Mes compétences :
Compensation and Benefits
Energie
Management
pétrole
Ressources humaines
Talent management
Entreprises
Nexans
- CHRO / DRH
Casablanca2019 - maintenantEn charge des Ressources Humaines, du RSE et de la Communication Groupe
Membre du COMEX
Faurecia
- DRH BG interiors
2017 - 2019DRH d’un des 3 business group reportant à l’EVP du BG group
CGG
- Executif Vice President / DRH Groupe
Paris2013 - 2017CGG is the world's leading international Geosciences company
- a worldwide footprint (more than 50 offices and field locations WW)
- 4.2 billion USD Revenue
- 10.000 employees, around 100 nationalities in 7 main countries: France, US, UK, China, Canada, Singapore, Norway and Australia. Multi-cultural and cross-cultural environment
- main activities : equipment manufacturing and geosciences services
- Define/implement HR strategy (Global/ regional/ Division)
- Support management at all organization levels
- Operate effectively in each country (Industrial relations, compensation and benefits)
- Strengthen management development (Organization development, performance management, talent and career management, succession planning)
- Make available human resources to face mid and long term plan challenges
- Support integration of new activities (M&A)
- Optimize HR function efficiency (organization/HRIS/shared services)
- Lead CGG University
- Manage the relations with the Board’s Appointment and Remuneration Committee
CGG
- Group SVP & Deputy Group HR Director
Paris2012 - 2012
AREVA
- VP Human Resources Front End Business Group
Paris La Defense2011 - 2012The Business Group (Division) Front End is composed of 3 Business Units - BU Chemistry. BU Enrichment / BU Fuel
• 9500 employees across 4 main countries with 16 plants : France, USA, Germany and Belgium which represent 95% of the employees.
• Manage the HR function 146 HR employees worldwide and budget associated.
Areva
- VP Human Resources Mining Business Group
Paris La Defense2007 - 2010• Manage the HR function: 6500 employees across 15 locations worldwide. Main locations: Canada, South Africa, Namibia, Niger, Sudan, Ivory Cost, Kazakhstan, Mongolia, Australia and France.
• Re-build a HR Team in order to cope with the growth. Replacement of 3 HR Geographical Directors out of 4. (1000 recruitments in 2007 and 1079 in 2008. Total direct report 13. Total HR function within the division 100 employees.
• Design and roll out of HR tools / processes with a strong focus on people development such as succession planing / high Pots / people review / annual appraisal....
• Lead the organizational changes (re-design of the organization with the rolling out the matrix organisation and the definition of who does what )
• Creation of the Mining College : training and integration program for the new recruited engineers (170 in total worldwide)
• Budget of the HR corporate function in Paris (3,6 millions euros) / Staff Managed directly : 20
• M&A manage th HR aspects of 2 majors acquisition for the Minign Division.
Invensys Process System Europe
- Europe HR Director
2006 - 2007• Manage the HR function: 1500 employees across Europe (with 2 plants of 300 employees France / Germany).
• Lead a team of 4 HR Manager based in Germany / UK / Italy and Netherland.
Schlumberger
- HR Director EMEA Seismic Business
Paris2000 - 2006• Manage the HR function: 1100 employees across 10 locations worldwide.
• Lead a team of 6 HR Managers.
• Work closely with the management team to proactively interpret ongoing business strategy and create effective HR programmes and policies that support the business.
• Work closely with the HR team to establish and/or refine various HR policies and practices.
• Oversee management of recruitment activities including utilization of contract recruiters and other staffing resources.
• Work with the compensation team to help maintain local industry competitive benefits and compensation programs.
• Ensure a consistent implementation of company policies and practices by managers.
• Work closely with managers to develop employees to their full potential through succession planning, identification of talent, career development and other relevant policies.
• Ensure that formal performance management tools are applied consistently, equitably and fairly.
