The HR Community Podcast

The HR Community Podcast: Bo Manampiri, Suez, Taking risks and the rewards of Global HR

• Shane O'Neill

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Welcome aboard on our fascinating journey with Bo Manampiri, a seasoned HR professional who currently leads the People & Culture function for Suez in Australia and New Zealand. Bo carries a remarkable experience spanning across recruitment to globally recognized HR roles, and interestingly, his journey began by accident. Travel with us as we reveal the opportunities, challenges, and the exhilarating experience of relocating globally, all while managing a young family. Bo also imparts some valuable advice for those eyeing a similar move.

In this conversation, Bo highlights the pivotal role of HR in driving industry success amid significant legislative changes. Can you imagine wastewater plants becoming energy providers to the grid? Well, Bo takes us through this progressive vision with deep insights. What makes a company like Suez attractive to prospective employees? How do you balance efficiency and employee wellbeing? Hear it all from Bo as he shares his innovative approach to managing HR, navigating new laws, and leveraging technology for efficient payroll systems.

In the final segment, we tap into Bo's perspectives on roles and industries, particularly his current stint at Suez. How does he see wastewater plants turning into energy providers? How did his journey from recruitment lead him to HR roles? Tune in to this intriguing exchange with Bo for an international perspective on the HR industry, the environmental services, and water technology sectors. Don't miss out on his valuable tips on self-career coaching and the fascinating allure of a company like Suez to prospective employees.

Speaker 1:

Welcome to the HR community podcast. My name is Shane O'Neill, founder of Civitas Talent, the HR and HSC recruitment community. Each episode, we will host HR leaders and discuss their journey and discover best practice HR solutions across the HR industry. Whether you're a CEO, hr executive or operating across the wider HR space, this podcast is for you. Please like and subscribe, and don't forget to comment and share your reviews. Enjoy the episode, hi. Good morning everyone.

Speaker 2:

Welcome to another episode of the HR community podcast. I'm joined this morning with Bo Manampiri. Good morning, Bo. Good morning.

Speaker 3:

How are you going?

Speaker 2:

Very good, very good. Bo, you and I have known each other a long time and I have a really good understanding about who you are and what you do. But for those listening, could you maybe tell us a little bit more about yourself, the role that you're in at the moment, a bit about the company that you're working with, and let's go from there. Sure, I'm sure?

Speaker 3:

Yeah, we have not any trouble at all. I'll say yeah, I'm Bo Manampiri, head of HR for Suez in Australia, new Zealand. Been a bit of a journey over the last few years. So Suez is an environmental company primarily and in the Australian New Zealand market we are primarily a water business. Globally we're about 44,000 people across the resource recycling business and the water business globally. So on Australia we are across most states. We mainly do large infrastructure within the water space. We deliver operations and maintenance for our customers, as well as things like decalination plants, recycled water plants and bio factories out of wastewater plants to generate resources. So that's basically what we do, that's fantastic, amazing.

Speaker 2:

And this isn't your first French company that you've worked for in the HR capacity either, bo, so maybe to sort of kick things off with your journey in particular, do you want to maybe give us some backgrounds getting into HR, diversifying across the globe in different HR roles with different companies? Tell us your story. Sure, so actually that's a record.

Speaker 3:

So recruitment company and then moved into an internal role where I was placed through an RPO into a TELUS and when that RPO wound up I was hired back to TELUS in a sourcing role. So this was a long time ago, before LinkedIn was really prevalent, but we were one of the first to implement LinkedIn or try and solve LinkedIn. And then, quickly, an opportunity came up for me to move into a general stroll, moved into a general stroll and I guess I was very fortunate that I had some really good mentors who were in TELUS and I was allowed to experiment, try new things and really develop my HR skill and I would say that predominantly the HR side, the business partnering side, but also the IRER side and it's career developed from there within TELUS, which allowed me the opportunity to move roles three or four times, including a stint in the UK, and the UK scale for TELUS allowed me to really I would say really flourish. I got the chance to try things and work across a lot of different businesses and loved the opportunity. We did it at a time.

Speaker 3:

So my wife and I at the time when we moved across, my wife was five months pregnant. Yeah well, and I guess this is a bit of a tale in terms of, from a opportunity perspective, when we sat down and thought about it, that there was always going to be a reason to say no. So we kind of just went let's say yes and see what happens. Amazing, yeah, so we had our daughter in the UK whilst I was working. So two great years in the UK In 18 months. I think I put 55,000 miles on the car. Yeah, my wife Samara has. I saw quite a lot of the country in Scotland and Northern Ireland as well, which is great. Yeah, and then got the opportunity through TELUS to move back to Australia, was in a role in Melbourne, lived in Melbourne for nine months and then I got the opportunity through an old boss and then taught her to come to Suez. So, yeah, took the opportunity to move back to Sydney, joined SILES and I've been here for about five years.

Speaker 2:

Fantastic and you touched on something there, actually two things that I was going to maybe maybe probe a little bit on For listeners, and even you know, for my own maybe understanding our knowledge when you talk about the relocation, your wife being pregnant and you're starting a family, but then you've also got that opportunity to move overseas, like what's the kind of I don't know maybe advice that you would give people in those situations, because I know a lot of people decide okay, I'm going to stay where I am because you've got that support network. Or even you know, in my own community of expats, a lot of people when they start a family, they move home for that support network. Like, how did you find that whole experience, bo, and what would sort of would be some of your top tips out of that when we thought about it.

Speaker 3:

It was always going to be having a child. We should say no, we should stay within the support network. Then what was going to be next? It was maybe we're going to have a second child. Need to stay within the support network or just bought a house need to stay. So there was always going to be something next that was going to say no, maybe we took a risk. I guess it's the old adage right no risk, no reward. So that risk to really experience another part of the world and experience how things work in the UK was really the enticement. It was to really develop my career and have a very supportive life. But she also made it clear she didn't want to stay for more than two years. So we knew what the parameters were. So that was why we were able to take the risk.

Speaker 3:

I would say a few things happened over there that really kind of were like aha moments. So I remember meeting with a VP of HR in the UK and she said to me your career has happened by accident. I was like what do you mean? I've just moved her to the other side of the world. It's a growing my career. She said your career has happened by accident and said okay. And she said you've never told us what you want to do, and which was true.

Speaker 3:

I've taken the risk but I've never said what I wanted to get out of it. That kind of led me down the path of doing a bit of well self-career coaching through support. We had support through our learning and development team. But basically I put down on the page what I wanted to achieve in those two years and, I guess, tested it with my wife. So what I thought after having a child was I need to be there. And she said no, actually we're here for two years. I know you're going to work, go hard, I need you, I need you, but other than that, I'm going for it. So I was very lucky in that sense that I could put down what my goals were and really attack them.

Speaker 3:

Yeah yeah, Exactly so that was really. It is probably more on reflection and more more a testament to my wife than me.

Speaker 2:

Yeah, yeah, yeah, and it's also thinking about exactly how you approach it. It's not impossible and you just need to do a bit more of a risk assessment the communication piece is probably the most critical and then set a plan and away you go. And the other thing I was going to ask you is because I get asked this a lot, especially on the junior side is that transition from recruitment and sourcing, whether it be agency and internal, into H, or because obviously both are linked but very, very different? What would be your take on that, or what was your experience? How did you find that transition from recruitment 360 through to in-house recruitment, transitioning into more of a H or advisory type of position?

Speaker 3:

I bet early on who was my boss at the time. He still says that HR is 80% instinct and 20% learning, and it probably holds true To make that transition. If you face the issue, if your instinct is right and you've got the right people around you to guide you through that, it's almost second nature. And I really believe that actually recruitment is really good training because the customer service, the ability to follow up, to have difficult conversations to make sure you're getting to that part of the problem and solving the problem, and that training is really fundamental to any role. But particularly in HR, you're still managing in confidence things and the problems you're solving are still to do with people, but in a different realm.

Speaker 3:

And so for me it was in the transition from I was never really sales persons, I sucked in external recruitment, Internal recruitment was more of a natural fit and then to get the opportunity to move into what was then an HRBP role. But in practice I don't think it was an HRBP role, it was more of a HR operations. Yeah, I kind of roll that came about through, I guess, the service you provide as a recruiter. Yeah, I would never have got the opportunity if I hadn't built a relationship. If I hadn't provided good service, I would never have had that opportunity.

Speaker 3:

Yeah, exactly, stepping into that role, the transition, I'm not at the time it's an 80% instinct. He thought I hadn't and the rest is learning. So really there's some fundamental shifts in the market at the time, moving to basically most companies are moving to the Ulrich model and really understanding what makes the business tick. The line between pushing a message versus getting things done is one that is really that instinct that you identify. And then really it's about delivering value to the business you're supporting, and value comes in many forms. Value is a point in time, whatever the business is going through, building a plan for the future, transitioning, change management and everything we do in HR from pushing forward perspective. So basically, you are the interface from an HR strategy perspective to a business and your job is to build that relationship and make sure you carry out the strategy.

Speaker 2:

Yeah, exactly Amazing. And you touched on relationship building quite a lot and I know that's something that we've discussed in the past. Especially with your international experience, bo, do you find that that's been a big advocate, along with the relationship building ability, when it comes to operating at an executive HR level with the likes of Suez and tell us those big global companies, is that the kind of experience you feel that really sort of shines in those companies? They're both French, companies.

Speaker 3:

So I would say that yes, it is a consultative kind of culture. It probably goes back to the French socialist roots. That is very much a consultative culture. So being able to build those relationships and earn that trust is super important and that is no matter where you are in the organization. Once that trust is built, the work comes your way and then it's delivery. And once you deliver you get bigger and bigger and bigger projects. So, yeah, thought you'd love to do some of those big projects in the UK moving head office, moving manufacturing, working on industry for and the industry function. Those ideas, other stuff that you know is the exciting stuff.

Speaker 2:

That's it. That's it exactly. And on the industry side of things and I find the industry that you're in quite fascinating because environmental services and water technology, like it's such a critical asset to any country but there's a lot of investment, there's a lot of grind that goes behind it and then there's a lot of competition, top talent. There's the industrial side. From a HR perspective, like what sort of drawn you or drew you to do that industry Bowen, you know? Maybe tell us a little bit more what it's like operating at a HR level in those kind of industries.

Speaker 3:

This EVP is a pretty easy sell and most people these days would like to do something for a purpose. So wastewater plants that we operate, sometimes for our customers, sometimes independently. They are basically big batteries Maybe not what you'd want to think of a wastewater treatment plant, but they are. So, for example, one of the plants we operate in Adelaide on behalf of SA Water it's 98, 99% self sufficient through biogas. So those the opportunity that it provides in terms of new technologies coming to market where some of those plants could be net exporters. So we've got a state of the art plant in Bonio, south-east of Melbourne and in the Mornington Peninsula that has, when it reaches capacity, the ability to be a net provider into the grid. Wow, so that is the future of what how we treat wastewater and then water as well. It's a really scarce resource. It's something we know will be a stressor for countries and for people globally, and that it's a really exciting market space to be in because we get to solve those problems, those big problems. I guess, overall, what attracts me to a company like that is really building a better future for my kids. Yeah, as kind of corny as that sounds, but it is, and that's really why we find a lot of people join us. So, post COVID, there's a massive infrastructure boom in Cindy, as you know, and our turnover typically we're a 4% 5% turnover business went to above 20%. What I was measuring through that time was not really our turnover, it was our time to hire and our time to hire didn't escape what I thought was reasonable for the market. So from that perspective, our ability to attract us was and still is here.

Speaker 3:

Obviously, that full purpose concept or driver for people is super important, so as, for example, will invest heavily in a new leadership model in the next little while that will be rolled up at the end of the year and ongoing. It's really about driving change. So, as far as it's gone through a lot of change in the last few years and it continues to go through change and it's about supporting our people through that. On the other side from, I guess, large companies like Tellus and other companies, really they're set up, the way they're set up to support people across the world and recognise the impact that they have on communities is becoming more and more prevalent. So same examples We've got really strong ESG goals. We have gone to the market and put out goals for Scope 3, which we know we can't achieve without innovation. So it's a really strong message to the market, but also the communities we work in, that we know we have an impact and we want to deliver a better future and we've got goals to do that.

Speaker 2:

Yeah, amazing, that's fantastic. You talked a little bit about the industry there, particularly from a HR perspective. So with that EVP in particular, obviously, the attraction of the brand. You talked a little bit about the retention side, with the leadership programme, for example, and there's a number of other things. What would you say would be maybe some of the more challenging aspects from a HR perspective? Would it be in regards to, maybe, the diversity and inclusion piece? Would it be more in line with what I'm hearing a lot about at the moment? Actually, is this efficiency of a business? You've got this big drive to complete a project, for example, but then you've got wellbeing and burnout and all that to balance as well. What would you say would be some of the challenges?

Speaker 3:

Bo, that is definitely a challenge that I think is going to be interesting how industry as a whole addresses it. We're going through the largest legislative change period. It's probably the enactment of the Fair Work Act, although a lot needs to be tested. It also is an opportunity for people like us in the HR world to innovate and really find solutions to what the business will have to deal with from a legislative framework perspective. So you're 100% on the body in that job design, job fit versus efficiency and budget is going to be real challenge in the next little while, especially considering the evolution of the legislation. Yeah, exactly, I think there will need to be a solution which is far more tech-enabled, especially in industrial companies, where some industrial companies are still very old school and some still use manual time sheets. I think that compliance piece the ability to make sure that we've got enough people to be delivering to our customer on budget, but also managing wellbeing burnout is going to be a real challenge.

Speaker 3:

The advice that I've been giving to our senior leaders is you know, until the full legislation gets enacted and there will no doubt be more changes that the best way to approach it really is just spend five more minutes talking to your people. Understand what's going on in their lives. We have a tool set. Yeah, the tool set is there to be used, but it can't be used if you don't know what's going on in someone's life. So the extra five minutes just to say look what's going on, is there anything that's going on? That's an issue, or do you need more support, or are you going with the workload? That kind of conversation which I guess you get to understand a little bit more about the individual's life is, I guess. So it's the easiest way to look at it out there in today's framework.

Speaker 3:

That will no doubt have to change over time as legislation gets tested and there are test cases and we can have a benchmark as to what's expected from industry. But I kind of see that they will need to be a technical solution because there's a lot of compliance in that. So not only is it the EA's you've got to make sure that your payroll system is interpreting that EA's properly, that you're paying correctly, but you're also managing to burn out in that people's. Even without the legislation, everyone has a life and life in general is changing. It is, yeah, so patterns of how people interact with work and more work offers them and they offer work and changing results. It's a hard one to crack.

Speaker 3:

There's lots of things that I mean. Some are much harder than all of us will hopefully figure out. Yeah, yeah, essentially, but I think there's a lot that we need to be on top of at the moment, especially because of the changes in the legislation.

Speaker 2:

Yeah, and I think you touched on something there that's so, so important is that ability to have that conversation.

Speaker 2:

What might seem like such a not so much basic but standard practice, I guess but we talked about this earlier, before we even jumped on the podcast there's so much happening right now. There's a lot of question marks as to what's happening around the world, and you would probably see more of that because you're in a global business, so you're getting data and feedback and results from various parts of the world. And then you've got there's still a big gap with salaries. There's still a question mark as to what actual work model works, because companies that you know announced they were fully remote two, three years ago and are now coming back to saying, hey, we need people in the office every day. So it's, there's a lot of question marks. And then, with the upcoming legislation as well, I mean, if you're sitting there and you're wondering what's going to get you through the next sort of 12 months, sometimes that conversation with your manager and our leadership team just goes a long way.

Speaker 3:

It does, yeah, and in the leadership team they have their own struggles. So I probably did not answer your question in the previous one, but from an industry perspective, yeah, diversity, inclusion and in so as we, the branding for that is inclusion and diversity, because if you're inclusive, you're more likely to be diverse is a real priority it's. You know it is a difficult industry, specifically the water industry. It has a high threshold to entry Okay, because there are health outcomes based off the back of there's a qualification level that needs to be met to be able to operate. So it is really something that we are looking at.

Speaker 3:

We do some really great work in Adelaide, particularly working with universities but also other organizations to bring people through, and that's all forms of diversity inclusion, not just female, male, although that continues to be a real topic for us, because we do want to reflect the communities we serve. We started a program in Adelaide where every employee is doing cultural awareness training Great, yeah, and that's been really successful in that. The theory behind it was that education opens minds, and that's what we will continue to do. So it's really important for us to continue to work on that, because we're not a short-term business. Our contracts are long-term 10, 20 years and we have relatively low turnover. We have people that have a 30, 40 year service. So there's a real mix there, because, on one hand, you have to look at people doing manual work whose bodies might be starting to break down, but they still require, they need to work yeah, that's right. And then, on the other side, we have to find a feed into the company that encompasses all diversity, and that's the challenge that we continue to work on.

Speaker 2:

Yeah, exactly right, that's fantastic, it's amazing and it's such a I don't know if it says it already, but it's such an industry because of the criticalness of it and the high standards, but also the way the world is operating and it is all linking back to the environment and how we are living and how sustainable it is, and something like water is just such a critical asset to our lives and maybe something that we take for granted sometimes in developed countries. But just a few final questions for you, bo, as we wrap up. Most influential person in your life, I would say it has to be my family.

Speaker 3:

I probably don't acknowledge them enough. But my parents, they made the choice to move to a new country when things were tough in the country that I was born in and to give us a chance at a better life. So the older I get, when you have kids, you start to reflect on things like that and that's been a big influence of my life and in terms of from a work perspective, I've had some great mentors, people who have really let me fly in a safe space, so I was giving me the opportunity to try stuff. So that's I try and I try and be as good as they were to me, to all my employees, and give them the opportunity to try things in a safe space. Most things we do in our chair internally you know, project work especially is really about trying new things and trying to innovate and to do that in a safe space. I think it's really important.

Speaker 2:

Yeah, yeah. What's your best lesson learned?

Speaker 3:

Yes, you can say that, and it probably is when opportunities will get put in front of you through hard work, through delivery. Say yes. There's always a reason to say no and sometimes, you know, the sideways moves to something else. But it opens doors, it opens networks, it opens relationships and it's a great way to enrich your career and your life 100% say yes.

Speaker 2:

Be a bit more optimistic. Glass half full. What frustrates you? If anything, what?

Speaker 3:

frustrates me. I look nothing, nothing too much, and day to day, even in the world of work. Take a step back and look at it. As you said, with everything going on in the world, what might be a massive problem to us today is pretty insignificant in the grand scheme of things. So, to keep perspective and really approach things positively and add value, I would say, yeah, you'll always find things that frustrate you, but it's the way you approach it, how you resolve it and move forward.

Speaker 2:

Love that Amazing. Thank you so much, paul. Well, wrap it up there. Thank you so much for your time and always a pleasure to catch up and have a year and have a chat with you, paul, and I've got no doubt that a lot of our listeners here today would really enjoy hearing your story and getting some insights with the different roles and industries you've operated in. But thank you so much again. Thank you, thank you.

Speaker 1:

Thank you for tuning in to the HR Community Podcast. Remember to like and subscribe and share your views and comments below. This podcast was brought to you by Civitas Talent, the HR and HSC recruitment community. Whether you're a candidate looking for a new role or organization looking to secure brand new talent for your team, please get in touch with us today, thank you.

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