Curriculum Vitae

S (Suren) Reddy

Personal Information

22 Comrie Street, Qualifications: BA Degree (Law) – achieved part time through UNISA in 1994

Blue Valley Golf and Country Estate

P O Box 60 Telephone:Blue Valley Work: (011) 51293350096 Cell: 082 7830282

Email: surenreddy1@gmail.com

Profile

Early leadership Development

Active involvement from a young age in the struggle for national liberation and economic emancipation. Early leadership development obtained from occupying senior roles at university and community structures;

these include; member of the SRC, Treasurer and later vice president of the SRC and UKZN. Treasurer of community organisation. Led the Cultural Festival (sponsored by Kagiso Trust), which was then an alternate to the Grahamstown

Festival. Led and managed the rock concert to obtain funding for various initiatives. Strategised various political initiatives on campus and in the communities to further the national objectives.

An accomplished Executive with the following key attributes:

A passionate and effective leader with first class communication skills and a long track record of successfully management.

A critical thinker, with strong project management skills. Senior executive with verifiable year-after-year success achieving results within start-up, turnaround, and

rapid-change environments.

Managed small and large groups of people across large multi-nationals and small profitable businesses. Able to lead in very difficult and uncertain times and turnaround the business. Develops focused strategy and is hands on with the execution of the strategy to ensure results are

achieved. An engaging leader with strong negotiation and entrepreneurial skills. Extensive knowledge of the current economic, social and regulatory issues. An inspiring and motivational leader with first-rate interpersonal skills and the ability and passion to

develop the vision of any company he manages. Able to push performance improvement whilst at the same time delivering growth. Possessing vast

executive experience he will always ensure that clear objectives and expectations are delivered and maintained.

Extensive experience in various industries and multi-nationals which require deep understanding of critical business drivers in multiple markets and industries.

Highly successful in building relationships with upper-level decision makers, seizing control of critical problem areas, and delivering on customer commitments.

Customer-focused and performance-driven. Led and motivated multi-faceted teams.

Fifteen years of executive level experience at both Standard Bank and Telkom SA Ltd. Appointed Executive at Telkom at the age of 27 and Director at Standard Bank at the age of 33.

Strong strategic planning skills, as well as the ability to conceptualise and operationalise solutions for individuals and groups.

Experienced in managing and leading strategic projects. Director/Trustee on the board of Bankmed Medical Aid Fund and served on it for approximately 5 years. Chairman of the Standard Bank Pension Fund Discretionary Committee. Served on the Remuneration and HR board sub-committee of the National Empowerment Fund. Trustee of the Telkom Management Provident Fund. Participated and was an integral part of various strategy development groups, amongst them, EXCO’s,

Operating Committees, Boards, Board Committees, etc.

Founder member of the South African Rewards Association (SARA) and served on the inaugural executive committee and board.

Entrepreneurial expertise gained by starting up various businesses. Founder member and on the board of the Blue Valley Circles Foundation, established in 2003 to assist

orphans and destitute women. Apart from providing funding, the members of the foundation were actively involved in supporting these programmes.

Director and shareholder of various companies.

Currently in the market seeking a rare and exciting opportunity with an ambitious business that wants to grow.

Key Achievements:

Lead a team and developed a Just in Time (JIT) strategy for logistics at Telkom, thereby saving the company money and resources on space, costs, interest, etc.

Developed and implemented a payroll turnaround strategy that ensured a more efficient payroll. Developed various group strategies and led the implementation for between 35000 and 65000 employees. Developed the SAP HR Strategy for Telkom and led the implementation of the strategy. Inherited non-performing specialist teams and developed turnaround strategies to lead effective teams. All strategies developed focused on cost containment, performance and results and revenue generation. Developed and implemented incentive and recognition strategies to enhance the achievement of business

results. Developed Economic Value Add (EVA) strategy to focus the business on core delivery and results/revenue

generation. Developed dashboards and focused the group on achieving targets. Set up multi functional teams and start up teams to be fully functional, results orientated ones. Developed culture change strategy from the business strategy that ensured that the business culture was

aligned to the business strategy and achieved the desired outcomes. Part of a 5 executive confidential task team that worked on the IPO of Telkom. Served on the Telkom Operating committee and acted as Group Executive at Telkom prior to sabbatical. Managed and manoeuvred in highly sensitive environments to ensure that results were achieved. Developed a turnaround strategy with unions that took the relationship from an adversarial one to a

collaborative and interdependent relationship. Negotiated extremely difficult outcomes with unions across various entities while averting strike action.

These included amongst others, working hours, shifts, leave reduction, overtime, Outsourcing, dismissals based on operational requirements (retrenchments), pension fund conversion from defined benefit to defined contribution, etc.

Outsourced and retrenched 19000 employees in Telkom to ensure the business focused on core activities and were viable.

Restructured and re-engineered various businesses in Standard Bank with organised labour to ensure these businesses became viable.

Strategy developed always focused on sustainability and growth. Successfully developed and implemented a performance management strategy and system jointly with

organised labour at a time when COSATU was pro across the board increases and not performance based pay.

Developed various systems to ensure line of sight between the business objectives and what each employee was doing t support the achievement of those objectives.

Stakeholder management and engagement – Managed relationships with internal and external stakeholders.

Started various businesses and grew them to become successful endeavours.

Employment Summary

2013 – Current Independent Consultant on various business and human capital engagements procured through the following companies:

In Touch Consulting Advance Corporate Advisors Astel Tulip Genband Africa

2012 - Current Self Employed: Set up of Newscafe Umhlanga Rocks (Owner)2012 – 2014 Self Employed: Other business start-up’s (SaveMor and Joe Cool’s)

2002 - 2012 Director, Employee RelationsStandard Bank of South Africa

1997 - 2001 Human Resources ExecutiveTelkom SA (Ltd.)

1996 - 1997 HR Manager in the International and Special Markets Business Telkom SA (Ltd.)

1995 - 1996 HR SystemsSAPPI Ltd.

1994 - 1995 Personnel Projects OfficerSAPPI Ltd.

1993 - 1994 Senior Organisation and Work Study AdvisorTelkom SA (Ltd.)

1991 - 1993 Organisation and Work Study OfficerTelkom SA (Ltd.)

Career History Summary

Independent Consultant – 2013 – current:

Consulted on various business and human capital strategies and initiatives for the following companies:

In Touch Consulting Advance Corporate Advisors Astel Tulip Genband Africa

Owner Run Businesses – 2011 to current

Started Newscafe franchise in Umhlanga Rocks in 2011. Created a niche for the business by understanding the needs of the patrons and the competitors. Grew the business annually to a R10m per annum business employing 30 staff and I am in the process of

selling it while it is on the up. Started up Savemor Clayville (member of the Spar Group) in 2013. Established a different business model

to most supermarkets, where we acquire the business of the spaza shops and societies in the townships by providing big discounts to them.

The business is growing month on month and I am in the process of selling it while it is on the up. The business is currently turning over around R1.3 million per month with a potential to get to R3m over

the next 12 months.

Standard Bank – Director Employee Relations – 2002 to 2012

Standard Bank is a multinational company, employing 45000 staff and has a income of R144 billion. I held the position of Director; Employee Relations for the Standard Bank of South Africa, with a team of 20 people and a budget of approximately R20 million. I was a member of the HR Board that was represented by the various Managing Directors of the business, the CEO and the Chairman of the Group. I served as a Trustee on the Board of Bankmed Medical Aid (an independent medical aid scheme) and as Chairman of the Standard bank Pension Fund Discretionary Benefits Committee. My key responsibilities over my employment history included developing and executing group strategy on Employee Relations, Corporate Health and Wellness and Measurement and Diagnostics.

Key achievements in Employee Relations:

Contributed to the development of HR strategy for the Group. Fostered excellent relationships with the union, including formalising agreements on dismissals, overtime,

leave accrual reduction and working hours. Key lead to the restructuring during 2005 and 2010. This included retrenchment negotiations and

managing all disputes successfully. Developed and maintained a relationship with South African National Aids Council (SANAC) and South

African Business Coalition on HIV/Aids (SABCOHA), leading to the formation of the Pan African Business Coalition (PABC), supporting various social development initiatives.

Implemented an alternate dispute resolution methodology using the private arbitration act. Negotiated various section 197 transfers, related to outsourcing and joint ventures. Managed positive outcomes for the bank with external regulatory bodies for individual matters.

Re-engineered various ER policies and practices, and promoted inter-depedent, constructive relationships between management and staff

Identified trends in IER matters to ensure that risks are managed effectively. Enabling healthy employment relations within SBSA by promoting principles of transparency, fairness,

equity and justice whilst championing employee and employer rights in accordance with SBSA policies. Identification, communication and mitigation of risk to protect the reputation of the Bank on individual

(IER) matters Developed measurement tools for the Bank for measuring overall HR effectiveness. Led the corporate health and Wellness environment to ensure that risk related to key employees was

mitigated. Managed and led the Recruitment process.

Telkom SA Ltd – HR Executive – 1997 to 2001

At the time of my tenure as HR Executive, Telkom employed 65000 staff and had a turnover of R32 billion. The Human Resources group consisted of four divisions responsible for the overall HR strategy for Telkom SA Ltd. and was headed by the Group Executive Human Resources. I was one of four executives reporting to the group executive, responsible for providing strategic direction to Reward and Recognition Management, Performance and Development Management, Benefits and Policy Management, Organisation Development, Payroll Management, HR Information Systems Management (SAP based), Retirement Fund Management, Economic Value Add (EVA) and HR Business Planning. I headed a team of approximate 120 employees and had a budget of approximately R60 million. I acted in the Group Executive, Human Resources role prior to taking a sabbatical.

Key achievements: Responsible for establishing strategic HR environments from ground level, as these had been largely

decentralised prior to 1998. Acted as group HR Executive during the Telkom IPO, and was part of the senior IPO working committee. Headed the remuneration and benefits team for all substantive negotiations with organised labour from

1998, focusing on cost-effective benefits and performance pay. This culminated in a long-term (three-year) agreement with organised labour in 2000. In addition, a formalised agreement was put in place with organised labour, on payment for performance.

Re-construct company’s short term and long term incentive schemes to ensure attainment of the business goals and objectives (Profit Incentive Schemes , Sales Incentives (variable pay structure) , Phantom Share options and Employees share options)

Developed an Employee Share Ownership Programme (ESOP). Developed, negotiated and implemented a Strategic Sales Compensation Plan. Developed a company-wide recognition scheme. Introduced Economic Value Add (EVA) to the company and together with Group Finance, was investigating

the possibility of implementing EVA before I resigned. Formulated the strategy for the retention of critical and scarce competencies in Telkom. Developed and implemented the strategy for leaner, more efficient company structures. Formulated and implemented a strategy for using enabling HR technology for e-business (SAP). This

includes integrity of data, compliance, employee self-service, business analysis and end to end process solutions.

Part of a steering committee to implement a SAP integrated solution for Finance, Procurement and Human Resources.

Trustee of the Telkom Management Provident Fund. Act Regularly for the Group Executive HR. This includes representing him at the Operating Committee and

the HR review and Remuneration Committee of the Board. Designed and ensure implementation of compensation, benefits and Reward strategy. Managed strategic business projects Conducted Market benchmarking, Internal and external salary/benefit analysis, comparisons and

recommendations to business. Reviewed and updated remuneration policies, practices and position as appropriate for the business. Provided annual salary review guidelines, update salary scales which allow for appropriate remuneration

for critical skills and individuals in critical positions. Forged strategic alliances with key stakeholders both internally and externally.

Telkom SA (Ltd.) – HR Manager 1996 to 1997

The Human Resources Division was one of five divisions within the International and Special Markets Business Unit (ISM). I was responsible for both specialised and generalist HR in this business unit, prior to being promoted to HR executive. I had 6 team members and a budget of approximately R1 million. I was instrumental in creating the South African Rewards Association (SARA) and was recognised as a founding member. I thereafter served on the board as an executive committee member.

Key Achievements: Responsible for remuneration management, job evaluation, HRIS, succession planning and performance

management in ISM. Provided HR generalist support and partnering for the ISM business unit. Developed policies procedures, work instructions and systems for the effective functioning of ISM HR. Formed a task team with organised labour to develop and negotiate a competency based performance

management system for the entire company.

SAPPI Ltd. – HR Projects Manager 1994 to 1996

The Human Resources Projects Department was one of four departments in the SAPPI Human Resources Division co-ordinating national and internal HR. The department consisted of a team of three, one of whom was the Group HR Manager, who had overall responsibility.

Key Achievements: Managed the Affirmative Action programme Managed Job Evaluation using the Peromnes System, Paterson and JE Manager. Developed and programmed IT systems for SAPPI’s Monitor based Human Resources Information System

(HRIS). The development included a DOS and Windows version, communicating with databases across the network including an Oracle database.

Conducted network installations and provided technical and functional support to the various plants. Involved with Monitor and SPL in developing computerised competency based models Invited by the Technikon SA to present a paper on job evaluation and performance management for

students enrolled for the Advanced Diploma in Business management

Telkom SA (Ltd.) – Senior Organisational Development Consultant - 1991 to 1994

The Organisation Development division was one of three strategic specialist divisions in the Human Resources Group of Telkom SA. My responsibilities focused on establishing and maintaining organisational structures, work-study, job descriptions and job evaluation. Worked with Professor Charles Coghill of the UCT Business School and Willy Woods to develop the JE Manager System, which is currently used nationally by various companies to evaluate jobs.

Key Achievements: Responsible for the overall job evaluation in Telkom using JE Manager. Facilitated the implementation of the expert based computerised JE system. I presented a paper in

Singapore on the system. Provided strategic input into developing with SPL, an expert based decision support system in terms of

HRIS. Re-engineered the Logistics Management Business Unit of Telkom. My responsibility included developing

job specifications, job evaluation, delegation of authority, organisational structuring as well as changing mindsets from a state department culture to that of a value-adding efficient one.

Part of a senior project team looking at outsourcing and the paradigm shift from a technologically to a market driven organisation.

Formed part of a project team that implemented structural and procedural changes in administrative functions.

Trained regional staff on organisation and method study.

References

Sipho NgidiGroup HR DirectorStandard bank Group Ltd5 Simmonds Street, Johannesburg0833807535

Sizwe NxasanaFormer CEO of Telkom SA Ltd, now CEO of First Rand Group0824172983

Sharlotte NaiduMD, In Touch Consulting0827779435