17th Annual
Strategic HR MENA
Summit
The official date for the summit will be announced soon
Past Speakers
SEE THE PREVIOUS SPEAKERS & CASE STUDIES
CASE STUDY
Growth and Culture at Omantel
In this presentation, I will examine the critical role of the People Unit in supporting Omantel’s sustained growth through the development and nurturing of a strong organisational culture. We will discuss how strategic human capital initiatives, employee engagement, and leadership development underpin our commitment to excellence and innovation. This presentation aims to highlight the integral connection.
- 01Omantel’s Growth Trajectory and Strategic Vision
- 02Strategic Role of the People Unit in Enabling Business Growth
- 03Key Initiatives in Talent Acquisition and Development
- 04Cultivating a Culture of Innovation, Collaboration, and Inclusion
- 05Employee Engagement and Retention as Strategic Priorities
- 06Leadership Development and Succession Planning
- 07The Business Impact of a People-Centric Culture
- 08Future Outlook: Sustaining Growth Through Cultural and Talent Evolution
In this session, I’ll explore the critical role of being the bridge between product and technology, where true product development excellence happens. Drawing on my experience in transformation, including agile transformation and large-scale delivery, I’ll share how connecting vision with execution, and people with purpose leads to better collaboration, stronger outcomes, and more impactful products — the cornerstone of product and agile excellence.
CASE STUDY
Inside-Out HR: Rebuilding Culture, Talent & Structure for Business Growth in Pharma & Beyond
Brief introduction and speaker context
Importance of HR transformation in today’s pharma landscape
Pharma’s unique challenges: regulation, innovation, workforce complexity
Set the tone:
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
- 01Opening
- 02Inside-Out HR Philosophy
- 03Rebuilding Culture
- 04Rethinking Talent
- 05Redesigning Structure
- 06Linking It All to Business Growth
- 07Practical Framework & Takeaways
Pre-Start Phase:
1.Patient Safety Review:
- Assess patient demographics, drug specifics, AE (Adverse Event) incidence rates, available resources, and programme design fundamentals
- Integrate multifaceted support resources, including call centres, educational materials, and digital tools
2.Contracting Essentials:
- Determine the need for standalone PVAs (Pharmacovigilance Agreements) or safety clauses
- Critical contract elements: Include audit rights, clear definitions, mandatory training, AE reporting procedures, contact details, and reconciliation processes
3.AE Training and Vendor Setup:
- Implement comprehensive AE training protocols
- Establish a robust vendor monitoring strategy with clear KPIs, defined monitoring frequency, and audit readiness
During the Programme:
1.Vendor Performance and AE Monitoring:
- Conduct regular vendor reviews to ensure compliance with contractual obligations
- Maintain ongoing reconciliation and monitor AE trends to identify any emerging issues
Post Completion:
1.Study Reporting:
- Prepare a comprehensive study report summarising outcomes, key learnings, and areas for improvement
CASE STUDY
Agile HR — The “Firm-Eye Paradox”? The Evolution of HR Operating Models & Strategic Business Partnership
In the world of future work, we are told that everything will change and keep on changing. How is HR going to keep ahead? What will go away, and what just won’t? Let’s keep our eyes on the Stars, see what ‘good, better, best’ is shaping up to be for HR in leading organisations, and take a shot at how we will, formally and future-ly, steer an agile path to helping our Firms, and our HR people, succeed.
- 01Purpose of the Organisation
- 02Purpose of the Professional
- 03Successful Marriage
- 04Trust and Faith
- 05Reasons for Divorce
- 06Golden Partition
In an evolving landscape where customer expectations continually rise, understanding and proactively addressing customer needs is no longer optional—it’s essential. This session explores how empathy-driven customer experience (CX), combined with strategic automation and cutting-edge AI, can radically enhance efficiency, agent performance, and customer loyalty. Leveraging real-world insights and innovative frameworks, discover practical ways to future-proof your contact centre operations.
CASE STUDY
Who Redefines the Culture: Employees or HR?
Corporate culture is often described as the way things are done around here. But who really shapes it? Is it HR, with its programs, policies and frameworks? Or is it the employees, through their choices, behaviours and interactions?
- 01Definition of Culture: Not just values on the wall
- 02HR’s Role: Designing programs that promote consistency
- 03Employees’ Role: Peer-to-peer influence is stronger than top-down
- 04Akbank’s Practices
- 05Key Insights and Takeaways
CASE STUDY
Infusing Employee Value Proposition (EVP) in Your Talent Strategy to Thrive in the Future of Work
As the workplace rapidly evolves, organisations must reimagine their talent strategies to remain competitive and future-ready. This session explores how a compelling, authentic, and evolving Employee Value Proposition (EVP) can anchor talent attraction, engagement, and retention, serving as a strategic differentiator in the future of work.
- 01Understanding the EVP: Beyond perks and pay—purpose, growth, flexibility, and belonging
- 02Aligning EVP to evolving workforce expectations in a hybrid, digital-first world
- 03Integrating EVP into the full talent lifecycle—from employer branding to exit
- 04Using data and listening tools to continually shape and personalise your EVP
- 05Embedding EVP into leadership behaviour, culture, and experience design
For decades, leadership has been benchmarked against outcomes — growth, profitability, market share. But as we enter an era defined by complexity, stakeholder capitalism, and workforce fluidity, the metrics for leadership success are evolving.
Today’s most successful organisations aren’t just technology-enabled or agile — they are human-centred by design. Why? Because the greatest differentiator is no longer strategy or digital capability — it’s the human system behind it. Human-centred leadership is now the critical foundation for driving engagement, innovation, and resilience in a world where uncertainty is constant and value creation is deeply intertwined with trust, purpose, and well-being. This session reframes human-centred leadership as a strategic operating model — one that redefines performance, strengthens culture, and aligns leadership behaviours with long-term enterprise value.
CASE STUDY
Growth and Culture at Omantel
In this presentation, I will examine the critical role of the People Unit in supporting Omantel’s sustained growth through the development and nurturing of a strong organisational culture. We will discuss how strategic human capital initiatives, employee engagement, and leadership development underpin our commitment to excellence and innovation. This presentation aims to highlight the integral connection.
- 01Omantel’s Growth Trajectory and Strategic Vision
- 02Strategic Role of the People Unit in Enabling Business Growth
- 03Key Initiatives in Talent Acquisition and Development
- 04Cultivating a Culture of Innovation, Collaboration, and Inclusion
- 05Employee Engagement and Retention as Strategic Priorities
- 06Leadership Development and Succession Planning
- 07The Business Impact of a People-Centric Culture
- 08Future Outlook: Sustaining Growth Through Cultural and Talent Evolution
In this session, I’ll explore the critical role of being the bridge between product and technology, where true product development excellence happens. Drawing on my experience in transformation, including agile transformation and large-scale delivery, I’ll share how connecting vision with execution, and people with purpose leads to better collaboration, stronger outcomes, and more impactful products — the cornerstone of product and agile excellence.
CASE STUDY
Inside-Out HR: Rebuilding Culture, Talent & Structure for Business Growth in Pharma & Beyond
Brief introduction and speaker context
Importance of HR transformation in today’s pharma landscape
Pharma’s unique challenges: regulation, innovation, workforce complexity
Set the tone:
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
- 01Opening
- 02Inside-Out HR Philosophy
- 03Rebuilding Culture
- 04Rethinking Talent
- 05Redesigning Structure
- 06Linking It All to Business Growth
- 07Practical Framework & Takeaways
Pre-Start Phase:
1.Patient Safety Review:
- Assess patient demographics, drug specifics, AE (Adverse Event) incidence rates, available resources, and programme design fundamentals
- Integrate multifaceted support resources, including call centres, educational materials, and digital tools
2.Contracting Essentials:
- Determine the need for standalone PVAs (Pharmacovigilance Agreements) or safety clauses
- Critical contract elements: Include audit rights, clear definitions, mandatory training, AE reporting procedures, contact details, and reconciliation processes
3.AE Training and Vendor Setup:
- Implement comprehensive AE training protocols
- Establish a robust vendor monitoring strategy with clear KPIs, defined monitoring frequency, and audit readiness
During the Programme:
1.Vendor Performance and AE Monitoring:
- Conduct regular vendor reviews to ensure compliance with contractual obligations
- Maintain ongoing reconciliation and monitor AE trends to identify any emerging issues
Post Completion:
1.Study Reporting:
- Prepare a comprehensive study report summarising outcomes, key learnings, and areas for improvement
CASE STUDY
Agile HR — The “Firm-Eye Paradox”? The Evolution of HR Operating Models & Strategic Business Partnership
In the world of future work, we are told that everything will change and keep on changing. How is HR going to keep ahead? What will go away, and what just won’t? Let’s keep our eyes on the Stars, see what ‘good, better, best’ is shaping up to be for HR in leading organisations, and take a shot at how we will, formally and future-ly, steer an agile path to helping our Firms, and our HR people, succeed.
- 01Purpose of the Organisation
- 02Purpose of the Professional
- 03Successful Marriage
- 04Trust and Faith
- 05Reasons for Divorce
- 06Golden Partition
In an evolving landscape where customer expectations continually rise, understanding and proactively addressing customer needs is no longer optional—it’s essential. This session explores how empathy-driven customer experience (CX), combined with strategic automation and cutting-edge AI, can radically enhance efficiency, agent performance, and customer loyalty. Leveraging real-world insights and innovative frameworks, discover practical ways to future-proof your contact centre operations.
CASE STUDY
Who Redefines the Culture: Employees or HR?
Corporate culture is often described as the way things are done around here. But who really shapes it? Is it HR, with its programs, policies and frameworks? Or is it the employees, through their choices, behaviours and interactions?
- 01Definition of Culture: Not just values on the wall
- 02HR’s Role: Designing programs that promote consistency
- 03Employees’ Role: Peer-to-peer influence is stronger than top-down
- 04Akbank’s Practices
- 05Key Insights and Takeaways
CASE STUDY
Infusing Employee Value Proposition (EVP) in Your Talent Strategy to Thrive in the Future of Work
As the workplace rapidly evolves, organisations must reimagine their talent strategies to remain competitive and future-ready. This session explores how a compelling, authentic, and evolving Employee Value Proposition (EVP) can anchor talent attraction, engagement, and retention, serving as a strategic differentiator in the future of work.
- 01Understanding the EVP: Beyond perks and pay—purpose, growth, flexibility, and belonging
- 02Aligning EVP to evolving workforce expectations in a hybrid, digital-first world
- 03Integrating EVP into the full talent lifecycle—from employer branding to exit
- 04Using data and listening tools to continually shape and personalise your EVP
- 05Embedding EVP into leadership behaviour, culture, and experience design
For decades, leadership has been benchmarked against outcomes — growth, profitability, market share. But as we enter an era defined by complexity, stakeholder capitalism, and workforce fluidity, the metrics for leadership success are evolving.
Today’s most successful organisations aren’t just technology-enabled or agile — they are human-centred by design. Why? Because the greatest differentiator is no longer strategy or digital capability — it’s the human system behind it. Human-centred leadership is now the critical foundation for driving engagement, innovation, and resilience in a world where uncertainty is constant and value creation is deeply intertwined with trust, purpose, and well-being. This session reframes human-centred leadership as a strategic operating model — one that redefines performance, strengthens culture, and aligns leadership behaviours with long-term enterprise value.
CASE STUDY
Growth and Culture at Omantel
In this presentation, I will examine the critical role of the People Unit in supporting Omantel’s sustained growth through the development and nurturing of a strong organisational culture. We will discuss how strategic human capital initiatives, employee engagement, and leadership development underpin our commitment to excellence and innovation. This presentation aims to highlight the integral connection.
- 01Omantel’s Growth Trajectory and Strategic Vision
- 02Strategic Role of the People Unit in Enabling Business Growth
- 03Key Initiatives in Talent Acquisition and Development
- 04Cultivating a Culture of Innovation, Collaboration, and Inclusion
- 05Employee Engagement and Retention as Strategic Priorities
- 06Leadership Development and Succession Planning
- 07The Business Impact of a People-Centric Culture
- 08Future Outlook: Sustaining Growth Through Cultural and Talent Evolution
In this session, I’ll explore the critical role of being the bridge between product and technology, where true product development excellence happens. Drawing on my experience in transformation, including agile transformation and large-scale delivery, I’ll share how connecting vision with execution, and people with purpose leads to better collaboration, stronger outcomes, and more impactful products — the cornerstone of product and agile excellence.
CASE STUDY
Inside-Out HR: Rebuilding Culture, Talent & Structure for Business Growth in Pharma & Beyond
Brief introduction and speaker context
Importance of HR transformation in today’s pharma landscape
Pharma’s unique challenges: regulation, innovation, workforce complexity
Set the tone:
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
– “70% of transformations fail due to culture, not strategy”
– Challenge to audience: Is your growth strategy people-first or process-first?
- 01Opening
- 02Inside-Out HR Philosophy
- 03Rebuilding Culture
- 04Rethinking Talent
- 05Redesigning Structure
- 06Linking It All to Business Growth
- 07Practical Framework & Takeaways
Pre-Start Phase:
1.Patient Safety Review:
- Assess patient demographics, drug specifics, AE (Adverse Event) incidence rates, available resources, and programme design fundamentals
- Integrate multifaceted support resources, including call centres, educational materials, and digital tools
2.Contracting Essentials:
- Determine the need for standalone PVAs (Pharmacovigilance Agreements) or safety clauses
- Critical contract elements: Include audit rights, clear definitions, mandatory training, AE reporting procedures, contact details, and reconciliation processes
3.AE Training and Vendor Setup:
- Implement comprehensive AE training protocols
- Establish a robust vendor monitoring strategy with clear KPIs, defined monitoring frequency, and audit readiness
During the Programme:
1.Vendor Performance and AE Monitoring:
- Conduct regular vendor reviews to ensure compliance with contractual obligations
- Maintain ongoing reconciliation and monitor AE trends to identify any emerging issues
Post Completion:
1.Study Reporting:
- Prepare a comprehensive study report summarising outcomes, key learnings, and areas for improvement
CASE STUDY
Agile HR — The “Firm-Eye Paradox”? The Evolution of HR Operating Models & Strategic Business Partnership
In the world of future work, we are told that everything will change and keep on changing. How is HR going to keep ahead? What will go away, and what just won’t? Let’s keep our eyes on the Stars, see what ‘good, better, best’ is shaping up to be for HR in leading organisations, and take a shot at how we will, formally and future-ly, steer an agile path to helping our Firms, and our HR people, succeed.
- 01Purpose of the Organisation
- 02Purpose of the Professional
- 03Successful Marriage
- 04Trust and Faith
- 05Reasons for Divorce
- 06Golden Partition
In an evolving landscape where customer expectations continually rise, understanding and proactively addressing customer needs is no longer optional—it’s essential. This session explores how empathy-driven customer experience (CX), combined with strategic automation and cutting-edge AI, can radically enhance efficiency, agent performance, and customer loyalty. Leveraging real-world insights and innovative frameworks, discover practical ways to future-proof your contact centre operations.
CASE STUDY
Who Redefines the Culture: Employees or HR?
Corporate culture is often described as the way things are done around here. But who really shapes it? Is it HR, with its programs, policies and frameworks? Or is it the employees, through their choices, behaviours and interactions?
- 01Definition of Culture: Not just values on the wall
- 02HR’s Role: Designing programs that promote consistency
- 03Employees’ Role: Peer-to-peer influence is stronger than top-down
- 04Akbank’s Practices
- 05Key Insights and Takeaways
CASE STUDY
Infusing Employee Value Proposition (EVP) in Your Talent Strategy to Thrive in the Future of Work
As the workplace rapidly evolves, organisations must reimagine their talent strategies to remain competitive and future-ready. This session explores how a compelling, authentic, and evolving Employee Value Proposition (EVP) can anchor talent attraction, engagement, and retention, serving as a strategic differentiator in the future of work.
- 01Understanding the EVP: Beyond perks and pay—purpose, growth, flexibility, and belonging
- 02Aligning EVP to evolving workforce expectations in a hybrid, digital-first world
- 03Integrating EVP into the full talent lifecycle—from employer branding to exit
- 04Using data and listening tools to continually shape and personalise your EVP
- 05Embedding EVP into leadership behaviour, culture, and experience design
For decades, leadership has been benchmarked against outcomes — growth, profitability, market share. But as we enter an era defined by complexity, stakeholder capitalism, and workforce fluidity, the metrics for leadership success are evolving.
Today’s most successful organisations aren’t just technology-enabled or agile — they are human-centred by design. Why? Because the greatest differentiator is no longer strategy or digital capability — it’s the human system behind it. Human-centred leadership is now the critical foundation for driving engagement, innovation, and resilience in a world where uncertainty is constant and value creation is deeply intertwined with trust, purpose, and well-being. This session reframes human-centred leadership as a strategic operating model — one that redefines performance, strengthens culture, and aligns leadership behaviours with long-term enterprise value.
Ahmed Nasr
Operations Director Egypt and Director Milk Africa & Turkey
Khaled Elsharkawy
Integrated Supply Chain Senior Director
Mueen Uddin Siddique
Senior Director – Access Network Procurement
Shannon Hore
Senior Vice President Procurement and Logistics
Sandeep Sharma
Director Group Procurement & International Markets Supply Chain
Hottest topics
LOOK AT THE TOPICS THAT WERE DISCUSSED
- 01HR Today: Navigating Complexity in a Rapidly Evolving Workforce
- 02Culture, Belonging & Human-Centred Workplaces
- 03AI-driven HR Revolution: Today’s Tech Tools and Challenges
- 04Talent Wars 2.0: Attraction, Acquisition, and Retention
- 05The Evolution of HR Operating Models & Strategic Business Partnerships
- 06The Future of Work is Now: Designing Tomorrow’s HR
Testimonials
What our users say about our conferences
Very well organised summit packed with resourceful presentations. It was a fantastic conference!
Union National Bank
Chief Human Resources Officer
Great event, very good topics and discussions with diverse participants
Landmark Group
Head – Rewards & Organisational Effectiveness,
Good overall, I gain a lot of useful information. Lots of insights to learn from and a great speaker line-up.
Abu Dhabi Airports
Total Rewards Head, Senior Manager Organisation Development
Great conference. I really liked meeting the other participants and the opportunity to openly share insights.
Adidas
Director Compensation Programmes
It was a great event to share best practices and network with HR professionals.
Gloria Hotels & Resorts
Director of Talent & Career Development
It was one of the most useful events I have ever attended. I really liked the networking and sharing experience.
Four Seasons Hotels
Director of Human Resources, Turkey
It was very useful for any HR person. Very good learning point.
Abu Dhabi Commercial Bank
Vice President, Reward
A great opportunity to connect with HR experts & to know the recent trends in the field
Royal Jordanian Airlines
HR Director
I like the overall experience, diversity of participants background, industries, experiences
TASNEE
General Manager of HR
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