1. AURELIE JUNOT-RUIZ
43 ans,
Master in Labor law, Specialization in collective agreements,
Université PARIS X Nanterre, 1999
French, native idiom
Good level in Spanish and English.
HR Manager
Project management for reorganization and culture changes
Summarize
During 15 years managing HR at Air France KLM, I had several opportunities to
develop knowledge and expertise in different HR positions, such as expert positions
– jurist in labor law and social relations- or as HR manager taking decision in all HR
field for a department and responsible for recruiting, implementation of training
programs, negotiations with Unions and representatives, HR communication and
project coordination.
Since September 2012 I have joined a position abroad, based in Madrid, as HR
Manager for Spain and Portugal.

2. My current challenges are to drive changes in organizations and cultures. I am also
working on management programs, managing performance and talent.
Career Summary
HR manager for Spain and Portugal,
Based in Madrid, September 2012 until now,
2 countries, 250 employees/43 managers and all activities of AF-KLM
/DELTA/ALITALIA/MARTINAIR(Sales and Commercial, Airport staff, Cargo and Line
Maintenance).
Jurist – Air France - Ground Service Department,
Based in Roissy-CDG, September 2012-September 2011
10 000 employees in ground service, 12 different localizations in France, mainly in
Roissy and Orly but also Nice, Strasbourg, Mulhouse, Marseille, Corse, Bordeaux,
Nantes and Lyon.
HR Project manager- Air France - HR Headquarter,
Based in Roissy-CDG September 2011-january 2008
3 projects, negotiation of the agreement about the Unions ressources in AF- Election of
the new Air France board of trustees- Elections for the Air France representatives´
institutions (Délégués du personnels et Comités d´Etablissements).
HR Manager – Air France Cargo
Based in Roissy-CDG January 2006-January 2008,
450 employees, 150 managers and middle managers.
HR Manager – Air France Line Maintenance
Based in Roissy-CDG January 2006-May 2003
750 employees, 250 managers and middle managers.
Jurist – Air France Line Maintenance

3. Based in Roissy-CDG May 2000-May 2003
5 000 employees and 150 apprentices mainly based in France but also abroad.
My objectives and major achievements
My objectives as HR Manager,
- Supporting managers leading a project,
More and more we need to work in project mode, as work conditions and
organizations need to adapt in a context of continuous changes.
My support to the managers is to provide methods and structure in preparing,
defining the planning, the goals, building the business case with the required
functions and skills/competencies needed for the future organization.
Then in implementing what had been prepared- the communication plan is an
important part of this stage towards the different stakeholders.
And off course, monitoring, reviewing, and at the end measuring results in order
to prevent the change process dragging on. Motivating the organization after the
restructuring is an important part of this step.
- On being a business partner,
To develop skills and competencies, build training programs or coaching
sessions for staff or manager, to detect the talented people and have a clear path
towards them.
To find different ways on how to motivate people, and how to keep talent in the
company.
To recruit and drive the internal mobility, negotiation with Unions, counsel and
support to managers.
To prepare data and studies for the negotiations with Unions, collective or
individual agreements, and closely monitor the social climate.
My major achievements
- In a reorganization project, the Sales reorganization in Spain, October 2013-
abril 2014.

4. Spanish market was not adapted to the new market realities, and had quickly to
change its organization and ways of working. Downsizing number of employee and
centralizing activities were the most difficult part of this reorganization, with the
closure of 3 localizations in Spain, and an economical context in crisis –more than
25% of unemployment in Spain.
As HR my role was to find the most adapted way to implement this new
organization, managing the different risks and stakeholders like Unions,
representatives, staff impacted by forced lay off and staff staying in the future
organization.
It was also to identify the key staff, competencies and skills needed in this new
organization.
Lean on a strong communication plan with the different stakeholders, an
implication of the high managers as well as the middle managers, and a close
monitoring during all steps of the project, the new organization started on time,
without any trouble. And since it started we are able to enter in the last part which
is motivating those who stayed, trainings, coaching programs and teambuilding.
- In implementing a change by implementing the electronic vote system for the
election for the board of trustees of Air France Group in 2010
This two years´ project was important as the election not only concerned Air France
Company but also all the Companies of Air France Group based in France, so in total
25 Companies (Servair Group, Bluelink, CRMA, Sodesi,…). At the same time, the
Unions that were able to propose their candidate to this election – 14 Unions in
total- were not in favor of this system and always wanted the manual system, with a
highly cost of the election´s operation.
In charge of this project, I applied a methodology to structure my work and to reach
my goal which was a good participating rate at this election and Unions´confidence
in the electronic vote system.
At the end of this project the Unions had a better approach of this system-and we
effectively had a good participating rate-, as with follow up meeting regular with
them, they understood and started being expert of one system they were afraid
about first.
- In driving culture changes by implementing a program for managers and
middle manager to adapt their management style.

5. Since the way of working are on continuous changes (new technologies, a different
approach with work by each generations,…) the management methods needs to
follow those evolutions.
In the Region IBP the context is globally a top down management, with a telling
style, more often focus on operational tasks. On the other hand the employees are
complaining because of the lack of initiatives and empowerment and demonstrate
sometimes poor motivation.
I put in place a management program dedicated to the 43 managers of the IBP,
based on three annual sessions, with theory and practice, during while we focus on
management approach and management technics. The objective is to harmonize the
management approach towards more empowerment of the employees and coaching
of the employees.
Those sessions are complemented with a social media dedicated to all the managers
where can be shared, information, tools, books, and best practices.
Others achievements and interests
Others achievements,
As a student I used to be involved in association as volunteer. My experiences were
more in helping lonely people (in an old people´s home for two years and then I
have been visitor in jail for three years). I learned how important it was to be
without prejudging if you want to establish a true relation, humility, and the
importance of human relations and bonding.
Interests,
Walking and meditating, Yoga, reading, and all subjects related with wellness in
general and especially at work.
About this last point in my current job, it is one of my priorities. I´m organizing short
events for our employees, inviting an expert who provides information about, for
example, what is stress at work, dietetic education, sleeping disorder.