Imran Alhindi

Responsible for determining providing leadership in developing and executing human capital strategies in support of the overall business plan and strategic direction of the organization, specifically in the areas of succession planning, talent management, change management, organizational and performance management, training and development, and compensation. Provides strategic leadership by articulating Human Capital needs and plans to the executive management team, shareholders, and to the board of directors.

Lead the development and design of the HR processes within Sidra and initiated the HR re-structuring of the AlMurjan Holding Portfolio.
Design, Asses, and restructure of the HR Functionality within each of the AlMurjan Holding companies.
Developed and implemented the HR policies and procedures within Sidra and the AlMurjan Portfolio.
Designed and lead the implementation of the Core HR processes of Talent Management, Learning and development, Compensation and benefits, Reward and Performance Management.
Core team member of the Strategy in Action execution and implementation across Sidra and AlMurjan Holding Companies.
Launched the Balanced Business Strategy within the AlMurjan Holding, and its subsidiaries.
Re-designed the Compensation Structure within all companies using the Industry benchmarks of HAY Group.
Developed the benefits matrix to reflect on the Business and Employee internal and external equity
Coached and trained AlMurjan Holding CEO's on the best HR practices and designed the Grading and salary Structures of each company within the group.
Acted as an internal consultant for other private Equity projects within Sidra. Core team member of the Direct Investment Group within Sidra and AlMurjan Holding group of Companies.
Lead the design of Capability Building and Management Review Grid within each of the AlMurjan Holding group of companies.

•Lead the initiative for designing and implementing the organization development and human capital process for the 7 group companies. Redesign the organization structures to ensure the individual and functional capabilities are to the optimum standards to achieve the company goals.
•Develop and design the core HR processes within the organization.
•Implemented the competency framework for each individual and each business unit to maximize on capabilities to achieve the goals and vision and mission.

•Lead the entire HR department and processes to enhance the capabilities of Management, staff, and business units. Designed the Compensation and Benefits Structure for the group.

•In charge and accountable of building the HR departments, functionalities, and capabilities of each business unit in 5 regional operations in the GCC and north Africa (Egypt-Iraq-Bahrain - Yemen, and Pakistan)

Owner - Operator of 3 Branches

•Established recruitment and retention guidelines, processes, and produced the recruitment manual. Designed and implemented an Orientation program for the company.
•Initiated and owned the process of developing the company policies and procedures. Implemented employee satisfaction & reward programs, and compensation guidelines.
•Led the development and execution of company-wide Culture survey, designed the Vision and Core Values of the Company. Organized and emceed 1st company-wide Culture Change event involving 300 participants, leading to the launch of the Vision, Mission, and Values.
•Led and managed the process of Nationalization of local work force liaising with local Govt. authorities. And completed the HRDF file to initiate the obs required through PR building with Key Govt. Authorities to ensure compliance enhanced awareness of company initiatives.
•Lead and owned the Functional and Management training programs and budget process for the company. Plan and set up HR budgets and Manpower Planning in line with targets set.

•Responsible for the entire operation of the Southern Region of Saudi Arabia with 1 Central and 7 Satellite Warehouses concerning the direct distribution sales operations, and major wholesalers.
•Implemented the Territory University program introduced by Pepsi International to achieve the highest customer service, efficient route planning, and building sales capabilities. I had a team of 422 sales staff with 8 direct reports.
•Achieved a 10% franchise’s market share increase in the region versus Coca Cola from 68 % to 78.4 % in six months.
•Increased direct distribution contribution versus indirect by widening the customers base in the region, and journey plan efficiency.