ROGERIO KIYOSHI HIRAMOTO

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Implementing a regional HR Operations structure for LATAM (9 countries).

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Implemented the LATAM HR SSC (Shared Services Center) for 14,000 employees spread in 20 countries regarding Talent Acquisition, Payroll, HR Administration and Service Desk areas. Designed the LATAM HR strategy considering multiple towers to be delivered towards the upcoming years. Delivered the Workday implementation and payroll transition for a single vendor in 19 countries in just eight months.

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Leading a HR SSC (Shared Services Center) for a chemical company (multinational with 2,800 employees in Brazil spread in 15 production sites and 9 business unities) in Payroll, HR Administration, Benefits, Expatriates and Service Desk areas. Also, implemented a project to stabilize the operations which resulted in Payroll Accuracy SLA that moved from less than 95% to 99.9% in just two months. Implemented a RPA pilot project to improve efficiency. Delivered a new benefit car policy with savings of USD 3 millions and reaching 450 employees. Planned and implemented Labor Relations & Facilities Shared Services Centers. There was a saving of USD 1,2 million, ROI of 60% and payback in just six months. Conducted the spin-off of one business area composed of 1/3 of AkzoNobel throughout a global project in preparation for a divestment and further sale or IPO processes. Lead an assessment in preparation for the HR regionalisation in 10 countries in LATAM. This included a bid to select a regional payroll provider. Lead several discussions of Performance Review, Talent Management and Talent Development. Participated as an expert in several workshops in USA and The Netherlands to select the new Global HR Information System (comparison of SuccessFactors, Workday and Oracle).

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Led a HRO ? Human Resources Outsourcing (also called BPO ? Business Process Outsourcing) contract for an agribusiness company (multinational with 2,600 employees) in Payroll, HR Administration, Compensation & Benefits, Training & Development, Recruitment, Expatriates and Service Desk areas. This project led the startup of a new business line in Brazil. Implemented Global HR processes and tools (SAP HCM, Taleo and SumTotal) and off-shoring activities in India for 15% of the operations. Used to meet and exceed aggressive SLA`s ? service level agreements and KPI`s ? key performance indicators. Conducted several workshops to detail and train the client and internal teams on new HR operating model in Switzerland, United Kingdom, Poland, and Germany.

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Delivered a regional project of Payroll and Time & Attendance for 18 countries in LATAM for a leading global manufacturer within budget, quality and schedule. Implemented SAP HCM and delivery of Payroll and Time & Attendance for a global leading manufacturer in 5 countries (Brazil, Argentina, Chile, Paraguay and Uruguay) for 6,500 employees in different systems and models (SAP, Microsiga and Deloitte). Sponsored Lean Six Sigma projects for cost reduction and process improvements to meet ISO 9001, ISO 27001 and SOX requirements. Prepared and conducted several workshops in USA, Panama and Argentina.

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Acted as Corporate Human Resource adapting the global policies for Brazilian local legislation, recruiting & selection, training & development, compensation and payroll. Also, implemented a project to hire employees with physical deficiency. Coordinated two Interns Programs from recruiting to on boarding to renew around 20% of workforce for a consulting firm and also negotiated with union to create the a mechanism to compensate overtime and developed a profit sharing program.