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Sanofi
- Vice-President Global Talent and Organizational Development
Paris
2012 - maintenant
- Lead the global talent and performance management processes
- Provide organizational development support to the organization
- Support the global HR transformation initiative
- Coordinate sourcing at group level
- Lead the employer branding
- Design and implement an international graduate program
- Design and implement an international trainee program
- Support HR governance
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Sanofi
- Human Resources Director UK and Ireland
Paris
2010 - 2012
Total headcount: 3200 (Industrial 2400, Commercial 800)
– 5 production sites and regional sales forces
– Central HR team with key expert functions (Comp&Ben, People Development, Systems & Policies)
– Site level HR teams with HR business partners in the UK and in Ireland
Main achievements
– Large scale reorganization of Sales Force and Headquarters
– Integration of Ireland into the UK management structure
– Integration of Genzyme and Merial
– Transformation of the HR function in view of creating a shared service oriented service delivery model
– Renewal of the management talent pool
– Industrial plant site closure
– Management of social relations at country level
– Ensuring ongoing HR service quality throughout the change process (team building and competence development for the HR function)
– Close follow-up of the development of key talents
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Sanofi-Aventis
- Vice President, Human Resources Intercontinental
Paris
2008 - 2010
Scope of responsibility
– Geographic scope: Latin America, Africa, Middle East & Central Asia
– Total headcount: 8500
– Region level HR team with expert functions (talent development, compensation & benefits, expatiation management, headcounts and turnover management, HR Information Systems)
– 30 affiliates with dedicated local HR teams
Main achievements
– Implementation of a broad people development program including: 360° feedback survey, competencies assessment, management training and coaching
– Implementation of an employee climate survey and follow-up workshops with all affiliate management teams
– Implementation of a salary mass controlling approach
– Implementation of a headcount management tool (staff turnover and vacancy rate). 30% reduction of staff turnover over 18 month
– Implementation of SAP covering the full staff of the Region
– HR integration following acquisitions in Brazil and Mexico
– Delocalization, reorganization and downsizing projects at affiliate and headquarters level
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Sanofi-Aventis
- Human Resources Director, Africa
Paris
2007 - 2008
– Definition of the annual HR plan for the Africa Zone
– Sparing partner to the VP Africa on organizational and people related matters
– Reorganization of major affiliates
– Coordination and development of the HR function in Africa
– Supervision the Talent Management process for the Africa Zone
– Implementation and follow up on people development initiatives, including 360° feedback survey, competency assessments, management training and coaching
– Follow up on individual development plans for the high potentials and key contributors
– Recruitment for key positions
– Follow up and reporting on key performance indicators (vacancies, turnover, recruitment duration, etc.)
– Monitoring of market trends and benchmarking with focus on senior management and key positions
– Internal HR communication (Intranet, internal publications, etc.)
- External company branding (recruitment fairs, company presentations, etc.)
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Sanofi-Aventis
- Compensation Director (Global Pharmaceutical Operations)
Paris
2005 - 2007
– Scope: 50.000 employees in 85 affiliates around the world
– Definition and implementation of a new compensation strategy to reinforce external competitiveness, internal equity and performance orientation
– Implementation of an merit increase process with detailed guidelines (salary budget, individual merit adjustments, benefits and variable remuneration)
– Supervision of compensation reviews for salary budget, merit and bonus
– Day to day management of an international network of compensation directors
– Management of employee stock ownership and retirement saving plans
– Regular update of top management on key compensation matters
HR Information systems
– Specification and implementation of an SAP based HR Information System plan to support the compensation strategy
– Management of SAP updates (organization structure and people administration)
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Sanofi-Aventis
- Integration Project Manager (Sanofi-Aventis merger)
Paris
2004 - 2004
– Definition of an organizational master plan for Pharmaceutical Operations
– Development of an integration guide with specifications for all steps of the integration process (work streams, timelines, deliverables roles and responsibilities)
– Implementation of a global project structure with integration officer at region, zone an affiliate level
– Day to day project management and coordination with top management
– Implementation of a broad communication program with activities such as townhall and on site meetings with top management, internal integration newsletter, etc.
– Implementation of business reporting tools for the new organization
– Management of major reorganization initiatives at region and affiliate level
– Coordination of external consultants
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Sanofi-Aventis
- Head of Organizational Development (Global Pharmaceuticl Operations)
Paris
2002 - 2004
– Sharing partner for top management on all organizational matters
– Specification and execution of reorganization projects for our 85 affiliates around the world (approximately 12 per year)
– Optimization of global business processes (price and reimbursement, budget and long range planning, corporate governance)
– Coordination of multi-functional project teams with global and local team members
– Reporting on the advancement and results of these projects to the Global Pharmaceutical Operations management committee
– Interaction with union representatives when necessary to obtain approval for reorganization initiatives
– Ad hoc coaching to senior affiliate management on change management
– Coordination of external consultants on reorganization projects for some of our biggest affiliates (RFP, project brief, selection, project management, analysis, etc;)
– Creation and facilitation of various management training seminars on strategy and organization
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Sanofi-Aventis
- Attaché to the SVP-Corporate Human Resources
Paris
2002 - 2002
– Support of the SVP HR on onging strategic initiatives at Corporate HR level
– Coordination of Corporate HR matters (management meetings, projec follow up, etc.)
– Analysis of the HR structures and processes and development of an action plan for improvement
– Development of a corporate university concept
– Contribution to development and implementation of a talent development process and methodology
– Coordination of various external HR marketing activities (company branding, presentations to universalities, etc.)
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Arthur D. Little, France
- Senior Consultant
2000 - 2002
Functional expertise in strategy and organization with foccus on: business process redesign, ambiion driven strategy, as well as coaching, facilitation and team-building.
Main projects:
- For a European player in the aerospace sector: Review of the long term strategy as a concequence of expected major changes in the competitive environment
- For an international player in the automotive industry: coordination of a reengineering project at headquarters level
- For a European manufacturer of white goods: Development of a market penetration strategy for North America
- For an aeronautic manufacturer: Business Process Reorganization to prepare the production lauch of a new airplane in production
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Arthur D. Little, Cambridge, USA
- Consultant
1994 - 2000
Client assignments with focus on organizational leaning, management training, team facilitation and the creation of corporate universities (in parallel to my doctoral thesis).
Main projects
- For a chemical company: Implementation of a top management training program and content development
- For a leading company in the utilities industry (water, energy and environment): creation of a corporate university
- For a car manufacturer: Post integration managemento
- For a consumer goods manufacturer: facilitation of change management meetings in the context of a major reorganization
- For a medium size German mechanical engineering company: implementation of a broad organizational learning and knowledge management pogram
