Julphar

Strategic Roles and Responsibilities:
•	Actively contribute to the development of the company’s overall strategy and ensure that relevant goals and objectives are properly incorporated from a human resource perspective
•	Act as a human resource advisor to the leadership team while developing, implementing, and measuring the effectiveness of the HR strategy/plan of the company.
•	Lead the implementation of relevant policies, and governance frameworks and identify opportunities for continuous improvement across the region regarding HR good practices related to performance management, leadership development, recognition, talent management, talent acquisition, and other areas.
•	Establish and periodically revisit the budget requirements of the department, and accordingly take a strategic part in the development of the company’s budget from an HR perspective
Talent Acquisition and Talent Management: Recently, we executed the Emiratization-based Workforce Planning directives in UAE supporting operational budget estimates ensuring the smooth integration of Emirati talent in our ecosystem. I also implement the career path and MDP for internal talent, resulting in an 18-20% YOY retention gain.  Over the last 3 years, the data shows and impressive deployment of internal talent (78 in 2021, 92 in 2022, 32 in H1 2023), resulting in a 30% TAT reduction and 8.5% manpower cost reduction. I also run the ‘Rotational Development Program’ to boost HiPos.

Leadership Development and Diversity / Inclusion: My HR strategy has yielded a 23% rise in productivity through efficient processes and alignment with organizational goals. I've developed 'Middle Management Development' programs and rolled out an automated system for managing the performance and career progression of over 2500 employees across 16 countries.

Head- Talent, Learning & Organization Development

Cadila Pharmaceuticals Limited

•I transformed HR policies to support a business partnering approach, initiated 360° Feedback for leaders across key departments, and formulated talent and OD strategies for over 3500 employees. As Head of HR for R&D, I led a team of 5, fostering culture, engagement, and development for 480+ employees, and introduced an agile reporting framework to optimize team performance. 
•Lead workforce planning activities across the business unit and ensure proper implementation of its policies and procedures by various functions, ensuring effective and timely fill up all vacancies

I led strategic HR projects, focusing on employee feedback and culture programs, and spearheaded the drive to meet Great Place to Work standards. 

Cadila achievements :
 	Executed the R&D Leadership Development & Succession Planning Project.
 	Started the Life Science Sector Skill Development Program with Govt of India Pharmaceutical Skill Council in Cadila
 	Executed Organization Effectiveness Project with identified Subject Matter Experts in Jammu & Ankleshwar manufacturing sites
 	Promoted the 5 internal talents to take up the National Sales Head role.
 	Started 9 BOX talent mapping for the whole organization in Managers + job level
 	I launched a Career Pathing Program that led to 28 internal promotions and pioneered Cadila’s first Management Trainee Program with top-tier institutes, which enhanced our leadership pipeline by preparing 60 successors for critical roles.

Head HR - R&D

Deputy General Manager -Talent & Learning Development 

Reckitt Benckiser

As National Head of Capability Building, I established capability development practices as CoE for Bangladesh & Sri Lanka businesses. I also successfully initiated and implemented Functional and leadership Competence Frameworks for Sales, Marketing, Finance, SCM, and regulatory. In addition, I implemented Global Talent Management (GTM) initiatives in collaboration with UK headquarters by streamlining & leveraging talent development plans covering 2,000+ employees, including agents and sales reps. 

Additionally ,I mentored a Team of 4 Regional Trainers to successfully execute leadership and employee engagement programs 


Reckitt Achievements:
•	Introduced the Assessment & Development Centre for internal promotion.
•	Introduced LMS and TMS digital platform for Reckitt India in collaboration with the global HQ in UK
•	Introduced a structured L&D calendar for Departments and other affiliates in Bangladesh and Sri Lanka
•	Mobilized ‘Cross Cultural Workshops’ for all global recruits in Southeast Asian market.

National Head -Capability Building (India)

Amway

As Head of Training and Development, I was majorly engaged in establishing a high-performance culture and developing high-performing teams, which led to portfolio achievements and 15% YoY growth. I also led a team of 7 Training Managers and 15 Training Executives to support revenue growth.

During my association, I received 2 promotions, 1 employee of the year award, and foreign travels for constant L&D strategy development and implementation. I actively helped in achieving the growth of 45+ Platinum-level business owners through product marketing and sales. In this role, I created key learning contents for the first countrywide Silver & Gold Forum launch. I also designed and deployed an LMS to streamline performance-impacting training courses.

Head of Training And Development

Johnson & Johnson

Territory Manager

Novo Nordisk

Marketing Executive

With 18 + years in international HR management, I specialize in business-critical projects and change management. I deliver results in complex environments, aligning HR strategies with evolving business goals.

I lead high-impact changes by crafting strategies with strong governance, ensuring corporate objectives are met while minimizing risks. My experience spans talent acquisition, systems implementations (SAP SF, TIMS LMS), and process improvements.

I focus on aligning HR actions with strategic objectives, leveraging data and analytics. I drive social and cultural value through D&I, ESG, and CSR initiatives, enhancing organizational reputation.

Recently, I led the rollout of PMS across 17 countries, moving to a balanced scorecard-driven system. I also increased internal promotions to over 25% of new vacancies and am developing a new EVP and Culture Transformation model.

I build high-performing, inclusive cultures, adapting to the evolving HR landscape, including remote work and technology shifts. Passionate about positive impact, I am open to executive-level opportunities.

Areas of Expertise

✅ Business Transformation & Change Management
✅ Talent Acquisition & Management
✅ Learning & Development Initiatives
✅ Performance Management Systems
✅ Diversity, Equity, & Inclusion (D&I)
✅ Governance & Risk Mitigation
✅ HR Technology Implementation
✅ Culture Transformation & EVP Development
✅ Data-Driven HR Strategy
✅ Organizational Design & Restructuring
✅ Stakeholder Relationship Management
✅ Employee Engagement & Well-being
✅ Succession Planning & Leadership Development
✅ Corporate Social Responsibility (CSR) & ESG Integration

GARGI BANERJEE

What defines a truly effective CHRO today?

It’s not just experience or expertise.
It’s the values they lead with—and how those values translate into business impact.

In today’s fast-evolving work environment, the role of the CHRO has expanded beyond compliance and operations.
Modern CHROs are strategic partners, culture architects, and change catalysts.

To lead effectively, these 10 values and principles consistently show up in high-impact HR leadership:

✅ Lead with Possibility and Accountability – Vision matters, but execution drives results.
✅ Coach and Collaborate for Strategic Impact – Great leadership creates space for others to lead too.
✅ Foster Trust Through Transparency and Respect – Trust is the foundation of every high-performing culture.
✅ Empower Growth Through Coaching and Feedback – Growth happens when feedback is seen as a tool, not a threat.
✅ Drive Business Outcomes with People-First Strategies – Aligning people strategy with business strategy is key.
✅ Build a Culture of Purpose and Action – Culture isn’t a tagline—it’s what people experience every day.
✅ Invest in Personal and Organizational Growth – Continuous learning fuels both individual and organizational performance.
✅ Communicate Vision and Empower Team Performance – Clear vision + empowered teams = sustained success.
✅ Create Trust Through Open Communication – Openness builds alignment and accelerates decision-making.
✅ Balance Employee Well-Being with Business Goals – Sustainable business growth depends on employee wellness.

These principles don’t just enhance HR—they elevate the entire organization.

Because impactful HR leadership:

👉 Turns culture into a competitive advantage
👉 Translates people data into strategic decisions
👉 Builds organizations where performance and purpose co-exist

In the future of work, the CHRO is not just a function—
It’s a force that shapes how business gets done.

#CHROLeadership #HRStrategy #PeopleFirst #FutureOfWork #LeadershipValues #StrategicHR #CultureMatters #EmployeeExperience

Gargi Bannerjee

Thrilled to share my latest article from HRSE Summit 2025 Dubai, where I spoke on “Culture as the Engine, Engagement as the Fuel.”

Across the GCC, organizations are scaling rapidly—but real performance isn’t driven by systems or technology alone. It’s driven by the culture people experience and the engagement they feel.

In this article, I break down:
🚀 Why culture is the engine of productivity
🔥 Why engagement becomes the fuel that drives innovation & retention
📊 What Gallup data reveals about UAE, Oman, Egypt & the wider region
🏭 A real GCC case study showing a 20% rise in engagement and 12% drop in attrition
🏆 How organizational health (as defined by McKinsey & Company) predicts long-term success
👥 Leadership practices that transform multicultural teams in today’s GCC workplaces

The GCC is one of the world’s most diverse and dynamic talent ecosystems. Organizations that invest in culture, leadership, and employee energy today will define the region’s performance standards tomorrow.

If culture and employee experience are priorities for your organization, I invite you to explore the full article below. Would love to hear your reflections.

#CultureIsTheEngine #EngagementIsTheFuel #HRSEDubai #GCCWorkplace #OrganizationalHealth #EmployeeExperience #LeadershipDevelopment #FutureOfWork #Gallup #McKinsey #GCCHR #UAEHR #TalentManagement #PeopleAndCulture #HRTransformation

Across the GCC, organizations are expanding rapidly, diversifying their talent base, and operating in increasingly competitive markets. While many com

Open article: Culture as the Engine, Engagement as the Fuel: Unlocking Performance in the Multicultural GCC Workplace by Gargi Bannerjee • 4 min read

Culture as the Engine, Engagement as the Fuel: Unlocking Performance in the Multicultural GCC Workplace

Adolf7 Automotive Industries Private Limited

Business Consultant

Bombay Shaving Company

Managing Sales and Distribution for West Zone including Andhra Pradesh and Telangana

Regional Sales Manager Trade and New Customer Acquisition at Bombay Shaving Company

FMCG company

Managing sales and distribution for West zone

Regional Sales Manager - Esme Consumer Pvt Ltd

Supermax Personal Care Pvt Ltd

Managing sales and distribution for Maharashtra and chhattisgarh

Regional Sales Manager

Zonal Sales Development Manager

Emami Ltd

Managing sales & distribution of Emami brands as Area Sales Manager for Mumbai.
Handling direct reporting team of 5 members.
Planning stock requirements & ensuring proper stock availability.
Handling sales team & implementing below the line activities for different brands.
Resolving trade grievances & ensuring customer satisfaction.
Rolled out basic sales training for ASEs and MRs

Area Sales Manager

Responsible for building sales capability at a DBSR, TSI and ASE level through timely field and classroom interventions for the purpose of improving sales efficiencies in the west region.
	Imparting on the job training to the TSIs on Sales Planning, Selling Skills, Distributor Management DBSRs evaluation and Coaching and identifying distribution and visibility opportunities in the market  for improving adherence to presence and placement standards (total lines sold, MSL compliance, productivity, New Product  presence, windows, facings etc) in the identified locations
	Developing sales capability in the trainees to ensure readiness to take on a territory through on the Job training and pre-agreed structured modules
	Rolling out pre-agreed structured modules (E.g. Selling Skills, Product Awareness, IS platform knowledge, Distributor Management and On the Job Coaching) for  DBSRs/PSRs/TSIs/ASEs
	Using forums such as Journey Cycle Meetings, launches and activation meets to impart / reinforce learning
	Inducting TTSIs and SIPs in the region on the sales function and working in RB
	Collecting feedback on training and track sales efficiency data to measure application and impact of training

Sr Regional Sales Trainer

Worked on building and developing Super Stokist & Sub Db infra to meet the growing demand of the business for South Maharashtra/East MP

Area Sales Executive

Aadhaar Retailing Ltd

Top line sales & bottom line margin .Assorment planning of brands & skus within the category. To Desigm,Plan & Implement the promotions & offers. Vendor development & management.Inventory Management. Fill rate Management through better replenishment method.

Assistant Manager - FMCG

Vishal Retail Ltd

Budgeting & Planning - Sales & Buying.Fill rate management across all the stores & DC . Keep a track on other income sources like Dispaly & TOT. Space selling. Category Planning through better sales mix .NPI across all the stores as per local taste.

Category Manager ( Non Food )

Established & Streamlined superstokist network to cater small towns for better distribution & visibility.Managed loyalty programmes for channel partners.Augmented business by increasing broad coverage , restructuring stockist territory & training salesmen. Resheduled delivery for all key Accounts in Pune for better service .

TSI & Sr TSI

Managed diverse responsibilities encompassing Capability building, sales management, channel management, project management, Category Management ( Buying & Merchandising), and Team management across various assignments.

Specialties: Capability building, Sales & Business Development ( FMCG ), Sales Automation, DMS,  Channel Management, Retail( Category Management .. Buying & Merchanting )

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