Blake Puckeridge

Key Responsibilities
• Strategic HR partner to Divisional Managers within a project-driven construction environment, supporting a multi-national workforce across site and corporate functions.
• Provide advisory leadership across workforce planning, complex employee relations, compliance, and governance frameworks aligned to UAE Labour Law.
• Partner with operational leadership to align people strategy with project delivery timelines, organisational risk management, and commercial objectives.

Key Achievements
• Designed and implemented a comprehensive People & Culture policy framework aligned to UAE Labour Law, strengthening governance standards and ensuring consistent application across the division.
• Established a structured Workforce Planning cadence incorporating vacancy forecasting, internal mobility tracking, and monthly leadership reporting, enabling proactive resource management and reducing reactive hiring.
• Led complex grievance and disciplinary investigations, mitigating legal, operational, and reputational risk while reinforcing procedural fairness and compliance.

Key Responsibilities
• Strategic P&C lead across Aviation, Energy & Resources, and Commercial Cleaning portfolios, partnering directly with Executive General Managers.
• Principal HR advisor for major Queensland contracts, aligning people strategy with commercial performance, contract delivery, and workforce risk management.
• Lead enterprise-aligned workforce initiatives in collaboration with Centres of Excellence, driving capability, engagement, and organisational effectiveness.

Key Achievements
• Mobilised 100+ employees across two newly awarded Energy & Resources contracts within a three-week timeframe, achieving full operational readiness and compliance under strict mobilisation deadlines.
• Led demobilisation of two major contracts across Aviation and Energy & Resources, ensuring contractual compliance, workforce transition management, and zero operational disruption.
• Embedded strategic workforce planning and leadership capability initiatives aligned to national P&C roadmap, strengthening contract performance and workforce stability.

Key Responsibilities
• Led the integration and alignment of People & Culture capability across 12 merged business units into a single operating model.
• Managed and developed a team of 7 HR professionals, overseeing recruitment, employee relations, performance, and workforce compliance.
• Provided strategic P&C leadership across Australia and New Zealand operations, managing complex industrial relations risk within a multi-award environment.

Key Achievements
• Delivered the Group’s first enterprise-wide remuneration review, incorporating market benchmarking and data analytics to drive equitable and competitive pay outcomes.
• Standardised payroll governance across 5 industrial instruments and 4 payroll systems, reducing compliance risk and improving consistency.
• Designed and implemented a Group-wide Reward & Recognition framework to strengthen engagement and performance culture post-integration.
• Authored and implemented a consolidated HR policy framework aligned to strategic objectives, legal compliance, and operational integration.

Key Responsibilities
• Led HR operations for a 250+ technical and engineering workforce within a highly regulated, unionised power generation environment.
• Provided strategic and operational HR leadership across employee relations, industrial relations, performance management, and workforce capability.

Key Achievements
• Strengthened industrial relations by building collaborative partnerships with CFMEU, ETU, AMWU, and TSU, reducing escalation risk and improving consultation processes.
• Established and implemented a structured Apprentice Mentor Program to support capability development and long-term workforce sustainability.
• Coached senior leaders on performance management, complex employee relations matters, and structured review processes, improving consistency and leadership capability.

Key Responsibilities
• Partnered with the General Manager - People & Culture to execute regional HR and talent strategy across key operational portfolios.
• Led end-to-end recruitment and workforce planning for Queensland corporate and aviation security operations, aligning resourcing with post-COVID recovery demands.

Key Achievements
• Recruited 40+ employees per month during aviation recovery phase, stabilising workforce capability and supporting rapid operational ramp-up.
• Led negotiation of the Queensland Security Enterprise Agreement covering three major airports (Brisbane, Gold Coast, Townsville), managing industrial risk and stakeholder consultation.
• Delivered the rollout of the ISS Service Culture Training Program across Queensland Key Accounts, strengthening service standards and employee engagement.

Key Responsibilities
• Led HR and Safety strategy across three major airport sites (Brisbane, Rockhampton, Emerald), supporting an 800+ workforce within a highly regulated aviation environment.
• Managed and developed two direct reports (People Coordinator and Safety Coordinator), ensuring consistent HR governance, compliance, and workforce support across sites.

Key Achievements
• Transitioned 100+ employees within a three-month growth phase, maintaining operational continuity and regulatory compliance.
• Led large-scale workforce restructure during COVID-19, executing redundancy processes and organisational redesign to stabilise operations.
• Reduced site turnover by 11% through implementation of structured bi-annual performance and succession planning reviews.
• Strengthened industrial relations through partnership with the United Workers Union (UWU) and chaired the Workplace Consultative Committee, improving consultation and workforce stability.