HR lead for the holding company Rain Industries (Rev: 2.6 billion USD), subsidiaries: Rain Carbon, Rain Cements ('Priya' brand) and CSR arm -Pragnya Priya Foundation Role dimension: 4 plants (Carbon: 2, Cement: 2), Global Capability Centre, CSR arm (3 Schools, 3 Hospitals)Employee: Approx. 3800, managing both blue collared and white collared-Strategic role in business partnering with management on organization design, leadership risk, succession management, capability development, strategic Industrial relations-Charted out HR transformation roadmap on HR digital journey, smart manufacturing by process automation and quality initiatives, HSE framework, strengthen plant security network, productivity for man and machine-Drive capability building through LDP/IDPs, salesforce effectiveness, Performance enabling by Balanced Scorecard approach, engagement practices through changing the legacy systems and bringing vibrancy-Comp. benchmarking, framework of rewards and recognitions, proper mix of fixed and variable pay, work enablers-Manage complex labor issues with multiple agencies, bringing harmony through various interventions

-Responsible for HR functions of all group companies under Neuberg in India and overseas-UAE, South Africa and USA-Bring best in class HR systems and processes in line with HR automation mandate-Strategic HR role in terms of people productivity, HR partnering with businesses to align with rapid growth plan of the company-Establish 'Neuberg' brand an employer of choice in terms of people policies, culture, people development and business growth-Establish a culture of learning through Academy, LMS, self development programs and leadership incubation programs by blended approach

• Strategic role: Partnering with business leaderships on organization design, new business setup, people productivity, talent strategy, capability development, , culture building, change initiatives• Talent pipeline: Talent acquisition plan on revenue /expansion forecast, employee cost budget. Introduced robust 'Cadre Building Program' for fresh hires, internal hiring/leadership hiring framework• Talent Mgmt: Drive structured succession plan program, roll out enterprise wise 'Career Acceleration Program (CAP), 360 degree feedback for Managers for IDPs• C&B: Job evaluation framework on Hays model and develop role baskets at enterprise level. Periodic Comp. band revision based on compensation survey. Institutionalized robust variable pay program to develop a performance driven culture • People capability: Create a 'learning organization' by Introducing structured competency development programs (Domain/Generic/HSE), roll out system/app based LMS modules (Learning on the go'), partner with internal academy for shared learning programs, tie up with national and international universities to enable higher education• People Productivity : Introduce framework by using industrial engg. tools: work-breakdown/time motion studies and link manpower forecast through defined matrices• Engagement: Drive feedback processes through town halls, Leadership Series, employee activities- wellness programs, clubs- hobby hours, Movie clubs, drive opinion surveys, structured recognition programs• Digitization: Technology adoption on all people processes ('Hire to Retire'), predictive attrition tool, 'EmpXP'- self experience platform. Partnered with businesses on 'anytime audit' , 'Paperless RLS' programs. Introduced mgmt. dashboards using data analytics•Industrial Relations: manage 9 mfg. plants. Contract labor compliances for various acts, labor codesKPIs: Cost vs.Revenue, Human Productivity, Diversity, Skill development programs, leadership hire, audit compliance

• SPOC for HR: Set up the HR systems and infrastructure for this new organization by benchmarking with few similar organizations across the globe. Created the organization design and job position requirements in comparison with activity-based TATs. Formulated HR policies and guidelines including career progression, compensation framework with benchmark input study by external agency.• Talent acquisition: Responsible manpower planning, budgeting and hiring in quick TAT. Identified new channels of hiring and talent sourcing. Set up multiple screening methodology for hiring the ‘right talent’ in order to build capability. Hired 110 treasury and banking/finance professionals within 4 months of joining which include niche profiles of risk management, security dealing functions• PMS system: Conceptualized and developed PMS system with a focus on KRAs and organizational objectives. Introduced monthly performance review at bench level for the probationers• Training & development: responsible for budget, identification of training needs, chalking out training calendar, identify and co-ordinate with external institutes. Conduct regular induction and orientation programs.• Welfare activities: budgeting, welfare calendar, cross functional team formation, rolling out activities.• Compliance: responsible for personnel matters under S&E and other acts.

Duties included :Man Power Planning,Recruitment of IT and ERP resources, payroll handling, MIS report generation,administration and co-ordination of Performance appraisal of employees

Handled all the HR activities i.e Recruitment, Performance appraisal, statutory activities, payroll of the 3 group software companies. Was involved in the development of the career portal of the three sister concerns of the company.

Responsibilities: Team leader of Europe sector, US sector.Responsible for the performance of the team in rate audit, vessel scheduling & tariff publishing.MIS report generation.Managing the 8 members of the team-target fixation, performance measurement,handling intra dept transfer, recruitment, conducting weekly meeting.Imparting training to the team members on various systems.