SUSAN HUNT
It’s all about enabling talent and smart use of technology, the Perth Zoo’s chief executive tells Helen Shield.
Biggest or best career break?
My biggest, not the best, was when I was working in Aboriginal Affairs. I had been heading up a policy unit and my chief executive at the time pushed me out of my comfort zone to be regional director, setting up regional offices through Western Australia. I learnt so much about managing an organisation through that.
Describe your leadership style.
There are three things.
Enabling talent, making sure talent is recognised; being really clear on direction of the organisation and leading by example.
How important is Perth Zoo’s standing in the community?
(We enjoy) a high public opinion and we work very hard to maintain that. We have a whole-of-life commitment to the animals we have in the zoo. We are not just displaying animals but contributing to their conservation in the wild. We have a community fundraising campaign (almost $1.8 million) we use for that.
Do you have a public role as a leader?
Not locally, because the zoo, the 250 zoo staff and our 300 volunteers are actually the leaders. And our animals tell the zoo story about the importance of saving wildlife. I have quite an active role regionally and globally. I’m president-elect of the World Zoo Association (starting in October next year). Globally and regionally I see myself as a leader because . . . the conservation and animal welfare work we do here is of a high standard.
Your most memorable executive experience?
When I first started here as business director in 2000 (she became chief executive in 2004) the budget was not in good shape. We had some lovely exhibits but the zoo had a debt of almost $20 million. I was working with my wonderful board, the environment minister and Treasury to get the zoo on a sustainable financial footing. The best moment was when the WA Government agreed to waive the debt in 2005.
Are executive remuneration levels excessive?
A lot of the chief executives I know in government agencies love what we do and we’re there because we believe in working in the community. In the zoo, it’s about wildlife and saving wildlife.
What’s the best way to improve productivity?
I believe technology is really, really important. And making sure your team is well trained to use it properly. Part of that is also encouraging innovation, people with ideas, really fostering that. If we get more technology we should be able to do more with less.
How important is your regional and global co-operation with other zoos?
Zoos work most effectively through partnerships. We co-operate to ensure we get the best breeding outcomes, to raise animal welfare standards and to collaborate in research and veterinary medicine.
Do you use social media?
Personally, no. We do at the zoo, it’s the way to communicate and get people to enjoy the zoo. We use Twitter and Facebook and we have ZooTV.
What do you do in your spare time?
I love reading and cooking for my family. My husband is a keen sailor so whenever we are on holidays we hire a boat and go sailing.
Best Australian holiday destination?
I love Karijini National Park. I love the West Australian bush. The Pilbara is fantastic and Karijini is just magic.
The last book you read?
The last non-fiction was Hugh McKay’s The Good Life. It’s about our western obsession with wanting to be happy all the time. He talks about the importance of feeling a variety of emotions in one’s life and how important it is to make a contribution. It’s just a nice little reminder about the importance of living simply and not being so self-obsessed. Are there tensions between your ambitions for the zoo, environmental aims and budget? We have (a limited Government budget). We are very fortunate as a government zoo that we can generate our own revenue, too. And that’s what we are doing. We have fantastic public support.
