Dmitriy Osipov Email and Phone Number

To drive talent agenda and knowledge transfer delivery in line with the new CoE structure transformation framework.Responsibilities: * Defining main talent challenges for the company and translating them into short-term goals and priorities.* Development of business continuity plan of succession management for critical roles (alignment of approach with leadership team, guidelines development, process roll-out, regular analysis and determination of key activities).* Succession planning governance model clarification (providing HR team with all necessary tools and guidelines).* Support of talent mobility process. * Development of approach, guides and tools for external and internal assessment centers.* Negotiation with external providers to run various types of employee evaluation.* Development of internal career consultation community and promotion of consultation among the employees.* Cost/budget management related to talent activities.* Managing of 1 Talent specialist.Key projects: * Business separation, support from talent perspective.* Retention guidelines development and delivery for HR team.* New corporate model of leadership behaviors execution.* HR dashboard improvement (extended KPI analytics based on PBI).

To lead talent agenda for operational functions.Responsibilities:* Expert support over all talent directions for functional HRBPs.* Use key talent insights to drive and challenge talent pipeline forecasting. * Facilitation of the Talent Review process to identify talent gaps and ensure talent pipeline is in line with the structure changes (to ensure functions’ critical roles are occupied by Hi-Po talents and to prepare succession plans).* Development of toolkits for managers to enforce involvement and retention.* Top Talent development programs for key people.* Development conversation campaign execution.* Conducting coaching session for key people.Key projects: * Staffing session execution at «Local first» project (merge of SN and EDP business units).* Digital Development center design and execution (self-service assessment).* «The year of career» (increase moves and career opportunities for all operational functions).

To convert business strategy into people-focused initiatives, plans and actions. To drive functions’ performance.Responsibilities:* Management of annual HR cycle: performance management, salary review, talent review, development campaign, others.* Leading organization changes from HR perspective liaison with Head of functional streams (org. design guidelines set-up, new job profiles description, grading committee participation, change management plan and communication building, social dialogue action support, trusted succession planning building).* HR operations: hiring/terminations/transfers/employee relations, incl. offer management, preparation of labor agreements, drafting of job descriptions, admin processes regulation, exit interview, labor law issues.* Identification of people and talent priorities and implementation of employees’ development support.* Close work with functional management and employees to improve working relationships, build morale and increase productivity and engagement, to drive Danone People Survey actions.* Headcount management, budget management, HR reporting.* Managing team of 2 HR generalists.Key projects: * «One Finance» (cross-functional career opportunities).* Functional competencies deployment (adjustment of global materials and roll-out plan execution).* Top line controlling team re-organization (separate BU Modern and Traditional business).

Design and delivery of learning development strategy for CIS region support functions.Responsibilities:* Set up of learning priorities through the functional committees with the Heads of functions.* Driving annual integrated development plan RUS & CIS (to include 70/20/10 blended learning solutions).* To customize global materials, to create programs and learning experience relevant to the local business.* Close work with HRBPs to ensure effective deployment and activation of learning activities.* Budget process improvement. Learning data and KPIs analysis. * Budget and vendor management.Key projects: * Danone Internal Faculty.* HR Academy.* Digital HR Induction.* Career Days.* Functional competencies development.

Learning & development center organizational structure transformation. HR strategy implementation (20 000 employees). Responsibilities:* Centers of expertise inside the HQ L&D structure creation: sales standard and management processes methodology, e-learning, education for TOP-managers and key talents, development for internal trainers, talent management.* L&D system: learning matrix, processes of working, tools to measure employees' knowledge and performance.* Training efficiency as influence on business KPIs (NPS, MSI, OIBDA, turnover rate, etc.) evaluation.* In-store clients' satisfaction increase: training materials development, trainings delivery.* Trainers’ business expertise development through internal & external programs.* Functional HR projects co-creation: recognition & reward programs, salary mobile calculating tool.* Management of the 8 regional Learning Center (170 employees).Key projects: * Newcomers’ education program.* Changing the approach to customer experience.* “Genteel managers club” (changes in management culture).* LMS renovation.* Gamification project development.

Responsibilities:Building of effective development system for sales, marketing and other commercial functions.*Training needs analysis, program development and delivery according to the skills matrix and company goals.* Joint activities with the Ferrero Corporate University (Leadership and Management Academy programs).* Collaboration with company experts to develop and deliver new internal programs (Finance for non-finance; Trade standards; Category management; Target selection; etc.)* Set up of the development center for sales, trade marketing, KAM functions.* Support for RSMs in building IDPs for their teams (succession planning for Hi-Po).* Development of Leadership and Change Management programs for line managers.* Active participation in strategic company projects launched by OD & Sales capability department.* Managing team of 4 Regional Trainers.Key projects: * Development and implementation of new call standards, RTM model, distributors development.* Sales force automation system development.* Learning Management System launch.

Implementation of company T&D strategy for all functions of CIS. Organization of a full training cycle (from design to delivery).