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RIO TINTO
- Head of Digital HR and HR Project Planning
2017 - maintenant
Management of the HR Digital strategy and HR PMO (project & change management).
- Multi-year HR Digital strategic plan defined, approved by Group Exec HR and on-going projects to implement a new digital end-user experience and a new HRIS (core HR, HCM and payroll)
- Successful outcome of the global remuneration review cycle (20 000+ employees in scope)
- Design and pilot of future performance review approaches, target for full roll-out in 2019
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Rio Tinto
- General Manager HR - Europe, Africa & Americas
2015 - 2017
In the context of the global HR Digital Transformation project, design and implementation of the new HR operating model and General Manager of the HR shared services for recruitment, training, compensation, benefits, international mobility… servicing 25.000 employees in Europe, Africa and America with a team of 200+ HR in 35+ sites
- Set-up of new organisation and full implementation of HR transformation project on all sites (with global standards and adjustment to local context)
- Roll-out of global HRIS solution (CSOD) to support our transformation
- 40% reduction in overall HR costs
- Global work force planning rolled out, integrated with key finance and HR processes
- New brokering vendor for US benefits to reduce liabilities and improve service level ($50m+/year)
- Successful reorganisations and social plans (work councils) in France, UK, South Africa and Canada
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RIO TINTO
- General Manager HR - Global Payroll & Employee Services
2013 - 2015
Global responsibility of payroll (40 000 employees paid), employee data management and HR advisory for Rio Tinto Group, with a team of 250+, mainly located in Australia, US, Canada, South Africa and Europe.
- Design of the global payroll services and transformation / optimization to meet customer priorities
- BPO outsourcing for payroll and HR contact centre (100+ roles transferred), $2m - 15 % of savings
- Streamlined global HR Request Management system, embedded in new HR portal and new HR call centre
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RIO TINTO
- General Manager HR Europe & Africa
2011 - 2013
General Manager of the newly created HR shared service, with a team of 100+ HR specialists on recruitment, training, compensation, benefits, international mobility and HR advisors to service all sites in Europe & Africa (15 000+ employees)
- Attendance to the Strategic HR Academy at RBL Institute in Salt Lake City (Dave Ulrich)
- Development of a customer-oriented culture with an effective and efficient shared service structure
- Construction of the new EMEA Talent Acquisition team, processes & KPIs to support business growth in Africa (250 hires/year)
- Creation of a framework to support business development into new geographies (“HR New Country Entry”)
- Quick and safe repatriation of 100+ expats from Guinea to home countries after decision to close the mine
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RIO TINTO
- IT Director Application Europe
2009 - 2011
Regional CIO (project, consulting and support) for all units in EMEA, with a team of 60+ resources (SAP, Microsoft, …), an outsourcing contract in India for support, 10M€ of operational budget and 15M€ of project budget (supply chain, finance, payroll, sales, production, …)
- Management of the impact of the divestment of 70% of our assets in Europe (define new IT organisation, run the HR consultation processes, set-up and stabilize the new team)
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RIO TINTO
- IT Application Delivery Manager for the Americas
2008 - 2008
After the acquisition of Alcan by Rio Tinto, I actively participated in the integration project and then became the application delivery manager with a portfolio of $25M+ of projects to deliver. I was also in charge of redesigning our processes using CobIT framework.
I then managed the RFP for the outsourcing of the maintenance and support activities which ended with the selection of one vendor for a $22M contract and savings over 20%.
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ALCAN
- Director of the Application Shared Competency Centre for North America
Montréal
2007 - 2008
The Application Shared Competency Centre (ASCC) in North America was a new IT shared service designed to deliver project and support for all North American Alcan sites.
The ASCC NA had a budget of $20M with a team of 70 people (20 internals, 50 externals).
My main challenges were to build this new centre of expertise. As such the following initiatives needed to be accomplished:
- Build project and support capabilities for American Business Groups (BGs) in conjunction with the ASCC in Europe
- Merge the current delivery teams from the BGs into one common shared competency center
- Create a pool of internal expertise, especially around SAP, to support major initiatives (Agora, SAP PMG, Portal, …)
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ALCAN
- Project Director and IT Operation Director Americas
Montréal
2006 - 2007
IS Services Americas (ISSA) is responsible for the management of the entire central infrastructure for 150 American sites (network, datacenter, mail, Internet, DMZ, licence management …), based on the ITIL framework with an operating budget of $19M. Within ISSA, I was the Operation Director, responsible for the delivery of the required services by the internal resources (10 people) and by our outsourcers.
I was also the project manager of the Community project which was the migration of the WAN links for all the 350+ Alcan sites worldwide to a new single network provider (Orange) with a new technology (MPLS).
This change generated savings of $1M/year out of an annual budget of $10M/year and provided a significant increase of level of service, reliability and security for the WAN. No disruption of service occurred over the duration of the migrations.
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Pechiney
- Dept Manager of SAP Competence Center
Paris
2003 - 2006
The SAP Competence Centre is an internal shared service in charge of projects and maintenance for the Group around SAP and Java technologies (24 000 days billed in 2005 for over 6500 users).
My main missions are:
- Key account manager for one Business Group (project direction for all the projects for this BG, such as SAP roll-out in different plants, set up of segregation of duties matrix in order to meet SOX requirements, APO module deployment, …);
- Management of a team of 40 consultants with expertise on SAP R/3 (SD), SAP Netweaver (BW, XI) and Java (Websphere portal) ;
- Financial controlling (17 M€ of budget).
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PECHINEY
- IT Department manager
Paris
2002 - 2003
Reorganization and optimization of the support for all users in France (8000 PC – 80 sites):
- RFP for an outsourced Help-Desk;
- Help-Desk rolled out on sites within all the Business Groups;
- Change of organization on sites for end-user support.
