force of over 60,000 consultants
Key Achievements

Offered a global HR role to head-up HR Operations for Tupperware’s’ 32 sites globally, based in
Orlando Florida, USA but turned the offer down to remain in Australia

Tailored and implemented the Tupperware “High Performance Culture Model” to improve
departmental and organisational effectiveness. Received 2008 Tupperware Award in Orlando
for the successful implementation of cost reductions

Developed a culture change program, C.A.R.E. (Consultants Are the Reason we Exist) to move
from the Sara Lee to Tupperware culture. Received the 2007 Tupperware Award in Orlando for
this initiative. Since then Malaysia, The Philippines and USA-based companies have adopted
and implemented the C.A.R.E model

Ensured a 100% staff transition during the 2005/06 Tupperware asset acquisition of Nutrimetics
Australia & New Zealand. Received Tupperware Leadership Transition Award in March 2006 in
Orlando, USA

Designed and implemented a “Strategic Canvas” linking individual goals to organisations’
strategies and vision. Conducted workshops to determine strategic direction and annual
workshops with business units linking personal goals to strategic objectives to ensure goal
alignment

Developed and established a learning framework –“Academy of Excellence” for 60,000
independent consultants to develop leadership and selling skills. Increased the number of sales
leaders by 20%

Received the Sara Lee DE HR Award for best HR practices as voted by peers during the 2004
Global HR Conference in Paris for establishing an online induction of Academy of Excellence,
a learning framework

Improved talent succession across the region by successfully coaching Sara Lee Leadership
talent during Assessment Centres conducted in Kuala Lumpur, The Netherlands and Sydney

Reduced staff turnover from 30% p.a. to 11.5% in three years through a number of recognition,
talent retention and variable compensation strategies

HR leader on three organisational restructuring projects to improving work processes,
eliminating of silos and reducing HR cost-base by 15% - 25% on the various projects

Achieved the Sara Lee DE Promoting Peoples’ Performance Award from 47 entries globally for
the Nutrimetics Social Responsibility project in 2004

Successfully established new international HR functions and imbedded HR processes
(performance management, compensation and benefits, recruitment, induction and Learning
& Development programs) in Malaysia, Thailand, Australia and South Africa
Carel Bothma
Résumé
0412 568 681
3 of 4
Avroy Shlain Cosmetics (Division of Sara Lee)
Human Resources Director: Southern Africa
May 1995 – Jan 1998
Reporting to CEO, leading a team of responsible for all aspects of Human Resources.
Manufacture, marketing and selling of skincare and cosmetic products located at 5 operating
sites.
Key Achievements

Transition from a family owned organisation to a multi-national organisation by establishing the
HR function with global HR processes and systems.

Negotiation of industrial agreements and implementation of consultative forum with Chemical
Worker’s Industrial Union reducing industrial disputes.

Implemented sales team development programmes achieving 20 % increase in the retention
of sales teams.

Facilitated team-building sessions to ensure process mapping, role clarification, and
relationship building in Marketing, Operations and Sales Departments.

Conducted culture surveys to realign the culture to support the 18,000 sales distributors.

Lead people participation to relocate both the manufacturing facility and corporate
departments to a new facility without any redundancy.
Sentrachem/Dow Chemicals
Corporate HR Manager South Africa
Nov 1989 – Apr 1995
Reporting to Group Head of HR
Sentrachem is a diversified chemical group consisting of seven divisions employing over 10,000 staff
across Southern Africa
Responsible for providing support in implementing strategic HR initiatives across the Group
Key Achievements

Formed part of a cross functional project team that identified best HR practices internationally
to drive the “Affording Opportunities in a Leading Learning Organisation” culture and social
change to align with political change in South Africa

Designed and implemented HR corporate processes including: executive compensation plans,
strategic planning facilitations, workforce analysis reporting, graduate internship and union
negotiations support for the Group

Designed a competency framework and assessment centre development program and acted
as assessor at numerous assessment centres identifying Executive succession potential

Promoted to HR Manager for Sagex, a division of Sentrachem reporting to the MD to lead the
people strategy across 10 manufacturing sites

Successfully conducted union negotiations at four sites with two different unions and
represented the company in voluntary mediation and arbitration sessions
Carel Bothma
Résumé
0412 568 681
4 of 4