Global Engineering and Construction

Annelies Maxwell

Annelies Maxwell is General Manager of People & Culture at Global Engineering and Construction, with over a decade of HR experience. She drives transformation, builds leadership capability, and supports remote teams by aligning people strategies with business goals in complex operational environments.

In an exclusive interview with Manage HR APAC she shared invaluable insights on holistic employee wellbeing, generational inclusivity, and human-centered innovation in HRpositioning People & Culture as a strategic driver of resilience, purpose, and future-ready leadership in the engineering and construction sector.

In a few words, could you take us through your professional background and your current role and responsibilities at Global Engineering and Construction Pty Ltd?

I am a HR professional with over 15 years of experience. My journey has taken me across various industries, including retail, healthcare and now the oil and gas sector, where I’ve embraced the unique challenges and opportunities each presents. My career has given me the opportunity to build a strong foundation of partnering with executive teams to drive business transformation, develop leadership capability and shape resilient, high-performing cultures.

My current role is the General Manager of People and Culture at Global Engineering and Construction. My role focuses on aligning our people strategy with business objectives to foster an engaged and capable workforce. Our operations, often in remote and demanding environments, rely on the dedication and resilience of our fly-in/fly-out crews to deliver infrastructure projects to our clients. The People and Culture function play a vital role in supporting our operations function by engaging with our crews at the forefront of our business across the entire lifecycle process. Supporting their well-being and professional growth is a foundational pillar we are really passionate about.

Whether navigating transformation, supporting operational delivery or driving strategic change, I have been fortunate to lead P&C functions that are focused on enabling people to succeed and helping organisations evolve with purpose.

What role does employee wellbeing play in your People & Culture strategy?

At Global, team member wellbeing is a central pillar of our People & Culture strategy. We know that the success of our business and the projects we deliver, starts and ends with our people, and ensuring their wellbeing both mentally and physically, is not just a nice-to-have, but a must have.

We place a huge focus on mental health and overall wellbeing, recognising that our team members perform at their best when they feel supported and safe. From regular check-ins, feedback mechanisms and open-door policies to providing access to professional support services and on the ground support, we have created a culture and environment where people feel safe to speak up and seek help when they need it.

“At Global, wellbeing isn’t a program it’s a promise. Our people thrive when they feel safe, supported, and seen, and that’s the culture we’re committed to building every day”

We have implemented dedicated peer to peer support functions that are designed to provide proactive assistance across a range of areas and this is facilitated through the development and training of our people like our accredited mental health first aiders or external support through EAP access. Our approach extends beyond this to flexible working arrangements and rosters that accommodate life’s challenges and transitions and additional leave days. We understand that wellbeing is multifaceted and we take a holistic approach to ensure our people are well-supported in all aspects of their lives.

This is all underpinned through our annual strategy planning day, enabling us to design and implement initiatives that are sustainable and impactful. Whether it’s through wellbeing training, tailored leadership development or team engagement programs, we’re committed to building and maintaining a workplace culture where people feel genuinely cared for and where wellbeing isn’t a one-off campaign, but a continuous commitment.

What emerging HR trends do you think will most impact the workplace in the next 5 years?

Over the next five years, I expect we will see several key HR trends shaping the future of work and ones that we are already preparing to adapt, evolve and lead in this space.

One major shift is the increasing complexity of managing multi-generational workforces. With Gen Alpha entering the workforce and Baby Boomers staying longer, organisations must navigate a diverse range of values, communication styles and career expectations. I really see this as an opportunity rather than a challenge, a chance to build more inclusive, flexible people strategies that honour the unique strengths of every generation while fostering intergenerational learning and collaboration.

Another transformative trend is the emergence of AI in HR. From recruitment automation to predictive analytics in workforce planning, AI offers incredible potential to enhance efficiency, reduce bias and deliver data-driven insights. However, I am equally mindful of the importance of keeping the human in Human Resources. AI can support better decision-making, but it can’t replace the empathy, context and relationships that form the foundation of a strong culture and People function. For us, technology is an enabler, not a replacement, for meaningful, people-first leadership.

Ultimately, I believe the HR leaders of the future will be those who can balance innovation with humanity.

What advice would you offer to young professionals looking to build successful careers in human resource management?

For young professionals entering the field of HR, my biggest piece of advice is to perfect the business partner aspect of your role. It’s not enough to know HR policies or processes, you need to truly understand the business you’re supporting. That means learning how the company operates, what drives commercial success and how your People & Culture strategies directly contribute to broader business goals. The more aligned you are with the business context, the more value you can bring to the table.

HR is no longer just about administration or compliance, it’s about creating environments where people can thrive and where the business can grow sustainably. To do that, you have to be willing to get your hands dirty. Spend time on the ground with teams, look underneath the hood of what’s really happening in the organisation and be prepared to challenge the status quo, especially as we continue to manage the rapid pace of change brought on by AI and a constantly evolving macro environment.

We’re in a unique era where the role of HR is becoming more strategic, more digital and more human than ever before. The most successful HR professionals will be those who can blend empathy with commercial acumen and who aren’t afraid to step into complexity, lead with purpose and drive real impact.