Marcelo Nobrega

Aceleradora de Pessoas - Mentoria de Líderes e Profissionais de RH, palestras e workshops sobre liderança, futuro do trabalho e inovação em RH.

• Redução de custos indiretos com turnover (de 180% para 60%); absenteísmo (de 15% para 2%); sinistralidade do plano de saúde (de 250% para 54%); e, causas trabalhistas de (R$30M para R$20M/ano).
• Resolução de um ambiente de conflitos com os diversos sindicatos da categoria, autoridades fiscalizadoras, mídia, judiciário e ONG´s com a consequente recuperação da reputação da marca empregadora da empresa posicionando em 1º do setor.
• Implementação da área de Desenvolvimento Organizacional… Show more

• Redução de custos indiretos com turnover (de 180% para 60%); absenteísmo (de 15% para 2%); sinistralidade do plano de saúde (de 250% para 54%); e, causas trabalhistas de (R$30M para R$20M/ano).
• Resolução de um ambiente de conflitos com os diversos sindicatos da categoria, autoridades fiscalizadoras, mídia, judiciário e ONG´s com a consequente recuperação da reputação da marca empregadora da empresa posicionando em 1º do setor.
• Implementação da área de Desenvolvimento Organizacional com destaque para o Planejamento Sucessório que permitiu a renovação de 35% dos membros da Diretoria sem risco de continuidade para o negócio.
• Avanços em diversidade do quadro de pessoal: cumprimento da cota de PCD´s, aumento da representatividade de mulheres na Diretoria (de 5% para 30%) e no papel de consultores de operações (de 2% para 32%).
• Incorporação da mentalidade de SSMA no dia a dia da área de Operações.
• Essas ações foram reconhecidas através de diversos prêmios pessoais ou corporativos, tais como: RH Mais Admirado do Brasil, RH mais Influente da América Latina, Dirigente de RH Top of Mind, Great Place to Work, Melhores Empresas para Se Trabalhar, Women in Leadership e a certificação Top Employers. Show less

- Re-structuring and development of the HR team. Direct reports representing all HR-subsystems: OD, Training, HR Operations, Comp & Benefits, Internal Communications and Recruitment; and BP´s supporting the BU´s. Rebalancing of structure to strengthen BP teams. HR development focused in: project and change management, LEAN, HR Analytics, coaching and internal consulting. Streamlining of systems, policies and work procedures which resulted in 10% reduction of HR headcount and budget.
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- Re-structuring and development of the HR team. Direct reports representing all HR-subsystems: OD, Training, HR Operations, Comp & Benefits, Internal Communications and Recruitment; and BP´s supporting the BU´s. Rebalancing of structure to strengthen BP teams. HR development focused in: project and change management, LEAN, HR Analytics, coaching and internal consulting. Streamlining of systems, policies and work procedures which resulted in 10% reduction of HR headcount and budget.
- Implementation of “Performance Dialogues”: monthly information package distributed to BU´s with people KPI´s such as cost, turnover, absenteeism, medical leaves and overtime which resulted in as much as 50% reduction in overtime and medical leave costs.
- Development of the Talent Management cycle: objectives setting, performance evaluation, feedback, 9-box, succession planning, personal development plans. And expansion of the Training Program to include Behavioral and Leadership Development offerings, a revised New Employee Onboarding and a Mentoring Program.
- Improvement of ANAC training compliance (airport and ground handling staffs and crew) from 40% to 90% in 12 months. Introduction of e-learning and other innovative tools with the reduction of US$2M in total cost of training.
- Local lead for the roll out of the LATAM Corporate Culture and Values.
- Reduction of 25% in headhunting fees and improvement in SLA compliance in the filling of 5,000 jobs yearly.
- Re-vamp and launch of entry-level programs: regular and international summer internships, trainees and international undergrads and MBA´s.
- Negotiated with the Unions annual salary increases to be implemented in brackets which allowed for meritocratic distribution and savings of payroll budget.
- Redesign of the Internal Communications Strategy with better fit between tools, messages and audiences. Show less

Guest speaker and lecturer at undergraduate courses at PUC-RJ and IBMEC and at graduate and continued education programs at IBMEC, ESPM, Fundação Getúlio Vargas and Fundação Dom Cabral on topics such as: Stratregic IT, Business Strategy, Strategic People Management and Corporate Social Responsibility.

Integrated oil company, US$ 26 billion of revenues in 28 countries. The company operated through four business units: Exploration and Production, Refining and Distribution, Gas and Electricity and Chemicals. Operating in Brazil since 1997, it had 476 employees and reached a US$250 million revenue in 2001. Report to the Country Manager, responsible for Human Resources, Purchasing, Information Systems and Environment, Safety and Quality with a team of 28 people. Responsible for an US$18 million… Show more

Integrated oil company, US$ 26 billion of revenues in 28 countries. The company operated through four business units: Exploration and Production, Refining and Distribution, Gas and Electricity and Chemicals. Operating in Brazil since 1997, it had 476 employees and reached a US$250 million revenue in 2001. Report to the Country Manager, responsible for Human Resources, Purchasing, Information Systems and Environment, Safety and Quality with a team of 28 people. Responsible for an US$18 million annual budget.

• Implementation of Repsol YPF Brazil’s people management system encompassing processes such as Competencies, Career Planning, Remuneration (Hay system), Succession Planning, Management by Objectives, Climate Survey, Performance Evaluation, Potential Evaluation and Variable Pay. Visits to companies ranked in the “Exame – Best Places to Work” survey and participation in Saratoga Institute’s and Hay Group’s annual surveys for the purpose of benchmarking performance.
• Team Leader for the SAP/R3 implementation project (FI, CO, MM and PS modules). The project involved 25 people, employees and third parties, and was budgeted at US$500.000.
• Implementation and Certification (ISO 9002) of the Total Quality System of the internal service areas (Finance, Human Resources, Shared Services and Institutional Relations).
• Structuring of the Purchasing Department, responsible for the centralized acquisition of all non-productive materials and services (indirect budget of US$ 26 million).
• Implementation and maintenance of the Selective Waste Collection Program at Parque Nacional da Tijuca. The program was twice awarded a prize by the Minister of Environment (2000 and 2001).
• Establishment of a Corporate Volunteer Program.
• Coordination of the Strategic Planning process for the staff departments. Show less

An independent asset management firm dedicated to stock funds for both institutional and private investors. Assets under management: US$20 million. Responsible for back-office activities and client relations.

Worked on projects such as: systems and processes implementation for medium and large size companies. Localization of educational software on mutual funds investing for Citibank. At Rede Globo, the restructuring of the Help Desk that served 1000 users with the definition of a Service Level Agreement (SLA) and the participation in diagnostic meetings with the client with the purpose of suggesting new IT solutions. At Banco do Brasil, implementation of the stocks, futures and commodities… Show more

Worked on projects such as: systems and processes implementation for medium and large size companies. Localization of educational software on mutual funds investing for Citibank. At Rede Globo, the restructuring of the Help Desk that served 1000 users with the definition of a Service Level Agreement (SLA) and the participation in diagnostic meetings with the client with the purpose of suggesting new IT solutions. At Banco do Brasil, implementation of the stocks, futures and commodities back-office automation system. Show less

Due to the migration of financial markets activity to São Paulo as well as its internationalization, Ativa’s market share dramatically dropped in the end of the 80’s. Under the administration of two new partners (who joined in 1992), its market share increased 10 fold to 2% of the volume of the Bovespa and new business units were launched (asset management and underwriting, for example).

I was responsible for all back-office activities with a team of 35 people: systems, mutual funds… Show more

Due to the migration of financial markets activity to São Paulo as well as its internationalization, Ativa’s market share dramatically dropped in the end of the 80’s. Under the administration of two new partners (who joined in 1992), its market share increased 10 fold to 2% of the volume of the Bovespa and new business units were launched (asset management and underwriting, for example).

I was responsible for all back-office activities with a team of 35 people: systems, mutual funds administration, accounting, custody and treasury. The need to keep up with the strong business growth and more complex activities demanded a complete reformulation of these supporting staff areas with new systems and people, the redesign of processes and training in new competences and tools. Show less

Responsible for the implementation and maintenance of the microcomputer network at the Rio de Janeiro office. Staff of 2.