HR Leaders in Africa 2013

www.hrleadersafrica.com

3-6 June 2013Four Points by Sheraton, Lagos, Nigeria

Bringing World Class Innovation In Human Capital To Africa – 2nd Annual Event

Organised ByMedia Partners

AFROCETConferences, Exhibitions and Training

LEAVE WITH PRACTICAL TOOLS AND TACTICS FROM 2 WORKSHOP DAYS LED BY WORLD-CLASS EXPERTS

Free legal clinic: everything you needed to ask about

employment law, regulatory uncertainty and new roles for

HR practitioners

Featuring the world’s best brands – Unilever,

Etisalat, Cadburys, Barclays and over 20 more key organisations speaking

3rd June 2013 Pre-conference WorkshopDriving World Class Performance In Organisations – Best Practice HR Led by Kojo Amissah, CITAM

6th June 2013 Post-conference WorkshopElements of Success: A SHRM Talent And Competency ModelLed By Brad Boyson, SHRM MEA

PLUS

Including the best employers in Africa and

around the globe to share with you their expertise

Cross industry perspectives:

multi - sector viewpoints from HR thought leaders

Grace Omo-LamaiDirector of Human Resources, Nigerian Bottling Company

Olufunke AmobiGeneral Manager, Organization & Talent Development, MTN COMMUNICATIONS NIGERIA

Joyce Folake CokerGroup Human Resources Director, PZ Cussons

Tobi OdunowoHR Specialist, Economic Community of West African States

Brad BoysonExecutive DirectorSHRM MEA

Kamal AderibigbeHead of Talent Management (West Africa Area), British American Tobacco

Kojo AmissahLead Executive CITAM

Otu UmorenHR Operations and Analysis, Airtel Nigeria

Emmanuel OkwaraHead, Compensation & Benefi ts, Cadbury Nigeria Plc

Yemi FaseunHead, HR Partnering and Resourcing, Etisalat Nigeria

Including HR Thought Leaders And Experts

Ayuba Gadzama

Bryan Morris

ACIPM Group Talent & Career ManagerSahara Group Limited

Strategic and Transformational Human Resources Executive, WENL

#HRAfrica

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Excellent networking opportunity to meet fi rst hand with people who manage and determine capacity development functions in organisations

Ester Edun GTC Training

A history of success – here’s what your peers thought of HR Leaders in Africa 2012:

An opportunity for overall education for HR Professionals

Gladys Umoh May and Baker

Value adding, right size, invaluable networking opportunities

Bola Essien Nelson Shell Nigeria

A good HR conference that promotes best practices and a burning for change

Debo Atunwa Total Nigeria

Great way to network and understand what is going on in Nigeria

Maria Ligaga Novartis

Highly EducativeNourah Bamalli The Infrastructure Bank

Great session and experts. Excellently rewarding

Idowu Ekundayo Nestle Nigeria

DUBAI - Tel: +971 4 335 2437 | Fax: +971 4 335 2438 | Email: [email protected] |NIGERIA - Tel: +234 809 999 9246 +234 809 999 9256 | Email: [email protected] |

Web: www.hrleadersafrica.com

• African Reinsurance • American University of Nigeria • Arco Petrochemical Eng. Co. Ltd • Arik Air Limited • Chellarams • CIPDE • Citibank Nigeria • Coca-Cola • Cordros Capital Limited • Ecobank Nigeria Ltd • Ernst & Young • EXXONMOBIL • Federal Capital Territory • Fidelity Bank Plc • First Bank of Nigeria • FIRSTBANK • Guaranty Trust Bank • Guinness Nigeria • Halliburton • Head, HR Nestlé Nigeria • IBFC AGUSTO • IBM • Industrial Arbitration Tribunal • Insight Communications Limited • Intellectual Resource & Support LTD • Interswitch Nigeria • Lagos Business School • Management Consulting • May & Baker Nigeria PLC • Microsoft • Mobil Producing Nigeria Unlimited • MTN • Nestle Nigeria • Nigeria LNG Limited • NNPC • Novartis Pharma Services AG • Plycon Limited • SCIB Nigeria Limited • Seplat Petroleum Development Co. • Shell • Shevach Consulting • Skye Bank Plc • Sovereign Trust Insurance PLC • Standard Chartered Bank • Swiss Biostadt • Telecgsm Limited/Honeywell Group • The Infrastructure Bank Plc • Theta Alpha Consults • Total Nigeria Limited • U.S. Dept of Defense Walter Reed Program Nigeria • UACN Plc • Unilever • Valco

Companies attending in 2012 included:

Who Should Attend?

Compensation and benefi ts

Employee relations

Organisational performance

Organisational structure

Employee motivation

Service delivery and

admin

Learning and development

Performance Management

Chiefs, Heads of, Offi cers of HR and those

leading:

Learning and development

Compensation and benefi ts

Employee motivation

Employee relations

Service delivery and

admin

Organisational structure

Organisational Organisational Organisational performance


Chiefs, Heads of, Offi cers of HR and those

leading:

Back for its 2nd year, the HR Leaders in Africa conference is your opportunity to share knowledge and learn from the very best HR practitioners in Africa. Be part of the strategic HR leadership group who are transforming organisational performance. You’ll join over 100 leading experts from public and private sector organisations from across Africa seeking new ways to develop talent and make the most of human capital in Africa.

At HR leaders in Africa you’ll discover how to maximize career and organisational development programmes, and link them to your business objectives. You’ll get tools to address your competency shortages from Africa’s top employers and most successful organisations.

The agenda is engineered around your most pressing issues in talent management, succession planning, leadership and organisational capability as well as the latest trends in L&D and employee motivation. Network among your most innovative and inventive peers – exchange ideas, tips and solutions for your talent challenges and build essential industry contacts.

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To register Call : Sarin Satyanarayan on +971 4407 2526 or Email : [email protected]



Conference Day One Tuesday|4th June 2013P

anel

Dis

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08.30 Registration and morning coffee

09.00 Opening remarks from the chairman

State Of The Industry

09.10 HR’s place – Now and the Future

• Where is HR in your organization today?• Has HR gained meaning and importance as result of the fi nancial

crisis as businesses look for development and restructuring• What is the outlook for labour markets in Africa?• Giving HR the profi le quality and importance it has in International

companies• The role of HR in aligning personal and organizational strategic

goals to drive top performanceChizoba Mojekwu, Director, Human Resources, Central Bank of NigeriaAdebimpe Ayo-Elias, HR Director (Nigeria & Ghana), Alcatel-Lucent

09.50 Building a globalised approach to HR - applying international best practice in African contexts

• Leveraging African talent - capitalising on your most abundant resources

• Supporting people in fast growing markets - employee proposition rights, core values and respect for people

• Adapting to local markets, traditions and culture• Aligning objective HR practices to policy application and good

governance• Overcoming challenges of local legal frameworks to modern HR

practices• Avoiding the implementation of inappropriate templatesDominic Osei, Regional Human Resources- West Africa, United States AID

10.30 Morning coffee break

11.00 What does the boss want to see? How do senior management view the role of HR

• Which HR competencies do senior management want to see – how are you adding value to the business?

• What is your view of HR? If you didn’t have a HR function, what would you miss?

• Would a high calibre HR individual be able to convince you of their worth? Or is it more complicated?

• How can managers be convinced by key deliverables and impact on the bottom line to champion the place of HR as a serious general management role with genuine strategic responsibility?

• What do HR professionals need to know about the organisations strategic planning to be taken seriously

James Clark, Organization Development & Human Resources, Addax Petroleum

11.40 Strategies for making HR a business enabler – transforming your role to be a value generator for the organisation

• Changing the perception of HR within the business - from admin and ‘policing’ to contributing to business sustainability - driving profi tability and growth

• Effectively promoting and managing organizational change - equipping management with the tools to restructure your organization for greater effi ciency

• Ensuring that business and people aspects of change are well aligned

• Maintaining the new place of HR within the organisation– the key step after championing change

• Ensuring sure HR is part of a proactive business strategy - making people an integral part of business objectives to deliver vision

Tobi Odunowo HR Specialist at Economic Community of West African States

12.20 Networking lunch

Talent Aquisition

14.00 Recruitment and talent acquisition• Becoming and employer of choice- positioning your brand to

attract to talent• Integrating communications strategies into your HR recruitment

strategy to build a living, breathing brand that people want to work for

• Ensuring openness and objectivity in recruitment and selection processes

• Recruiting for the needs of the business rather than the whims of the boss

• Making room for effi ciency and equal opportunity• Building a meritocracy and focusing on ability• Corporate vision: ensuring successful translation and interpretation

of your brand both externally and internally across a diverse workforce

• How can companies outside the oil and gas sector effectively compete for talent

Onyeoma Phyllis Diaso, Head of Recruitment, PZ Cussons Nigeria

14.40 Reconciling local content targets with business strategy goals

• Working with Federal character and local content targets – ensuring the best candidates get the job

• Achieving quotas and managing diversity and effectiveness - meeting regional diversity targets in the public and private sector

• Managing your organizations capability while phasing the transition of expats to meet nationalisation targets

• Ensuring knowledge transfer policies are in place and adhered to effectively - making sure there is adequate local resource learning under expats

• Managing diversity and dispelling misconceptionsBryan Morris, Strategic and Transformational Human Resources Executive, WENL

15.20 Afternoon Coffee Break

Skills and Training

15.40 Staff development and training – talent management• Taking into account the future plans of the company – identifying

trends in hiring and retaining staff• How to get line managers to own talent management and

development as part of their job• Identifying tomorrow’s skills and channelling training resources and

investments to match and prepare• Upskilling and developing talent while keeping costs under control• Utilising internal resources, elearning, social learning and

customised solutionsJoyce Folake Coker, Group Human Resources Director, PZ CussonsAyuba Gadzama, ACIPM Group Talent & Career Manager, Sahara Group LimitedGeneva Musau, HR Director, Barclays Bank Ghana

16.20 Building the regional talent pool - overcoming talent scarcity and shortages in trained nationals and increasing the skills levels of African graduates

• Graduate selection – identifying the brightest talent• Taking responsibility for talent pipelines - guiding career selection

among graduates• Avoiding talent drain of newly qualifi ed graduates to international

opportunities• Supporting government initiatives to improve education standards• Putting in place training schools tailored to the needs of your

organization• Enabling stakeholders - government, industry, academia,

institutions - to plan for the requirements of tomorrow and channel resources into preparing essential skills

• Academic – industrial collaboration – ensuring the right skills shortages are being addressed

Edokpai Nseabasi, General Manager, Human Resources and Admin, NELMCO

17.00 Closing remarks from the chairman End of forum day one

strategy to build a living, breathing brand that people want to work

• Ensuring openness and objectivity in recruitment and selection

• Recruiting for the needs of the business rather than the whims of

• Making room for effi ciency and equal opportunity• Building a meritocracy and focusing on ability• Corporate vision: ensuring successful translation and interpretation

of your brand both externally and internally across a diverse

• How can companies outside the oil and gas sector effectively

Onyeoma Phyllis Diaso, Head of Recruitment, PZ Cussons

Reconciling local content targets with business strategy

• Working with Federal character and local content targets – ensuring the best candidates get the job

• Achieving quotas and managing diversity and effectiveness - meeting regional diversity targets in the public and private sector

• Managing your organizations capability while phasing the transition of expats to meet nationalisation targets

• Ensuring knowledge transfer policies are in place and adhered to effectively - making sure there is adequate local resource learning

• Managing diversity and dispelling misconceptions Strategic and Transformational Human Resources

Afternoon Coffee Break

Skills and Training

Staff development and training – talent management• Taking into account the future plans of the company – identifying

trends in hiring and retaining staff• How to get line managers to own talent management and

development as part of their job• Identifying tomorrow’s skills and channelling training resources and

investments to match and prepare• Upskilling and developing talent while keeping costs under control• Utilising internal resources, elearning, social learning and

customised solutions Group Human Resources Director, PZ

ACIPM Group Talent & Career Manager, Sahara

HR Director, Barclays Bank Ghana

Building the regional talent pool - overcoming talent scarcity Building the regional talent pool - overcoming talent scarcity and shortages in trained nationals and increasing the skills levels of African graduates

• Graduate selection – identifying the brightest talent• Taking responsibility for talent pipelines - guiding career selection

• Avoiding talent drain of newly qualifi ed graduates to international

• Supporting government initiatives to improve education standards• Putting in place training schools tailored to the needs of your

• Enabling stakeholders - government, industry, academia, institutions - to plan for the requirements of tomorrow and channel resources into preparing essential skills

• Academic – industrial collaboration – ensuring the right skills shortages are being addressed

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Pan

el D

iscu

ssio

n

08.30 Registration And Morning Coffee

09.00 Opening remarks from the chairman

Responsible Leadership

09.10 Career and talent development strategies for high performers

• Linking career and organisational development to your business objectives and addressing your competency shortages

• Communicating career development plans to staff• Creating new opportunities and overcoming fl at structures –

enabling horizontal movement, redefi ning hierarchies and interim job opportunity engagement

• How career development is critical to engagement, retention and upward mobility

Kamal Aderibigbe, Head of Talent Management (West Africa Area), British American Tobacco

09.30 Addressing leadership shortages – developing the next generation of leaders

• Implementing dynamic succession planning strategies for business continuity and growth

• Identifying the skills and traits of a good leader - who is ready to be successfully developed?

• Locating strengths and gaps in your leadership pipeline and planning the development of local talent

• Analysing the latest trends in succession planning and fi lling key leadership positions within your organisation - identifying and fast tracking the leaders of tomorrow

Tade Oyinlola, HR Director (West Africa), Ericsson

10.30 Morning Coffee Break

11.00 Employee engagement – retaining high performers, managing out low performers, and improving the productivity of your workforce

• Techniques for addressing engagement levels across your organization

• What motivate employees across the region?• Holding on to top performers - winning the war for talent from a

limited pool• Building an engaged, motivated workforce• Defi ning and measuring employee engagement• Accommodating the demands of different generations

Olufunke Amobi, General Manager, Organization & Talent Development, MTN COMMUNICATIONS NIGERIA

Compensation And Benefi ts

11.25 Implementing total rewards packages – salary, benefi ts and non monetary incentives

• Ensuring your staff do not migrate to more competitive salaries and packages

• Establishing effective and equitable benefi ts in uncertain economic scenarios

• Aligning compensation and reward strategies against high performers and the need to retain certain talent pools

• How to be creative in presenting a value proposition to compete for and win top talent without paying the most competitive rates?

Jacob Karimu, Compensation & Benefi t Program Manager, GE Africa

11.50 Doing More With Less: Constructing And Implementing A Versatile Compensation Plan In An Uncertain Economy While Retaining Your Workforce

• Preparing for growth and slowdown: how your compensation plan can adapt to business and economic performance

• Getting people to perform at their optimum without throwing money at the issue- exploring cost effective alternatives to pay increases to retain your high performers

• Installing the tools and policies to support fl exible working conditions and a higher quality of life during tumultuous times

Industry Focus

12.15 Cross-Industry Perspectives: Multi- Sector Viewpoints From HR Thought Leaders

This session will showcase a panel of HR executives from various industries and how they may differ in their thoughts and approaches to training and development plans, talent acquisition and management, realistic applications and the unique challenges facing a rapidly changing, diverse, high-growth and potential market.

Tobi Odunowo, HR Specialist at Economic Community, West African States

12.45 Networking Lunch

13.45 HR team competencies• Ensuring HR teams have the capabilities and structures to

support the growth of African organisations• Benchmarking your HR team against best practice• Ensuring the junior members of your team are adequately

equipped to excel in their roles• Ensuring an appropriate ratio of HR staff to other employees• Bridging skill set gaps• Implementing strategy through processes

Grace Omo-Lamai, Director of Human Resources, Nigerian Bottling Company

Measuring the Effectiveness of HR

14.25 Proving the value of HR – using metrics to ensure strategic input

• What HR functions can be measured and how can these be scored

• Quantifying progress and demonstrating genuine ROI• Predictive HR – using the numbers to highlight key trends and

forewarn of challenges• Taking a strategic role – providing data the will make a measurable

difference to the enterprises performance and bottom-line Sam Dontoh, Human Resource Director, Unilever West Africa


15.00 Using Performance To Shape Culture: Implementing Suffi cient Reward And Consequence Management As A Competitive Edge

• How have socio-cultural infl uences shaped performance management, perception and effectiveness

• Now that you have assessed performance, what do you do with that data?

• How taking the path of least resistance can be detrimental to your high achievers motivation

• Adopting a globalised approach and applying consistent policies as not to negate rewards

15.25 Afternoon Coffee Break

15.45 Labour Law And Regulatory Framework • Implementing robust HR policies in regulatory uncertainty• Nationalisation and knowledge transfer targets• Redundancies, tax laws and remuneration• The Employees Compensation Act, 2010 and the new roles

thrown up to HR practitioners• Deregulation of the oil sector and potential effects on the labor

market and how will these be managed

16.15 Tomorrows HR Today: Interpreting And Managing Change In Uncertain Times

Working across the organisation means HR professionals have the unique opportunity to see and understand challenges facing the entire business, as well as assist in achieving successful outcomes. HR has recently gained meaning in the region as businesses looked to HR for development, change management and restructuring during fi nancially turbulent and political times, but what is over the horizon for HR in West Africa?• Thinking about tomorrow to proactively implement policies today

to affect organisational change management, build capability, and strengthen the impact of HR.

• The role of HR in interpreting and managing change in uncertain times

• What are the skills required of highly effi cient HR professionals to connect HR to the wider business?

Otu Umoren Head, HR Operations and Analysis, Airtel Nigeria

16.45 Closing remarks from the chairman

16.50 End of conference



Conference Day Two Wednesday | 5th June 2013

equipped to excel in their roles• Ensuring an appropriate ratio of HR staff to other employees• Bridging skill set gaps• Implementing strategy through processes

Director of Human Resources, Nigerian

Measuring the Effectiveness of HR

Proving the value of HR – using metrics to ensure strategic

• What HR functions can be measured and how can these be

• Quantifying progress and demonstrating genuine ROI• Predictive HR – using the numbers to highlight key trends and

forewarn of challenges• Taking a strategic role – providing data the will make a measurable

difference to the enterprises performance and bottom-line Human Resource Director, Unilever West Africa


Using Performance To Shape Culture: Implementing Suffi cient Reward And Consequence Management As A

• How have socio-cultural infl uences shaped performance management, perception and effectiveness

• Now that you have assessed performance, what do you do with

• How taking the path of least resistance can be detrimental to your high achievers motivation

• Adopting a globalised approach and applying consistent policies as not to negate rewards

Afternoon Coffee Break

Labour Law And Regulatory Framework• Implementing robust HR policies in regulatory uncertainty• Nationalisation and knowledge transfer targets• Redundancies, tax laws and remuneration• The Employees Compensation Act, 2010 and the new roles

thrown up to HR practitioners• Deregulation of the oil sector and potential effects on the labor

market and how will these be managed

Tomorrows HR Today: Interpreting And Managing Change In

Working across the organisation means HR professionals have the unique opportunity to see and understand challenges facing the entire business, as well as assist in achieving successful outcomes. HR has recently gained meaning in the region as businesses looked to HR for development, change management and restructuring during fi nancially turbulent and political times, but what is over the horizon for HR in

• Thinking about tomorrow to proactively implement policies today to affect organisational change management, build capability, and strengthen the impact of HR.

• The role of HR in interpreting and managing change in uncertain

• What are the skills required of highly effi cient HR professionals to connect HR to the wider business?

HR Operations and Analysis, Airtel Nigeria

Closing remarks from the chairman

REGISTER BEFORE 31 MARCH 2013 AND

SAVE US$1,000

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• Generate high value sales leads in the region’s top organisations• Launch and promote new products to the HR, OD and L&D Directors• Build loyalty with your clients’ key decision makers• Position your company as leading the sector in front of an infl uential audience• Broker new contracts and business partnershipsAfrica is a key frontier for most multi-national companies, but they face challenges supporting business growth. Position your company as an expert and help regional HR professionals drive world class HR performance.Contact Ben Jones on +971 4 407 2432 or [email protected] for more information.

Partner With UsDo you need to raise your company’s profi le amongst heads of HR, L&D and organisational development in Africa? Position yourself as a market leader in the fi eld of talent and organisational development and meet top decision makers in this discipline. Our customised sponsorship packages are designed to give your brand targeted exposure and increase your client base with speaking and networking opportunities. • Generate high value sales leads• Launch and promote new products• Build loyalty with your clients’ key decision makersBuild loyalty with your clients’ key decision makersBuild loyalty• Position your company as leading

Partner With UsDo you need to raise your company’s profi le amongst heads of HR, L&D and organisational development in Africa? Position yourself as a market leader in the fi eld of talent and organisational development and meet top decision makers in this discipline. Our customised sponsorship packages are designed to give your brand targeted exposure and increase your client base with speaking and networking opportunities.

Post-conference Workshop Thursday | 6th June 20139.30 – 16.30

Elements of Success™: A SHRM Talent And Competency Model

Rationale: This workshop is for senior HR managers and other key stakeholders to develop an understanding of the potential strategic advantage to be gained through best practice and high performance HR.

Led by:

Brad Boyson, Executive Director, SHRM MEA

Two of the most commonly used terms or expressions in HR are: Talent & Competencies. Interestingly enough most HR people have different explanations of these two concepts in detail. All professions have a common understanding and applied usage of their discipline’s core terms and applications.

This applied workshop starts by ensuring that all participants have a common understanding of the terms and applications relating to talent & competencies.

Next, the workshop introduces SHRM’s Elements of Success™ HR competency model including demonstrations of how to apply self-assessment to develop and grow and develop careers. Lastly, each participant is assigned a project to create a real-world competency model based upon other roles within their workplace.

Objectives:

By the end of this workshop participants will be able to:• Clearly and objectively differentiate ‘talent’ from employee and ‘competencies’ from tasks or routine• Understand the objective, scientifi c and value added rationale for making this distinction• Learn about the SHRM 2013 Global Competency Model for HR practitioners• Apply the Elements of Success™ model to their human capital inventory and career development goals• Develop a competency model for a real position within their organisation

Pre-conference Workshop Monday | 3rd June 20139.30 – 16.30

Driving World Class Performance In Organisations – Best Practice HR

Rationale: This workshop is for senior HR managers and other key stakeholders to develop an understanding of the potential strategic advantage to be gained through best practice and high performance HR.

Led by:

Kojo Amissah, Lead Executive, CITAM

Kojo Amissah, SPHR, HRMP is the founder and Lead Executive of CITAM; a management training, consulting and recruitment fi rm in Ghana. Kojo serves as the MD for Lee W Farms, a fi sh, crops & livestock farming complex. He also serves as the Lead Volunteer for SHRM Forum Ghana.

He also founded CEDISYS, a hi-tech recruitment fi rm in the US. Prior to his entrepreneurial activities, Kojo worked as a consultant for multinational organizations in the US and UK. He speaks to audiences on human resource management, entrepreneurship and information technology.

Objectives:

• Describe the strategic approach to driving world class performance within an organisation• Understand the 5 core elements underpinning high performance HR• Deploy approaches in each of these areas• Articulate the benefi ts of this approach

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BU33 Human ResourcesPR/EH

All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full.

Credit card payment If you would like to pay by credit card, please tick here and a member of our team will contact you to take the details

Payments

A confirmation letter and invoice will be sent upon receipt of your registration from IIR Holdings Ltd in Dubai, the trading campany operating under Informa in Nigeria. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.

Cancellation

If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge. Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

All registrations are subject to acceptance by Informa which will be confirmed to you in writing.

Due to unforeseen circumstances, the programme may change and Informa reserves the right to alter the venue and/or speakers or topics.

Event Venue: Four Points by Sheraton, Lagos, NigeriaTel: +234 448 9444

Accommodation DetailsWe highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the Informa Hospitality Desk for assistance on:Tel: +971 4 407 2693 Fax: +971 4 407 2517Email: [email protected]

Conference fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

Avoid Visa Delays - Book Now

Please contact the Nigerion Consulate in your country of residence to find out about your visa requirements.

AY2015

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WAYS TO REGISTER

IIR Holdings Ltd. P.O Box 21743, Dubai, UAE

+971 4 335 2438

+971 4 335 2437 +234 809 999 9246+234 809 999 9256

[email protected]@afrocet.com

www.hrleadersafrica.com

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3-6 June 2013•Four Points by Sheraton • Lagos•Nigeria

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TO REGISTER : Call : +971 4407 2526 Email : [email protected] Fax : +971 4335 2718

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HR Leaders in Africa 2013

Business

Transcript of HR Leaders in Africa 2013