Franck Tallieu

Haffner Energy is a family company whose mission is to provide its customers with industrial equipment for the production of renewable energy from biomass. Its processes are protected by patents. In February 2022, the company was listed on the stock exchange, making growth possible that was expected to be exponential. I was called upon, as part of a transition mission that would turn into a permanent contract, to structure the company and the HR department, with major recruitment challenges. We quickly went from 30 to 100 employees. I managed a small team with which I set up staff evaluation processes, training, the CSE, the remuneration and inventive system, etc. As the company evolved, I took responsibility for CSR and QHSE after a few months.

Verkor is a start-up with exponential growth, with the aim of producing low-carbon batteries for motor vehicles on a large scale. One of the founders created, among other functions, the HR department, before deciding to recruit a professional HRD. My interim management mission is during the period required for this recruitment. I manage personnel administration, the recruitment department, and work on the Executive Committee. In an extremely intercultural environment (180 people - 33 different nationalities), I facilitate integration and living together, and manage sometimes complex interpersonal relationships. I actively collaborate with the Director of Operations on the organization of the megafactory then in the planning stage and now off the ground.

UPS is an international delivery and logistics company. Its matrix organization facilitates the adaptation of its organization. Within the BU Freight Forwarding France, I am deploying a PSE, linked to the decision to centralize part of the European administrative services. I support the General Manager in mobilizing his management team in a complex economic context.

McPhy has established itself among the world leaders in the production and distribution of zero-carbon hydrogen equipment. The raise of 180 m€ funds makes it possible to achieve the growth ambition in a fast growing market. I structure and implement, at the request of the board and CEO, teams, tools and processes that will enable to sustainbly attract, retain and advance talents. I also implement a consistant HR policy for France, Germany and Italy. The challenge is to structure while sustaining and developping the entrepreneurial culture of the company, whose workforce grows of 50% during the period.

STEF organizes itself by responding to a market logic . Concretely, from a Transport/ Logistics division, it passes to 7 BU, and offers me to come back this time to lead the HR of the Fresh Food Transport BU , which employs 2/3 of the French employees, and to accompany my colleague in another activity of which I had been the HR in the past. The challenge is to foster collaboration between the different strata of the Group, and to give a new dimension to management by considering men as a differentiating wealth. GET COOPERER: I recreate the link between the different levels of the HR organization ( 70 sites), creating synergies, collecting and sharing best practices. We thus create an integration process and homogeneous supports. STRENGTHENING THE MANAGERIAL DIMENSION: I support the policy of re-internalisation of the workforce with a reflection on good managerial practices. All the managers of the profit center participate, creating a real community, that we animate. We create a process for identifying and training intermediate management. PUTTING SAFETY AT THE CENTRE OF PRACTICE: I support the DG and the Director of Security by putting safety at the heart of training processes so that the reduction and control of risk are inherent in recommended practices, managed by relevant action indicators.

The Group’s international growth ambition led its Chairwoman to decide to work with an experienced and professional HR in order to provide tools and methodology, this function having always been carried out by operatives. The challenge is to streamline and harmonize operations so that the robustness of the organization promotes and external growth. DEVELOPING ATTRACTIVENESS: We are facing a shortage of workers throughout Europe, reinforced by the low visibility of the Group, which uses a large number of brands. I support the creation of an internal school, animates the training managers who are our first ambassadors, recruits a communication manager. I encourage and participate in open days in our European premises. SECURING STAFF ADMINISTRATION: I am designing the process of making payroll payments in European locations, simplifying them, creating a more direct partnership , and putting in place a control. I also secure collective or practical agreements that require it. TAKING INTO ACCOUNT THE INTERNATIONAL DIMENSION: I'm directly involved in a part of the European subsidiaries in order to reverse the feeling of satellisation felt and strengthen mutual understanding. INTEGRATING A NEW BUSINESS: I participate in the integration process of the Company SOFLOG (1,300 employees, on a new business line for the Group; co-packaging)

Dentressangle doubles its size by acquiring Salvesen and offers me to come back to it, with the mission of merging two cultures that I know well: entrepreneurship, which can exacerbate individualism and local initiative, and networking, which favours the collective and the harmonization of know-how. The challenge is to make this acquisition mutually enriching. Over the period, XPO buys ND. DEFINE AND IMPLEMENT THE HR POLICY: I implement a policy whose pillars are demand and benevolence. It serves as a basis for the integration of European companies in the BU, of which we will make the most profitable activity of the Group as well as its social showcase: improvement of the profitability of 2 points, the safety performance of a third party, the involvement, the attractiveness. FACILITATING CONSTRUCTIVE AND HEALTHY SOCIAL RELATIONS: I ensure that the company is "more orthodox in law", having to change usual practices agreed with unions. I build a healthy relationship, based on integrity and transparency as to the objectives pursued, making it possible to make the social climate no longer a risk but a force. RAISING THE MANAGERIAL LINE TO COMPETENCE: The CODIR decentralizes the practice of power over the forty settlements we manage. I set up the hierarchical and managerial organization on our platforms, as well as the appropriate training. I accompany in a personalized way the thirty managers of profit center that we promote over the period. DEVELOPING THE PRIDE OF BELONGING: I hope that beyond the personal changes that our growth allows, employees will be proud of the company’s social ambitions. The employment rate of disabled workers is rising from 2% to 8.5%, we are effectively managing the issue of diversity and doubling the employment rate of young people.

The group’s HR VP, with whom I previously worked, is calling on me to get the Managment back in power against a central union organisation. At the end of this mission, I lead the seafoodtransport network HR, which is to transform by putting the notion of collective at the heart of the organization, through a common project. - DEFINING A LINE, COMMUNICATING AND FUNDING: To reverse the balance of power that has been established with the trade union organisations, I define a strategy that restores confidence in the middle management and occupies the field. - BUILDING A COMMON PROJECT: I am involved in building a business plan that will lead various companies to share a common ambition and processes. - STRUCTURE: I set up and run an HR department