Audrey Alvarez

Post-acquisition context (EQT/ADIA) and deployment of the Dechra 2030 strategy with European function centralization.

French subsidiary experiencing strong growth, priorities: organizational transformation, social steering, managerial professionalization.

- Establish an HR diagnosis and build a Group-aligned transformation plan, secure workforce adjustments.

- Local Coordination ↔ European Centers of Expertise to adapt Group initiatives to French legal constraints in a context of progressive centralization.

- Managerial professionalization: team rituals, workshops, clarification of objectives vs. performance calibration.

- Social Relations: CSE information/consultation in a transformation context.

• Support for the Executive Committee in redesigning the managerial organization.

• Definition and execution of a recruitment plan for 80 strategic positions to strengthen project teams in a context of managerial transition.

• Design and implementation of new HR policies, including bonus systems, job classification, and salary review.

• Reorganizations and growth: business closures, relocation projects, acquisitions, and mergers.

• Facilitation of working groups to define a new organization.

• Acquisition/Merger: define the social integration plan for the new entity in coordination with the Group.

• Management of market exits and internal and external repositioning of employees.

• Negotiation of collective agreements and responsibility for social dialogue (CSE, CSSCT, commissions), legal watch.

• Member of the Metallurgy employers' association, participation in working groups – Representing the company externally.

• Management of pre-litigation, litigation, preparation of labor court cases.

• Deployment of new HR policies / Group processes: Bonus scorecard, grading, people review, salary review, etc.

• Definition and organization of the deployment of internal and external communication actions.

• Project Manager for the evolution of the metallurgy collective agreement. Definition of the action plan and implementation of the new metallurgy agreement (payroll, agreements, classification, jobs) in collaboration with the Group's Corporate HR.

Lead HR development projects, contribute to the success of Solystic's transformation into a benchmark player in the parcel segment for the retail/logistics sectors. Overcome resistance and foster managerial behaviors aligned with the company's challenges by leading the managerial community.

• Member of the Steering Committee.

• Lead HR development and cultural change management projects to align behaviors with the company's new challenges. Digitalization of HR processes (annual reviews, training, probation period), implementation of a variable component based on objectives, and an "expertise track."

• Chairmanship of Employee Representative Institutions and management of social relations.

• Boost recruitment in a context of scarce specialized resources. Recruitment strategy to attract talent in robotics and AI.

• Lead a community of 17 managers (functional and operational) to foster innovation and cross-functional collaboration.

• Preparation and implementation of a job protection plan (PSE) for 85 positions.

• Advise managers in the HR management of their teams with support from 2 HR specialists.

• Deploy and adapt Corporate actions from the parent company NORTHROP GRUMMAN (leadership program, employee survey, International Women’s day).

• COVID-19 Crisis Management: maintain connection and employee monitoring, implement national protocol, APLD (partial activity).