Oscar Espinosa

External consultant. Project to improve the performance, structure and organizational climate of the institute focused on tangible results for migrant care services. • Organizational structure analysis. • Compensation and salary analysis. • Improve people engagement. • Change management analysis. (Design a new labor structure oriented to the institute's main objective, with job analysis, competency profile, salary structure, and 2-year strategic plan with goals, measurements, and incentives).

Responsible for leading the cultural and structural transformation of the organization; unifying policies, procedures and benefits across the region. 2 subordinates. Direct report to the HRBP International Director in London, England. • Oversaw in the Business Units (more than 350 employees and Managers) of procedures, policies, benefits, etc. in the Latin American region (Mexico, Peru, Colombia, Brazil, and Chile) achieving uniform benefits, with a result in regional/global costs of 15% savings. • Encouraged/committed to applying salary and compensation policies, and performance bonuses in the region. • Equipped the organization with agile methodologies focused on customer service, to change organizational cultures and new ways of developing activities (new model for the region). • Contributed to the definition of regional strategies focused on salary efficiency and compensation, training and development, and organizational culture of the region. • Partnered and maintained levels stipulated in KPIs by country in the region. • Participated in directing manager/worker observation assessments, to gather information for the management team, and provide information to optimize results and increase individual and group productivity. Achievements: • Expand Mexico’s benefits package with new dental and vision health insurance. • Application of salary policies by 95% and budget optimization by more than 33%. • Oversaw the launch of new administrative tools to streamline travel and administrative processes by expanding self-service at the employee and manager level (new corporate credit card and travel agency administration).

Responsible for leading the opening of new businesses in Puebla, implementing HR policies, procedures, and strategies according to the corporate offices in the U.S.A. Reporting directly to the Director of HR in St. Louis, Missouri. • Creation of the HR area for an infrastructure of more than 300 new employees (VW project), with management and control of a budget of 4.0 million dollars. • Consolidate policies, procedures, and outsourcing in Puebla and Cd. Juarez cities. • Supervision of payroll in Mexico and the US, coordinating and supervising NA’s new ADP payroll system. • Enforcement of the new local benefits plan with a marginal cost reduction of 30% in external services. • Designed and implemented new strategies for acquiring and retaining talent, training and development plans, salary and compensation personnel, payroll administration (Mexico and USA), and financial and HR analysis. • Engaged in a relationship with the Union in the City of Puebla, establishing policies and strategies aimed at staff development and optimization of functions. Achievements: • Reduction of the budget by 12%, eliminating suppliers in payroll administration. • Cost reduction in the budget of 40% in subcontracting of services. • Actively participate in the implementation of the payroll system for Mexico. Support in the administration of the same in the USA.

Consolidated the organizational strategy and HR management, according to corporate procedures. Direct report to HR Director in Dallas, TX; and dotted line to CEO in Mexico. • Created and strengthened Expatriate projects: salaries, benefits, transfers, location, and payroll management, eliminating outsourcing. • Led and coordinated HR support activities in all entities in Mexico and Brazil. • Salary plan for the next two years, unifying positions and benefits package with the corporate one, with a cost savings of 12% per year. • Establishment of the new corporate payroll system, achieving a reduction in execution time of more than 80%, and with total payment efficiency for employees. • Consolidated new benefits package, with the corporate one under specific parameters. Reduce the cost of outsourcing by 12%. • Partnered with the management and response to the general HR audit at the headquarters in Germany. • Improved project to identify and manage the development of skills of employees to support business needs. • Led KPI standards; job satisfaction index; OD climate surveys. Achievements: • Achieved Expatriate Project with a 35% savings in external administration. • HR’s two-year strategic plan. • Reinforced payroll system for Brazil and Mexico facilities