An international agricultural company involved in feed and food production and distribution with a headcount of over 11 000 staff. Responsible for a local and remote HR team of 75.

Hired to establish an HR function and centralize HR management into the head office and build data pipelines and reporting systems between the head office and business units.

Human Resources Director for one of the group's business units - Servolux Agro, (August 2015 - February 2018).

• Setup an HR department and centralized key functions, including recruitment, compensation and benefits management, labor relations management and L&D.
• Part of the management team that was involved in the business transformation project that organized the business into legal entities including the management of new staff agreements and services to the new business units and business function transformation and centralization of the management function.
• Responsible for the operational and strategic people-focused activity and the main point of contact for all people related matters for the organization.
• Day to day involvement in change management, strategic workforce planning, coaching and mentoring, employee relations, discipline and grievance, employment law advice and contracts of employment.
• Successfully formulated, implemented and embedded new people and workforce strategy and the full range of HR policies to comply with group policies, local legislation, add value and best practice.
• Developed, designed and organized talent management and management development program, performance management, recruitment and selection for the senior leadership team, achieved positive results by adding value to company objectives.
• Developed group's payroll budgeting planning and execution regulation (~ 6,5 MLN USD Monthly).
• Business partner of the executive team, acting as a people advisor to the board.
• Worked closely with the legal team on corporate changes.
• Responsible for the operational and strategic people-focused activity and the main point of contact for all people related matters for the organization.
• Introduced HR date analysis in Qlik Sense (self-education for better analytical information and data visualization).
• Involved in the acquisition and integration of two acquisitions in Russia and Belarus.
• Lead and implement organizational changes for the group and supported the senior management team during the change.
• Introduced educational policies, including English language classes.
• Implemented a new HR system, HR2 to automate processes and management reporting - an ongoing project with 9 of 11 group companies completed.

One of Europe's largest brewers and Coca-Cola bottlers, a subsidiary of AB InBev with a global headcount of 22,000 staff. HR Business Partner for the supply chain - production and logistics comprising 600 staff.

• Responsible for the delivery of an operational and strategic people-based HR service including labour negotiations, legal, compliance and sensitive issues around disciplinaries and grievances.
• Monitor and report on all recruitment including engineers, technicians and other skilled workers to ensure manageable succession planning.
• Reinvigorated, updated and managed the organization's recruitment and talent management process and strategy, resulting in attracting, retaining and developing skilled talent across the business groups.
• Achieved staffing reductions through consultation and negotiation.
• Reviewed agencies that supplied seasonal workers and moved forward with the preferred supplier that resulted in significant cost savings and a more stable seasonal workforce.
• Developed and implemented new and robust HR policies including performance management, succession planning, recruitment and code of ethics.
• Developed and introduced a new on-site training system.
• Implemented a new culture of communication and feedback with shop-floor staff to engage with them and keep them up to date on relevant issues, including business strategy.

A US-based company that produces products for the steel production industry with a headcount of 250 employees. Recruited as part of a new management team to relaunch the plant following a two-year shutdown due to bankruptcy.

• Initiated a recruitment drive to hire staff for the plant relaunch.
• Established good working relationships with Unions and local Government institutions.
• Negotiated changes to a new collective bargain agreement without an increase in budget.
• Negotiated with local suppliers to outsource the payroll function.
• Aligned Ukrainian corporate culture and business model with the local mindset and legislation.
• Act as a change agent during the business transformation between Ukrainian and US management team.