• As a team, we must achieve 3 tasks (SD-circularity, New business, lobbying).
• The one outstanding task requesting unusual skills is circularity. This requires making possible what is considered impossible, building a new business model and very complex project (due to granularity and expertise knowledge to acquire while working).
• Project implies animation and transformation skills broader than the SD team, project team but group-wide.
• The project complexity and duration (10 years) makes this PMO job is critical for the achievement of the team’s mission.

Major Duties / Responsibilities of Job

Please write in order of importance the top 5 duties or activities. State the approximate percentage of time spent on each duty in a given year.  Do not list all of the individual taks or steps that are performed.

Rank

% of Role Focus

Duty or Activity

15%

Ramp up of Lighter SD plan and circularity

83%

Replicate lighter SD plan deliverable to Stationary, Shaver, Brushes to make SD profitable

1%

M&A new business chasing (integration is not in the scope)

1%

Lobbying

Total

100%

ßThis total should be 100%

                                                     Knowledge, Experience, and Education

What is the minimum level of knowledge (e.g., theories, principle, concepts, etc.) and skills that are necessary to competently perform the job (include formal education or equivalent, type and years of prior work experience, and other qualifications)?

Education: 

• Ideally MBA, sustainable development, public politics, environemntal science and related areas.
• Ideally professional certification in ESG and/or project, portfolio management (ex: PMP, Prince2 or equivalent).
• Needed profficiency in English and French. Portuguese and spanish are a plus.
• Not relevant. Only experience does.

Related Experience:

• Proven record in value creation working in matrix and multi-cultural organizations
• Knowledge on project and portfolio management tools (MS-Projects, ServiceNow5PM or equivalent).
• Very mature PMO experience (cc. 15 years).
• Great knowledge of the BIC group (category, plant, support/group function…), international experience (mainly Europe and Americas).

Special Training or Competence:

• It is critical to have real plant knowledge and experience.
• LOOK THE REST ON THE HIDDEN PART ON THE TOP OF PAGE2
• It is critical to have experience of building/managing alternative business models.
• It would be highly beneficial to have direct experience of lighter manufacturing and teams (category and plant) and real strong interest to have a good knowledge of ST & SH manufacturing.
• It would be a plus but not critical to have exposure to M&A and lobbying.
• It would be a plus but not critical to have SD knowledge.

Organizational Information

Amount

Type of Control:

Primary, Shares, or Advises

Salary of Direct and Indirect Reports

$

Annual Operating Budget   

What budget amount does this position have authority over (do not include capital expenditures).

$

Annual Revenue

What is the sales amount for the area that this position works in.

$

Other Financial Dimension

Temporary Staffing Provider

Packaging Materials not in AOB

$

$

S

Organizational Structure

Please show the titles of the position’s manager, peers (other positions that have the same reporting relationship), and the positions that report directly to this job.  Indicate the number of people in each subordinate position and the number of people that report to each of them.

# of Employees under Direct Supervision

# of Employees under Indirect Supervision

                                           82

Organizational Information

Financial Dimensions

Provide financial dimensions about the position that will best describe or measure its size, influence, or effect on the business.     Enter “n/a” if the financial impact of the job cannot be determined. In the last column indicate whether the position has “Primary” control of this dimension, whether it “Shares” in making final decisions as part of a group, or if it “Advises” those who make the final decision concerning this dimension.

Key Challenges

Describe the nature and variety of the most typical and the most complex problems this position must resolve.

Typical Challenges:

• Planning, follow up, animation, anticipation, reporting and lead. AND document to industrialize.
• Ensure the project portfolio gets executed, anticipating redundancies, dependencies and conflict of scope between projects.
• Process: establish a lean project management framework focused on value creation.
• People: provide coaching and training to other project managers on the portfolio, serving as a catalyzer to achieve better and faster results.
• Technology: foster and ensure the usage of company’s project portfolio management tool, leveraging automated reporting for faster decision making, ensure confidentiality where needed.

Most Complex Problems:

• Complexity of building a new business model, with no direct authority on teams on very diverse teams and complex project (SD – circularity). Engage and support teams to make possible what is impossible.
• Extremely granular and detailed project : scientific research, collect-recycling, revalorize parts and raw materials, close the loop with normal production and Quality-Control.
• Keep momentum and enthusiasm on the very long run (10 years) with a necessary stable wide teams.
• Group wide we speak of a real transformation work.

Decision Making Authority

Identify the types of decisions that this position has the authority to make on its own as well as those that must be referred to others.  In both cases, include authority for decisions regarding issues of policy and procedure, administrative matters, and personnel (hiring, firing, salary increases, etc.).  

What typical decisions does the position have total authority for making? 

• Wider team animation.
• Update SD team and affiliates on progress/evolution of projects when necessary (not building a weekly process)
• Track project KPIs (delivery, budget, risks, benefits) and prepare management dashboards
• Facilitate cross‑functional coordination and arbitration on priorities/resources
• Support change management (communication, stakeholder mapping, adoption tracking)
• Capitalize best practices and lessons learned across projects

What types of decisions would require input from this position.

• Timing, interdependencies, anticipation, alerts.

What typical decisions are referred to others for approval?

• Those who know are decision makers.

Additional Information

List any information not included in the previous answers that is import to know about the position.

Additional information

• Open and curious.
• Highly operational/hands on.
• Constant very close contact with me: nearly a duo.
• Close connection and liaising with finance, with Phoenix transformation team (reporting progress on weekly basis on all projects from Phoenix).
• Strong connection with category Quality-Control teams.

Supervisor Section

Identify the types of decisions that this position has the authority to make on its own as well as those that must be referred to others.  In both cases, include authority for decisions regarding issues of policy and procedure, administrative matters, and personnel (hiring, firing, salary increases, etc.).  

What do you consider the most important function of this job?

Engage, track, hands on, alert, correct.

What specific knowledge and skills would you expect an employee to have to be able to competently perform this job?

Skills: influence, sense of humor, animate, build momentum. See above.

What do you consider the minimum training or education requirements (or equivalent) for this position?

Nothing beyond the above.

Comment on the statements made by the employee.  Indicate where information may be unclear or inaccurate.  Add any items that will make the questionnaire more complete or accurate