Confidential

Meer R. Ali

Canadian & Indian National, Married, 5 Children and 4 Dependents.

Address: Canada: Scarborough, Toronto, Ontario.

Address: Jeddah: Villa # 4, Arabian Village Compound, 8659 Shaddad Bin Aws Street, Hai Al-Marjan-2, Saudi Arabia.

Address: Riyadh: Villa # 10B, Balancya Compound, Khurais Road, Behind Hyundai Showroom, King ‘Abdulaziz District, Saudi Arabia.

Tel Mob: +966 (0-506-***-***, Email: ac5bgv@r.postjobfree.com.

Specialized in DEVELOPING, IMPLEMENTING & MANAGING: HR SYSTEMS & PROGRAMS, POLICIES & PROCEDURS, PROCESS RE-ENGINEERING; including Compensation & Benefit System, Performance Management System, Organization Development, Career-Development Program, Reward & Incentive Methodology, Merit & Promotions, Recruitment, Personnel & Payroll Systems, etc.

E X P E R I E N C E A total of 38 years in HR in Saudi Arabia

16 Apr 2017 – Present

AMNCO – Arabian Security & Safety Services Company – Riyadh, Saudi Arabia.

Shared Services

Advisor to the CEO

The Arabian Security & Safety Services Company – AMNCO is one of the first local and regional companies in the civil security service sector holding a leading position in the fields of integrated security solutions for the monetary-sector, the transfer of funds and precious metals, and the provision of comprehensive civil security services for a wide range of government and private agencies throughout the Kingdom. Since its founding in 1984, has become a member of several international private security institutions and associations in the United States and the United Kingdom. AMNCO has 5 regional offices with 13 branches and more than 4,950 employees serving almost all cities/towns across the Kingdom. Under AMNCO, there are 3 companies – Security Solutions Company, CIT & ATM Services Company and Facility Management Company.

Responsible to Develop, Update and Implement following HR Projects:

Compensation & Benefit System - including Market-Salary-Survey, Job-Evaluation and C&B Structure.

Organization Development – including establishing Hierarchy, Position-Levels, Reporting-Line, Functional-accountability-Distribution for the Company.

Performance Management System

Merit Review and Promotions

Bonus and Incentive Program.

HR Process Re-engineering – including Forms and Formats

HR Policy & Procedure Manual

Job Posting Program

Employee Service Awards

Employee Recognition Awards

New Employee Orientation Program

Employee Career-Development Program

Authority Matrix for various management positions.

4 Oct 2015 – 15 Apr 2017

NADEC – National Agricultural Development Company – Riyadh, Saudi Arabia.

Human Resources

Director – Organization Development

The National Agricultural Development Company (NADEC) is one of the largest agricultural and food-processing share stock companies in the Middle East and North Africa. Established in 1981, it is a joint stock public company – 20% owned by the Government, with the rest publicly traded on the Saudi Stock Exchange. It is one of the very few and largest vertically integrated dairy businesses in the world. NADEC provides the tastiest, finest and healthiest nutritional products through two key businesses – NADEC Foods for consumer products and NADEC Agriculture for agricultural produce.

Responsible to develop, update and implement following projects in addition to oversee day-to-day operations of OD, C&B and T&D.

Evaluate Executive Management Jobs and provide appropriate HAY-scoring and grade them to reflect accurate positioning comparing to KSA/GCC FMCG market. Update and implement revised C&B and LTI Systems for Executive Management Staff in line with 2015 Executive FMCG Salary Survey of GCC and benchmark with top 28 FMCG companies of GCC.

Develop and automate employee related actions, i.e. position-change, promotions, benefit-change, transfers and location-changes etc.

Develop a Bonus and Salary-Increase Pool Establishment and Distribution linked with company performance against target.

Create Management Recognition Awards for outstanding achievers and Service Awards for all employees.

Develop and implement Career Development Plan for high potential staff and Succession Plan for all management staff.

Automate and update Performance Management System, Compensation & Benefit System, and Training & Development System through Oracle.

Develop and launch Training Academy, annualized Training Calendar, to achieve 31K training hours per year.

Develop and automate a system to determine gaps in organization practices by utilizing Exit Interview Information.

Update and implement Compensation & Benefit System for all staff in line with 2015 Salary Survey of KSA with the selected peer group.

Research, recommend and implement appropriate benefits for Production and Manufacturing areas of the company.

Develop and implement Career Progression Ladder for all company staff.

Develop an Education & Competency Matrix for each grade applicable to new-hires.

Standardize all jobs in the company and create generic Job Description and Organization Hierarchies for all entities.

Review, update and implement personnel policies and procedures.

Enhance and implement staff on-boarding experience with the company.

Automate and increase coverage of Training Need Analysis (TNA) process and Introduce cost-effective-training, i.e. e-learning.

10 Sep 2011 – 31 Aug 2015

UCIC - United Carton Industries Company – Part of HSA Group, Jeddah, Saudi Arabia

Human Resources, Administration, Staff Accommodation, Support Services

Head of Human Resources & Administration

UCIC is the largest manufacturer of corrugated containerboard packaging in Saudi Arabia, operating two substantial plants in Jeddah and third in Riyadh. The business is owned by a partnership of three highly respected family businesses (Zamil, AlEsayi and HSA Group). HSA (Hayel Saeed Anam Group) has extensive activities in the Middle East, Far-East and Europe. This Group consists of 87 companies world-wide, Yemen, Egypt, Saudi Arabia, Malaysia, Indonesia, UAE and UK and generates annual revenue of $ 8 Billion with approximately 25,000 employees. In Saudi Arabia the group had an annual turnover of around $ 1.5 Billion in 2010. It operates under UCIC - $ 190 million, manufacturing corrugated packaging in a custom-built factory since 1990. Currently processes over 240K tons a year, across the three plants, with a turnover around $ 300 million. They are in the process of planning a fourth Greenfield plant in Riyadh and the turnover may exceed 400,000 tons. UCIC is considered a market leader with 45% market share.

As a Head of HR & Administration, I am one of the senior management team of the company reporting directly to the CEO. I was responsible for all expense areas of the company i.e. staff payroll, staff benefits, allowances and related expenses; training; staff related court cases; office premises and leases; utility services like telephones, electricity, water, landscaping, hygiene; all procurements and printing; office supplies; transportation, vehicles and driver service; mail, distribution and courier service; janitorial, security and office-boy services, obtain and renew of all relevant licenses and approvals from the government institutions; contractors, vendors and suppliers, etc. I was responsible to control and manage an expense. I was responsible to manage around 20 direct staff and 120 indirect staff members.

Responsible to develop, update, implement and maintain following projects, in addition to oversee day-to-day operation of Human Resources, Administration, Staff Housing and Support Services.

HR Strategy – vision and mission

Employee Database System and Filing

HR Process Re-engineering

HR Forms & Formats

HR Organization Development, Hierarchy and Functional Accountability Distribution

Job Descriptions

Job Evaluation

Market Salary Survey

Compensation & Benefit Structure

Organization Hierarchy for the Company

Compensation & Benefit System

Performance Management System

Merit Review and Promotions

Saudization Program

Job Posting Program

Recruitment System

Manpower Planning & Budgeting System

Service Awards

Employee Recognition Awards

Employee Handbook

New Employee Orientation Program

Developing and maintaining HR policies and procedures

Employee Behavioral Training and Development

Employee Welfare Programs

Employee Housing and Accommodation

1 Mar 2011 – 1 Sep 2011

OLAYAN GROUP – Head Office - Riyadh

Human Resources Group (Short term Contract of 6 months)

Consultant – Human Resources

Olayan is one of the largest groups of companies in Saudi Arabia having invested in approximately 70 joint venture companies in the Kingdom. Of which, they were directly managing more than 30 companies and the rest through the Board of Directors. There were approximately 6,000 employees working Kingdom-wide. Olayan manages its international operations through Athens, London and New York.

As a Consultant - my assignments were as follows:

Conduct salary and benefit surveys and update system accordingly.

Update and implement standard benefits and link them with company positions.

Standardization of job positions and linked with grades.

Update Compensation & Benefit Structure and system in line with the current job market.

Develop Recruitment Matrix – Education, Experience and Competencies linked with Grades.

Create a Training Course Matrix linked with Grades.

Design “Employee Opinion Survey” questionnaire and methodology.

Career Progression Ladder and Organization Chart

Reviewed and updated HR processes.

Updated Merit and Promotional Increase System

12 June 2003 – 1 Dec 2010

AMERICAN EXPRESS (Saudi Arabia) Ltd – Head Office - Riyadh

Human Resources, Training, Premises & Administration

AGM - Head of Human Resources, Training, Premises & Admin.

American Express is one of the largest credit card provider companies and stand in the top 29 admirable brands of the world. Earlier they were managing operation in Saudi Arabia from American Express Middle East Limited – Bahrain. Amex received license as Saudi joint venture in the last quarter of 2002 reporting directly to Amex - London. I joined this company during the initial establishment stage to establish A to Z systems, procedures, licenses, government registrations and approvals etc., relating to the company and human resources. Currently there are more than 400 direct and contractor staff members working with Amex.

As a Head of HR, Training, Premises and Administration, I was a member of ‘Top Team’ and the ‘Management Committee’ of the company reporting directly to the CEO. I was responsible for all expense areas of the company i.e. staff payroll, staff benefits, allowances and related expenses; training; staff related court cases; office premises and leases; utility services like telephones, electricity, water, landscaping, hygiene; all procurements and printing; maintenance of furniture, equipment and properties; office supplies; transportation, vehicles and driver service; mail, distribution and courier service; janitorial, security and office-boy services, obtain and renew of all relevant licenses and approvals from the government institutions; contractors, vendors and suppliers, etc. I was responsible to control and manage an expense budget of SR 80 million per annum. I have established an effective cost control and negotiation system showing a saving of approximately 15 to 20% each year. I was responsible to manage around 15 direct staff and many indirect staff members.

As a result of effective implementation of HR policies and procedures, fair treatment, providing opportunities for progression for talented and smart workers, staff members are highly motivated, productive and secure. Therefore, Amex is always exceeding the bottom line budget since 2004, even in the recession period of 2009. Following projects were developed, established, implemented and managed successfully:

HR Group Strategies – Developed and updated staff related policies and procedures, strategies, formats, systems and methodologies based on market practices and implemented them effectively to establish fairness and competitiveness among staff.

HR Policy & Procedure Manual – Developed and frequently updated and implemented Personnel Policy and Procedure manual and Employee Handbook and made it available to all staff on intra-net to access and become aware of the company policies, labor laws, disciplinary actions, grievances, benefits and privileges in order to establish fairness in employee actions, treatment, transactions and avoid exceptions to maintain high morale and motivation among employees. Additionally, conducted frequent training courses on HR policies and procedures to create awareness regarding their rights and responsibilities.

Organization Development – Redesigned and implemented enhanced organization structure, departments’ positioning, Reporting methodology, Authorities allocation, Re-engineer processes to reduce time and cost, developed appropriate formats for smooth running of the organization.

Admin Procedure Manual - Developed and frequently updated and implemented Admin Policy and Procedure manual and made it available on intra-net to make all employees aware of procedures and methodologies to obtain facilities and privileges.

Compensation & Benefit System – Developed, implemented and maintained leading-edge compensation system incorporating principles and methodologies to retain staff. This system is closely tied-up with IOB salary survey and market practices. It is also updated periodically based on annual compensation and benefit survey.

Compensation Surveys – Conducted and participated in market salary surveys with competitor and other organizations to monitor and help control market compensation practices and influence market fluctuations. Established a rationale and developed and updated a competitive salary structure in line with the market.

Job Evaluation & Organization Development – Created job descriptions with the help of line management, hierarchies, and job values based salary surveys and functional distribution. Conducted internal job evaluation by establishing generic job descriptions.

Benchmarking Positions – Benchmark various positions and HRM practices in Kingdom based on recent IOB surveys. Adjusted compensation in phases based on objective survey results.

Performance Management System – Developed, fine-tuned, implemented and trained supervisory and management staff on the performance evaluation system for recognizing and rewarding employees based on merit. Ensure that staff members receive regular feedback on their performance and thereby gave them opportunities to fulfill their potential by identifying specific strengths and possible areas for improvement. The process provided a basis for preparing appropriate development plans and personnel programs for action. Build a culture of excellence in employee performance across all spheres of functions.

Management Information Reports/Analyses/Statistics - Provide management with regular intervals and based on their requests; the demographic analysis of staff, their competency, flexibility, future potential, age distribution, length of service, job and rank distribution, statistical analyses, cost analyses, profitability verses costing, etc. Strong ability to develop and deliver presentations and written material for a variety of staff across the organization.

Manpower/Management Development Program – Planned, coordinated, directed and controlled the implementation of short and long term manpower development plans. Evaluated and established various management development programs internally and externally to improve skills, competencies and potential. Utilized a ‘genesis’ document in creating the program for all Saudi employees. Primary participants were rating 1 employees.

Employee Training – Developed and identified many courses based on the business requirement and arranged to deliver to all staff based on potential, weaknesses and the requirements to groom staff for career progression. utilizing internal and external training sources.

Career Development Program/Career Path– Developed, established, formulated, implemented and monitored a

consistent, proactive, collaborative and dynamic Career Development program for all fast-track Saudi employees of the organization for their career advancement. Provide guidance to managers in preparation and implementation of career development plans for their staff. Developed competency based Individual Development Plans for new hires. Defined career paths and designed development programs targeting positions of greater responsibility.

Succession Planning – Formulated reviews and identified with the help of annual performance reports and line management staff and implemented a staff succession program to replace expatriate and take-over key positions in event of resignations and deaths.

Promotions & Salary Reviews – Designed and developed promotion and Salary Review budget and criteria for automated actions at specified deadlines.

Annual Incentive Awards (AIA) – Developed and implemented annual incentive award totally linked with company profitability and individual performance ratings.

Long Term Incentive Awards (LTIA) – Prepared and implemented long term incentive award or share option program for selected management staff that we desire to retain for longer period and they are critical for the company.

Spot Management Award (SMA) – Established a spot reward incentive program given to employee who performs a particularly outstanding service over and above his normal work requirements and responsibilities. It is payable on spot at any time.

Saving Plan – we were in the process of designing and implementing a premier Saving Incentive Plan. This is very much helpful to foster and nurture loyalty and retention of long-term productive employees.

Manpower Planning & Budgeting System – Designed and developed a manpower planning and budgeting and monitoring system. It is helpful in hiring, terminations, promotions, salary increases and payroll expenses.

Re-engineering HR Processes – Reviewed all processes of human resource transactions. Eliminated duplications and redundancies. Enhanced and automated the process to reduce time and man-hour.

HR Forms & Formats – Designed developed and implemented various forms and formats for all aspects of HR transaction to facilitate in getting the job done in simple way.

HR System Development & Enhancement – Identified, modified, enhanced HR computer system and its data-base, which is interconnected with all entities of human resources with the concept of automate areas to the maximum to improve efficiency and save time and cost.

Job Posting Program – Developed an internal placement and job posting program, providing for all employees to consider available jobs or positions as they become available to enhance and otherwise amplify various opportunities for overall career development and improving the productivity.

Employment & Recruiting – Sourcing, screening, interviewing, verifying, hiring, contracting, placement and monitoring performance for a period. In this regard, identified and enhanced a computer based recruitment system, which is linked with personnel and payroll system and computerized forms and formats.

New Employee Orientation – Developed and implemented weekly orientation classes for all new hires to indoctrinate them about the organization, its policies, values, procedures, and working donditions etc.

Personnel & Payroll Processing – Established a centralized automated processing in Riyadh to service all Kingdom-wide staff related functions and activities.

Employee Relations – Maintained day-to-day contact with staff and address staff related problems in order to keep them motivated. Established techniques to maintain harmony and effective communication between employee and management. Provided ‘hands on’ assistance to staff to have an office to turn to resolve grievances of any nature maintaining high esprit de corps among staff and provide them job security which is a critical aspect for staff motivation and enhance productivity. Represented management and the employee with the highest level of objectivity and fairness.

Saudization – Established, controlled, monitored and implemented comprehensive program for recruiting and Saudization. Enhanced percentage from 18 in 2003 to 66 in 2010.

Sports & Recreation – Extended health club facilities to all staff members through a 5-star hotel. Conduct annual staff party, sport competition, prizes and raffles, Iftar gathering each year.

Employee Communication – Established a staff communication where we share management changes, strategies, staff progressions, new hires, staff personal data to make staff feel that they are part and parcel of the organization and contributing bottom line.

5 Feb 2001 – 4 Feb 2003

OLAYAN FINANCING COMPANY – Head Office - Riyadh

Human Resources Group

Vice President – Compensation, Benefits and Organization Development Department

Olayan is one of the largest groups of companies in Saudi Arabia having invested in approximately 70 joint venture companies in the Kingdom. Of which, they were directly managing more than 30 companies and the rest through the Board of Directors. There were approximately 6,000 employees working Kingdom-wide. Olayan manages its international operations through Athens, London and New York.

As Vice President in the Human Resources Group and my primary assignments are as follows:

Analyze, design and implement an effective generic compensation system which can be applicable for all their companies of various products, nature and environment. System includes – job evaluation, job matching, setting criteria for evaluations, writing job descriptions, analyzing and placing them into appropriate grades, creating standard positions and titles in line with the market, surveying jobs within the market, creating salary structures and assigning ranges to all jobs.

Create and implement a performance evaluation system for staff. Set criteria and conditions for salary increases, promotions and bonuses/incentives.

Conduct salary and benefit surveys and update our system accordingly. Watch and monitor the job market.

Create and implement standard benefits and link them with company positions.

Create organizational hierarchies for all companies based on a point-factor-system.

Create and implement career development and career path programs for Saudi staff.

Help, support and develop systems and procedures which facilitate improving Saudization.

Develop morale and esprit’ de corps among staff and encourage them to higher productivity.

Coordinate and assist developing the management development and training program for the Olayan Group.

Establish a centralized personnel and payroll system for all operating companies of Olayan.

Create and implement an effective personnel policies and procedure manual and update it accordingly.

Design and implement methods and procedures for HR related processing.

Create and implement a fully automated HR system Kingdom-wide.

Develop MIS reports and systems for senior management’s decision making.

Create and implement a viable internal transfer, placement and job posting program.

Create and implement a performance related bonus/reward system.

Create and implement a savings and incentive program to foster and nurture loyalty.

Create HR related forms and formats.

Update systems on a frequent basis as necessary.

Principal Contacts: Group Vice President – HR, Group and Vice Presidents, President, CEO, General Managers of Companies, CFO of Companies, Managers and Staff members.

24 Oct 1992 – 31 Dec 2000

ARAB NATIONAL BANK – Head Office - Riyadh

Human Resources Group

Manager & Head of Compensation & Benefits and OD Department

Arab National Bank is one of the largest banks in Saudi Arabia. Received the highest possible rating for a bank from Thomson Bank Watch Inc., global leaders in bank risk analysis and also received an award from Computer World magazine, as a world leader in the use of information technology, which put a seal of approval on the caliber of investments and management. There were a total of 2000 direct staff and 700 contractor staff working. The bank had a network of 117 on-line branches and a branch in London and 240 on the ATM network. Assets were SR 33.2 billion. We were given an assignment to overhaul and replace all human resources practices and systems with state-of-the-art practices by re-engineering processes.

Duties included:

Responsible for developing and maintaining a comprehensive and competitive compensation and benefits program for bank employees Kingdom-wide.

Managing and overseeing all ANB salary and benefits administration activities and functions, for head office and branches. Ensure bank’s competitive market position.

Supervising staff of various nationalities, i.e. four staff of compensation department directly and 19 staff of human resources division indirectly.

Designed and implemented organization-hierarchy, departments’-positioning, Reporting-methodology, Authorities-allocation, Reviewed processes to reduce time and cost, developed systematic administrative/operational methodologies for smooth running of the organization.

Monitoring and being responsible to manage the total portfolio of SR 300 million staff cost per year.

Implementing and supervising programs for granting all salary increases, including promotions.

Administer ANB benefit programs for granting all salary increases, including employee loans, transportation allowances, employee leaves and airfare tickets, bonuses, housing allowances, business per diem allowances, shift allowances, over time, staff medical treatment program and other various allowances, payments or compensation, direct or indirect payments or compensation in kind.

Responsible for introducing and maintaining staff welfare programs, i.e. health club, sports activities, quarterly news-letters etc.

Monitoring and overseeing daily and monthly salaries and benefits for bank staff including contractor personnel.

Preparing, overseeing and implementing the annual merit review and performance appraisal programs.

Ensuring implementation of relevant salary increases.

Preparing, recommending for approval and implementing ANB compensation and benefits policies and procedure. Maintaining an adequate system to ensure the bank remained operationally and functionally effective and competitively within the top third of the market.

Developing and updating job descriptions. Ensure that each was properly graded.

Participate as ANB’s representative in annual IOB (Institute of Banking) and KSA financial institutions and selected commercial institutions’ salary and benefits survey.

Keep ANB Personnel Policy and Procedure Manual updated, particularly as it contains any item or activity pertaining to salaries, benefits other compensation (direct or indirect) with monetary impact, employee morale and productivity and effective administration of overall human resources division functions and activities.

Function as chairman or spokesman to create and maintain a ‘morale generating’ and informational employee handbook with backup assistance as needed.

Performed as Head of Human Resources during his leaves.

Human Resources Division consisted of Personnel & Payroll Processing, Employment & Recruitment, Compensation & Benefits, Employee Relations, Training & Career Development, Government Relations, Travel & Hotel Arrangements etc.

Responsible for preparing the annual staff related expense budget and its compliance.

Responsible for the audit of day-to-day HR transactions.

Responsible for enhancing the computer system of the Human Resources.

Implementing effective the cost control measures to reduce operating expenses.

Established and maintained good relationships with personnel managers of all banks in the Kingdom.

Responsible for updating and circulation of the internal and external authorized signature book.

Submitting proposals, providing guidance and suggestions to senior management staff including the Managing Director for staff related problems.

Prepared and distributed quarterly reviews on staffing, staff related expenses, benefits, localization, operating costs, profits, branches net-work etc. by collecting, analyzing and compiling data of all banks in the Kingdom.

Principal contacts – General Manager – HRD, General Manager – Operations & Services Group, Managing Director & CEO of the Bank, Department and Branch Managers, Heads of Human Resources for all Banks of the Kingdom., Compensation and Human Resource consultants inside and outside Saudi Arabia, and Staff members.

11 Sep 1983 – 23 Oct 1992

UNITED SAUDI BANK (Currently it was merged with SAMBA) – Head Office - Riyadh

Human Resources Division

Personnel Administrator

This was one of the eleven banks of the Kingdom of Saudi Arabia and now merged with SAMBA. The bank was one of the top performing and highest return-on-investment and income per staff.

I joined this bank during its initial establishment when there were no systems, procedures and standard policies in the personnel department. As soon as I joined, I started to set up the personnel department by creating policies, establishing procedures, designing forms and formats, streamlining the work, preparing and updating job descriptions, evaluating positions, setting up a compensation and benefit structure, etc., and implemented policies effectively. During the year 1990-91, in the absence of the Head of Human Resources, I effectively managed the human resource functions independently with the help of 50% of budgeted staff. During my career, I was exposed to many areas of the human resources and received an

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