Nandakishore Vempati

Centum Electronics Ltd is a leading ESDM (Electronics System Design & Manufacturing ) Indian Multinational Company founded in 1994 that offers Mission Critical design, development & manufacturing of customized system solutions and turnkey solutions for high-reliability applications for Domestic & global customers in Défense, Aerospace, Space, Industrial, Medical, and Transportation domain. Centum has around 2500 employees and has operations across India, Europe and Canada. Centum revenue is 150 million USD and has been recognized by World Economic Forum as a global growth company and Forbes Asia featured Centum as ‘Asia’s 200 Best Companies under a Billion’. Key Member of Centum Senior Leadership Team reporting to CMD and Playing a strategic Human Resource Business Partner role for sustainable business growth in India. HR Strategy, Compensation & Benefits, Talent Management, Organisation Structure design, HR Policies, HR Operations, Employee Engagement, Org Communication, Change Management, Industrial/Plant Relations, Global Mobility, CSR and Administration & facilities.

Strategic HR (Global) Member of the global core team working on the people strategy of the organization in alignment with the ambition 2020 plan of AXA and led the implementation in India. a. Change Management Mindset: Trained 100% managers resulted in improved employee manager relations, employees understanding about their contribution to organization’s strategy. b. Customer Centric Culture: Trained 50% of employees on customer centercity program resulting improvement in KPI scores from the respective customers c. Talent management: Developed model to identify talent within the organization and providing unique professional experiences and development opportunities. Nearly 5% of employees are enrolled under this program d. Workforce Evolution: Upskilled & Reskilled employees to align their skills to AXA 2020 vision. 4 teams underwent this program covering one third of our organization Strategic HR (India Specific) Member of management committee for organization redesign and re engineering the span of control, redeployment and exits Led the HR BP function of AXA Tech India covering all four business verticals Simplified the job titles across AXA Tech India to create effective and standardized usage thereby bringing in ease of management Deployed Leadership Frame work across the organization to bring the cultural change Led the employee engagement programs Lead the Learning & Development function ensuring all trainings are directly linked to organization’s business strategy. Worked closely with Compensation Team to bring Pay for performance concept Have managed various projects in the areas of Audit, HRIS Implementation, Integration of various internal tools and change management during consolidation of office premises etc. Implemented Prevention of Sexual Harassment (POSH) policy and ensured awareness among the employees.

Member of leadership team and Head of HR function Played pivotal role in branch expansion from 16 branches to 40 branches within a year across three states Recruited nearly 60+managerial staff and nearly 300 CROs Established the HR function, set up processes and initiated HR automation Travelled extensively in three states and enhanced employee engagement programs resulting in lower attrition and higher productivity. Worked with sales team and promoters to design the sales incentives Ensured labor compliance and effective HR operations

Contributions at CoreLogic India. (3 locations, 3 business, 6 HR managers and 4200 employees.) Led India wide Performance Management processes and new solution Implementation. Led a team of HR managers to revamp India HR policies and process. Set up and managed on-line HR helpdesk to fix the system and process gaps. Initiated and led the centralization of HRIS and Payroll for process improvement and cost optimization. Contributions at CoreLogic Hyderabad location As Location HR Head, led a team of 3 managers and 8 employees supporting 3 lines of business with a total head count of 1300 working 24/6. Led the scaling of organization capability for a large center of 1300 HC. Consistently delivered HR part of SLA’s to external customers (e.g, Citi Bank), working with them directly. Ensured on-time hiring for both BPO and software business with a focus on diversity hiring. Led employee engagement activities. CoreLogic Hyderabad location registered lowest attrition among the three locations.

IBM-Netsol Led IBM-Netsol integration from HR prospective (Change Management, Policy mapping , HR Business Controls) Built necessary and relevant system controls in HRIS which were highly appreciated and certified by IBM’s internal Audit Team. Business control compliance stood at 97% Collaborated up with managers from International locations on various assignments like Audits, business standards compliance etc. Network Solutions Pvt. Ltd.(Netsol) (A start-up that grew to 2600 HC before being sold to IBM) Established HR function and later expanded to 7 locations with a team of one manager and 13 employees over a period of five years. Developed and led the implementation of HR policies and processes. Implemented centralized and web based HRIS for consistent implementation of HR policies and programs in all the locations, and supporting people analytics. Defined job structures and introduced C&B with structured and performance-linked incentive plans. Maintained 100% statutory compliance.

Executive development Program covering: The purpose, role and best practices in leadership • Mindsets and styles that inhibit effectiveness • Effective team creation and leading • Leading change in your part of the business • Coaching teams for optimum performance • Persuading and influencing to mobilise support and build commitment • Conflict management and trust building • Effective execution of ideas • The art of building win-win partnerships