Ingolf Thom

Leading the global HR function and all aspects of the Company’s people strategy

Represented HR at the Joint Integration Management Office; reporting to Dow’s CHRO and COO, and collaborating with C-suite executives of both companies; leading the integration planning activities in preparation of Dow DuPont merger (combined market capitalization of $130B and 105,000 employees), and the subsequent spins into three world class chemical companies

Transformed Dow’s global mobility strategy enabling higher business ROI, reduced cost by $25MM annually; partnered closely with global leadership; managed global payroll for ~1,000 expats; led team of four mobility leaders and 44 partners globally. Built and facilitated Dow’s global network of HR labor relations leaders; set global strategy & guidelines; provided know-how, benchmarking and best practices; built training curriculums. Reported to CHRO in both capacities.

Provided strategic HR counsel to CTO and R&D VPs; defined the R&D people strategy (6,500 researchers globally); implemented Future Fellow Program and R&D Talent Mgmt Playbook revitalizing succession planning and talent development on managerial & technical career tracks; conducted global job evaluation project for R&D/TS&D; integrated Technical Service & Development function into R&D; introduced global leadership development program for female high potentials

Led strategic workforce planning (52,000 employees; $6B in labor cost; 5,500 hires annually); provided workforce insight and analytics to CEO, HR and business leadership; led two global restructuring programs (WF reduction by 4,300 employees); led global CoE and talent acquisition organization; implemented Dow’s 1st integrated global employer branding and social/digital sourcing strategy; led complete overhaul of Dow’s global on-, cross-, and off-boarding processes; centralized university relations programs

Responsible for people strategy (1,400 empl.; $2.7B rev.); revitalized HR team; integrated HR progs after Rohm&Haas acquis.; transitioned comp structure & retirem. benefits from TQPP/DB to DC/CB; impl. large hiring & launched 1st univ. rel. prog.; intro Leadership Academy Stayed in Japan after Great Tohoku earthquake to lead relief effort as member of crisis mgmt team; evacuated 146 empl. & families from Fukushima prefecture Led WFP and talent acquis. for APAC (staff in 14 countries); hired 1,400 staff

Led HR strategy and implementation for integrated site (1,500 empl); reported to site leader & country HR director; led site training center (120 apprentices); led labor relations with site and central works councils; transformed hostile into moderate labor climate through altered collaboration approach; led labor negotiations on new global performance mgmt and compensation processes, etc.; executed global restructuring on site; led labor negotiations for several divestiture projects on site

Led design and implementation of HR talent management and learning strategy, programs, processes, and organization; reported to HR TM director for EMEA/APAC and India Leadership Team; implemented integrated TM strategy resulting in exceptionally high client satisfaction; hired and trained HR staff, selected vendors, managed facilities, trained trainers, and implemented learning resource planning and scheduling system; hosted first India leadership development program.

Supported people leaders with a portfolio of talent management and organizational effectiveness solutions; led local delivery of Dow’s global learning resources; initiated and led global Six Sigma project to design and implement the Dow Cultural Navigator, a suite of cross-cultural learning solutions for employee & leadership development, including expats to the Sadara project in partnership between Dow and Saudi Aramco in Saudi Arabia.

Facilitated organizational re-designs at integrated manufacturing site with 2,300 employees and various newly acquired manufacturing sites in Germany, Switzerland, and Kuwait; implemented Dow’s global work processes, empowered team structures, and ODMS; led site D&I steering team; facilitated strategic planning sessions; led Six Sigma project on shift work optimization; supported site and country leadership in various strategic initiatives.

Participated in CCL leadership development programs; facilitated internal organizational transformation project

Fisher Graduate School of International Business MBA in International Management; GPA 3.9/4.0 Fulbright scholar Awarded membership of Sigma Beta Delta International Honor Society in Business, Management, and Administration

Personalmanagement und Controlling Gesamtnote "sehr gut" Auszeichnung für die beste Diplomarbeit des Jahres 2000