Floyd DSouza

HR Operations & Total Rewards
PCFC Investments | P&O Marinas | QE2 Hotel | DP World entities
Heads Total Rewards (TR) and policy and process compliance by
being independently accountable to tailor the total

Benefits and HRIS |

Reporting to EVP Human Resources & Shared Services
Played central role in restructuring and implementing fully diversified
operational organizations for holding group. Devised the Total
Rewards framework for du Commercial and du Technology and
introduced Total Rewards statement for employees at all grade levels.
Led all development and transitions projects and JV’s between du
investments and Emirates, LukOil, CNN, Huawei, Mashreq, DP World,
Mubadala, Emaar, and Drake & Skull resulting in a 33.8% overall net
profit increase.
HR Business partner for du investment digital and cloud-based entities
providing handling the HR service delivery across the entire employee
lifecycle using du shared services as processing unit.
Headed transformational change programs, managed strategy
execution by deploying Balanced Scorecards and Performance
Management, Enhance and Improve Effectiveness of Organizational
Design and Operating Models with Flat and Lean Organization design
principles, drove efficiencies through the use of detailed Industrial
Engineering models and studies including Insourcing and Outsourcing
alternatives.
Achieved AED 2.4 million cost savings through establishing shared-
services centers for key support functions comprised of finance,
accounting, HR, IT, procurement and logistics. Selected and
implemented state-of-the-art ERP system (Oracle Re12 with BI
Reporting) .
Human Capital Manager EMEA & APAC
Aurecon Australia Pty Ltd | EMEA |Reporting to Chief People Officer
When recruited by the Chief People Officer Aurecon was known as
Connell Wagner, it was a 1, 300-person business only in Australia and
New Zealand, with a couple of offices in Asia. By the end of 2008 it had
grown to a $1bn per annum advisory, multidisciplinary engineering
business with 7, 000 staff and 60 offices across 20 countries: UAE, GCC,
South Africa, Australia, Singapore, Libya, Angola, Russia and India
being my key accountable regions.
Managed end to end HR and Shared Services setup and rollout by
assessing and reengineering processes, either designing or evaluating
systems, and establishing controls to enhance workflow and efficiency
of all offices in the EMENA region. Monitored 9 remote offices points and
700 support across different countries. Designed classroom and on-
the-job training for new hires to expedite transition to new
environment. Updated outdated SALCS user manual to reflect
changes to systems and procedures. Tracked 4 budgets totaling
US$300 million.

Organization &