CHANGE MANAGEMENT & CULTURE

Treating culture, trust, and organisational resilience as things to be deliberately engineered — not left to chance.

Middle East Business Continuity Plan
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
Regional geopolitical volatility in the Middle East created a real operational risk to Mobily InfoTech's KSA and Egypt operations — the organisation needed a workable crisis-response plan before an incident, not one improvised during one.

My Role & Approach
• Built a Business Continuity Plan specifically addressing Middle East geopolitical and infrastructure risk to the organisation's KSA and Egypt operations
• Designed a cross-functional Crisis Committee structure spanning the CEO, delivery leadership, HR, Finance, IT, and Legal, with clear activation triggers and decision rights
• Built an India-based disaster-recovery capacity model, defining how the India operation could absorb critical workload and personnel needs during a regional disruption
• Established nationality-specific protocols (for example, embassy registration requirements) recognising that different employee populations face different risk exposures and support obligations during a crisis

Outcome & Value Delivered
• Gave the organisation a tested, activation-ready crisis governance structure rather than an ad hoc response plan
• Reduced operational and duty-of-care risk for employees based in higher-volatility geographies
• Built organisational resilience directly into the transformation, rather than treating risk management as a separate afterthought

Rewards & Recognition Policy Restructure
Mobily | Feb 2026 – Present | India, Egypt & KSA
Context
Mobily InfoTech's existing recognition practices were inconsistent across geographies and had no governance mechanism to prevent recognition concentrating around the same few teams or individuals — undermining the very fairness a recognition programme is meant to build.

My Role & Approach
• Rebuilt the Rewards & Recognition programme spanning multiple award tiers, from everyday spot recognition through to top-tier annual and long-service awards
• Designed a formal governance and audit layer — including checks for concentration by manager, frequency caps per employee, and balance across gender and location — to keep the programme genuinely fair as the organisation scales
• Built a dedicated recognition pathway for sustained top performers, so the fairness mechanisms protecting the wider workforce didn't inadvertently cap recognition for the organisation's best people
• Rebuilt the underlying budget and cost model supporting the programme across India and Egypt

Outcome & Value Delivered
• Delivered a recognition programme employees can trust is fair, governed, and consistently applied — not dependent on which manager they happen to report to
• Built in the audit mechanisms to catch and correct recognition imbalance before it became a culture or retention problem
• Strengthened the direct link between recognition and the organisation's leadership and succession pipeline

Egypt Employee Policy Handbook — Full Revision
Mobily | Feb 2026 – Present | Egypt
Context
A major overhaul of Egyptian labour law meant Mobily InfoTech's existing Egypt handbook was materially out of date — exposing the organisation to compliance risk and leaving Egypt-based employees without clarity on their actual entitlements.

My Role & Approach
• Authored a full revision of the Egypt Employee Policy Handbook, realigning leave, maternity, notice-period, remote-work, and anti-harassment provisions to the current Egyptian labour law
• Built in explicit protections and entitlements — including maternity leave, childcare leave, and recognised remote-work rights — ensuring Egypt-based employees received the same clarity and protection as colleagues in other geographies
• Coordinated with legal counsel to ensure the handbook reflected current statutory requirements rather than outdated prior-law assumptions

Outcome & Value Delivered
• Brought the organisation's Egypt operations into full alignment with current labour law, removing a live compliance exposure
• Gave Egypt-based employees a clear, accurate, and legally current reference for their rights and entitlements
• Strengthened trust and transparency with the organisation's fastest-growing geography outside India

Tri-Geography Code of Conduct & Ethics Policy
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
As Mobily InfoTech's client base expanded into new markets and its own workforce grew across three very different legal and cultural environments, the organisation needed a single conduct standard that could flex across jurisdictions without diluting its core values.

My Role & Approach
• Authored a comprehensive Code of Conduct spanning India, Egypt, and KSA, anchored in a shared set of core organisational values applied consistently regardless of geography, grade, or client
• Built dedicated sections addressing cross-jurisdictional compliance, business travel and overseas assignment conduct, remote/hybrid work standards, and responsible AI and GenAI use
• Added Systems-Integrator-specific guidance on client engagement, competitor intelligence, and stakeholder conduct — reflecting the organisation's evolving business model
• Built a tiered disciplinary framework and formal manager accountability mechanism to ensure the Code was enforceable, not just aspirational

Outcome & Value Delivered
• Delivered a single, comprehensive conduct standard covering three legal jurisdictions and a rapidly evolving business model
• Closed several policy gaps around AI use, cross-border assignment, and modern harassment definitions that the prior version did not address
• Strengthened the organisation's readiness for client and regulatory scrutiny as it moves further into Systems Integrator-style client engagements

BVocal — Global Employee Engagement (Project Director)
Bureau Veritas | 140 countries, 36 languages
Context
Build a truly global listening system that could drive culture, transparency, and shared accountability across one of the world's most regulated, multi-country organisations.

My Role & Approach
• Scaled a 2018 pilot (France, UK, India, Singapore, South America) into a global engagement system on the Glint platform, reaching 140 countries in 36 languages
• Partnered with the Group VP HR and HR Business Partners worldwide to translate insights into real action planning
• Redesigned the promotion and development framework and strengthened focus on psychological safety, especially for teams in high-risk client environments
• Launched the BV Internal Talent Marketplace, connecting roles and talent across 140 countries to enable global and remote mobility

Outcome & Value Delivered
• Grew the global engagement score from 60% to 78% over five years — a profound cultural shift for the Group
• Embedded BV's core values (Integrity, Ethics, Safety, Respect, Ownership, Continuous Learning, Innovation, and others) across all regions
• Awarded Best Project Director for developing business-driven engagement dialogues that enabled leaders to co-create action plans

Global DEI Initiative & Survey Expansion (Project Director)
Bureau Veritas | 2021 – 2023 | 50 countries, 25 languages

Context
Build a credible, consistent global mechanism to measure and act on inclusion, belonging, fairness, and representation across an enormously diverse global workforce.

My Role & Approach
• Led the 2021 pilot across the UK, France, Spain, and South America, building the survey framework, cultural relevance, and data governance aligned to BV's global Inclusion Policy
• Directed the 2022 global expansion to 50 countries and 25 languages, managing translation, legal/privacy compliance, and coordination with Group HR and Regional HR Directors
• Synthesised results with global HR leaders into targeted action plans — inclusive leadership development, policy updates, and regional representation goals

Outcome & Value Delivered
• Built a consistent, credible global DEI measurement system respecting cultural differences while driving global standards
• Strengthened employee trust and voice, leadership accountability, and inclusion behaviours across every region surveyed