COO & Head of Talent
Vedal Media
Total years of experience :26 years, 9 Months
Strategic Management of talent and resources of an e-commerce company operating in multiple jurisdictions and on different e-platforms. Responsibilities are to rebuild the company corporate team, push profitability through better, more streamlined and focused operations and marketing, internal management and the maximisation of individual talent and potential. Installing the OKR System within the company to help streamline company performance on a professional level.
Strategic HR Management of a vibrant, market leading Business and Credit Intelligence company at the forefront of MENA Region Intelligence. Responsibilities are to build the HR function; review, update and align policies and procedures; Learning & Development; aim for ISO Certification and create a proactive, metrics-based ethos that evidences performance and creates the basis for informed decisions, performance coaching and strategic alignment of Human Resource Management.
Achievements:
Revising the workforce to build a core that is highly skilled and flexible to be able to meet work load demands more efficiently and cost effectively.
Creating an outsource workforce that could help supplement performance and skills in times of high demand whilst keeping ongoing costs low.
Creating an inhouse Learning Academy that ensured that knowledge was shared and personnel potentialised to perform better, give each individual employee a career path he could tailor to his/her circumstances and effectively create their own income ceilings whilst adhering to and furthering company strategy.
Areas of Influence:
Recruitment, Organisational Strategy, Personnel development, Change Management, ISO Certification, Realignment of Job responsibilities, Learning and Development Strategy, Performance Management, ISO 27001 preparation, Employee engagement.
Building up the HR function for a new Middle East presence that COSL is setting up to encompass the assets and entities it has in the Middle East Area. Short term goal was the merger of personnel from different entities into one workforce and entity as well as the setting up of the HR and Administration function, policies, procedures, achieving ISO Certification, as well as support of Operating rigs (Jack Ups), Land operations and service teams in Iraq and actively participating in bidding preparation for Saudi Aramco and other international clients in the GCC and Mena region. I work closely with the Organisation’s President and VP Operations as well as COSL HQ in designing, planning and implementing strategies for the region.
Achievements to date
• Managed the handover and change for 4 rigs being taken over from a sister company (CDPL).
• Building up of the HR Function and IMS System as well as planning and integrating a new team to handle both drilling for offshore and onshore as well as workover rigs. Teams answering into my position, apart from Dubai, are located in Iran, Iraq and Abu Dhabi. The remit of these teams is not only drilling but also service personnel such as engineers, cement units, Marine Surveys and standby boats.
• Worked with other departments to obtain ISO 9001 /14001, ISO/TS 29001 and OHSAS:18001 certification.
• Revised the Reward structure for both international and Chinese Nationals. Although this was a drastic downward revision due to the Oil & Gas situation, it was a well-managed exercise with a planned information campaign that ensured we had no resignations or disruption of performance or the employer employee relationship and resulted in a streamlining of reward that pushed talent towards active rigs Revision of service contracts with service providers that cut costs by around 30 to 40% and ensured quality and service
• Revisions of travel partnership and associated costs with a saving of over 20% and acquisition of free office implant to handle our travel exclusively, freeing up company employees to be reskilled into other positions.
• Planning of talent pipelines and the internationalisation of the workforce as a measure of introducing new blood and ideas as well as respecting nationalisation requirements and reducing costs.
• Participation in tender bidding preparation and contract reviews for Saudi Aramco, KJO and other clients. Planning of incountry set up, manpower naturalisation plans and talent pipelines to sustain projects.
Savings of Over 4 million US$ per year through streamlining of reward packages and overhaul of payroll; realignment of terms and conditions of manpower suppliers including review of rates and introduction of amortisation clauses as well as building up of inhouse recruitment and talent pipelines; revision of service contracts such as travel provider (reduction of over 50% of charges and savings of over 18% costs in travel.
Providing HR Services and advice to International companies
Doing consultation work assisting with the organisation of the tow of two 6th Generation Harsh Environment UDW new builds coming out of Korea and transiting to Norway. Main responsibilities planning and coordination of personnel movements and logistics, visa management, liaising with 3rd party providers and agents and organising information systems. I worked within a multinational team located in different time zones both remotely and also on site as required in countries where the rigs made landfall.
Overhaul of HR Systems including Payroll - re-designed policy and managed change avoiding any negative impact through clear and effective communication.
Overhaul of Training Matrix for conventionally moored semis and 7th generation DP3 New Builds (D90). Specifically KAN TAN IV (conventional Semi) managed an aggressive training campaign for international and local crews and drove compliance for acceptance by Shell within a 7 month window. Achieved a 40% increase in compliance exceeding client targets to 91% compliance overall.
Oversaw the international relocation and set up of operational personnel, logistics and local offices, 4 times in 2 years without any major issues for either staff or operation from the HR perspective or any adverse effect on operational performance
•Duties include Budget projection and forecasting (Manpower and Training)
Sourcing, onboarding and management of local and international workforce,
Vendor management,
Personnel development and Performance Management
HR Systems analysis and development,
Forward planning, mobilisation and demobilisation,
Development and implementation of the payroll system,
Training:- review and management, system design and implementation
Employee engagement and industrial relations (expat and local)
Revision of HR Policies and procedures to ensure horizontal and vertical fit
Visa management and Expatriate reward and relocation
HR Operations: HR planning for Asset Mobilisation and demobilisation;
Crew logistics set up and management;
Supervision of day to day fleet HR deliverables (4 Assets: three Rigs and one Drillship).
Change management of rig personnel exiting closed areas (such as Australia) to international
Recruitment, set up and mentoring of in-country HR Teams (local and International personnel)
Responsible for compliance with country legislation and labour laws including income tax exposure specific to countries of operation for expatriate and local personnel.
Standardisation of Training requirements and supervision of fleet training management.
Performance management
Nationalisation Plans (specifically Angola, Libya, Russia).
Visa management for the fleet worldwide
Manpower Partners (vetting, management and Industrial relations).
Regular field and rig visits
HR Corporate: Facilitating interdepartmental co-operation to define, communicate and achieve company’s strategic operational objectives;
Review, revision and communication of HR policies and processes including country-specific;
Crisis Management;
Recruitment, Induction and onboarding of new hires;
Relocation and international mobility for all international personnel including Visa processing;
Management of fleet-wide HR data and statistics.
Vendor management and SLA’s especially Travel related;
Supervision and management of Corporate HR support teams.
Payroll management - fleet-wide.
Achievements: Set up HR operations and coordinated personnel and asset support worldwide. Countries worked in include Russia - Sakhalinsk, China - Shekou, Korea, Equatorial Guinae - Malabo, Libya, Angola - Luanda and Cuba.
Managed the HR requirements for a 6th Generation DP2 Semisubmersible (Songa Eclipse) including manpower planning, recruitment and change transition from Shipyard project (Jurong Shipyard) to operational status including transit from Singapore to Angola. The two-year project was the first of its kind for Songa and included set up of operations, vetting and acceptance by Total, the hiring of local resources (offshore and shore-based), sourcing, vetting and management of local service providers, Visa management and nationalisation plans.
Was instrumental in the revision of HR Policies and procedures to ensure vertical and horizontal fit.
part of Skilled Group and now known as Programmed.)
The original company was an offshoot of Macklin Management in Aberdeen named Offshore Manning Service Limited (later changed to Offshore Marine Services Limited), a family owned manpower agency that specialised in offering personnel mainly for maintenance positions in the North Sea Market.
Over 11 years OMS developed into a federation with offices
Masters in Human Resource Management with a dissertation (being finalised) on the effect of National culture on the perception of the Psychological Contract within international companies.
courses: Dissertation was not officially submitted due to work-related international relocation. Official results transcripts available on request.
courses: Essential Interviewing Skills – CIPD Practical Performance Management – CIPD Grievance, Discipline and Dismissals – CIPD, Law at Work Affiliate CIPD