Sarah Lérault

In 2020, Danone IT & Data function (3000 employees worldwide) embarked on a transformation project to become an Agile and Product Centric organization by 2025. I contributed my skills to the delivery of the ORGANIZATION & CHANGE workstream, in the areas of: Design of organization, ways of working, processes etc. Data collection & Data quality Orga analysis Change and transformation related activities My achievements include: • Mapping of the function’s 1,500 positions into an organizational design and workforce planning tool (Orgview), while ensuring data quality control • Calibration of new Agile roles and definition of content for each role (10 positions) • Creation, animation and development of an online community around Agile (2000 members) • Creation and implementation of over 350 events dedicated to Agile This was a long-term interim management mission.

As Talent Development head for Uniprotect, I designed and delivered the training plan for the group's 500 security specialists (2019-20 budget: 300K€). Uniprotect operates in a strict regulatory environment in which ad hoc training is mandatory to the pursuit of the group activities. That means delivering over 9000 hours of training for a rooster of 250 staff on an anual basis. In addition, in order to optimise spendings and maximise training efficiency, I initiated the launch of Uniprotect's internal training center.

I left Schering-Plough with the project of reconnecting professionally with Japan in a business environment that would make the most of my language skills and understanding of the business culture specific to Japan. In order to reach my goal, I: Prepared and sat for the Japanese Language Proficiency Test- Level N2 Researched the market of Japanese companies in France Did multiple stays in Japan in order to expand my network Which resulted in my next position with Paris-Tokyo SA. From January 2014 onward, I supported the development of the newly established French subsidiary of a Japanese confectionery company. In this role, I liaised between the Japanese management team and their French counterparts (French authorities, suppliers and customers) on all levels and in a wide array of topics going from daily administration, to sales, HR and communication. In this fast growing business environment I was able to maximise benefit of my strong organisation and coordination skills, as well as ability to react swiftly to an ever-changing situation in order to enable the team to work smoothly towards their goals. This is what I did: Managed sales and purchases. Managed HR matters such as recruitment, terminations, contracts, and work permits. Led communication towards all stakeholders. Facilitated teamwork between French and Japanese staff, defused cultural misunderstandings, eased language barriers and managed crisis.

In my role as an HRBP, I coached and supported the Directors on all operational HR issues. Upon joining Schering-Plough, I took care of a population of territory sales representatives (300 people), and from 2007 onward, I was in charge of the support functions (280 people). In addition, in 2006, I set up the Internal Communication role and structure. All in all, this was a well rounded experience in operational HR! I enjoyed the opportunity to work with all the different functions within the company and deal with their specific set of challenges. This is what I did: Managed internal mobility, monitored jobs and competencies requirements as well as training needs. Advised on organisation’s optimisation, managed change and recruited talents. Supported directors on issues such as people development, performance review process and disciplinary measures. Implemented wage policy in coordination with the Comp&Ben department. Managed Internal Communication: Global Opinion Survey (81% participation rate), Incentive event (40K€), Intranet launch.

In 2003, Amgen decided to reorganise its financial operations in Europe and set up a finance shared services centre in Breda (NL).My mandate, within the project team, was to manage all HR and change management issues related to the shared services centre’s implementation. This was a great learning experience where I honed my HR skills and put my communication skills and creativity to use in a fast pace environment. This is what I did: Defined the shared services centre’ structure and roles, coordinated the recruitment of 25 team members. Organised and implemented a knowledge transfer plan from the affiliates towards the shared services centre. Set up a restructuring plan for the 12 European affiliates, relocated impacted employees (5 persons). Managed change: launched a marketing campaign promoting the shared services centre, created all communication tools and ensured consistency of the message delivered to the affiliates.

As part of the newly created “Strategic Recruiting Team”, I contributed to Hilti’s long-term top management succession plan by head-hunting & developing international high potentials for the group. In this role, I gained invaluable skills in assessing and selecting people. I also loved the challenge of building up Hilti’s corporate reputation on campuses up to “best employer”. This is what I did: Defined recruitment strategy, initiated and managed school relationships with Top 10 European MBAs. Managed Hilti’s partnership with CEMS (Community of European Management Schools). Managed recruitment activities (recruited 80 high potentials over 3 years). Created and implemented a Management Development Program for young talents. Reengineered Hilti’s Assessment Centre to match competency model; as a certified assessor selected best candidates.

In this position, I managed COGEMA’s communication and PR activities in Japan, targeting our partners (industry, institutions) as well as the general public. Being at the crossroads of industry, politics and environment was a fascinating experience. Working for this particular industry in this particular country proved to be challenging at times but I loved every minute of it! This is what I did: Implemented the media plan and created the website. Planned and managed all PR activities. Organised visits for Japanese VIPs (utilities, parliamentarians) to COGEMA facilities in France and coordinated business missions to Japan.

Monaco, what else? I was selling a dream... I enjoyed the creative side of the job, along with the challenge: persuading Japanese tour operators to schedule an overnight stay in the principality as part of their French Riviera package tours. And it worked! In the span of one year, Japanese tourism in Monaco had increased by 22%. This is what I did: Created innovative package tours in cooperation with Japanese travel agencies. Organised sales promotions. Implemented advertising campaigns. Organised educational tours for the media. Planned and managed PR, including Trade shows (80.000 visitors over a 3-day period).

I joined the Hyogo Prefectural Government through the JET program (Japan Exchange & Teaching). My mission was to promote and develop the cultural, economical and political ties between Hyogo Prefecture and the French department of Seine-et-Marne, in the framework of their twinning project. In this position, I gained invaluable insights into Japanese public administration in one of Japan’s most industrialised prefecture with a gross product equivalent to Denmark’s GNP. This is what I did: Liaised during French commercial and diplomatic missions in Hyogo. Familiarised the local community to French culture (lectures in Japanese, participation in think tanks). Run a traineeship program for business school students from Seine-et-Marne. In the aftermaths of the 1995 earthquake, I liaised and interpreted for the Swiss rescue organisation "Swiss Disaster Relief Unit".