Guilherme Soraggi

• Lead and support a team of 30 HR professionals across multiple locations, serving 8,000+ employees throughout Brazil in different business models. • Support external and internal audits (compliance), serving as technical reference in interfacing with auditors and validating labor practices. • Designed and implemented the Digital Onboarding and Digital Time Tracking journeys, system automations and integrations, driving continuous process improvement through digitalization. • Act as consultative reference on Employee Relations (ER) for leadership, guiding managers in applying disciplinary measures, handling ER cases, and interpreting internal policies and labor legislation, in line with company compliance guidelines. • Lead continuous process improvement through system automations and integrations (Senior Sistemas), sustaining digitalization as a governance and scalability lever.

• Structured HR Operations processes (team of 15) in a hyper-growth environment, implementing governance standards that reduced operational costs and increased team productivity.

• Managerial leadership: 2 coordinators + 20 employees, with KPI-based management (absenteeism, turnover, overtime, payroll mass) supporting strategic business decisions. • Negotiated and managed over 50 Collective Bargaining Agreements (CBAs), building strong union relations and minimizing employment liabilities. • Managed budgeted vs. actual headcount cost, monitoring variances and identifying improvement opportunities for company results. • Implemented an overtime cost optimization project generating savings of BRL 50K/month and significant social security tax recovery. • Served as strategic point of contact in external audits conducted by EY, validating information with the CVM — an experience requiring technical precision and C-level stakeholder communication. • Managed the occupational health and safety function, promoting a safety culture as a lever for engagement and compliance. • Acted as internal ER business partner to senior leadership — advising executives on complex disciplinary cases, labor risk analysis, and high-stakes decision-making, including during IPO and M&A processes.

• Led and ensured the execution of all HR processes, managing a team of 10 with a payroll of 1,200 employees. • Led the implementation of the new Job Architecture and Compensation Structure (HAY Methodology), training and influencing managers throughout the organizational change process. • Coordinated CBAs, serving as the interface between the company and unions in a highly regulated energy sector. • Developed and presented quarterly, semi-annual, and annual HR reports to the parent company in Paris — building international stakeholder relationships and aligning with global people governance standards. • Prepared and analyzed monthly provisions for potential labor-related costs and supported the annual headcount budget cycle. • Provided ER advisory support to leadership on labor relations and corporate conduct, guiding managers in applying internal policies, collective agreements, and applicable legislation, contributing to a compliant and ethical work environment.

UFN3 Petrobras Project • Joined the project managing attendance control and supporting the implementation of electronic time tracking. • Managed end-to-end payroll processing for up to 10,000 employees, coordinating periodic audits with the client (Petrobras) and external firms. • Served as direct interface with Ministry of Labor inspectors during a nationwide audit, ensuring full compliance — an experience that built the ability to handle regulatory authorities under pressure. • Provided labor-legal advisory support for the project, being consulted by leadership on disciplinary and ER cases in a highly complex, large-scale workforce environment.

Transpetro Segregation Project • Managed all onboarding, offboarding, leave, benefits administration, and payroll processes end-to-end. • Managed contracts and relationships with benefits providers and other service vendors. • Aligned workforce planning for new hires and conducted employee engagement surveys.

• Responsible for all HR Operations routines, time & attendance control, and payroll closing. • Presented management reports and supported the annual payroll and labor charges budget. • Managed labor/employment relations with a 100% success rate in legal proceedings — reflecting the quality of preventive ER advisory provided to leadership on conduct and disciplinary procedures.

• Coordinated and developed the HR Operations team across the company's business units (Feed Factory, Farms, Slaughterhouse, and newly acquired units). • Led the HRIS implementation, ensuring correct system parameters, optimizing data migration, and reducing processing errors — first experience with system transformation as a governance lever. • Guided operational leaders across multiple business units (factory, farms, slaughterhouse) on ER and disciplinary measures, building expertise in high-complexity operational environments.

A inversão inovadora do fluxo de decisão - Carlos Alecrim, M. Sc