Suren Reddy has over 25 years of experience in human resources leadership roles. He has held executive positions at Telkom and Standard Bank, where he was responsible for developing and implementing strategies around employee relations, organizational development, and performance management. Currently, he works as an independent consultant, advising various companies on business and human capital strategies.

1. Curriculum Vitae
S (Suren) Reddy
Personal Information
22 Comrie Street, Qualifications:BA Degree (Law) – achievedparttime
throughUNISA in 1994
Blue ValleyGolf andCountryEstate
P O Box 60 Contact Details:
Blue Valley Work: (011) 5129335
0096 Cell: 082 7830282
Email:surenreddy1@gmail.com
Profile
Early leadership Development
 Active involvementfromayoungage in the struggle fornational liberation andeconomicemancipation.
 Early leadershipdevelopmentobtained fromoccupyingseniorrolesatuniversityandcommunitystructures;
these include;memberof the SRC,Treasurerandlatervice presidentof the SRCandUKZN.
 Treasurerof communityorganisation.
 Ledthe Cultural Festival (sponsoredbyKagiso Trust),whichwasthenanalternate tothe Grahamstown
Festival.
 Ledand managedthe rock concert to obtainfundingforvariousinitiatives.
 Strategisedvariouspolitical initiativesoncampusandin the communitiestofurtherthe national objectives.

2. An accomplishedExecutive withthe followingkeyattributes:
 A passionate andeffectiveleaderwithfirstclasscommunicationskillsandalongtrack record of successfully
management.
 A critical thinker,withstrongprojectmanagementskills.
 Seniorexecutive withverifiableyear-after-yearsuccessachieving resultswithinstart-up,turnaround,and
rapid-change environments.
 Managed small andlarge groupsof people acrosslarge multi-nationalsandsmall profitable businesses.
 Able toleadinverydifficultanduncertaintimesandturnaroundthe business.
 Developsfocusedstrategyandishandsonwiththe executionof the strategytoensure resultsare
achieved.
 An engagingleaderwithstrongnegotiationandentrepreneurial skills.
 Extensive knowledgeof the currenteconomic,social andregulatoryissues.
 An inspiringandmotivationalleaderwithfirst-rate interpersonal skillsandthe abilityandpassionto
developthe visionof anycompanyhe manages.
 Able topushperformance improvementwhilstatthe same time deliveringgrowth.Possessingvast
executiveexperiencehe will alwaysensurethatclearobjectivesandexpectationsare deliveredand
maintained.
 Extensive experience invariousindustriesandmulti-nationals whichrequire deepunderstandingof critical
businessdriversinmultiple marketsandindustries.
 Highlysuccessful inbuildingrelationshipswithupper-level decisionmakers,seizingcontrol of critical
problemareas,anddeliveringoncustomercommitments.
 Customer-focusedandperformance-driven.
 Ledand motivated multi-facetedteams.
 Fifteenyearsof executivelevelexperienceatbothStandardBank and TelkomSA Ltd. Appointed Executive
at Telkomat the age of 27 and Directorat Standard Bankat the age of 33.
 Strongstrategicplanningskills,aswell asthe abilitytoconceptualise andoperationalisesolutionsfor
individualsandgroups.
 Experiencedinmanaging andleadingstrategicprojects.
 Director/Trustee onthe boardof BankmedMedical AidFundand servedonit forapproximately5years.
 Chairmanof the StandardBank PensionFundDiscretionaryCommittee.
 Servedonthe RemunerationandHRboard sub-committee of the National EmpowermentFund.
 Trustee of the TelkomManagementProvidentFund.
 Participatedandwasan integral partof variousstrategydevelopmentgroups,amongstthem,EXCO’s,
OperatingCommittees,Boards,BoardCommittees,etc.
 Foundermemberof the SouthAfricanRewardsAssociation(SARA) andservedonthe inaugural executive
committee and board.
 Entrepreneurialexpertise gainedbystartingupvariousbusinesses.
 Foundermemberandonthe board of the Blue ValleyCirclesFoundation,establishedin2003 to assist
orphansand destitute women.Apartfromprovidingfunding,the membersof the foundationwere
activelyinvolvedinsupportingtheseprogrammes.

3.  Directorand shareholderof variouscompanies.
 Currentlyinthe marketseeking arare and excitingopportunitywithanambitiousbusinessthatwantsto
grow.
Key Achievements:
 Lead a teamand developedaJustinTime (JIT) strategyforlogisticsatTelkom, therebysavingthe company
moneyandresourcesonspace,costs, interest,etc.
 Developedandimplementedapayroll turnaroundstrategythatensuredamore efficientpayroll.
 Developedvariousgroupstrategiesandledthe implementationforbetween35000 and 65000 employees.
 Developedthe SAPHRStrategyfor Telkomandledthe implementationof the strategy.
 Inheritednon-performingspecialistteamsanddevelopedturnaroundstrategiestoleadeffective teams.
 All strategiesdevelopedfocusedoncostcontainment,performance andresultsandrevenuegeneration.
 Developedandimplementedincentive andrecognitionstrategiestoenhance the achievementof business
results.
 Developed EconomicValue Add(EVA) strategytofocusthe businessoncore deliveryandresults/revenue
generation.
 Developeddashboardsandfocusedthe grouponachievingtargets.
 Setup multi functional teamsandstartup teamsto be fullyfunctional,results orientatedones.
 Developedculture change strategyfromthe businessstrategythatensuredthatthe businessculture was
alignedtothe businessstrategyandachievedthe desiredoutcomes.
 Part of a 5 executive confidential taskteamthatworkedonthe IPO of Telkom.
 Servedonthe TelkomOperatingcommittee andactedasGroup Executive atTelkompriortosabbatical.
 Managed andmanoeuvredinhighlysensitiveenvironmentstoensure thatresultswereachieved.
 Developedaturnaroundstrategywithunionsthat tookthe relationshipfromanadversarial one toa
collaborative andinterdependentrelationship.
 Negotiatedextremelydifficultoutcomeswithunions acrossvariousentities while avertingstrikeaction.
These includedamongstothers,workinghours,shifts,leave reduction,overtime, Outsourcing,dismissals
basedon operational requirements(retrenchments),pensionfundconversionfromdefinedbenefitto
definedcontribution,etc.
 Outsourcedandretrenched19000 employeesinTelkomtoensure the businessfocusedoncore activities
and were viable.
 Restructuredandre-engineeredvariousbusinessesinStandardBankwithorganisedlabourtoensure these
businessesbecame viable.
 Strategydevelopedalwaysfocusedonsustainabilityandgrowth.
 Successfullydevelopedandimplementedaperformance managementstrategyandsystemjointlywith
organisedlabourata time whenCOSATUwaspro across the board increasesandnotperformance based
pay.

4.  Developedvarious systemstoensure lineof sightbetweenthe businessobjectivesandwhateach
employeewasdoingtsupportthe achievementof those objectives.
 Stakeholdermanagementandengagement –Managed relationshipswithinternalandexternal
stakeholders.
 Startedvariousbusinessesandgrewthemtobecome successful endeavours.
Employment Summary
2013 – Current IndependentConsultantonvarious businessandhumancapital
strategiesandinitiatives throughthe followingcompanies:
 In Touch Consulting
 Advance Corporate Advisors
 Astel
 Tulip
 Genband Africa
2012 - Current Self Employed: Setupof Newscafe UmhlangaRocks(Owner)
2012 – 2014 Self Employed: Otherbusinessstart-up’s(SaveMorandJoe Cool’s)
2002 - 2012 Director,Employee Relations
StandardBank of SouthAfrica
1997 - 2001 Human ResourcesExecutive
TelkomSA (Ltd.)
1996 - 1997 HR Manager in the International andSpecial MarketsBusiness
TelkomSA (Ltd.)
1995 - 1996 HR Systems
SAPPILtd.
1994 - 1995 Personnel Projects Officer
SAPPILtd.
1993 - 1994 SeniorOrganisationandWorkStudyAdvisor
TelkomSA (Ltd.)
1991 - 1993 OrganisationandWorkStudyOfficer
TelkomSA (Ltd.)

5. Career History Summary
IndependentConsultant– 2013 – current:
Consultedonvarious businessandhumancapital strategiesandinitiativesforthe followingcompanies:
 In Touch Consulting
 Advance Corporate Advisors
 Astel
 Tulip
 Genband Africa
Owner Run Businesses – 2011 to current
 StartedNewscafe franchisein UmhlangaRocksin2011.
 Createda niche forthe businessbyunderstandingthe needsof the patronsandthe competitors.
 Grewthe businessannuallytoaR10m per annumbusinessemploying30staff and I am inthe processof
sellingitwhileitisonthe up.
 Startedup SavemorClayville (memberof the SparGroup) in 2013. Establishedadifferentbusinessmodel
to mostsupermarkets,where we acquire the businessof the spazashopsandsocietiesinthe townshipsby
providingbigdiscountstothem.
 The businessisgrowingmonthonmonthand I am inthe processof sellingitwhile itisonthe up.
 The businessiscurrentlyturningoveraroundR1.3 millionpermonthwithapotential togettoR3m over
the next12 months.
Standard Bank – Director Employee Relations – 2002 to 2012
StandardBank isa multinational company,employing45000 staff and has a income of R144 billion.Iheldthe
positionof Director;EmployeeRelationsforthe StandardBankof SouthAfrica,witha team of 20 people anda
budgetof approximatelyR20 million. Iwasa memberof the HR Boardthat was representedbythe various
Managing Directorsof the business,the CEOandthe Chairmanof the Group. I servedasa Trustee onthe Board
of Bankmed Medical Aid(anindependentmedical aidscheme) andasChairmanof the Standardbank Pension
FundDiscretionaryBenefitsCommittee. My keyresponsibilitiesovermyemploymenthistoryincluded
developingandexecutinggroupstrategyon EmployeeRelations,Corporate Healthand Wellnessand
MeasurementandDiagnostics.
Key achievementsinEmployee Relations:
 Contributedtothe developmentof HR strategy for the Group.
 Fosteredexcellentrelationshipswiththe union,includingformalisingagreementsondismissals,overtime,
leave accrual reduction andworkinghours.
 Key leadto the restructuringduring2005 and 2010. This includedretrenchmentnegotiations and
managingall disputessuccessfully.

6.  DevelopedandmaintainedarelationshipwithSouthAfrican NationalAidsCouncil(SANAC) andSouthAfrican
Business Coalition on HIV/Aids (SABCOHA), leading to the formation of the Pan African Business Coalition
(PABC), supporting various social development initiatives.
 Implementedanalternate dispute resolution methodologyusingthe private arbitrationact.
 Negotiatedvarious section197 transfers,relatedtooutsourcing andjointventures.
 Managed positive outcomesforthe bankwithexternal regulatorybodiesforindividual matters.
 Re-engineeredvariousERpoliciesandpractices,andpromotedinter-depedent,constructive relationships
betweenmanagementandstaff
 Identified trends in IER matters to ensure that risks are managed effectively.
 EnablinghealthyemploymentrelationswithinSBSAbypromotingprinciplesof transparency,fairness,equity
and justice whilst championing employee and employer rights in accordance with SBSA policies.
 Identification,communicationandmitigationof risktoprotectthe reputationof the Bankonindividual (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.
TelkomSA Ltd – HR Executive – 1997 to 2001
At the time of my tenure asHR Executive, Telkomemployed65000 staff and had a turnoverof R32 billion. The
Human Resourcesgroup consistedof fourdivisionsresponsible forthe overallHRstrategyforTelkomSA Ltd.
and washeadedbythe Group Executive HumanResources.Iwasone of fourexecutivesreportingtothe group
executive,responsibleforprovidingstrategicdirectiontoRewardandRecognitionManagement,Performance
and DevelopmentManagement,BenefitsandPolicyManagement,OrganisationDevelopment,Payroll
Management, HR InformationSystemsManagement(SAPbased),RetirementFundManagement,Economic
Value Add(EVA) andHR BusinessPlanning.Iheadedateamof approximate 120 employees andhada budget
of approximatelyR60million.Iactedinthe Group Executive,HumanResourcesrole priortotakinga sabbatical.
Key achievements:
 Responsible forestablishingstrategicHRenvironmentsfromgroundlevel,asthese hadbeenlargely
decentralisedpriorto1998.
 Actedas group HR Executive duringthe TelkomIPO,andwas partof the seniorIPOworkingcommittee.
 Headedthe remunerationandbenefitsteamforall substantive negotiationswithorganisedlabourfrom
1998, focusingoncost-effective benefitsandperformancepay.Thisculminatedinalong-term(three-year)
agreementwithorganisedlabourin2000. Inaddition,aformalisedagreementwasputinplace with
organisedlabour,onpaymentforperformance.
 Re-constructcompany’sshorttermandlong termincentive schemestoensure attainmentof the business
goalsand objectives(ProfitIncentive Schemes,SalesIncentives(variablepaystructure) ,PhantomShare
optionsandEmployeesshare options)
 DevelopedanEmployee Share OwnershipProgramme (ESOP).
 Developed,negotiatedandimplementedaStrategicSalesCompensationPlan.
 Developedacompany-widerecognitionscheme.
 IntroducedEconomicValue Add(EVA) tothe companyandtogetherwithGroupFinance,wasinvestigating
the possibilityof implementingEVA beforeIresigned.

7.  Formulatedthe strategyforthe retentionof critical andscarce competenciesinTelkom.
 Developedandimplementedthe strategyforleaner,more efficientcompanystructures.
 FormulatedandimplementedastrategyforusingenablingHRtechnologyfore-business(SAP).This
includesintegrityof data,compliance,employee self-service,businessanalysisandendtoendprocess
solutions.
 Part of a steeringcommittee toimplementaSAPintegratedsolutionforFinance,ProcurementandHuman
Resources.
 Trustee of the TelkomManagementProvidentFund.
 Act Regularlyforthe GroupExecutive HR.Thisincludesrepresentinghimatthe OperatingCommittee and
the HR reviewandRemunerationCommittee of the Board.
 Designedandensure implementationof compensation,benefitsandRewardstrategy.
 Managed strategicbusinessprojects
 ConductedMarketbenchmarking,Internalandexternal salary/benefitanalysis,comparisonsand
recommendationstobusiness.
 Reviewedandupdatedremunerationpolicies,practicesandpositionasappropriate forthe business.
 Providedannual salaryreviewguidelines,updatesalaryscaleswhichallow forappropriate remuneration
for critical skillsandindividualsincritical positions.
 Forgedstrategicallianceswithkeystakeholdersbothinternallyandexternally.
TelkomSA (Ltd.) – HR Manager 1996 to 1997
The Human ResourcesDivisionwasone of five divisionswithinthe InternationalandSpecial MarketsBusiness
Unit (ISM).I wasresponsibleforbothspecialisedandgeneralistHRinthisbusinessunit,priortobeing
promotedtoHR executive. Ihad6 team membersanda budgetof approximatelyR1million.Iwasinstrumental
increatingthe SouthAfricanRewardsAssociation(SARA)andwasrecognisedasafoundingmember.I
thereafterservedonthe boardasan executive committeemember.
Key Achievements:
 Responsible forremunerationmanagement,jobevaluation,HRIS,successionplanningandperformance
managementinISM.
 ProvidedHRgeneralistsupportandpartneringforthe ISMbusinessunit.
 Developedpoliciesprocedures,workinstructionsandsystemsfor the effective functioningof ISMHR.
 Formeda task teamwithorganisedlabourtodevelopandnegotiate acompetencybasedperformance
managementsystemforthe entire company.
SAPPI Ltd. – HR ProjectsManager 1994 to 1996
The Human ResourcesProjectsDepartmentwasone of fourdepartmentsinthe SAPPIHumanResources
Divisionco-ordinatingnational andinternalHR.The departmentconsistedof ateam of three,one of whom
was the Group HR Manager, whohad overall responsibility.

8. Key Achievements:
 Managed the Affirmative Actionprogramme
 Managed JobEvaluationusingthe PeromnesSystem,PatersonandJEManager.
 DevelopedandprogrammedITsystemsforSAPPI’sMonitorbasedHumanResourcesInformationSystem
(HRIS).The developmentincludedaDOSand Windowsversion,communicatingwithdatabasesacrossthe
network includinganOracle database.
 Conductednetworkinstallationsandprovidedtechnical andfunctional supporttothe variousplants.
 InvolvedwithMonitorandSPLindevelopingcomputerisedcompetencybasedmodels
 Invitedbythe TechnikonSA topresentapaper onjob evaluationandperformance managementfor
studentsenrolledforthe AdvancedDiplomainBusinessmanagement
TelkomSA (Ltd.) – SeniorOrganisational DevelopmentConsultant - 1991 to 1994
The OrganisationDevelopmentdivisionwasone of three strategicspecialistdivisionsinthe HumanResources
Group of TelkomSA.My responsibilitiesfocusedonestablishingandmaintainingorganisationalstructures,
work-study,jobdescriptionsandjobevaluation. WorkedwithProfessorCharlesCoghill of the UCTBusiness
School and WillyWoodstodevelopthe JEManagerSystem, whichiscurrentlyusednationallybyvarious
companiestoevaluate jobs.
Key Achievements:
 Responsible forthe overall job evaluationinTelkomusingJEManager.
 Facilitatedthe implementationof the expertbasedcomputerisedJEsystem.Ipresentedapaperin
Singapore onthe system.
 ProvidedstrategicinputintodevelopingwithSPL,anexpertbaseddecisionsupportsystemin termsof
HRIS.
 Re-engineeredthe LogisticsManagementBusinessUnitof Telkom.Myresponsibilityincludeddeveloping
jobspecifications,jobevaluation,delegationof authority,organisational structuringaswell aschanging
mindsetsfromastate departmentculture tothat of a value-addingefficientone.
 Part of a seniorprojectteamlookingatoutsourcingandthe paradigmshiftfroma technologicallytoa
marketdrivenorganisation.
 Formedpart of a projectteamthat implementedstructural andprocedural changesinadministrative
functions.
 Trainedregional staff onorganisationandmethodstudy.

9. References
SiphoNgidi
Group HR Director
Standard bank Group Ltd
5 SimmondsStreet,Johannesburg
0833807535
Sizwe Nxasana
Former CEO of TelkomSA Ltd, now CEO of FirstRand Group
0824172983
Sharlotte Naidu
MD, In Touch Consulting
0827779435