Competition around talent is fierce. Attracting, recruiting and retaining the needed skills for business is key.With the creation of Essity I had the opportunity to CREATE THE EMPLOYER BRAND and its strategy based on "SWFP: strategic workforce planning". To deploy this strategy at global level, I aligned the HR teams and adapted the global approach to local specificities, including an approach on digital and social media. Our success has been rewarded by the nomination as a finalist for the LinkedIn Nordic "Best Employer Branding" award alongside Spotify and Sandvik.ENGAGING ALL EMPLOYEES in the new company journey and its values is a challenge. With my team and with the input of many employees we build plans and activities to deploy the culture and its values at all levels of the commercial and industrial organization around the world.MEASURING PERFORMANCE is essential to adapt the strategy to company needs and to evaluate the effectiveness of the activities. For that, I set up new global and country KPIs and measure the impact on digital and social media performance, on time to recruit, absenteeism rate, employee’s engagement....Geographies: global. 48,000 employees, operations in more than 60 countries

Talent shortages are affecting many of our business-critical countries and forecasts are on the rise. Demographics in these countries are often aging and in line with our internal demographic curve.SWFP "STRATEGIC WORFORCE PLANNING" allows us to anticipate skills shortages and, based on internal and external facts and trends, deliver the human capital needed for business. I develop the concept, translate it into measurable actions and so support a realistic HR strategy aligned with business needs.EMBARK TEAMS in the SWFP approach requires a lot of support and tools to facilitate buy in. The simplification of external data, a tool for internal data projection and adapted training allow me to give the necessary support to the HR teams and to manage this change in the HR approach.SEVERAL GLOBAL HR PROJECTS in connection with SWFP were essential and I have the opportunity together with my team, to manage projects related, for example, to the needs to keep our employees healthier longer in our factories and impact the absenteeism rate.Geographies: global. 48,000 employees, operations in more than 60 countries

In a context of siloed businesses, I support and encourage transversal and cross BU talent transfers and challenge leaders for an optimized talent and organization management.BUSINESS PARTNER and member of the executive management team, I contribute to the development of the business strategy for Europe and define the HR orientation with a focus on talent & team development and leadership skills.INNOVATION being at the center of our concerns, I develop a training concept for the 2 BU management teams and organize with success a joint session that brought together teams and businesses.Due to my previous experience in industrial relations, I also managed a plant closure in France without any major disruption for the company.Geographies: Europe including Russia, USA & Canada

As a member of the South Europe management team and the Europe HR team, this is my first truly international and multicultural experience.I support the commercial and manufacturing teams in their development, in the management of talents and performance. I am also discovering health and B2B businesses.HR STRATEGY: with my operational knowledge, I contribute to the construction of the global HR strategy, deploy and adapt the HR strategy in South Europe and support local HR teams positioning them as business partners.HEALTH AND B2B BUSINESSES: after the reorganization of the company, I support the three regional BU teams, discover healthcare and B2B businesses and take the opportunity to bring BU teams closer together.REORGANIZATION OF HR DEPARTMENT France: with the departure of HR Director France, I take over this responsibility covering all aspects of the country HR function and reorganizing the administration and payroll functions for a better service quality and a "customer" orientation.Geographies: France, Italy, Spain, Portugal

Reporting directly to the Italian owner, and as a member of the France Executive team, the role of HRD France combines both the business partner aspect and the entire France HR function in an industrial and commercial organization.RECRUITMENT of sales and marketing teams is necessary after a redefinition of positions and profiles and I recruit all the management functions to set up a winning team.IMPLEMENTATION OF HR PROCESS: the HR function is not yet very structured I put in place all HR processes and policies i.e. related to performance management, talent management ...INDUSTRIAL RELATIONS: in a context of cost reduction and restructuring I manage the national social relations and support the factory HRs in their local management.Geographies: France

Member of the country HR team France I get specialized in industrial relations management and coordination for the 6 factories in France.SUPPORT TO FACTORY HR, I advise them in the approach and management of their local challenges and coordinate the industrial relations between the 6 production sites in France. I also manage national representative bodies such as central works council, union delegates.REORGANIZATION PROJECTS are an integral part of the evolution of the company and I participate in all projects in acquisition, merger, closure or reorganization of the group in France.Geographies: France

This first experience in industry and team management took place in a context of major transformation of the plant and allowed me to progressively evolve within the human resources.SOCIAL DIALOGUE is built in a context of transformation, with a heavy history and a highly unionized population but with transparency and active listening I manage to negotiate social company agreements, improve dialogue and build trust.FACTORY REENGINEERING is necessary after the plant has been selected as an international production center bringing many investments such as robotization. I am part of the small project team and we review all the processes reducing number of employees from 500 to less than 300 with the same level of productivity.INTERNAL COMMUNICATION is essential to support these major projects and to keep employee’s motivation. With the help of an external consultant we identify communication levers, employees expectations and define communication strategy and tools to support long-term needs.

The factory runs a seasonal activity for Christmas and Easter during which the workforce increases from about 500 people (permanent) to more than 1000 people with seasonal workers.With my 4 colleagues, my mission is to organize the personnel administration, to relocate payroll management on the site and to manage the recruitment and integration of seasonal workers.Geography: Strasbourg