Sustainable Leadership – Driving Change that Lasts.
HRAI
DR AMIT DAS
SONIA A SOARES
SURESH PUGALENTHI
DR PRADYUMNA PANDEY
RUHIE PANDE
SUSTAINABLE LEADERSHIP – DRIVING CHANGE THAT LASTS.
SUSTAINABLE LEADERSHIP – DRIVING CHANGE THAT LASTS.
HRAI firmly believes in the power of teamwork and the value it brings. When diverse talents and perspectives come together, something extraordinary happens. The collective synergy we create goes beyond what any individual can achieve alone and together we see the potential to make a lasting impact on the world.
Leadership today is being redefined. It’s no longer measured only by quarterly results or market share, but by the courage to make decisions that balance progress with responsibility. Sustainable leadership is about weaving purpose into strategy ensuring that growth today does not come at the expense of tomorrow
In these pages, we explore how leaders across industries and functions are embracing sustainability not as a standalone initiative, but as a guiding mindset. From fostering inclusive cultures and building ethical governance frameworks to driving responsible innovation and creating long-term value, the stories featured here reflect a shift from intent to impact
This edition is a celebration of those who recognize that leadership is not about leading for the moment, but about shaping a legacy that endures across people, planet, and performance
Happy reading!
T A B L E O F C O N T E N T
DR. AMIT DAS, DIRECTOR - HUMAN RESOURCES & CHRO AT BENNETT COLEMAN & CO. LTD (THE TIMES OF INDIA)
KHUSHBOO BHAVSAR, DIRECTOR, HUMAN RESOURCE, MEASUREONE, INDIA
DR. PRADYUMNA PANDEY, CEO, PROMEDIEXCEL LEARNING PVT LTD
RUHIE PANDE, GROUP CHRO, HEAD OF MARKETING & COMMUNICATION, AND HEAD CSR, STERLITE
SONIA A SOARES, DIRECTOR - PEOPLE & CULTURE, VOLVO GROUP
SURESH PUGALENTHI, FOUNDER AND MANAGING DIRECTOR OF H-FIRST HR SOLUTION INDIA PRIVATE LIMITED
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DR. ANKITA SINGH, FOUNDER, HR ASSOCIATION OF INDIA
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COLUMNS
ABHAY MAHESHWARI, FOUNDER & CEO, ASM WEALTH
HARJEET KHANDUJA, SVP- HR, JIO
IN A FLASH
A NEWS INITIATIVE SPOTLIGHTING RECENT APPOINTMENTS AND KEY LEADERSHIP MOVEMENTS IN THE CORPORATE WORLD.
EVENT CHRONICLES
THIS SECTION CAPTURES KEY MOMENTS, INSIGHTS, AND EXPERIENCES FROM NOTEWORTHY EVENTS ORGANIZED BY LEADING INDUSTRY PLAYERS.
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For HR professionals in India, HRAI offers unparalleled opportunities to connect with like-minded peers, learn from experts, and gain recognition for their hard work and achievements. By joining HRAI, HR professionals can stay updated on the latest trends, best practices, and strategies that can help them take their careers to the next level.
HIGHLIGHTS:
HRAI, founded by Dr Ankita Singh, drives industry initiatives and organizes prestigious awards for organizations, emerging leaders, and trailblazing women leaders. Notable participants include Hindustan Unilever, Birlasoft, Biocon, Lenovo, IHG Hotels, Volvo and more..
Our commitment to excellence is reinforced through partnerships with the Great Managers Institute and top 100 great managers, who have taken masterclasses and featured in Forbes Magazine.
Elite leaders like Dr. TV Rao, Harjeet Khanduja, and Prasenjit Bhattacharya have graced our one-on-one talk shows, enhancing our members' knowledge base
Our article initiative showcases thought-provoking articles by eminent leaders from organizations like BCCL, EY, Max Life Insurance, SAP, Kotak life, Bajaj Energy, TimesPro, Jio, Welspun Group, Great place to work and Accolite Digital.
The 23 Of 2023 and 24 of 2024 Initiative recognized exceptional leaders and entrepreneurs based on a predetermined theme. Featured leaders include those from organizations Eros Now, Adani Group, Future Generali, Yes Securities, Timezone, Dabur, Yatra, JSW, KPMG Global Services and more. The list also featured notable public figures/Sharktank Jury: Ghazal Alagh, Ritesh Agarwal, Deepinder Goyal and Amit Jain:
People Strategies That Enable Ethical
Tech Adoption
We’re living in an era where innovation is no longer a periodic disruption it’s a constant hum in the background of every business conversation. As technologies like artificial intelligence (AI), generative tools, and intelligent automation scale rapidly, it’s clear that the question is no longer whether we will embrace them, but how responsibly we will do so.
For people leaders, this moment calls for a thoughtful response one that moves beyond enthusiasm for new tools and focuses instead on the readiness of our workforce, the
ethical choices we make, and the long-term cultural shifts we enable. Because while machines may learn quickly, building human trust in them takes time, intention, and care.
Ethical Tech Adoption Begins with Leadership Mindset
Responsible innovation starts at the top. It is not about resisting change but about shaping it with intent. At BCCL (The Times of India Group),
we see technology not as a substitute, but as a partner enhancing human creativity, amplifying productivity, and freeing
up time for strategic work
This mindset has been critical & cascaded from the leadership. As we introduce innovations like our newly launched self-service HR platform, this mantra features to simplify and streamline employee experiences right from leave management to salary access MYESS empowers colleagues to own their journeys But what’s important here is that this shift was not techfirst; it was people-first. We ensured the change was communicated with clarity, supported by training, and implemented in a phased manner that honoured employee readiness.
Demystifying AI Through Culture and Curiosity
When it comes to technologies like generative AI, adoption cannot be driven purely by instruction or leadership push It must be enabled by curiosity and fueled by a culture that encourages experimentation without fear.
This is the spirit behind our GenAI campaign an organisation-wide movement that builds on the idea of learning together through exploration. Teams across functions are engaging with generative tools through prompt design sessions, peer-led showcases, and hands-on workshops. The initiative is less about mastery and more about discovery. It’s about saying: “AI is here to stay so let’s get comfortable with it together ”
We’ve seen this inclusive approach spark unexpected creativity whether it’s enhancing visual storytelling, accelerating content drafting, or simplifying day-to-day processes. The result? An ecosystem where technology feels
When learning becomes a shared conversation, adoption becomes far more organic.
less like an external disruption and more like a natural extension of how we work.
Upskilling with Responsibility at the Core
One of the most critical enablers of responsible tech adoption is capability-building not just in terms of what people should do with technology, but in terms of what they can do. As organisations adopt new-age tools like generative AI, it’s easy to default to a tools-first training mindset But true readiness goes beyond operational knowledge; it lies in building judgment, discernment, and comfort with ambiguity.
At BCCL (The Times of India Group), we have consciously chosen to approach AI upskilling through a dual-lens framework: functional fluency and ethical fluency.
Functional fluency ensures our teams are confident with the ‘how’ understanding the mechanics of using AI tools for faster execution, smarter insights, and enhanced workflows Equally important, ethical fluency helps them engage with the ‘why’ and the ‘could’ recognising when to intervene, how to verify AIgenerated content, and how to prevent bias or overreliance on algorithms.
This approach comes to life in our learning programs in several ways:
Sandbox-style experimentation: We’ve created safe spaces where teams can experiment with generative tools in a controlled environment with organisational information. These sandboxes allow people to test prompts, iterate outputs,
and understand nuances without fear of “getting it wrong. ” It encourages trial, reflection, and learning
Real-world scenarios, not abstract theory: Our learning interventions focus on grounded, role-relevant use cases For instance, a communications team might explore how to accelerate campaign drafts, while a design team might test visual ideation tools But what’s key is the layered discussion that follows: Was the output inclusive? Does it reflect our values? Where does the human touch add irreplaceable value?
Peer-led showcases and cross-functional learning: We’ve seen great traction with teams presenting their AI journeys challenges, surprises, even failed attempts These sessions not only build community learning but also surface patterns that help us refine policy and practice When learning becomes a shared conversation, adoption becomes far more organic.
Ethics integrated, not isolated: Discussions around responsible use aren’t treated as standalone modules Instead, they’re baked into the design of every training whether it’s a quick-start guide or an advanced workshop For example, a session on prompt engineering will inevitably include a segment on avoiding bias-laden language or protecting data confidentiality Feedback loops that evolve with us: Technology is evolving rapidly and so must our learning formats We regularly invite learning feedback on what worked, what felt
overwhelming, what needs more clarity, & what needs to be augmented to help people to excel in their roles. These insights shape our next sprint of content and help us meet our people where they are
We’ve learnt that capabilitybuilding cannot be a one-off campaign It must be an ongoing culture one where people feel supported, not scrutinised; encouraged to ask questions, not afraid to make mistakes; and empowered to use technology with intention
Responsible innovation demands that we build not just skills, but critical thinkers people who are aware of the ripple effects of their choices in an AI-enabled world And that’s the kind of workforce we ’ re investing in at BCCL (The Times of India)
Closing Thoughts: Leading with Responsibility and Resolve
In a world racing ahead with technological change, the most important question is not how fast we can innovate but how wisely As HR leaders, we carry the unique responsibility of ensuring that progress doesn’t leave our people behind
Let us lead this change with clarity, compassion, and conviction. Let us build workplaces where technology amplifies purpose, not pressure And let us never forget that in the age of algorithms, it is humanity that must remain our north star. At BCCL (The Times of India Group), we ’ re proud to be at the forefront of this transformation walking the talk, learning alongside our people, and shaping a future where innovation is not only smart, but also sustainable
ABOUT THE AUTHOR
Dr. Amit Das is the Director-HR & CHRO at The Times of India Group, where he leads Human Capital function for one of India’s most influential media conglomerate With over 36 years of experience across reputed organizations including The Times of India, Reliance and RPG Group, he has led large-scale organizational transformation initiatives and seamlessly integrated HR with business strategy to drive sustainable growth across diverse industries Beyond the corporate world, Dr Amit has played strategic Advisory roles with Government institutions and contributes actively to leading Academic Institutions as a thought leader and industry mentor
SUSTAINABLE LEADERSHIP –
DRIVING CHANGE THAT LASTS
“Consistency is the foundation of sustainable leadership. Something that is rooted, ethical, humane, and consistent will remain relevant.”
In today’s fast-changing world, leadership is not about speed; it’s about staying power A truly effective leader is not the one who shines in a moment but the one whose influence and impact endure. Sustainable leadership is the art of creating change that survives leadership transitions, market volatility, and organizational shifts
It is not just about process it is about intuition and intent. Leaders must adapt their roles fluidly, becoming what their teams need at any given time Some days, they must drive decisions with authority; on others, they must step back to mentor, support, and guide. Sustainable leadership is not rigid it’s responsive, always anchored in purpose
not its sameness, but its ability to evolve without losing its foundation of trust and values.
So, what does it take to lead in a way that ensures change doesn’t just happen, but lasts? The answer lies in a simple, memorable framework: ACRONYM
A – Authentic
Authenticity builds the bedrock of trust. Employees don’t just follow titles they follow people who are real, relatable, and reliable Authentic leaders communicate transparently, admit when they don’t have all the answers, and remain true to their core values even when decisions are tough.
When authenticity guides leadership, change feels like a shared journey rather than a top-down directive, and teams commit to it with greater ownership.
C – Compassionate
Far from being a “soft skill,” compassion is a strategic advantage. A compassionate leader recognizes the human realities behind organizational goals stress, aspirations, fears, and motivations They listen deeply, anticipate burnout before it turns into attrition, and balance business needs with empathy.
Such leaders know that lasting change cannot come at the expense of the very people who drive it
R – Real
Sustainable leaders are rooted in reality They balance vision with practicality, setting goals that stretch but don’t overwhelm Being “real” means acknowledging failures, adjusting plans, and maintaining humility in success. By staying grounded, leaders build credibility and help teams believe that transformation is not a distant ideal but an achievable, collective pursuit
O – Open
Beyond the Literal Meaning: The word “sustainable” often suggests something that can remain unchanged forever, but leadership doesn’t work that way True sustainable leadership is not about holding on to one style, tone, or method indefinitely Instead, it’s about adapting shaping your leadership to suit different scenarios, people, and needs while staying rooted in core principles. A team facing a crisis might need decisiveness and clarity; a team in a creative phase might need openness and inspiration Employees at different stages of their careers will need different kinds of guidance. What makes leadership sustainable is 12
Openness is not just about keeping your door open it’s about keeping your mind open Great leaders invite ideas from all corners, encourage healthy debate, and challenge their own perspectives.
They understand that lasting change often emerges from collaboration, not conformity.
Openness also requires leaders to evolve continually, recognizing that growth applies to them as much as to their teams.
N – Neutral
Neutrality ensures fairness A neutral leader avoids favoritism and navigates decisions without personal bias. This builds systems where trust is placed not only in the leader but in the organization itself.
Neutral leaders mediate conflicts objectively, amplify quieter voices, and make difficult calls with clarity and fairness ensuring that change feels equitable, not imposed.
Y – Your People First
For any transformation to stick, people must feel central to it not like collateral damage. Leaders who prioritize their people ensure that organizational goals are aligned with personal growth opportunities
When individuals see themselves in the company ’ s future, they move from simply executing change to owning and sustaining it
M – Measured
Finally, sustainable leaders are measured in both action and temperament. In times of crisis or ambiguity, they provide a sense of calm and perspective, helping their teams navigate uncertainty without panic
Being measured also means tracking success beyond profits These leaders ask: “Is this decision good not just for this quarter but for the next five years?” They measure not just outcomes but also cultural health, employee engagement, and longterm resilience.
options: announce layoffs to preserve margins or find a way to keep every employee on board, even if it meant short-term sacrifices
Sustainable leaders are measured in both action and temperament. In times of crisis or ambiguity, they provide a sense of calm and perspective, helping their teams navigate uncertainty without panic.
Instead of rushing into decisions, she gathered her leadership team and the employees virtually, sharing openly: “We have enough reserves to sustain for six months, but beyond that, we’ll need a collective plan.” Over the next week, they crowdsourced ideas from voluntary pay cuts by senior staff to repurposing teams for remote tech support services
Not only did they survive, but by the next year, revenues grew by 20%, and employee attrition remained near zero
Bringing It Together – A Story of Impact
In 2020, when the pandemic brought a mid-sized IT services firm to a standstill, the CEO had two 14
What made this possible? The CEO didn’t simply “ manage a crisis” she led with authenticity, openness, and compassion. Her approach built trust, empowered teams to co-create solutions, and fostered a culture that stood stronger after the storm than before it.
That is sustainable leadership where the culture you build outlasts the challenge.
Sustainable leadership is about planting seeds, not just harvesting results Leaders who embody Authenticity, Compassion, Realism, Openness, Neutrality, a People-First mindset, and Measured judgment don’t just drive initiatives they build legacies
In today’s world of hybrid workplaces, generational shifts, rapid technological changes, and rising social expectations, organizations don’t just need leaders who deliver results They need leaders who lead with intent, intuition, and integrity creating change that endures.
Change will always be inevitable. The question is: will it last? The answer depends on whether leaders choose to lead not only for today but also for tomorrow
“Sustainable leadership isn’t a style. It’s a responsibility to your people, your organization, and the future ”
ABOUT THE AUTHOR
Dr Ankita Singh is the CPO & Board Director, CIGNEX & Relevance Lab. With 22+ years in HR, primarily in the ITES sector, Ankita has driven transformation through performancedriven practices and inclusive culture. At CIGNEX, her leadership helped the company earn multiple “Great Place to Work” certifications (2017–2021). She has been recognized as “Woman Leader of the Year” by The Times of India Group and featured in Forbes India’s “Top 100 Managers ” Ankita holds an MBA in HR+IT, an Executive MBA from SCMHRD, and a Ph D in Management A respected voice in the industry, Ankita blends strategic insight with a passion for people development and culture building.
How Human Resources sustains corporate governance and embeds sustainability from within
Human Resource professionals often find themselves pulled in many directions, from policies and payroll to learning, hiring, and well-being In a world that demands transparency, care, and resilience, HR is already shaping the systems that make sustainability and governance real through people, culture, and leadership behavior
At first glance, those may sound like boardroom concepts, far removed from our daily HR responsibilities But look closer, and you’ll see something powerful: Governance and Sustainability both begin with people And as people champions, we touch every person in the organization and drive it. This makes us not just relevant, it makes us essential
Let’s make it simple: what are we talking about?
Corporate governance is how an organization makes decisions, stays compliant, upholds its values, and mitigates risks. It's about fairness, ethics, transparency, and having the right structure behind them.
Sustainability is often referred to as “just about the environment.” Environmental stewardship is vital But for organizations, sustainability is much broader It means creating the conditions for longterm, responsible success, for the business, for its people, and society.
Social sustainability ensuring fairness, inclusion, safety, and well-being
Economic sustainability building value that endures beyond short-term commercial gains
One might think: “That sounds like leadership’s job.” But when you deep dive into the concept, these ideas live or die in the daily culture we build. And building and driving a sustainable organization is one of Human Resources’ most powerful roles So, how do we do this?
As HR professionals, we:
Design policies that reflect ethics and fairness, whether in how people are hired, promoted, or heard We shape who joins the company and how they understand the values from day one.
Remain compliant and build systems for inclusion, well-being, and development through equitable compensation, structured feedback, and accessible learning.
Influence how leaders lead, how people behave, and what gets rewarded using data, dialogue, and values to shape culture in real time We ensure leaders model ethical, inclusive, and accountable behavior, not just performance.
Manage the infrastructure of trust from secure HR operations and workforce planning to ethical AI use and people analytics We amplify underrepresented voices and build systems where people feel safe to speak up a cornerstone of both governance and sustainability
Sustainability means making choices today that ensure we still thrive tomorrow, not just financially, but socially and environmentally. 16
Bring it all together aligning strategy, systems, and culture so organizations don’t just
grow fast, but grow responsibly. We care for the whole person helping employees thrive, not burn out A sustainable workforce is a strategic asset
It is governance in action It’s not just echoing sustainability, it’s operationalizing it through people.
Governance and Sustainability Look Different in Every Industry, HR Makes Them Real Everywhere
Startups and Emerging Businesses
Governance is about clarity, who decides what, how data is protected, and how trust is built early
Sustainability means building teams that last, avoiding burnout, and hiring for values. HR leads by setting ethical hiring practices, transparent roles, culture-driven onboarding, and founder-toleader development
Technology and IT
Governance focuses on digital ethics, cybersecurity, remote work norms, and scalable leadership Sustainability is tied to talent equity, innovation without burnout, and DEI in global teams. HR enables this through secure people systems, engaging people, manager hand-holding, and inclusive talent frameworks
Financial Services and Banking
Governance is tightly regulated with strong compliance, audit controls, and conduct expectations Sustainability includes workforce planning, ethical leadership, and reputational trust HR ensures regulatory training, ethical incentive design, succession planning, and culture audits.
Healthcare and Life Sciences
Governance is tied to patient safety, compliance, and data sensitivity. Sustainability means workforce resilience, ethical care delivery, and mental health. HR supports frontline well-being, enables cross-shift coordination, and manages critical skills pipelines
Manufacturing and Supply Chain
Governance extends to labor laws, union relations, health & safety, and environmental impact
Sustainability includes fair wages, safety practices, and reducing ecological footprints HR embeds EHS standards, manages labor relations, and promotes inclusive shop-floor policies.
Retail and Consumer Brands
Governance involves reputation, vendor accountability, and customer trust. Sustainability is visible in diversity on the floor, ethical sourcing, and community ties. HR drives customer-facing training, ethical labor practices, and brandaligned internal culture
Education and Nonprofits
Governance includes board oversight, donor accountability, and safeguarding Sustainability is about mission continuity, inclusive service, and impact-driven leadership HR builds values-led hiring, staff retention strategies, and alignment with the mission’s long-term integrity.
MeasureOne’s Story
Scaling companies often lack formal governance systems compared to mature or public companies. Similarly, we remained focused on governance maturity, which includes:
Defined leadership roles and decision rights
Financial integrity through structured oversight
Data security compliance and sustainability
Board or advisory oversight
Human Resources: Custodian of Governance Culture
Human Resources plays a strategic governance role, especially in scaling companies HR leadership is uniquely positioned to embed accountability, cultural alignment, and ethical standards across functions. Netflix is a standout example. In its well-known “Culture Deck,” Netflix redefined how HR can influence governance without bureaucracy By promoting a culture of
“freedom and responsibility,” employees were trusted to make decisions and held accountable through radical transparency and peer feedback This is governance embedded in behavior, not just policy
Similarly, at MeasureOne, the HR-led governance strategy focused on ownership, trust, and clearly defined roles Instead of lengthy manuals, governance was reinforced through valuesaligned hiring, intentional onboarding, and continuous cross-functional alignment, fostering a culture that governs itself.
Closing
Thought
“Governance and sustainability aren’t just policies they’re lived practices shaped by people. And HR is where those practices begin and thrive.” This article contributes to the ongoing paradigm shift in HR’s role, from managing traditional operational tasks to becoming a strategic driver of sustainability. It offers valuable insights for HR professionals and business leaders, highlighting what they should strive for and how they can effectively integrate sustainability into their organizations
As a Human Resource Leader and novice abstract creator, I’ve come to see how both disciplines reveal a simple truth: structure can emerge from freedom of thought, freedom of expression It doesn’t restrict, it shapes it rather Just like sustainable governance, meaningful culture is built from within and grows stronger over time.
ABOUT THE AUTHOR
In an era where financial leadership is rapidly evolving beyond traditional boundaries, the role of the CFO is being redefined not just as a guardian of numbers, but as a strategic enabler of growth, innovation, and resilience
Against this dynamic backdrop, Transformance Forums is proud to present the 3rd Edition of the Middle East CFO Vision & Innovation Summit & Awards 2025, to be held on 16th October in Riyadh This prestigious platform brings together over 120 senior finance leaders, visionaries, and disruptors from across the region to engage in high-impact dialogue, crosssector collaboration, and celebration of excellence in financial leadership
GREAT INDIAN FAMILY OFFICE
SUMMIT & AWARDS 2025
BRINGING TOGETHER THE COUNTRY’S MOST DISTINGUISHED FAMILY OFFICE LEADERS, WEALTH MANAGERS, AND INVESTMENT PROFESSIONALS
Date: 26th September 2025 | Bangalore
Key Highlights of the Summit
Legacy & Succession Planning in a Disruptive World
Alternative Investments: Private Equity, Real Assets & Impact Strategies
The Role of Technology in Family Office Transformation
Aligning Family Values with Wealth Creation and Preservation
Esteemed Speakers Include
Gaurav Agarwal Head - Family Office & Corporate Treasury @Oswal Nahar Group
Karim Elheddiny - Group CFO @Ressan Holding
Neil Cabral - CEO - Single Family Office @GFG Alliance
Nitin Siddamsetty - CEO @Siddamsetty Family Office
Natasha Adnani - Vice President - Investments @Nadathur Estates
Nirav Shah - Head of Finance & Treasury @Famycare Family Office
Saikat Nandy - Head - Corporate Treasury & Family Office @Texport Overseas Pvt Ltd
Awards to Celebrate Excellence in Family Office Leadership
Join us as we recognize and honor individuals and organizations driving innovation and impact in the family office ecosystem.
Awards Categories:
Great Indian Family Office Leader of the Year
Great Indian Family Office Lifetime Achievement Award
Great Indian Global Family Office of the Year
Great Indian Family Office Management Team of the Year
Great Indian Family Office Investment Team of the Year
Submit your nominations and showcase your commitment to shaping enduring legacies and resilient family enterprises
Our Partners
Presenting Partner: Keenai Pulse
Technology Partner: MProfit
Gold Partner: Invictus (Centricity)
Gold Partner: Red Beryl
Be Part of the Change
This is your chance to connect with India’s most influential family office decision-makers and gain actionable insights to navigate an evolving landscape
CFO VISION & INNOVATION
SUMMIT & AWARDS 2025
ANTICIPATING THE FUTURE OF FINANCE
Date: 16th October 2025 | Riyadh, Saudi
Arabia
This summit is carefully curated to explore:
Finance transformation in the AI-driven enterprise
ESG and sustainable finance as strategic imperatives
The evolving CFO-CEO-CIO synergy
Risk management, compliance, and governance trends
Data-driven decision making and the future finance stack
Recognising Excellence: CFO Visionary Awards 2025
The summit will culminate in the CFO Visionary Awards Ceremony, celebrating exceptional finance leaders who have demonstrated resilience, innovation, and forward-thinking leadership in navigating their organizations through transformation and uncertainty
These awards are not just recognitions they are benchmarks of financial excellence in the Middle East.
Who’s Attending?
Chief Financial Officers
Finance Directors & Controllers
Treasury, Tax, Audit & Compliance Heads
Digital Finance & Transformation Leaders
Private Equity, VC & M&A Leaders
Industries represented include Energy, Government, Healthcare, BFSI, Telecom, Real Estate, Retail, Manufacturing, Aviation, and more.
What to Expect
Visionary Keynotes
Power Panels & Fireside Chats
Interactive Roundtables
Peer-to-Peer Networking
Leadership Awards Ceremony
Regional Case Studies & Best Practices
Connect | Collaborate | Celebrate
The 3rd Middle East CFO Vision & Innovation Summit & Awards 2025 is more than a conference it is a movement of progressive finance leadership in the Middle East Whether you ’ re a CFO rethinking strategy or a solution provider enabling transformation, this is your platform to lead, learn, and leave a mark. To explore speaking, partnership, or delegate opportunities, connect with us at nusrat a@transformanceforums com
CREATING A CULTURE OF ACCOUNTABILITY AND OWNERSHIP: SUSTAINING CHANGE THROUGH DECENTRALIZED OWNERSHIP
Change is easy to initiate but difficult to sustain While many organizations launch transformation programs with clarity and intent, sustaining that momentum requires more than plans and presentations. It demands a deep cultural shift one rooted in accountability and ownership
When people take personal responsibility for outcomes and begin thinking beyond their job descriptions, change becomes a collective mission This mindset, when nurtured across teams, creates decentralized ownership where transformation no longer relies solely on top leadership but is powered by people at every level.
At the heart of this shift lies the difference between being assigned a task and feeling responsible for the outcome. Accountability means taking ownership of one ’ s actions and results. Ownership reflects a deeper engagement it’s about caring, contributing, and making decisions as if the business were your own When these qualities become part of how people think and work, they no longer wait for direction they act with initiative and purpose.
Often, change efforts falter not because of poor design, but because they are confined to a few people at the top. A strategy, no matter how brilliant, will struggle unless people across the organization feel empowered and connected to it Traditional top-down models often slow down decision-making and disconnect the implementers from the purpose behind the change. In contrast, decentralized ownership distributes both responsibility and trust allowing change to grow organically from the ground up
vision When employees are empowered to solve problems and make decisions, they feel invested in the outcomes. This engagement goes beyond compliance. It builds pride, involvement, and a sense of belonging.
When accountability becomes a cultural norm, alignment happens naturally Teams act in sync even without constant supervision, because they understand what’s expected and why it matters. With this clarity, micromanagement becomes unnecessary People make thoughtful decisions, take initiative, and support one another to achieve shared goals.
Decentralized ownership also brings agility Those closest to the customer or the issue are better positioned to respond quickly They don’t need to wait for permission they’re trusted to act. This responsiveness becomes a strength, especially in times of disruption or fast-changing market demands
Additionally, when people feel true ownership, they are more open to learning. They welcome feedback, admit mistakes, and constantly seek ways to improve This continuous learning loop builds resilience into the organization and keeps teams ready for the next wave of change.
Creating such a culture, however, requires intent. It begins with leadership leaders who model accountability, not just expect it from others When leaders own their decisions, take responsibility for outcomes, and openly learn from setbacks, they set the tone for the rest of the organization.
Clarity is another essential ingredient People need to know what they’re accountable for, what success looks like, and how their work contributes to the bigger picture. When roles and expectations are ambiguous, ownership fades But when people
This doesn’t mean letting go of control or structure. It means giving people enough clarity and freedom to act in alignment with the larger 24
understand their impact, they become more decisive and self-driven.
Recognition plays a big role too When initiative is noticed and appreciated, it reinforces the value of going beyond the basics. It shows others that accountability is not only expected, but also celebrated.
Equally important is psychological safety If people fear criticism or blame, they will avoid taking risks. Leaders must create an environment where it’s safe to share ideas, challenge the status quo, and admit mistakes When learning is encouraged and failure is viewed as part of growth, ownership becomes a natural outcome.
One experience stands out from a digital transformation project I was part of A new customer service platform was being introduced across the organization Initially, it was developed by the central IT team with little involvement from the front-line employees. Despite training and structured rollouts, adoption remained low Employees were reluctant they didn’t see the relevance or value
We decided to shift the approach. A few customer service team members were brought into the design process They shared their on-ground challenges, tested workflows, and suggested changes. Their feedback helped refine the system. What followed was a transformation. The same people who once resisted became its strongest advocates They trained their colleagues, championed its benefits, and took pride in its success. It wasn’t just a system rollout anymore it had become their solution.
This experience reinforced a simple truth: when people are trusted, involved, and heard, they step up. Ownership cannot be enforced it must be enabled.
When accountability and ownership become part of the organization’s culture, change no longer
WHEN PEOPLE ARE TRUSTED, INVOLVED, AND HEARD, THEY STEP UP.
depends on external pushes. It becomes selfsustaining. People lead from every level, trust strengthens, and teams align naturally. Most importantly, the organization becomes more adaptable, resilient, and capable of growing in uncertain times
Building this culture isn’t a one-time effort. It takes consistency, courage, and a shift in mindset Leaders must be willing to share control, teams must be empowered to act, and the entire organization must believe in a shared purpose.
In the end, sustainable change isn’t driven by systems or structures alone It thrives when people take ownership not just of their tasks, but of the mission itself. And when that happens, change doesn’t just last it becomes a way of life.
ABOUT THE AUTHOR
Dr Pradyumna Pandey is a seasoned HR leader with 30+ years of experience across top Indian and multinational companies like HERO Motocorp, Mother Dairy, ACC Ltd., Holcim, JK Tyre, and Torrent Pharma. His expertise includes strategic HR, organizational development, industrial relations, and workforce management Renowned for aligning human capital with business goals, Dr Pandey has led transformative initiatives that drive growth, culture, and engagement He is currently the CEO of PromediExcel Learning Pvt Ltd and also serves as the Chairman of ISAB, Greater Noida, where he plays a key role in shaping future leaders and strengthening the education ecosystem. Additionally, he is a certified Happiness Coach, committed to fostering well-being and a purpose-driven life.
NEW APPOINMTMENTS
A news initiative spotlighting recent appointments and key leadership movements in the corporate world.
SUSTAINABLE LEADERSHIP – DRIVING CHANGE THAT LASTS
Sustainability is increasingly being embedded in leadership work cultures across leading Indian companies For us in the renewable, transmission and grid solutions space, sustainability is built into our business plans. Our teams across all three of our companies work tirelessly to deliver on our purpose of ‘empowering humanity by addressing the toughest challenges of clean energy delivery’ From decarbonizing hard to abate C&I sectors, prioritizing use of lower-loss conductors and uprating to improve grid efficiency, our companies are at the forefront of clean energy action and our leadership is leading the charge
We have an integrated approach to sustainability deployed in our manufacturing and projects through our QHSE focus We have integrated Quality, Health, Sustainability and Environment indicators in our processes to ensure our operations are efficient, safe, and sustainable as well as certified externally under the relevant ISO certifications as well as by independent auditors. We report on internationally recognized benchmarks, ensure internal programs are externally certified, and record progress on measurable goals. We are committed to doing more and believe in sharing both our aspirations together with measurable progress to include our stakeholders in our journey
function or one department working on a difficult problem. This requires empathy, active listening and a culture that enables people to be sit down and thrash out problem statements When people across our functions, departments and companies collaborate, we have found that the set of options presented on the table generate the most sustainable solution and the process in turn helps build an innovation pipeline
To drive change that lasts we ensure that our leadership development, engagement and internal communication reflects the clarity of our purpose, aspirations and values.
Across our renewables, transmission and grid solutions businesses, we ensure that our focus on sustainable leadership and ethical governance is firmly embeddded in our processes and robust enough to be included in our annual reports as well as investor communication. Integrity, respect and trust are core values for us, and we ensure that our internal and external communication is based on factual integrity, building trust and respect for our stakeholders.
ABOUT THE AUTHOR
Ruhie Pande is a seasoned HR professional with over two decades of experience across financial services, real estate, fashion retail, IT, FMCG, and energy. She is the Group CHRO & CMO at Sterlite Electric, Resonia, and Serentica, driving people strategy, leadership development, and cultural transformation in India’s power and energy transition. Previously, she held leadership roles at the Godrej Group, including CHRO of Godrej Properties and founding CHRO of Godrej Capital, where she built the organization from the ground up An ICF-certified coach, Ruhie actively mentors leaders and is the Chairperson of the HR Committee at the Bombay Chamber of Commerce She has been recognized among the Most Influential Women in HR and featured in multiple top HR leader lists. Passionate about DE&I, she continues to contribute to industry forums and thought leadership through her blog: ruhiepande.com.
To drive change that lasts we ensure that our leadership development, engagement and internal communication reflects the clarity of our purpose, aspirations and values We have actively set up processes to generate diverse opinions and build an inclusive culture. Inclusion matters and one of our mandates is for teams to not work in silos. We truly believe that bright minds working together will always create better solutions than only one 28
We live in a world of urgency with readily available quick fixes, fleeting trends, and endless noise about what we should do with our money But the most meaningful financial decisions aren’t made in haste They’re built on patience, clarity, and a deep understanding of what truly matters. Sustainability isn’t just about the environment; it’s about creating financial habits that outlast market cycles and life’s unpredictability It’s about aligning money with purpose
The Slow Money Movement
There’s a quiet rebellion against the "get-rich-quick" mindset More of us are asking:
How do we make financial decisions that don’t keep us up at night?
How do we build resilience without sacrificing what we value?
What does it mean to be a good steward of our resources for ourselves as well as future generations? These questions don’t have one-size-fits-all answers But they’re worth exploring together.
Trust Is Grown, Not Sold
In finance, trust isn’t built on promises or performance charts It’s earned through:
Listening more than speaking. The best financial insights start with understanding someone ’ s fears, hopes, and quirks.
Transparency Complexity often hides uncertainty; simplicity fosters confidence
Time. Real relationships (like real wealth) aren’t rushed.
Small Steps, Lasting Impact
Sustainable change rarely starts with a dramatic overhaul It’s the accumulation of small, intentional choices:
A quarterly conversation about priorities.
A tweak to savings habits that feels manageable, not punishing.
A willingness to adapt as life evolves
As Carl Richards says, "The most powerful financial plan is the one you can stick to." And sticking to it requires a plan that feels truly yours as opposed to feeling borrowed, sold, or forced
This is where financial leadership shines: not in rigid rules, but in helping people see their own path clearly
About the Author
Harjeet Khanduja is an international speaker, author, poet, influencer, inventor and an HR leader. He is also known as RK Laxman of Business. He is currently working as the Senior Vice President HR at Reliance Jio He has 4 published patents and authored 7 bestseller books. Harjeet has been a LinkedIn Power Profile, TEDx speaker, Guest Faculty at IIM Ahmedabad, Board Member of Federation of World Academics, Global Thought Leader, Global Digital Ambassador. Harjeet features in Top 200 Global Leadership Voices and ET Top 20 HR Influencers.
I met Raj at a business forum in Mumbai Most of the people knew him as “the turnaround guy. ” He had this unhurried way of speaking that mesmerizes you. Over coffee, he told me about the year he took over a manufacturing organization He was told “This place is bleeding money You have twelve months to make it profitable ” Everyone thought he would follow the usual playbook of slashing costs by chasing cheap suppliers and rationalizing the workforce.
In his first week, he walked the factory floors He saw worn-out machines and workers who looked more tired than motivated One of them had a limp from a preventable accident. That was the moment he knew his mission wasn’t just to save a business, it was to rebuild it with dignity
He upgraded the equipment, even though it strained the budget. He launched training programs to help workers upskill. He insisted on sourcing materials responsibly, and began investing in renewable energy for its operations. Raj also insisted on transparent governance, ensuring that every department knew how their actions affected the company ’ s long-term health. He started publishing the company ’ s sustainability metrics for the world to see.
The first year was tough Shareholders were impatient Critics questioned his choices But by the third year, the company ’ s reputation had transformed. Accidents dropped, Employee engagement was at an all-time high and major clients started signing long-term contracts. Profits grew slowly but they were stable and sustainable
When Raj eventually stepped down, the staff gave him a framed photograph of the entire team standing under the new solar panels on the factory roof, smiling under a banner that read “Tomorrow is worth it ”
Raj is not a fictional character The name of the business leader is intentionally disguised for privacy reasons. Interestingly, Raj is not the only one. Paul Polman did a similar thing when he took over as a CEO of Unilever in 2009 He told investors that Unilever would stop issuing quarterly earnings guidance It was his way of saying, “We will not run this company for the next 90 days. We will run it for the next 90 years. ” His efforts transformed Unilever into a sustainable organization and inspired many others
Both the stories are examples of sustainable leadership They convey that sustainability isn’t about balancing profit and purpose. It’s about refusing to separate them in the first place.
SUSTAINABLE LEADERSHIP RIDDLES
I lead with t we share.
Profit and people both find their place, In choices rooted in fairness and grace
What principle guides me?
Hint: It’s the core of leadership that values responsibility for all stakeholders.
I look at growth, but not alone, I weigh the seeds that tomorrow has sown.
Beyond quick gains, I choose the way, That keeps the Earth thriving every day
What kind of mindset is this?
Hint: It’s the perspective that values long-term impact over short-term wins
In every strategy, I ask anew, Not only “What works?” but “For whom too?”
I balance resources, justice, and need, So future generations may also succeed.
What kind of decision-making is this?
Hint: It blends leadership foresight with accountability to people and planet
CRAFTING TOMORROW: THE ENDURING LEGACY OF SUSTAINABLE LEADERSHIP
The rapid evolution of societal values has positioned sustainability as a prominent focus today, yet its principles have long been established In 1987, the United Nations Brundtland Commission articulated sustainability as “meeting the needs of the present without compromising the ability of future generations to meet their own needs ” The Sustainable Development Goals by the United Nations serve as a strategic framework aimed at enhancing the quality of life for individuals globally while addressing the detrimental impacts of climate change caused by human activities
What once began as an aspirational goal has now become an urgent necessity. Widespread instability, geopolitical tensions, resource depletion, and climate change are placing unprecedented pressures on our planet, compelling governments and businesses to rethink their strategies. At the same time, we must contend with challenges such as supply chain disruptions, global trade conflicts, and increasingly complex political dynamics Navigating this evolving landscape is akin to assembling an intricate, ever-shifting puzzle
system and data-driven approach, thanks to the emerging trends across digitalization, connectivity and automation, where no one single stakeholder can complete the big picture alone A scenario where we essentially need to collaborate beyond our respective domains, both within and outside the organization.
The transformation that we are passing through, while offering boundless new opportunities, is also the reason why we today witness a VUCA (Volatile, Uncertain, Complex, Ambiguous) or BANI (Brittle, Anxious, Nonlinear, Incomprehensible) world To adapt to this transforming world requires a new approach when it comes to organizational culture which is now witnessing a greater demand on attributes such as a collaborative mindset, innovation, flexibility and adaptability, continuous learning, care for people, among others
As a result, leadership for tomorrow is not merely about motivating & inspiring people or being the change drivers; it is about catalyzing ‘TRANSFORMATION’
The landscape of work is already being redefined, creating a pressing need for skill development across various industries. An approach that is both system-oriented and data-driven is the call of the day and thankfully collaborative tools are breaking down silos, facilitating the dissemination and democratization of knowledge, making it easier for newcomers to acquire information and adapt. Today’s leaders must shift their focus from mere knowledge sharing to building a ‘living organization’ that is marked by transparency, continuous learning, collaboration and which in turn fosters the development of leaders across the organization, as against working with rigid functional hierarchies They must inspire those
The mobility sector, for instance, is undergoing a profound transformation, moving away from fossil fuels toward batteries, hydrogen fuel cells, and other alternative renewable energy sources such as hydrogen. This is an eco-system wide shift requiring significant investments in infrastructure, supply chain transition including research and development across multiple streams This shift, from diesel powertrain to electric and other alternatives, requires the workforce & the organization to acquire new competencies and skills This is also a landscape which seeks a 34
Leaders should exemplify the traits of sustainable leadership, serving as role models to inspire others.
around them, prioritizing collective success & establishing a higher purpose that everyone strives towards
When leaders cultivate an atmosphere of openness, curiosity, and a willingness to take calculated risks, creativity naturally flourishes. Conversely, organizations that remain siloed and rigidly hierarchical risk stifling innovation and undermining their long-term growth potential; for innovations can emerge from any source. In this rapidly transforming world, leaders must also become the link between the organization and the broader macro environment; with a focus on building an organization and teams that are flexible, adaptive and resilient. In order to maximize human potential, leaders need to focus on dismantling obstacles that hinder progress and removing barriers that hold people back By doing so, they can pave the way for a more inclusive and impactful future
Key differentiators for cultivating sustainable leadership include:
Futuristic Talent Strategy: Leaders must adopt a forward-thinking approach to talent management, recognizing the importance of not only current skills but also core, emerging, and future competencies. Those who rely on quick fixes will not be regarded as exemplary leaders
Holistic Employee Wellbeing: It is essential to integrate comprehensive care into the workplace, viewing employees as individuals rather than mere resources This involves investing in their personal development while encouraging them to take responsibility for their own learning and supporting them in crafting their own career pathways
Inclusive Work Environment: Creating a workspace that welcomes diverse individuals, and their unique perspectives foster an atmosphere where innovation can thrive By ensuring that all voices are heard and valued, organizations can drive creativity and progress.
An organization culture marked by continuous Learning higher purpose trust, transparency and collaboration
It will be important to integrate Sustainability into Corporate Storytelling Both internally and externally, organizations should weave sustainability narratives into their storytelling. This approach not only communicates values but also engages stakeholders in a meaningful way.
Leaders must begin to view all aspects of their operations through a sustainability lens, as this will be the essential approach to conducting business in the future When it comes to sustainability, stakeholder expectations are ever increasing; be it future and current employees, our customers, regulators or communities we operate in; no organization can remain insulated in this regard. As a result, the sustainability mindset must permeate the organization and be woven into the fabric of daily ways of working. 36
Leaders should exemplify the traits of sustainable leadership, serving as role models to inspire others. The principle of "seeing is believing" underscores the importance of demonstrating these qualities in action to encourage similar behaviors throughout the organization
As more companies prioritize sustainability, the
demand for visionary, sustainable leaders will only intensify. Sustainable leadership represents a bold commitment to a future defined by environmental stewardship, social equity, and long-term prosperity. By embracing this transformative approach, leaders can ignite meaningful change, inspire their organizations, and shape a world where both people and the planet flourish.
The moment to lead with purpose is now, because the future we create depends on the choices we make today.
ABOUT THE AUTHOR
Sonia Almeida Soares is a dreamer, a mother, and currently serves as Director - People & Culture, Volvo Group, With experience across multinationals like Honeywell, Praxair (Linde Group), and Volvo Group, she has led strategic HR initiatives across diverse industry sectors Her journey includes deep experience as an HR Business Partner, driving people strategies that align talent with business outcomes. Sonia’s core areas of expertise include Diversity & Inclusion, Leadership Development, Culture Transformation, Talent Management, and Employer Branding. Passionate about creating inclusive and purpose-led workplaces, she believes meaningful impact starts with listening, collaboration, and continuous learning.
THE 7PS OF SUSTAINABLE LEADERSHIP: HOW TO BUILD ORGANISATIONS THAT LAST?
In a world shaped by rapid technological leaps, climate uncertainty, social shifts, and changing customer expectations, the very meaning of leadership is being redefined It’s no longer enough to hit targets, scale fast, or deliver impressive quarterly results True leadership today and for the future, demands something deeper. It calls for a mindset rooted in responsibility, resilience, and a relentless commitment to longterm impact This is the essence of sustainable leadership
Let’s be real. Chasing short-term wins isn’t that difficult anymore. You can push for numbers, launch something shiny, sign a major deal and still fall short in the long run Because the real test is this:
Can your people grow with you? Can your culture sustain the momentum? Can your organisation thrive without burning out, breaking down, or losing its soul?
Every lasting organisation has a strong reason for being That’s your Purpose It’s not just a framed vision statement it’s the deep “why” that unites your people and decisions. A clearly defined purpose does three powerful things:
ü It aligns your team so they move in the same direction
ü It motivates beyond money because people crave meaning.
ü It grounds you in uncertainty providing clarity when the road gets rough
Purpose helps you attract people who believe in the same things you do. It helps customers trust you It gives your brand soul Without purpose, you may grow fast but not in the right direction
After decades of consulting with businesses of all sizes, I’ve come to believe that long-term success comes down to 7 focus areas I call them the ”7P Model for Sustainable Leadership “:Purpose, Principles, People, Process, Product, Performance, and Profitability. Let’s dive deeper into each one and see how they help your organisation not just grow, but thrive 38
1. Purpose – Start with “Why”
Purpose helps you attract people who believe in the same things you do.
Principles – Your Culture in Action Principles are your organisation’s moral and cultural foundation They turn your values into visible, everyday actions. These are not just “nice words” on a wall they are the behaviours you reward, the standards you uphold, and the boundaries you never cross They show up in how decisions are made, how people are treated, and how accountability is held. When principles are clear:
1 Your team knows what’s expected, even without micromanagement
2.Culture becomes strong and self-regulating.
3.Leadership is trusted, not feared.
Culture doesn’t grow automatically It is shaped consciously or unconsciously by what leaders tolerate, reward, and reinforce.
People – The Heart of Sustainable Growth No strategy works without people No vision moves without teams People are not resources They are human beings each with talent, emotion, creativity, and potential. When you care for your people intentionally, you build more than performance you build commitment Sustainable leadership focuses on:
1.Talent development – because tomorrow’s leaders are inside today’s teams.
2 Well-being – because burnout is not a badge of honour
3 Ownership – because empowered people lead from within, not just follow instructions.
When people feel valued, they give their best When they feel invisible, they disengage Take care of your people, and they’ll take care of everything else.
not be rigid bureaucracy They should:
1 Create predictability – so everyone knows how things work.
2.Ensure quality and safety – reducing errors and stress
3 Enable agility – so your team can innovate without chaos
From onboarding to customer delivery, feedback to innovation strong processes are the invisible engines that keep things running Great organisations don’t depend on superheroes They depend on systems that empower everyone to do great work.
Product – Your Promise to the World:
What you sell your Product or Service is not just a transaction. It’s your brand’s promise in action. A great product reflects everything your organisation stands for: quality, care, creativity, and purpose. Sustainable organisations focus on products that are:
1.Reliable – delivering what they promise, every time.
2 Innovative – evolving to meet real-world needs
3 Purpose-driven – solving problems responsibly and ethically
This builds customer trust and long-term loyalty not just one-time revenue Your product is a reflection of your people, your process, and your principles
Performance – Encourage Growth, Not Just Results:
Performance is more than KPIs and quarterly reviews It’s about creating a work environment where people grow, evolve, and excel. Sustainable leaders know that people don’t grow through pressure alone they grow through:
Process – Turn Vision into Action: Even the most inspiring vision will fail without execution, and execution needs Process clear, efficient, scalable systems that help the organisation deliver consistently. Processes should 40
1 Clarity – knowing what success looks like
2.Coaching – feedback that supports future
improvement (feedforward)
3. Celebration – recognizing the effort, not just the outcome. It’s not just about rewarding top performers It’s about building systems where everyone can perform without fear, confusion, or burnout When people feel supported and challenged, performance becomes a habit not a one-time push
Profitability – Grow with a Conscience
Let’s be clear profit is essential. Without it, we cannot grow, invest, or survive. But how we earn matters just as much as how much we earn. Sustainable organisations pursue responsible profitability That means:
1.Earning through ethical, inclusive, and transparent practices.
2 Reinvesting in people, products, and long-term value
3 Balancing business success with societal contribution.
Customers today care about who they buy from, not just what they buy Teams care about why they work, not just where they work Profit is not the enemy of purpose it’s what helps you scale it.
Final Thoughts: When the 7Ps Work Together:
The 7P Model is not just a framework it is a leadership philosophy developed over years of working with people, navigating crises, and building high-performance environments Each of these Ps is powerful and time-tested for driving sustainable organizational growth. When these elements come together, something truly transformative happens they not only enhance performance but also elevate organizational culture and employee engagement to a new level This 7P Model was implemented in an organization during the period from 2017 to 2019. The results demonstrated a significant improvement, not only in revenue growth but also in employee engagement The details of this transformation are provided below.
This is the foundation of sustainable leadership not a passing trend, but a timeless truth If you want to build something that lasts, start with the 7Ps. Because in the end, true leadership isn't measured by how fast you grow, but by how long you endure, how many you uplift, and how meaningfully you serve
True leadership is not about chasing short-term wins it's about building systems, cultures, and capabilities that stand the test of time. As we step into a future that demands greater consciousness and courage, let us choose to lead with Purpose, Principles, People, Process, Product, Performance, and Profitability not in isolation, but in integration.
