غانيش Dwivedi

• Built unified HR operating model across 6 countries — standardising contracts, grading structures, job
architectures, and compliance frameworks from scratch
• Reduced project team mobilisation time by 35% through pre-approved manpower pools, streamlined visa
processing, and onboarding automation — directly improving project delivery timelines
• Delivered board-approved 3-year people strategy — first formal HR strategy in the organisations history;
KPI dashboard deployed across all entities within 90 days
• Established group-level workforce governance framework enabling CEO and Board to make real-time talent
and cost decisions across all verticals
• Succession plans activated for all top-20 critical roles; 3 internal HiPo candidates on accelerated
development plans

• Designed executive and technical compensation frameworks benchmarked against Hay and Mercer data
across GCC and European markets — ensuring competitive positioning for rare geospatial, engineering,
and green-tech talent
• Delivered 30%+ headcount growth in 11 months while retaining 100% of key technical and engineering
leadership — critical for project continuity during post-acquisition integration
• Built unified HR governance across 10 portfolio companies — standardising grading, compensation,
performance management, and HR policy from a fragmented base
• Reduced senior leadership external hire rate by 35% through structured internal talent development and
succession pipeline activation
• Group HR scorecard adopted as standard Board reporting tool — KPIs reviewed alongside financial metrics
at every quarterly investment committee review
• Delivered ESG-compliant HR reporting to fund LPs — covering DEI metrics, employee relations, and
workforce sustainability KPIs across all portfolio companies

Joined G4S — HR, leading HR strategy for the India business. Promoted to
Director — Human Resources with an expanded regional mandate across UAE, KSA, and South East Asia —
managing 100, 000+ employees across 10+ countries spanning security services, facilities management,
government contracts, industrial site services, and cash solutions. Operated in a highly regulated, blue-collar-
dominant, multi-union environment. Dual reporting line to APAC Head Office (Hong Kong) and Group HR function
(UK) following promotion — one of the most complex multi-country HR mandates in the region.
• Drove 45% to 88% employee engagement improvement across 100, 000+ workforce — delivered
through structured KPI frameworks, culture programmes, and data-driven performance
methodology
• 80% internal promotion rate for senior and mid-management roles — direct result of structured
succession planning and Leadership Academy programmes
• Led enterprise SAP HR implementation across 10+ countries — enabling real-time HR analytics and KPI
tracking at Group level for both APAC and UK reporting
• Saved AED 28M in recruitment costs by reducing dependency on external agencies through internal talent
pipeline activation
• Designed and rolled out regional Leadership Academy covering 2, 000+ managers across 10 countries —
programmes in change management, performance coaching, and strategic thinking
• Achieved 100% statutory compliance across 30+ cities and 8 regional hubs — adapting global G4S
standards to UAE, KSA, and South East Asian labour law requirements
• Managed complex multi-country industrial relations, union negotiations, and blue-collar workforce welfare
across 70, 000+ frontline employees

• AED 70M+ in workforce cost savings through structured manpower planning, overtime control, and
KPI-driven productivity benchmarking — the UAEs largest HR-led construction cost save of its
period
• Built complete HR infrastructure for 15, 000+ employees across 9 business units — from zero to fully
functioning strategic HR operation including grading, job architecture, pay bands, and performance
management
• Designed and implemented Emiratisation strategy across all group entities — from compliance programme
to genuine national talent development pipeline with measurable Emirati representation growth
• First formal succession plan introduced — identifying and developing successors for all 50 critical
leadership roles
• Launched the groups first L&D function — supervisor development, HSE-linked competency frameworks,
and graduate trainee pipeline

Head of Human Resources — Bharti Airtel
India's largest telecom operator | Brand Ambassador
Award by Chairman & MD | USA launch — 1M+
customers

T&D | Compensation & Benefits | Performance
Management | ERP | Global MNC