MD MANJUR HOSSAIN JAMADDER

Key Accomplishments and Achievements:

1. Drove “HC Optimization Study” and optimized 149 HC as well as annual savings of BDT 17 million from payroll.

2. Developed and introduced ‘Code of Conduct’ in line with AWL business values.

3. Designed and developed ‘Competency Mapping Framework’ (both Behavioural and Functional) towards ensuring a sustainable business growth.

4. Re-designed ‘Digitalized Performance Management Process” towards ensuring a transparent PMP culture in line with business goal

5. Successfully managed ‘CBA CoD’ as well as ‘CBA EC Election’

6. Successfully managed ‘BEOL and SSEOL’ Companies Merger Program in line Hon. High Court Orders

7. Introduced ‘Comp-Benefit Benchmarking Programs’ in collaboration with Mercer Global

8. Restructured ‘HR and Admin Functions’ and saved 2 HC as well as annual savings BDT 3.5 million

9. Restructured ‘Vehicle Management Function’ and improved service level as well as annual savings BDT 1.2 million

10. Restructured ‘Security Management Function’ of 4 plants and annual savings BDT 1.0 million through 5 HC

11. Initiated ‘Position Evaluation Process’ towards ensuring the right manning in the business

12. Initiated ‘Training Need Identifications and Assessment’ program across all levels of employees

13. Initiated ‘Leadership Development Programs’ and delivered a training call ‘Wake-up-Call to the Leaders’

14. Initiated ‘Plant Performance and Productivity Programs’ towards increasing Peoples Productivity and reduce cost

15. Initiated ‘Development Action Plans’ on last ‘Great Place to Work’ employee survey results

16. Initiated ‘Sales Capability Building Programs’ towards ensuring a sustainable business growth

17. Initiated ‘Employee Engagement and Reward-Recognition Programs’ towards building a productive culture

18. Initiated ‘Talent Management Programs’ towards designing a Succession Planning for the organization

Key Accomplishments & Achievements in Coca-Cola BD:

1. Restructured the HR and Admin Functions; Business Functions to ensure a sustainable business growth.

2. Developed and introduced ‘Sales Functional Competencies’ to sustain the market leadership position.

3. Developed and introduced ‘Leadership Competencies’ to ensure a sustainable business growth.

4. Developed and introduced ‘Process Control Mechanism’ per function with the assistance of ERP department.

5. Developed and introduced ‘Recruitment & Selection Policy’ for the Group

6. Developed and introduced ‘Human Resources Information System (HRIS)’ for the Group

7. Developed and introduced modern ‘Performance Management Process’ linked with Business performance.

8. Developed and introduced ‘HR Dashboard’ and daily ‘People Productivity Parameter’ reporting at the Businesses.

9. Developed and introduced ‘Talent Review Process’ and ‘Succession Planning’ as a part of Talent Management

10. Developed and introduced ‘Leadership Excellence Program’ for the Senior Leadership Team

11. Conducted a training program call ‘Wake Up Call to the Leaders’ to the Managers and above (183) employees.

12. Designed and proposed ‘Schedule of Authority Matrix’ for Beverage, Sugar and Bran Oil Business Units

13. Initiated ‘TNI & TNA’ and various ‘Employee Engagement Programs’ linked with Business Results

14. Initiated ‘Future Leadership Program’ and ‘Corporate Branding Programs’

15. Initiated ‘Headcount Optimization Study’ at Beverage Plant and Sugar Plant

16. Initiated designing ‘Employee Retention Strategies’ and ‘Employee Retiral Benefits’ in line with Business budgets

17. Initiated ‘Comp & Benefit Management’ including Market Anchoring and Benchmarking with the industry

18. Introduced new ‘Payroll Management Process’ to ensure transparency and business confidentiality

19. Introduced ‘Access Control Policy’ and strengthen Security Management System at Factories by re-evaluating the

security systems as well as saved BDT 1 million per year

20. Attracted and recruited Key Talents from the industry such as group CEO; Head of SCM; CSO; Head of Finance;

Business Development Manager; Talents for HR function; Talents for Sugar Business; Beverage Business and more

21. Leverage ‘Change Management System’ to shape up the ‘Family Generation Transition’ at AML

22. Conducted an environmental scanning of the Group, its businesses, available resources and taken HR Vision as well

as designed a HR Strategic Road Map and HR Project Charter

Key Accomplishments & Achievements in EJAB:

1. Lead and drive the entire HR, Administration and IT functions of the (11 companies) Group with the scope of total 3200 manpower strength and 14 units and factories

2. Working in the Executive Management team and provide strategic input in the field of HR, Organizational Development, Capacity Building, Change Management, Effectiveness of the Business and Support functions and develop strategy in overall leadership capacity enhancement of the organisation

3. Design and implementation new Vision, Mission, Values, Code of Conduct and Organisation Priorities as part of the change management process

4. Restructure the 6 major SBUs and its entire units as well as group corporate functions

5. Implement the new performance management system linking the business result as well as with reward and development of human resources

6. Carried out the process of redundancy resulting to the change in organization structure

7. Conduct an Environmental Scanning of the entire Group, its business, available resources and then developed a HR Strategic Road map and HR Project Charter

8. Develop the Manuals, Policies, Service Rules, SoP, PMP, L&D, EEP, OD, IR Strategy, HR Automation, HRMS, Payroll Management, etc

9. For the Group in line with business strategy as well complying with relevant law and rules

It is an a European Based Multinational Company and their brands are Center Fruit; Center Fresh; Alpenliebe; Mentos

Joined as Deputy Manager - Factory HR and achieved 4 promotions in 9 years

1. Became ‘Regional Talent Management Lead’ for BU South Asia Middle East and Africa (BU SAMEA) region of PVM

2. Became ‘Process Champion of Bangladesh’ for Global Performance Management Process call Success-Factor

3. Became ‘Coach & Mentor’ for Band 7 and below employees in PVM Bangladesh

4. Became ‘High Potential Talent’ and ‘Key Resources’ as per the Global TRP and achieved retention bonus from PVM

5. Achieved ‘PVM Global Excellence Award’; ‘Best HR Initiatives Award’; ‘Best HR Business Partnering Award’; ‘PVM Star Performer Awards’; ‘Best Employee Engagement Award’; and more

6. Drove Employee Engagement Program call “Share Your Voice” in PVM Bangladesh and achieved positive score from 83 points to 95 points, which was first position in the Business Unit SAMEA of PVM

7. Restructured the Sales Management Function, which resulted sales growth as ‘Every Month Ever Highest’

8. Introduced Sales Capability Building Program for PVM BD and Reduced Attrition Rate and increased productivity

9. Identified the Training Need and High Attrition of front-line sales team (Sales Representatives & Supervisor)

10. Designed required training module and delivered the trainings to the 900 front line sales team

11. Designed strategies for reducing attrition by closely working with Sales Management Team

12. Reduced attrition rate of SR from 25% to 7.6% and increased productivity – LPC 2.2 to 3.4 and PC 36 to 43

13. Designed, developed and Rolled-out “Virtual Training Module” for the front-line Field Sales Team

14. Introduced ‘Leadership Competencies’ and ‘Sales Competencies’ and rolled-out across the employees

15. Revamped ‘Code of Conduct’ and rolled-out across the employees

16. Conducted Trainings to the White-Collar and Blue-Collar Employees on various modules

17. Designed Corporate Branding Programs and drove successfully

18. Designed ‘Key Employees Retention Programs, Employee Engagement Programs, Reward and Recognition

19. Programs, Comp and Benefits Management programs

20. Introduced ‘Position Evaluation, Job Evaluation and Merit Matrix Grid’ basis Mercer Methodology

21. Revamped “Life & Medical Insurance Schemes” by increasing 12 times benefit growth within the same cost

22. Developed various Policies, Manuals and SoP, Service Rules, Grievance Management Process, Control Mechanism

23. Designed ‘Head Count Optimization Project’ and drove accordingly and saved about BDT 2 million per year

24. Designed and Introduced ‘Plant Performance Scheme’ for the factory SFE team and increased productivity 49 to 51

25. Awarded with “Appreciation Certificate” For ‘Managing and Controlling the Workers Unrest and IR Issues’ at

26. Developed and Introduced legal Gratuity Policy and Provident Fund Policy along with Trustee Deeds and Boards

27. Setup new Corporate Office considering the next 10 years Manpower Planning in line with Business Blue Print, Etc.

• HR Business Partnering
• Administrative Executives
• Training Executives
• Sales Analyst
• Receptionist
• Executive Assistant
• Private Secretary