Yan Pardailhe-Galabrun

SAFRAN is an international high-technology group operating in the aerospace (propulsion, equipment and interiors), defence and space markets. With the acquisition of Zodiac Aerospace, Safran’s international profile evolved and the need to quickly integrate the new organisation was paramount to achieving the objectives set. Safran HR organisation adapted and created a new department for which I took the lead. This new department is focused on defining and implementing actions to firstly ensure the definition of the HR vision and strategy for data and digital and secondly create the alignment, simplification, and improvement of HR practices and processes across the Group. It drives the HR function’s digital transformation and support the Operational HR Community to further contribute to the continuous improvement of our Candidates, Employees’, and Management’s HR experience (CX, EX & MX). These responsibilities encompass providing the Group with an employee centric and empowering global HRMS enabling for an increased ability to anticipate and respond successfully to the business challenges based on reliable, easily and automatically accessible employment data and analysis capabilities. This is a €20+m project over a period of 4 years. This HRMS will foster integrated HR processes sharing data across HR and other support functions fields, reduced information collection and administrative low value adding hours whilst allowing for a repositioning of the HR role up into the human value chain. It challenges the organisation status quo and redefines the responsibilities between the matrixed structures and the roles of stakeholders.

Head of the HR function for the Cabin Business Lines. Major focus on HR Organisation realignment across countries and HR domains to support and drive required business modifications to support Cabin's products portfolio repositionning, overall competitiveness and customers satisfaction. Restructuring of the German business units.

CG Power Systems International is Crompton Greaves’ arm for their international (outside of India) Transmission and Distribution business lines. I joined CGPSI at the time when the Board of the Mother Company had decided to sell its international business lines and were negotiating CGPSI take-over by a US private equity company. The newly CEO was looking at ensuring its company had a professional HR team/organization set-up at this crucial juncture for the business and prepare the organization to become a profitable, stand-alone company in a very different management environment. My responsibilities encompassed Human Resources, Internal Communication, Organization Development and Change Management over our operations based in Europe (Belgium, Hungary, Ireland, and sales offices across the region), in the USA and in Asia (Indonesia and sales offices across the region). I presided the European Works Council composed of Employee Representatives from our Belgium, Hungarian and Irish operations. Key achievements with CG were: • Assessment of and adaptations to the Senior Management Team, • Key Competencies risk and organizational impact analysis done (Engineering/Project Management/Supply Chain/Sales), • Redefinition of the global Operating Model of the Company and start global alignment process, • Set-up Global HR organization model including principles, missions, roles and operating procedures, • Reinforced trust in social relations (EWC) – Congratulations from TUs on quality of EWC Meetings, • …

Aggreko is the global leader in the provision of electrical power and temperature control equipment to customers who need them either very quickly, or for a short or indeterminate length of time. The EMEA Region represents 45% of its revenue stream at £700 millions avg. My appointment was to support the definition and drive the necessary business and people dimension changes at Aggreko to allow the Region to progress its business globalization agenda, and address its human capabilities, processes and tools shortfalls especially in Power Project Management. Personal responsibilities encompassed Human Resources, Internal Communication, Organization Development and Change Management in a culturally diverse workforce in Europe, the Middle-East and across Africa and influencing Aggreko Global to allow for local adaptations to its global initiatives and approaches. I was nominated as a participant to the 2014 Aggreko/IMD Executive Development Programme.

Doosan Power Systems was the western arm of Doosan Heavy Industries & Construction and proposed integrated products and solutions to the Energy, Industry and Oil & Gas markets in the range of Boilers, Turbogenerators, EPC capabilities and Services to installed facilities. My appointment as a Doosan Group Executive was to support the definition and drive the necessary business and people dimension changes at Doosan Power Systems to allow the Group to progress its business globalization agenda, and address its human capabilities, processes and tools shortfalls especially in Project Management and Nuclear knowledge and skills for the reviving UK Nuclear new build market. Personal responsibilities encompassed Human Resources, Internal Communication, Organization Development and Change Management in a culturally diverse workforce in Europe, North and South America and influencing our Korean mother Company to allow for local adaptations to its global initiatives and approaches. In 2 years my team's achievements were recognized in many fields ranging from agreeing the Organization Development strategy, to assessing and selecting necessary Executives profiles, defining and implementing the Company Values and Code of Conduct, aligning Processes and Tools across countries, mitigating our Cost base and Risk Profile, re-focusing our Front End Sales forces, clarifying the Infrastructure and Support Functions R&R (RACI method) and launching the Leadership and Management Programmes ...All these took into consideration the cultural differences in the many countries we were located in and in agreement with our Korean Group's Management teams. I also volunteered and was nominated by the CEO to represent the Company at the Confederation of British Industry and support its recognition and communication strategy on the UK markets against already established competitors companies. I was also Trustee Director for Doosan Power Pension Trust Company.

As Head of Human Resources, the objectives set to me by Luc Oursel (now CEO of AREVA) were to ramp-up the Company's Human Capabilities, define and facilitate a Global Company Integration plan and to provide the company with a professional, business oriented, efficient and worldwide articulated Human Resources, policies and strategies to support our businesses in their repositioning success. From a company HR financial stand-point, I have been able to generate €75M of cash and operating income improvement in the last 3 years of my tenure (twice the HR annual worldwide budget). My responsibilities extended to other Support Functions including Internal/External Stakeholders and Managerial Communications, Change Management, Organizational Development/Alignment. I was involved with the Olkiluoto and Taishan projects and provided direction and hands-on support in the definition and implementation of our capabilities ramp-up plans across all job families. This considered other stakeholders ramp-up requirements including universities nuclear programmes, suppliers and safety authorities. Following a meeting at National level with Finnish Trade-Unions and French Ambassador in Finland, I was interviewed by the Press in Finland regarding the Olkiluoto Project. I was also interviewed by the Engineering Press in South Africa when we integrated our AREVA South Africa company. The Company recognized my performance and potential in different ways: I was nominated as AREVA Representative to the Franco-British Nuclear Forum sponsored by the French Ministry for Industry and the British Department of Trade and Industry. I was selected as 1 of the 12 participants to the 2007/2008 AREVA Senior Executives Leadership Development Programme. Board Member of AREVA NP GmbH, as Chairman of AREVA NP South Africa Company Remuneration Committee and as Member of AREVA UK Management team.

Head of the Human Resources function for ALSTOM T&D North America. Member of the ALSTOM USA Human Resources Steering Committee. First appointed officially Head of Human Resources for T&D in the region, the mandate provided to me by the President in Paris was wider in content and responsibilities and was to lead the set-up of ALSTOM T&D North America into an integrated and articulated organization to be ready to address the necessary investments in the Transmission and Distribution network following the US 'Gas Bubble'. My responsibilities expanded over all Support Functions in the region and further to a full audit and risk assessment I defined new/optimized current organizations, set-up common policies and processes, integrated tools, re-negotiated/harmonized compensation and benefits plans, adjusted top management roles and positions and defined the communication actions. I also got involved in defining jointly action plans to mitigate competitors actions against us at a time when France was negatively considered in the USA due its position over the Iraq war. In addition, in Q1 2003 ALSTOM announced the sale of its T&D business. I then visited US Customers to explain what the situation was and how it was managed in France in order to reduce the potential business impacts with a result of no loss of orders. I then headed the due diligence team for ALSTOM T&D North America during the Company's selling process and achieved closure in due time and in line with ALSTOM's expectations. I served as Board Member of AREVA T&D Inc. and AREVA Energy Automation & Information Corp

Reporting to the President and functionally to the Senior Vice President Human Resources the responsibility for this first time established function rested in the project management and co-ordination of the Company’s change programmes (TOM). TOM encompasses projects addressing topics ranging from mapping the Company’s markets and internal capabilities to Key Decision Making Processes through the repositioning of the organisation on its potential growth markets, the use of e-technology applications, the restructuring of its production facilities on a worldwide scale and people care policy. TOM represented 29 projects running in parallel, involving 250 full and part time people worldwide and a planned investment of €200M for a period of 3 years with major requirements in continuously communicating and convincing all stakeholders on the necessity of these changes. I launched and managed this project as a specific business with its own budget, Operational Project Teams and dedicated Support Functions.

As the Human Resources Director - International Operations I had the responsibility of driving and coordinating with the different worldwide business lines the set-up of ABB ALSTOM POWER over 50 countries split in 5 different Regions. My responsibilities were to drive the organization alignment of companies either formerly ABB or ALSTOM to the newly defined Support Functions processes and procedures of the joint venture and ensure organization optimization through a country or regional based Shared Services approach. My responsibilities included to define, propose and put in place ABB ALSTOM POWER's Corporate Security Programme.