HR SITE MANAGER
COMPAÑÍA ESPAÑOLA DE PETRÓLEOS
Total years of experience :18 years, 8 Months
• Sustainable Mobility and Energy: CEPSA aims to lead in sustainable mobility and energy. As an HR leader, I´m focused on talent development initiatives that equip the team with the skills needed for this transition. This could include training in renewable energy technologies or sustainable business practices.
• Decarbonization: CEPSA is driving towards decarbonization, with a focus on green hydrogen and biofuels. My role in managing labor relations and collective bargaining could be crucial in navigating this transition, ensuring that workers’ rights and interests are protected.
• Investment in Sustainable Areas: CEPSA plans to allocate 60% of its budget to sustainable areas
starting in 2023. As a leader in the Security area and the “Full Potential” initiative, I can advocate for investments in sustainable security measures and talent management practices.
• Lean Management: My experience with Lean Management could be invaluable in helping CEPSA
optimize its processes and reduce waste, in line with its sustainability goals.
• Use of SuccessFactors: As a SuccessFactors user, I can leverage this tool to track and measure progress towards these strategic goals, ensuring that HR initiatives are aligned with CEPSA’s broader strategy.
• New Joiners Development and Training Programs: As part of the inaugural Maersk People Partnering Team, I worked in implementing and designing new joiners development and training programs have been crucial in building a competent workforce aligned with MAERSK’s strategic goals.
• Workday HCM® Implementation: The implementation of Workday HCM® as the new Human Capital Management tool have helped streamline HR processes, thereby increasing the effectiveness of the global HR function.
• People Subject Matter Expert: Serving as a People Subject Matter Expert for 5 different brands and countries in the Algeciras & Gibraltar area, my guidance, direction, coaching, and advice would have been instrumental in managing a diverse workforce and ensuring alignment with MAERSK’s strategic goals.
• Employee Experience and Labor Disputes: My efforts in delivering a great employee experience and reducing labor disputes would have contributed to a positive work environment, thereby boosting employee morale and productivity.
• Engagement Focal Point: Acting as an Engagement focal point in Spain for all brands and business units, I have played a key role in fostering employee engagement, which is crucial for achieving organizational goals.
• Supporting HR Cycle: My support in the local delivery of the HR Cycle, including Annual Performance Management, Compensation, Succession Planning, Training & Development, etc., have helped align individual performance with MAERSK’s strategic goals.
• Training, Talent & Development: As a manager of the Human Resources function, my work in supporting processes related to training, talent & development have been crucial in building a competent workforce aligned with APM TERMINALS’s
• Compensation and Benefits: My support and counsel to Operational and Functional Areas on compensation and benefits issues have helped in retaining and motivating employees, thereby contributing to the company’s performance.
• Expatriation Procedures: Administering expatriation procedures such as visa management, work and residence permits, and invitation letters have facilitated the mobility of employees, thereby supporting the company’s global operations.
• Recruitment Decisions: Making decisions at the end of external and internal recruitment processes, in line with the company’s strategic goals, have ensured that the right talent is brought into the organization.
• Compliance with Regulations: Ensuring compliance with regulations regarding employees have mitigated legal risks, thereby protecting the company’s reputation and financial performance.
• Performance Management & Improvement Systems: Delivering tasks related to Performance Management & Improvement Systems have helped align individual performance with APM TERMINALS’s strategic goals.
• HR of the Future (HRotF) Project: Serving as a member of the HRotF Project team and acting as a Workday trainer would have contributed to the design and implementation of global HR processes, thereby increasing the effectiveness of the HR function.
• Kronos Implementation: Acting as a local Project Manager for Kronos implementation would have helped streamline HR processes, thereby increasing operational efficiency.
• Lean Management: Applying Lean Management methodology to HR processes as a Lean Practitioner have helped optimize HR processes and reduce waste, thereby contributing to the company’s operational efficiency.
• Industrial Relations Management: Successfully managing Industrial Relations in the Container Terminal of the Port of Algeciras and leading negotiations team for Collective Agreements have been crucial in maintaining a harmonious working environment, thereby contributing to operational efficiency.
• Focal Point for Works Councils and Port Unions: Acting as a focal point for the Works Councils of both own Company and Stevedoring Company, as well as for Port Unions, have facilitated effective communication and collaboration, thereby supporting the company’s strategic goals.
• Implementation of the Disability Act: Implementing the Disability Act through alternative measures while subscribed to the “Plan Familia” with the Adecco Foundation would have promoted diversity and inclusion within the company, in line with APM TERMINALS’s strategic goals.
• Dealing with Labor Inspectorate and other Labor Authorities: Dealing with Labor Inspectorate and other Labor Authorities issues, resulting in reduction of contentiousness and administrative penalties, have mitigated legal risks, thereby protecting the company’s reputation and financial performance.
• Prevention of Alcohol & Drug Consumption: Contributing to the signature of the Protocol of Prevention of consumption of Alcohol & Drugs in the Port and being a Technical Team member have directly impacted the accident rate reduction, thereby enhancing safety at the port.
• Strategic Project Labor Relations (PERL): Developing the Strategic Project Labor Relations (PERL) have helped align labor relations with the company’s strategic goals.
• Centre of Expertise (CoE) Member: As a CoE Spanish member, I have contributed to the development and implementation of best practices within the company, thereby supporting the company’s strategic goals.
• Operational Excellence: As the Head of Human Resources, my leadership in HR Operations, Labor Relations, Training & Development, and Medical Services would have been crucial in achieving operational excellence, which was one of ENDESA’s strategic lines.
• Collective Bargaining and Labor Agreements: My role in Collective Bargaining and Labor Agreements would have helped maintain a harmonious working environment, thereby contributing to operational efficiency.
• Performance Appraisals and Management System: Introducing and implementing Performance Appraisals and Management System training and development policies have helped align individual performance with ENDESA’s strategic goals.
• Budget Management: Managing budgets, staff costs, and forecasts, as well as experience using SAP, have contributed to financial efficiency, which is key to achieving strategic goals.
• Recruitment, Training, Performance Evaluation, and Employment Climate Surveys: Handling these areas have ensured that the right talent is brought into the organization and that employees are well-equipped to contribute to the achievement of strategic goals.
• Reporting to the Corporate HR department: Developing required reports and being part of the negotiation team for the III Framework Collective Agreement Endesa Group have ensured alignment between local operations and corporate strategy.
• Union Activities and Negotiations: Coordinating and supervising union activities and actively negotiating the scope of business have been crucial in maintaining a harmonious working environment, thereby contributing to operational efficiency.
• Legal Matters: Tracking, monitoring, and controlling legal matters within the scope of the business have mitigated legal risks, thereby protecting the company’s reputation and financial performance.
• Workforce Planning and Organizational Restructuring: Collaborating with department managers for workforce planning, restructuring the organization, and promoting flexibility and handling resizing, downsizing, and change management initiatives have helped align the workforce with ENDESA GENERACIÓN’s strategic goals.
• Organizational Analysis Projects: Participating in organizational analysis projects have provided valuable insights for decision-making, thereby supporting the company’s strategic goals.
• Budget Management: Preparing and maintaining staff budgets, and analyzing budget variances have contributed to financial efficiency, which is key to achieving strategic goals.
• Compliance with Environmental Regulations and Risk Prevention: Being actively involved in compliance with all established environmental regulations and risk prevention have enhanced safety and sustainability at the power plants, thereby aligning with ENDESA GENERACIÓN’s strategic goals.
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