David Jones

Topics: Corporate governance, Board of directors, Management Pages: 8 (1851 words) Published: December 1, 2013
Internal environment
1. Board of Directors and Management
Structure
David Jones has a skilled, experienced and expertise Board of directors which is accountable for caring the rights, interests and the management of David Jones. Chief Executive Officer and Managing director are responsible for setting strategy, planning and administration for the company on daily basis. Paul Zahra has been “Chief Executive Officer and Managing director” for David Jones since 18 June 2010. Mr Zahra has more than 30 years’ experience in the Australian retail industry. He has held senior management roles across the retail sector in the areas of buying, stores, visual merchandising, supply chain, store refurbishments, customer service and operations. Directors are from a mix of different backgrounds, knowledge, skills and experience in the areas of retailing, financial services, property management and development, marketing, human resources, information technology, finance and law.

Board of Directors
 
 

Committee Memberships
Name
Role
Audit
Remuneration and Nominations
Peter Mason AM
Chairman and Non-Executive Director
 

Paul Zahra
Chief Executive Officer
 
 
Jane Harvey
Non-Executive Director
 
 
John Harvey
Non-Executive Director
Chairman
 
Philippa Stone
Non-Executive Director

 
Steven Vamos
Non-Executive Director

Chairman
Leigh Clapham
Non-Executive Director
 

Executive Management
Name
Role
Paul Zahra
Chief Executive Officer
Paula Bauchinger
Group Executive – Human Resources
Cate Daniels
Group Executive – Operations
Matthew Durbin
Executive – Strategic Planning
Antony Karp
Group Executive – Retail Services
Sacha Laing
Group Executive – Marketing and Financial Services
Donna Player
Group Executive – Merchandise
David Robinson
Executive – Multi Channel Strategy and Integration
Brad Soller
Chief Financial Officer

2. Employees
According to David Jones , to achieve the highest profits and improve customer satisfaction, the company need to create an effective working environment for their employees following these goals: Every employee is valued; Recognition and reward for their contribution and performance; provide opportunities for employees to achieve their full potential; Obligation to safety, health and welfare, environmental responsibilities; and Support for philanthropic causes that are important to both David Jones’ customers and employees. Therefore, David Jones’ commitment is to realising its vision of being the ‘best place for our people to work’. In FY2012, David Jones invested in a range of advantages to ensure employees feel valued and supported: David Jones Charity Leave Policy: Supporting the philanthropic causes that are important to its customers and team members. Employee Referral Program: To reward any team member whose referral results in the successful placement of an external candidate in a nominated vacancy. Employee Self Service: To help team members achieve their full potential, reduces administration and to meet David Jones’ objective of transitioning to an environmentally sustainable business model. Innovation Workshop: Encourage continued innovative thinking, 150 team members from across the business participated in an innovation workshop at the Company’s annual conference in August 2012. To invest in the future and build the management and leadership capability of line managers, David Jones has established training and development programs. David Jones Executive Leadership Program: is designed to address the development needs of the David Jones’ Executive Committee and Executive Leadership Team, and comprises five leadership modules including a 360-degree leadership survey. David Jones Future Leaders Program: is designed in-house to develop high potential people managers that have been identified as part of the Company’s annual succession planning process. Operations Online Compliance: is designed to ensures that frontline...
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