René Nel (PhD)

I am responsible for the HR Operational function for Mediclinic Southern Africa and Namibia. Covering the hospitals and related businesses of Mediclinic South Africa, Namibia, ER24 and MHR. Ensure a sustainable and agile human resources service delivery system and structure which is business driven. Enhance and develop human resources competencies. Manage the HR Component of new acquisitions to the group. Develop and maintain a human resources leadership pipeline that is competent and mobile to meet future challenges. IR portfolio, HR Governance, matrix management, salary cost management and reporting. Workforce optimisation and resourcing. Corporate Health and Wellness, inclusive of Occupational Health & Safety. Development of HR risk and governance measures. Play an integral role in various corporate projects, such as the roll out of vaccines, restructuring, Gender Based Violence, and Transformation.

Was responsible for the complete human resources function for the group of companies under the INTEGRATED LOGISTICS Division. Designed a Future Fit HR strategy for the Business. Oversaw the execution of all HR operations, policies, systems and services, as well as Change Management, Transformation Management and Organisational Development. Designed and implemented a talent management strategy to support company transformation, EE, BBEEE and manpower planning. (No previous succession planning process existed). Designed and implemented employee engagement, employee relations, learning, development, recruitment and employee wellness strategies. Managed the integration of Sturrock Grindrod Maritime and Grindrod Logistics to create the newly formed Integrated Logistics team. Managed the outsourcing (section 189A) of 2 non-core divisions. Union relationships (THOR & NAHAWU). Implemented the Balanced Score Card performance management process. Implemented a new PIP and PDP process. Managed Section 189 / 189A processes across the country. Full CCMA and UNION involvement. Managed dispute resolution processes, advised senior management and HR teams on appropriate steps to be followed. Designed and implemented a leadership development strategy, including succession planning. Spearheaded and rolled out three waves of an In-house MDP programme in conjunction with USB-ed (a first for the Grindrod Group). Served on the Grindrod Integrated Logistics Board. Countries covered: South Africa, Namibia, Mozambique, Australia, Singapore

Reported to the Senior VP HR in India, along with a dotted line to the South African Managing Director. Direct reports totalled 43 employees across 4 sites. Responsible for the full Human Resources operation including Recruitment, Talent Development and Succession planning, Training and Development, OD, Change Management, Coaching, Compensation & Benefits, Total Cost Management, IR and CWU union relationships, BBBEE, CSI, HR CRM, new business development & tender submission function of WNS SA. Fusion SA (a BGL UK based company) was acquired by WNS (a Global Services company) in June 2012 Project Lead for the HR integration process, which included rewriting and aligning policies, procedures, processes, practices, documents and contracts to reflect both Global and SA best practice. This included new Job Architecture processes, L&D structure, Employee Satisfaction survey, Success Planning and Talent Management processes. Offered Global position from October 2014 and became responsible for leading the Global Learning and Development strategy for the West (South Africa, North America, Romania, Poland, Costa Rica, UK, Europe), and promoting the development and execution of L&D initiatives. Member of the Executive Committee role out MDP Through USB-ed. Member of the Business Development Committee.

Reported to the CEO. Responsible for the strategic direction of People Practices, including the attraction, development and retention of top talent. Portfolio included HR, Payroll, Training & Development, Technical Training, BBBEE, EE, IR and CSI. Served on the Board and led the Remuneration Committee. Rolled out first Performance management System. Repositioned HR team from Personnel Management to a value-added Business Partner function. Moved two of the South African companies from non-compliant status to a Level 6 and Level 4 status, as well as the Holding Company from non-complaint to a Level 6 status. Guided the company through a successful Section 189A restructuring exercise in February 2009 and a Section 189 process in October 2009. Led the opening of the Brazil office.

New position born out of a strategic re-positioning of HR within Distell. Reported to HR Director, with 8 direct reports. Full responsibility for training and people/organisational development. Implemented the Development Board Approach (called the People Forum in Distell) to assist the company with succession planning, talent management and career management, performance management, sales and leadership training. Managed EE and BBBEE strategy, compliance, etc.

Reported to the Dean of Business Management Faculty. EXCO member. Responsible for the enhancement & expansion of the International Exchange Portfolio in the faculty. Included the setting up of co-operative agreements with International Universities to enable students and lecturers to visit International Institutions to receive valuable teaching, learning and research exposure. Supervisor of Master students.

Reported to the HR Executive (direct line) & Regional Operations Director (dotted line), with 4 direct staff. Responsible for the full HR function of NIB Cape Town Region, including Syfrets Trust (nationally) and Franklin Templeton NIB Investments (nationally). Served on the MANCO’s of relevant business units as well as the EXCO of FTNIBI. Overaw the EE function of the NIB Group. Designed, developed and rolled out EE training. Chaired the EE Committee.