Arunanshu Mandal

+91-842******* /+966-********* (WhatsApp)/ arunanshu.mandal (Skype)

Profile

Arunanshu is a seasoned Human Resource professional with multi sector exposure across different industry verticals and territories. He brings around fourteen years of commercial HR, legal, employee relations and OD/OE experience, combined with advisory/consulting skills nurtured in multinational corporations. Prior to relocating to the Middle East on his last assignment, Arun managed human capital for consumer and wholesale banking at Standard Chartered. Arun also played key HR roles at best employers - PayPal, Sanofi Aventis and HCL Technologies. He was a Principal Consultant with PwC, specializing in Performance Improvement, Change Management, Organization Restructuring and strategy. Having done work stints abroad and exposed to international people practices across a wide spectrum of industries, Arun is currently in a sabbatical break to help his spouse get on an entrepreneurial journey. He shall be free to pursue new assignments from Nov-Dec 2017

Professional Qualification M.A. in Personnel Management & Industrial Relations Tata Institute of Social Sciences (2001-2003), Bombay Other Certification: Train the Trainer certification from Dale Carnegie Institute E-mail ac3lvo@r.postjobfree.com

Industry sector exposure: BFSI, Retail, Consulting, Pharma, IT & ITES Career highlights

• Human Resource functional and consulting experience across diverse industries and geographies. Did assignments in the USA, Australia, and Middle East.

• Successfully managed change projects in the last 10 years. Project managed the HR Transformation Initiative in PwC. Created, transitioned, and stabilized a 100 member HRSSC and 50 member Shared Services for Ethics and Compliance operations from the PwC US firm and headed the operations for 6 months.

• Helped set up the HR department from scratch for two organizations: PayPal IDC and The Alam Group UAE. Rebadged 500 employees from Covansys, part of CSC Corp to PayPal India at Chennai. Led the entire effort of people integration with eBay Corporation.

• Helped manage the integration of a 300 member Sanofi organization in India with 2000 people Aventis, the pharmaceutical company on the field, post a hostile M&A effort. Devised ways to integrate a disparate and conflicting field force and also union busting strategies that resisted the change.

• Champions restructuring, change, performance management, productivity and organizational efficiency building projects across the businesses, multiple locations and employees at all levels.

• Closely involved in strategic HR and operational excellence/ Process Improvement initiatives. Other areas of expertise include Recruitment, HR Operations, HR Automations and Special Projects. Landmark Arabia (RETAIL) Dec 2015 – Feb 2017 (work visa tenure) www.landmarkgroup.com Landmark Arabia is a $5 Billion company and part of the largest lifestyle & fashion retail organization in the Middle East, the Landmark Group. It employs 18000+ people in the KSA and 30000 across west Asia. Centrepoint, Home Centre, Lifestyle, Splash, Max and Iconic are some of the renowned brands of the group. Corporate Program Manager/ Interim Head of Corporate HR, KSA

• Worked with Group companies (Concepts), Finance, Strategy and HRBPs to plan and strategize Retail People Plan at KSA, the largest and most complex market in the Middle East.

• Centrally defined schedules and drove project plans around Policy changes, People Projects, Performance & Rewards, HR Process Excellence & Change at Landmark Arabia, including diversity projects of Saudization and Feminization across the company.

• Supervised and managed C&B review in the country conforming to corporate guidelines. Benchmark country compensation and payout structure, payrolls, sales and marketing incentives, employee benefits, insurance for national and expatriates, long service benefits, social security and pension fund.

• Drove an HR Excellence Model of travelling business partners and specialist shared services

• Drove operations excellence around manning %, turnaround Time (TAT) of hiring, repatriation/ exit, deployment of internal supervisors, top talent retention, employee engagement, discipline, performance improvement plans, terminations, severance payouts and CSR activities.

• Reviewed HR Processes regularly and ensure up-to-date Blueprints.

• Reviewed effectiveness of HR processes and programs and rolls out necessary changes after obtaining buy-ins from all stakeholders.

• Provided periodic reports on HR SLAs and Matrices with insights.

• Conducted employee surveys including Engagement, Employer Brand, Internal Customer Service and other need based surveys (Dipsticks) to provide feedback to management as well as inputs for intervention.

• Helped provide external benchmarks on HR practices.

• Created and owned Community of Practice (CoP) Blue Print for KSA HR; facilitates monthly meetings/ workshops and develops knowledge database.

• Facilitated implementation of IT solutions for HR including portal and mobile app development. Achievements:

• Rolled out the first organization design, structure, job roles and compensation structure of Landmark Arabia post integration of the corporate entities of Dar Al Aziya, Dorat Al Wadi and Landmark Fashion.

• Led and delivered cost savings of SAR 9.6 million on social security (GOSI) leakage by the company and realization of more than SAR 20 million of government subsidy (HRDF) towards Saudization project.

• Facilitated process efficiency through successful migration of some key HR processes offshore to Cap Gemini team.

Standard Chartered Bank (BANKING & FINANCIAL) May 2013 – June 2015 www.sc.com Standard Chartered PLC is a British multinational banking and financial services company headquartered in London. It operates a network of more than 1,200 branches and outlets across more than 70 countries and employs around 87,000 people.

HRRM – Retail Banking

Business Partnering, India & South Asia H.O.

• As a senior Business Partner, developed business cases for high priority/high impact opportunities – productivity improvement and efficiency increase projects across the retail bank branches. Ensured union buy-in, managed headcount against business performance and budget; helped save over $2 Million in wages across 2014 by leading restructuring, de-layering and rightsizing exercises. OD/OE, Reward, Talent & Performance Management

• Centrally led a project to build a leadership pipeline in retail bank thorough strategic hiring, succession planning and internal promotions. Responsible for manpower planning, budgeting and optimization of talent hiring costs.

• Managed build of accelerator programs for fast-track leadership development. Implemented best practices for demand-led talent management, and talent identification/review across the region. Monitored senior talent succession planning & ‘talent exchange’ (optimum utilization of senior talent). Played a role in strategizing, and monitoring compensation and rewards within the retail bank businesses.

• Managed all PMS related HR communications with managers and with the Group. Closely tracked bonus, incentive and contest payouts against business performance and productivity of senior talents and Hi-Pos.

• Led and participated in cross business and bank-wide projects including Branch Manager Capability development planning, talent management and development centre initiatives, creation of new job families and career paths; and development of internal processes and policies.

• Partnered an initiative to get all managers and above tested in MBTI to identify effective coaching and leadership development strategies

Industrial Relations & Union Management

• Supported Group HR and ER initiative to roll out Fair Accountability Program in the India and South Asia region by developing implementation plans. Engaged with the bank’s legal and consultative committees towards effective dispute resolution & implementation of fair disciplinary & grievance procedures. Supervised cordial and productive relationship with union: keeping the union aligned and receptive to the changes in the organization.

• Championed case management system and ER productisation initiative. Worked closely with group ER in mentoring managers to handle cases, issue show cause notices, take judgment calls and issue warning/ termination letters.

• Represented the bank's interest bank in government and regulatory fora. Represented the bank in cases before Labour Courts and Tribunals and monitoring that systems and procedures are in place to safeguard the bank’s interests.

Special Projects

• “Policy review, implementation and trainings”. The project aimed at reviewing the employee disciplinary policies of the four countries of South Asia, keeping in consideration the internal policies and procedures of the Bank/ group, local laws of the countries as well as the agreements with the unions. The next phase was implementing the new group ‘Fair Accountability framework’ and thereafter trainings to all Country HRBPs in partnership with L&D team.

Genpact (Formerly GE Capital) Jan 2012 – May 2013 www.genpact.com Genpact is a global business process management and services corporation with key offices in the US, China, UAE, Europe and India. It’s listed on the New York Stock Exchange under the symbol G AVP – Human Resources

Managed a transformation project for one of Genpact’s biggest clients across India, Romania, Mexico and China. Helped redesign the shared service HR organization, mapped and reengineered critical HR business processes, implemented employee and manager shared services. Developed an implementation approach, network and team to deliver the change programs. Coordinated seamless data migration, service activations and HR transition activities.

Rebadging, Transformation & Change

• Developed an implementation approach, network and team to deliver the change programs

• Assessed and retrained HR staff basis refreshed competency models for various new job roles, and planned the communication strategy, including developing local stakeholder maps and engagement activities

• Coordinated seamless data migration, service activations and HR transition activities

• Provided organization design support to Genpact’s other departments – finance & IT back offices.

• Led the analysis of probable operating models across geographies.

• Advised the Risk and Quality (R&Q) people workstream on Change Management, including organization design, employee engagement, skill gaps analysis, stakeholder management and communications.

• Developed policies related to Genpact Way & Culture across the geographies and cascaded them Nominated to Genpact Accelerated Leadership Program 2012 PwC (Dec 2008 – Dec 2011) www.pwc.com

PricewaterhouseCoopers is a multinational professional services network headquartered in London, United Kingdom. It is largest professional services firm in the world, and is one of the Big Four auditors, along with Deloitte, EY and KPMG. Principal Consultant – Performance Improvement Advisory Highlights of Change Management Experience

As part of an overall transformation initiative at PwC in 2011 I was sent on secondment to PwC US firm as Project Manager responsible for carving out shared services from within the US internal firm service HR and Compliance/ Risk departments. Besides 'As Is' and 'To Be' mapping of processes, I also did detailed stakeholder engagement, ran change readiness surveys, planned communication around and organized change workshops to manage resistance. I migrated the processes to India (2 locations) and also did change impact assessments and operations improvement reporting for 2 quarters.

Additionally at PwC, I supervised change and deployment management towards execution of ERP and strategy driven business transformation in public and private sector clients through both normal and LSIP (large scale interactive process) modes. My area of contribution was towards:

- Change Measurement (Change Readiness / Surveys, Business Readiness, Change History Assessment)

- Stakeholder management and communications plan

- Organization and people design

- Change impact assessments

- Change workshops, coaching, training strategy and Learning& Performance support In 2010-11, I advised an Abu Dhabi based retail group (www.alamgroup.ae ) and helped them set up their HR department. The challenge was to change the existing Personnel function into a modern department geared to deliver the KPIs with respect to the organization's strategy. I identified and recommended the most effective approach to managing change and supported the successful implementation and embedment of new working practices. Key accountability and responsibilities included:

• Implementing key HR systems and processes, and developing communication, training and impact assessment plans

• Evaluating current versus future change requirements and making recommendations to the group management

• Delivering an integrated Annual HR plan which included the manpower strategy, training and development strategy, knowledge transfer and organisational enhancement strategy, competence development and performance management strategy

• Aligning the HR plan with the needs and requirements of other departments and the group Highlights of OD and HR projects as a Project Manager 1. MCPI & DBOI

MCPI Haldia is part of Mitsubishi Chemical Holding, and DBOI is Deutsche Bank’s (DB) captive shared services centre in Bangalore.

The Engagement

Both companies assigned PwC to develop competency based Development Centre process for their employees across levels and help them gain insight on their strengths and development areas. The ask was to facilitate development dialogue to concretize the way forward in critical but lagging areas. I and my team at PwC was required to design the workshop exercises and content, and train their managers to facilitate the development workshops across various levels. The workshops typically covered employees across supervisory, team manager and middle management levels. Client Benefits

Both companies saw the initiative as an opportunity to build internal capability among managers and supervisory staff to enhance their contribution to their job roles in the future. With people being a critical aspect of their strategy, the initiative added value by bringing objectivity in the way managers viewed their employees and their contribution. 2. Augere Wireless Broadband India

Augere acquired telecom licenses for the rollout of broadband services in Madhya Pradesh and Chhattisgarh (MPCG) The Engagement

My team at PwC partnered with Augere to review its India operational organization model and develop clear roles and responsibilities for various jobs at various levels and functions. The assignment also involved designing job and pay bands.

Client Benefits

The organization was keen to differentiate itself from other telecom players by enabling a unique culture for both its internal and external customers. PwC helped facilitate the same by prioritizing on the critical lever of acquiring the right people at the right cost in the right role.

3. State government of Manipur

The Engagement

PwC was asked to identify state wide training and capacity building needs of the state government personnel and develop action plans based on the capacity building roadmap and training strategy to achieve capacity building targets. I conducted assessment of the existing training infrastructure in the state and developed action plan to improve their capacity to lead the training interventions in the State. Assisted in / liaised with identified agencies in development of course content and training programs aimed at capacity building. Provided communication action plan and support in development/ roll out of programs aimed at sensitizing the senior political and executive leadership towards e governance initiatives.

Client Benefits

The government benefitted in a seamless change management plan where all stakeholders could be sensitized and their acceptance obtained. The state also got a new capacity building plan in place and a training roadmap with empanelment of more agencies as recommended by PwC.

3. State Government of West Bengal

The Engagement

PwC was asked to conduct a study of three power utility companies operating in the state. The objective of this was to recommend measures for attaining time-bound viability and enabling them to provide a better quality of service. The HR track of the project focused on developing a roadmap for optimal restructuring, and involved review of governance and human resource issues by:

- Analyzing various aspects of age, retirement and educational profiles of employees and benchmarking overall employees against others in similarly placed utility companies

- Comparison with similarly placed utilities to understand the profile; e.g; ratio of engineering staff, ministerial staff and Class IV employees, etc.

- Qualitative changes in governance and management decision making processes drawn from best practices across the country and abroad.

The study involved large scale consultations with all stakeholders including employee unions in developing and freezing recommendations related to organization restructuring and optimal manpower plan through process reengineering, redeployments, and early separation schemes.

Client Benefits

The state government identified the surplus and deficits in manpower at various levels and established manning norms to bring the number at optimum level over the next few years. The study also helped the state power department to frame a new staff transfer strategy

4. Durgapur Projects Limited (DPL)

DPL is a large state owned public sector utility company in power generation and distribution business. The Engagement

PwC was asked to facilitate the demerger of the Coke Oven Gas Plant (COGP) from DPL and sell off the same to its JV with SAIL (Steel Authority of India). The HR track of the project involved me undertake the manpower related aspects of COGP, negotiations with SAIL on manpower that would be absorbed by the new JV, the split of common service/ support manpower who need to be retained, and development of an early separation scheme. Client Benefits

The demerger and subsequent selloff was a success. Trainings in PwC:

• Making Change Stick

• PwC Transform

• Advisory University 2010

• Certificate in Leadership Development Program – PwC-DDI affiliated PayPal (eBay Inc) (Nov 07 – Nov 08) http://www.ebayinc.com PayPal is part of $ 9 Billion eBay Inc. a company operating a worldwide online payments system that supports online money transfers and serves as an electronic alternative to traditional money transfer methods HR Manager for India

• As a Start Up phase consultant cum first HRM of PayPal India, facilitated re-badging and integration of 500+ vendor staff, and provided complete HR planning for the India Development Centre

• Served short stints at eBay offices in US and Australia as part of the India Development Centre start-up team

• Designed the organization structure of the new India Development Centre

• Designed and implemented India specific HR processes

• Employee engagement and change management in the erstwhile vendor run BOT organization - Culture building initiatives for movement from a service sector outlook to a IT product-orientated culture Reward & Compensation Strategy

• Researched and promoted an IDC compensation & benefits plan; design and analysis along with MARSH

• Aligned reward strategy to organization’s growth strategy. Participated in Salary Benchmarking surveys and conducted specific market analysis of key positions in the Organization. Formulated the pay policy of the India organization for all its individual product lines; design, review & administer benefits, bonus and various incentive schemes.

• Advised and provided guidance to the India and US leadership teams on application of mandated employee benefits, and applicable policies and procedures

India Organization Design & Performance Management System

• Designed the IDC organization structure; implemented global product-organization competencies and job-family specifics within the IDC framework

• Deployed eBay job-band competency model within the performance management process of both PayPal employees and contractors

• Contributed to driving a performance culture within the PayPal India and vendor organizations (for contractors working on PayPal projects) and ensuring goal setting, appraisal discussions etc are carried out with the right spirit

• Rolled out the first eBay-PayPal Talent review in India as part of succession planning exercise. Built a succession pool using nominations, assessments and performance data Achievements

• Rolled out PayPal India’s first employee engagement survey along with Grant Thornton, 85% engagement within the first 10 months of India Development Centre’s existence

• Promoted PayPal’s best employer brand including creation and showcase of unique processes and programs that saw us winning a place among the 25 best employers in India in a survey by Business Week and Hewitt Associates

Sanofi Aventis India (Aug 06 – Oct 07) www.en.sanofi-aventis.com Sanofi S.A. is a European multinational pharmaceutical company headquartered in France, as of 2015 the world's third- largest by prescription sales.

Assistant Manager – Human Resources (Sales)

• Sales force HR Planning; including local labor market research, resource forecast, manpower planning, and resource utilization

• HR Integration & Change: Facilitated people integration post-merger between Sanofi and Aventis in India and Nepal

• Contributed to the design and successful roll out of Assessment and Development Centers for field-staff. Initiated Leadership Development and Succession Planning for sales organization.

• Rolled out a corporate rotation program for field employees; enacted a talent-replacement strategy along with identification and development of Hi-po’s.

• Contributed to designing and implementing the Career Development Handbook for sales function

• Attained Train the Trainer Certification from Dale Carnegie on behalf of Sanofi Aventis

• Conducted successful multi-location workshops on Interviewing Skills & Values Based Culture Building

• Co-Sponsored very successful job fairs in eastern India along with media vehicles and campus partnerships as part of employer brand building activity

HCL Technologies Ltd. (May 03-Jul 06) www.hcl.in

HCL Technologies is an Indian technology company with annual revenues exceeding $6 Billion. One of the pioneers of Indian information technology industry, it has offices all over the world. Asst. Manager – Human Resources

1. Highlights at HCL Tech Enterprise Consulting Practice

• Corp-HR SPOC for Talent Transformation and Intrapreneurship initiative; an unique drive to identify in-house trainers among employees and encouraging peer education

• Was responsible for goal setting, tracking and bonus payout for the top 3% of the consulting organization across sales, delivery and enabling functions

• Contributed towards institutionalizing and evolving organizational talent review (OTR) process and creating a corresponding organizational position review mechanism

• As Task Force member participated in re-positioning brand HCL as part of corporate Talent Strategy Team

[resulting in HCL Fearless advertisement campaign 2005.] 2. Highlights at HCL Tech BPO Services

• Awarded The Best HR Person of the Year Award 2003 in HCLT BPO

• As a single point contact, managed the first Engagement Survey at HCLT BPO in association with Hewitt

• Contributed to rolling out of Online 360 Degrees Performance Management System as part of corporate initiative.

• Designed and developed a fast-tracker talent development program across job-grades. HR internship programs (June 01 – Apr 03)

Did fieldwork and internship at Tata Sons, RCF, Blue Star InfoTech, Voltas, & PepsiCo Bombay. Projects ranged from Workmen Productivity Analyses and recommendations for RCF, to designing Induction Training for Blue Star, Employee Engagement Survey at Voltas, Thane Plant, and Competency Mapping at PEPSICO using the Repertory Grid Analysis Technique. The Tata Sons project involved my designing and implementing a unique Award program for the HR Departments of Tata Group of Companies, and I worked very closely with the Tata Business Excellency Model for this. Independent PR/ event management consultant (Aug 99 – Jun 01) Independent consultant working on projects related to integrated PR/ recruitment campaigns/ advertisements/ road shows and employer-brand management activities.

Clients: J Walter Thompson & Associates, Spice Telecom (Airtel), 2Com, HDFC Bank, Dabur Certification

• Post-Graduate Diploma in Mass Communication from Jadavpur University, Kolkata' 2000 College

• Bachelors with Honours in English from Jadavpur University, Kolkata' 1999 Schooling

• Scottish Church College’ 1996

Language Proficiency: English, Hindi, Bengali, Elementary German & Arabic Passport: Yes

Visa: USA Multiple Entry Business Visa

Date: 01-October-2017

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