Saffron Strategic Consulting : Empowering People, Powering Growth Saffron Strategic Consultancy is a professionally managed Human Resources organization located at Pune. At Saffron Strategic Consulting, we want to provide you with the tools you need to succeed. Our goal is to develop a business partnership with each client so that your needs and expectations are met clearly and consistently.A great part of organization’s success depends on the leadership and the expertise of your employees. A well prepared team of professionals can ensure steady victorious business outcomes. And clearly it works both ways. Successful individuals also need to find new ways to actively align and realign their personal value proposition with the changing needs of the organization.That’s where we come in – by helping you and your staff work together in new ways to achieve mutual success.Our expertise leads us in providing unique and tailor made services to our clients. As a well-established professional services firm, our consultants are experienced in a wide spectrum of human resources consulting projects across various regions and industry sectors. We can provide the most updated 'Best Practices' and advice on enhancing your Human Capital. We have the Right Tool, Processes, Methodology and system to deliver our HR services to very high and measurable service level standards.Our capability building intervention will, among others, enable you bring talent to your organization, harness the talent within your organization and mange it effectively to grow and add value to your business.At Saffron Our mission is to better prepare our client to exceed their goals. We are partners to our client’s success. With superior customer service, innovation, quality and commitment, our personable, knowledgeable and professional team will help, inspire, educate and problem-solve for our clients.

Major Contribution• Talent Pipeline o Helped to build a strong Talent Pipeline across all the manufacturing Sites and COEs with focus on Entry Level Talent Acquisition as well as through Mid-Career Hires.• Succession Planning o Created an effective and viable Succession Plan for Critical/Key positions across Group Manufacturing. This includes identification of successors with Immediate, 2-3 Year and 3-5 Year perspective.o Created opportunities for young leaders to move up the hierarchy faster and de-risk the organization by creating next line of leadership.• Strategic Leadership Council o Comprising of all the Site Heads, COE Heads and HR COEs, this council works is expected to forge a Grand Coalition for Change in the People Domain and push forward the People Agenda which was hitherto seen as the sole responsibility of HR.• Management High Potential Employees o Built a strong & effective process for the identification, development and growth of HiPos across all the Sites & COEs of GMS.• Job Rotation o Being a key ingredient for building a strong Talent Pipeline the challenge is to convince Line Managers about the benefits of exposing young leaders to various technologies and environments for developing more versatile future leaders.• Coaching Program o Managed & strengthen the coaching program with an effective governance mechanism for future leaders to focus on their Leadership Competencies in addition to their Technical & HSE Competencies.o Managed an effective transfer of knowledge and skills from senior leaders to the young executives to make them future ready.

The role includes the following verticals:o Talent Managemento Talent Acquisitiono HR Business Partnero Industrial Relationo Learning and Developmento HR Operations including Compensation and Benefitso Corporate Serviceso Corporate Social ResponsibilityMajor Contribution• Business Transformation: Implementation of To Be Organization Structure as a part of the Business Transformation at Reliance Hazira Manufacturing Division.• Learning and Development:o Development of Learning Academies for Hazira Siteo Built a strong focus on Training Evaluation based on Kirkpatrick Modelo Developed several outcome oriented leaning initiatives for the Hazira Site.• Employee Engagement Initiatives at Hazira• Talent Managemento Development of Competency Management System for Hydrocarbon Group. o Coaching Program for Senior Executives through a Structured Learning Plan.o Succession Planningo Cadre building at Site with managing an effective GET Program.• Industrial Relations : o Long Term Wage Settlemento Worked towards a Non Sup Free Organizationo Implemented Incentive Schemes for Contract Labor Workforce based on Output rather than on Attendance.

• One of the largest manufacturers of Oleo Chemicals & Personal Care Products with a global turnover of about One Billion Dollars, clocking a CAGR of more than 30% since last more than five years.• Built HR function from scratch to a vibrant multi-dimensional role. Some of the key contributions could be classified under the following four major pillars :• Competence Pillar • Consequence Pillar• Governance Pillar• Work Process/ Capacity for Change Pillar

• Implemented ERP Oracle E Business Suite across the organization in all the functions as a Project Leader, with TCS as implementation Partners. • Helped the organisation articulate clear Vision, Values and a long-term Strategy to put the company on a high growth path. Used Balanced Scorecard concept for this purpose. • Initiated Business Process Re-engineering exercise across the organisation and for all the functions and lead the initiative as its Team Leader.• Building a perfo

• Developing a vision for Polyester Sector to reach a turnover of One Million Tonnes of Polyester.• Integrating the newly acquired units with the mainstream to ensure focused growth.• Implementing restructuring & rightsizing across the sector• Introducing common HR practices across the Sector for a uniform governance mechanism.• Benchmarking and process mapping for to accelerate growth & bring in system orientation.• Introduced Succession Planning process in the sector.

• I was looking after the HR function of the entire complex. • Designed & Implemented New Performance Appraisal System for total RIL group• Designed & Implemented Training & Development System• Got ISO certification for HR /IR function

• Creation of cross-functional task forces to implement turnaround strategy. • Implemented HR interventions to establish “performance culture”• Significant reduction in manpower through VRS and CRS• Signed agreement with the union with Productivity Linked Incentive Scheme

• Creation of Strategic Business Units • Introduced various HR processes and defined a road map for HR• Completed senior level recruitments up to Business Head level• Signed agreement with the Workers’ Union

• A multi-product, multi-divisional engineering major with strong HR focus.• I was responsible for the HR function of the largest group of Business Divisions.• Built a strong partnership with SBUs • Was appointed as TQM Facilitator and member of top management team for implementation of TQM across the company.• Implemented cross-functional team concept in one of the business divisions• Was evaluated and adjudged as most effective HR Manager in the company

• Overall Organization Design including setting the design basis and building the structure.• Set up key HR Processes including Performance & Reward System, Learning & Development systems &C&B structure.• Strategic Talent Selectiion and Induction • Managed Industrial Relations including signing agreement with the Workers’ Union

• A large integrated chemical complex with total employee strength of about 8000.• I was responsible for HR functions of the entire complex.• Constituted HR Steering Committee to redefine focus of HR function with greater emphasis on role & accountability• Introduced technical & behavioural training across the complex• Developed a detailed Job Rotation Plan for the supervisory cadre

• Appointed Plant Head of the Vacuum Salt plant with overall responsibility for Production, Quality, Productivity and Technical functions of the plant.• Increased production by more than 50% through several technical innovations.• Commissioned the new plant for the manufacture of TATA SALT.• Restructured the manpower of the plant reducing the manpower by more than 30%.• Introduced an innovative incentive scheme for the workers of the packing area.• Introduced several HR initiatives including Quality Circles etc.Joined the company in the year 1977 as Graduate Engineer Trainee and worked in various capacities in the manufacturing function.Acknowledged as one of the most successful Production Executives in the whole complex.