Alufer is a new bauxite producer in Republic of Guinea that successfully ramped up the construction project to production in 18 months on time, on budget and with zero LTI.Reporting to the CEO and member of the Executive Committee, this position is responsible for all aspects of human capital management and development. Delivered a Succession/Guineanization/Talent Management Plan to the Executive Committee; Changed the HR Department Leadership; Executed most of the 2018-2019 HR Business Plan; Established the foundations for good Labor Relations with the Local Union; Built strong relationship with Labor Inspection Commission; Changed the Medical Insurance Service Provider to better meet the Organization/employees needs; Developped the new Medical Policy and had it approved by the Executive Committee; Gave traction to the Disciplinary Committee and executed difficult cases.

 Incorporated the business; Developed business plan; Obtained funding from bank; Acquired first 25 door building; Created Governance and management structure; Hired Property Manager. Sold the business in 2019.

Budget: $30 M; direct reports: 2 Managers and 1 Coordinator; employees: 15 out of a total of 1,100.Reporting to the General Director, to assume responsibility for all aspects of managing and developing the organization’s human resources in accordance with the Corporate and Senior Management orientations, the agreement with the local communities. Nordgold is a mid-tier private gold producer operating 8 mining sites on 4 continents and having its headquarter in Moscow,Russian Federation.  A 3+ year (2017-2020) Collective Agreement negotiated with Local Union barely 8 weeks after coming on board, in a culture of yearly tensed and confrontational negotiations involving the Guinean Ministry of Labor. This new protocol includes proactive mechanisms to continuously collaborate with the Union at resolving work, health and safety and medical related issues as well as community social quality of living conditions. All this was accomplished through a win-win interest-based negotiation approach. HR services transformed into an HR Business Partnership for better efficiency and response time; Employee Engagement increased from 51% to 73% in just one year through a better communication between leaders and Union/employees; Team work at the Senior Management level reinforced, working with the General Manager ;

Budget: $35 M; direct reports: 3 directors and 1 superintendants; employees: 350 out of a total of 2,300.Reporting to the General Manager, to assume responsibility for all aspects of managing and developing the organization’s human resources, the optimization of the fleet of equipment, all services in the city of Kamsar as well as the health services for all employees and their family members in accordance with the strategic orientations of the management team, the agreement with the local communities of the territory and the company’s operating environment. CBG is a joint venture between Alcoa, RioTinto Alcan and the Government of Guinea. It is one of the main bauxite producers in the world. New 3 year collective agreement which included a performance based bonus for all employees successfully negotiated using interest-based approach in a context of yearly tensed negotiation culture. Succession Plan for Senior Managers and Strategic Workforce Plan delivered in order to support a 1 billion USD expansion project. African successor for the HR Group Director successfully trained for taking over. Interim of the General Manager position successfully assumed during the General Manager absence (45 days in 2013). Recruiting process re-engineered in order to improve the recruiting time by 50%. Set of guidelines for managing the Codes of Ethics implemented throughout CBG (Chairman of the Ethics Committee). CBG operation sites kept Ebola free (Chairman of the Ebola Committee responsible for developing and managing the Ebola Contingency Plan during the African pandemic.

Budget: $25 M; direct reports: 4 supervisors; employees: 170 out of a total of 1,000.Reporting to the Vice-President of Operations, to assume responsibility for all aspects of managing and developing the organization’s human resources, in accordance with the strategic orientations of the management team, the agreement with the Inuits of the territory and the company’s operating environment.  New 6-year collective agreement that included a performance based bonus for unionized employees successfully negotiated using interest-based approach, and managed the contract with only 2 grievances during the first 2 years. 10 year Strategic Workforce Plan carried out according to the best practices (with the Boston Consulting Group-BCG).  First 2-year HR business plan that met the requirements of the new 5-year strategic plan developed and delivered. Variable compensation program developed and implemented for all non-unionized employees.  Recruitment time improved by 43%, from 70 to 40 days, in one year. Management training program developed and delivered (based on leadership skills and continuous improvement principles).  Redesign of the Aboriginal Recruitment and Training Program conducted in accordance with best practices.

Budget: $3.5 M; employees: 5 out of a total of 200 on the site.Reporting to the General Manager, to assume responsibility for all aspects of managing and developing the organization’s human resources, as well as to manage health and safety and on-site accommodation, in accordance with the strategic orientations of the management team, the agreement with the local native community and the company’s operating environment.  Senior management team rebuilt (worked with General Manager).  Mining site annual turnover rate reduced by 75% the first year by using a participative approach. Health and safety audit conducted on the whole mine site and a 2-year development plan delivered. Compensation guidelines and a series of Human Resources policies developed and implemented. Performance management process for senior management which includes yearly bonus developed and implemented.  Employee satisfaction survey on food quality carried out and recommendations for improvements delivered and implemented.

Budget: $3 M; direct reports: 7 managers; employees: 15 out of a total of 600.Reporting to the CFO, to assume responsibility for all aspects of managing and developing the organization’s human resources. Northwestel offers integrated telecommunication services to all of Northern Canada. Human Resources Department turn over dropped by 75% and improved their engagement rate from 60 to 75% in one year New collective agreement negotiated in one week using an interest-based approach.  New leadership training program developed based on organizational leadership attributes. Organizational Development function created within the Human resources Department.

Reporting to the Executive Director of HR, to establish and manage the new human resources counselling role throughout the Fort McMurray region.  Assessment of the role of HR in the Fort McMurray region and recommendations for improvement delivered to head office.

Budget: $12 M; direct reports: 5 directors; employees: 80 out of a total of 80.Reporting to the Board of Directors, to assume responsibility for effectively managing all aspects of the organization including operations, finances, human resources, public relations and the relationship with the Board of Directors.  First collective agreement negotiated and accepted by 97% on the first ballot without making any major concessions. No grievance during the 3 years of the contract. Employees’ engagement significantly improved by introducing participative management. Five-year strategic plan and a 2-year change management plan successfully delivered to the Board of Directors after having conducted a complete organization scan, and a strategy to refinance the organization successfully developed and implemented.

Budget: $1.7 M; employees: 7.Reporting to the Board of Directors, responsible for managing operations, finances, human resources, as well as public relations and the relationship with the Board of Directors. Policies for managing human resources and finances developed and implemented. Recognition received from a federal granting agency that MITAC set the standard in terms of financial management among the 31 Canadian sector councils. Succession plan for the Executive Director role developed and implemented; it was carried out when I left.

Budget: $900 K; employees: 2 out of a total of 800.Reporting to the Director of HR, to assume responsibility for managing all aspects of training in an ISO 9000 environment, as well as all employee and organizational development activities (a new position in the company).

Training and coaching on Performance Management, Continuous Management and Leadership (Governance)