Fernanda Armond Armond Email & Phone Number

Rio De Janeiro, Rj, Br

Reporting to the CEO. Team of eleven people. Annual budget management. Responsible for designing, implementing and managing all HR processes and operations since the start-up of the business.- Design and implementation of all human resources processes and their subsystems at the beginning of the VEM/ business start-up, also including hiring teams and systems/tools management.- Implementation of the Strategic People Committee and preparation of the Annual Human Resources Planning, ensuring Career and Succession cycle, Performance Assessment and discussions aimed at a solid talent pipeline for the organization.- Responsible for building and implementing the Career and Succession Cycle, the Performance Assessment System and coordinating the cascading of goals down to the individual level.- Responsible for the Project to Review the Organizational Structure, the Positions and Remuneration Program for the company's various audiences, such as the design and implementation of the Short-term Incentive, aligned with the Executive Committee and Administrative Board and the Variable Remuneration Program for the Field Team- Construction and implementation of the Benefits Package, with focus on competitiveness to attract and retain talent.- Management of the implementation of Payroll with the SCS and transfer of employees from the Partners.- Responsible for building and controlling the personnel budget.- Responsible for the Construction of the Leadership Academy and its implementation, whose main purposes were the development of business competencies and training in people leadership in line with VEM's values.- Leadership of the Engagement Research, obtaining the GPTW Certification Seal.

Rio De Janeiro, Rio De Janeiro, Brazil

Reporting to the Financial and Administrative Director. Team of four people. Annual budget management. Leader of the HR, Purchasing and Administrative agenda, responsible for designing, implementing and managing all processes and operations in these areas since the start-up of the business.- Design and implementation of the Human Resources area and its subsystems.- Preparation of the Annual Human Resources Planning and construction of the HR roadmap, including the design of processes linked to Culture, Development, Performance Management etc.- Leadership in the implementation of Payroll and its interfaces, aligned with the Project Committee, ensuring zero errors from the first payment.- Construction of the Benefits Package and implementation, with a 26% reduction in costs compared to the zero-based budget, with focus on competitiveness to attract and retain talent. aligned with the Board of Directors.- Preparation of the Profit-Sharing Program, aligned with the Executive Committee.- Negotiation of an Hour Bank Agreement with the Union and definition of Trust Positions.- Responsible for building and controlling the personnel and administrative budget.- Leadership in the Construction of the Integration Program for all levels with a 100% favorability rate in evaluations.- Climate Research Leadership (GPTW), obtaining the Certification Seal.- Positions and Remuneration Structure Project.- Design of the Corporate Purchasing Standard, its processes and flows.

Rio De Janeiro Area, Brazil

Reporting to the Human Resources Director, with a team of five people and an annual budget. Responsible for managing the variable and short-term fixed compensation plans, non-financial incentives, salesforce commissions, benefits management and the International Mobility area.- Leadership role in the Compensation Survey and review of the Career and Salary Plan, aligning it with the market, the legislation and the internal rules, with a reduction in positions of 30%.- Customization of the Profit Participation Global Program, aligned with the Executive Committee, dissemination to all the employees, with adjustment to the budget. - Management of more than 10 benefit suppliers, including planning and execution of the migration process of one of the healthcare insurance plans, involving 300 people, to match other employees’. The migration was carried out successfully and allowed a cost reduction of around 40%.- Implementation of the home office project for 300 people during the COVID-19 Pandemic, with the migration of 150 people to Teleworking Scheme, ensuring business continuity. - Redesign of the Life Quality Program due to the Pandemic, based on contact and survey with employees under remote work, including psychological support, when necessary, workshops for preparation of managers for distance leadership, monthly allowance to provide for expenses with remote work and assignment of ergonomic equipment. Those measures improved the health and well-being conditions and resulted in employees’ satisfaction.- Participation in the Workgroup for Payroll stabilization: identification of the critical points and set up of actions to mitigate them, including a trip to the Shared Services Center in Colombia, ensuring the adherence to LafargeHolcim’s Minimal Control principles.

Rio De Janeiro Area, Brazil

Reporting to the Human Resources Director, with a direct team of five people.- Control and optimization of the Training and Development annual budget, through review and negotiation with suppliers, resulting in a cost reduction of 30%.- Review of the Employees’ Life Cycle, developing and standardizing the hiring process through digitalized documents and redesign of the institutional integration program, resulting in a reduction of the hiring lead-time, increase in satisfaction of the employees hired and respective leaders. - Preparation of the Human Resources Strategic Plan, using Design Thinking as a methodology, with the support of expert consulting. The project included carrying out interviews with internal and external clients to identify the perceptions and expectations related to HR. An action plan was established for the subsequent years, based on the survey results. The first year of the action plan already showed an improvement of the indicators. - Review of the talents and performance management cycle, using the Korn Ferry methodology, focusing on the career and succession committees, career interviews and retention actions, mapping around 200 leaders. This process supported development, retention, promotions, transfers and other actions.- Coordination of the Attraction Program for PWDs, directly negotiating the lead-times for quota compliance with the Labor Ministry, which allowed reaching the pre-defined quota for the first time. - Leadership role in the Climate Survey (GPTW), dissemination of results to the organization, preparation of a corporate action plan by area, with the institution of the Climate Management Committee.

Rio De Janeiro Area, Brazil

Reporting to the Human Resources Director, with a team of eight people, acting in the Recruitment & Selection, Training and Development, Compensation and Benefits and Internal Communication sub-systems.- Implementation of the HR Business Partners’ model, building and developing a team, which resulted in closer contact by clients and business aligned performance. - Leadership role in HR actions regarding organizational restructuring and coordination of the teams from the other areas involved in the process. Participation in the planning process, preparation of leaders, definition of the changes and dismissal packages, as well as monitoring of the D day operations. Preparation and validation of the strategy for the processes and composition of new teams with the Board. The proper attention was given to the preparatory actions resulted in the execution of dismissals to flow without critical incidents, ensuring respect for employees. - Design and implementation of the Leadership Development Program in a modular structure, with more than 200 leaders trained and achieving a positive impact in the organizational climate. - Design and implementation of customized Certification Programs for the key positions of the Industrial Management, contributing to business results. - Joint coordination with the Marketing area of the Sales Conventions for more than 100 salespeople, focusing on integration and updating of the sales team. - Participation in the Workgroup for transition of the Payroll from ERP FPW to SAP and from Brazil to Colombia, with the role of identifying critical points, ensuring a smooth transition with minimal occurrences.

Rio De Janeiro Area, Brazil

Rio De Janeiro Area, Brazil

Rio De Janeiro Area, Brazil

Rio De Janeiro Area, Brazil