غيث حماد

Faruk Holding is comprised of 27 companies operating across 12 separate sectors vital to Iraq's reconstruction: Telecommunication & IT, Cement, Construction, Industry, Energy, Development, Medical services, Hospitality, Real estate, Project management, Commerce and trade, and Agriculture. Since its establishment, Faruk Holding has continually been a champion of positive development inside Iraq in both social and economic sectors.

My role is aligned towards: creating and leading recurring strategic and organizational governance to develop and prioritize sustainability and growth opportunities and initiatives throughout Group Business Units and Subsidiaries, to ensure vertical alignment and horizontal integration between business units, and to ensure successful execution of the initiatives by seamless coordination with cross-functional teams to create business cases, develop solutions, and implement projects effectively.

Identify short and long-term opportunities for growth and cost-optimization, expand new ventures, large scale greenfield/brownfield organizational development / expansion strategies across Faruk Group with focus to maximize potential organizational capability development for Faruk Medical Sector specializing in the development, commissioning, and management of healthcare facilities, pharmaceutical manufacturing plant and medical supplies & equipment.

Establish and lead multi-disciplinary teams specialized in the following domains: Corporate governance, Operational excellence, Transformation initiatives, Organizational development, Operating models, Growth & Expansion strategies, Resource optimization and allocation, Business & people performance management, Compensation, benefits and total remuneration, Talent management, acquisition, and Leadership learning & development.

Driven by their mission “To pioneer a unique approach of healing the body, mind and soul by applying the best global standards and pursuing divine ethics”; The Center is a multi-disciplinary hospital that features integrated specialty care delivered by more than 150 western certified physicians in more than 30 specialties, and equipped with state-of-the-art facilities in the Kingdom of Saudi Arabia. The role determined by value creation through building leadership capabilities to improve business efficiency and resource optimization.The strategic deliverable is aligned towards: Pursue of operational excellence through cross-functional-capabilities, Re-organize to drive change through capitalizing on cultural strength to create business growth, Optimize to grow stronger by cultivating key capabilities to deliver on critical business opportunities, Shape the future by driving a culture of agility to sustain resilience and growth.

Dr. Sulaiman Al-Habib Medical Group (HMG) is the leading providers of comprehensive healthcare services in the MENA; as it is currently operating 14 Medical Facilities across Saudi Arabia, UAE and Bahrain, with over 1500 beds, 800 clinics, 12000 staff members, and developing one of the largest private medical cities in Saudi Arabia.

The role plays a pivotal leadership role to evaluate and enhance efficiency and effectiveness of organizational development interventions across HMG through exhibiting strengths across four areas: Leadership & Talent Acquisition, Structure & Decision Making, Highly Effective People, Work Processes &Technologies, while preserving the HMG culture.

As Director of Organizational Effectiveness, my responsibilities will be to architect and execute the enterprise level activities related to: Leading strategic transformation projects to improve operational performance, Long-term sustainability through developing, implementing and monitoring a balanced scorecard framework.

Lead the HR Strategic and business initiatives including: change management, risk management, conflict management, staffing & retention, total rewards, conception of new business processes, evaluation of workloads, and resizing of organizational structures, proposals and implementation of new model of leadership and career development to identify business growth priorities.

A state of the art aggregated production facility of recycled paper manufacturer, established in 1994 and is now running an investment of over 1 billion US$, and driving towards going public IPO in 2015.

My role is to achieving annual plant production objectives through ensuring having the right number of people, processes and systems to sustainable deliver business growth.
Manage and implement HR business strategy on talent management and organization effectiveness through centers of excellence in order to deliver the plant’s goals and business growth.

Drive the strategic formulation of the plant which involves executive/senior managers evaluating the interaction between strategic factors and making strategic choices to meet the plant’s goals and objectives.Drive strategy evaluation to determine the required change and performance match for developing and executing HR programs/initiatives including: staff productivity, engagement & enablement, reward recognition, succession planning, talent development, performance management systems to ensure that each function within the plant is developing it people fully to meet current performance requirements as well as future growth business plans.

Leading the HR teams to facilitate the recruitment of high performing, high-potential Saudi Nationals through the “Tawteen” initiative to attract, train, develop and retain Saudi nationals from all levels within the plant.

Support the executive committee members with leadership & development programs in line with global institutes and collages in Finland.

Scope of work includes: organization effectiveness and roles, reward, and talent management to achieve strategic objectives, and provide solutions by combining services just right for specific situations.

Provide consultation, advice, coaching, education, and decision-making support to clients over Human Resource function- Provide objective advice, expertise and specialist skills with the aim of creating value, maximizing growth or improving the business performance of HayGroup clients.

Primarily concerned with the strategy, structure, management and operations of an organization, by identifying options with recommendations, providing additional resources and/or the implementation of solutions.

Typical tasks involve: conducting analysis; running focus groups and facilitating workshops; preparing business proposals/presentations;identifying issues and forming hypotheses; formulating and implementing recommendations/solutions; managing projects and programs.

Responsible for leading the development and implementation of Group HR Strategy, clarifying organizational structures to suit business expansions, developing & monitoring the HR - authorities and responsibilities matrix (SAP), designing HR Systems and Initiatives related to: Talent Acquisition Programs, Employee Referral Program, Apprenticeship Program, Executive Management Incentives Plan, HR-Career Path Planning, Competency Profiles & dictionary.

Also, on a Group level my responsibilities included: conducting periodic HR auditing & risk assessments to ensure BU’s' compliance with Group HR Policies, Procedures & Processes, and recommending the corrective/preventive action plans, participating in strategic decision making and due diligence activities related to start-up business as an HR business partner, and closure of business, manage third-party contracts and outsourced functions, such as SLA agreements, Shared Services, Group Health Care Scheme and Travel Agencies.

Responsible for managing Executive Recruitment initiatives through International Head hunters, - Establishing Group Compensation and Benefits System (salary grades, salary ranges and merit increment system), after implementing the new AFG Grading Structure with Watson Wyatt (WillisTowers Watson).