Connecting Boards and HR

ABOUT US


Our clients are convinced that there can be no sustainable economic performance without the creation of human and social value.

For them, the key to success lies in a fruitful collaboration between the company's governance bodies. Our mission, since the creation of SpringBoard in 2017, is to help them achieve this goal.

To do so, we rely on our ability to effectively connect Boards of Directors and management teams around human resources issues.

We support Boards (Boards of Directors, Supervisory Boards) and their Committees in the governance and resolution of human capital issues, at the right level of concern and priorities for the Board.

We help senior management and HR leaders to engage in a meaningful dialogue with their Board, giving primacy to what matters to the Board. We guide them every step of the way.

Helping our clients to enhance the human and social value of their companies

OUR VALUES AND COMMITMENTS


Integrity - By the nature of our work, our clients entrust us with sensitive information. We protect the confidentiality of our exchanges and our work. We protect the reputation of the companies we work with. We avoid any conflict of interest.

Relevance - Our interventions are based on a good understanding of our clients' culture, their challenges and the degree of urgency of the work to be done. This diagnostic phase, even if rapid, allows us to adapt our response to their specific needs.

Balance - We believe that a successful assignment is based on the consideration of several dimensions. Respecting the balance between the urgent and the important, the short and the longer term, and reconciling human and financial imperatives are the hallmarks of our interventions.

Experience - We know what the daily life of a CHRO or a CEO is like. And we understand the dynamics of the Board of Directors. We are familiar with these roles and their challenges. With our experience, we focus on what's important to our clients.

Agility - We scale our resources as needed, drawing where necessary on a network of experts we have worked with and trust. We also know how to work with our clients' partners and ecosystem.


AGNÈS BUREAU MIRAT


Agnès Bureau-Mirat founded SpringBoard in 2017. She has spent most of her career in the corporate world, holding senior executive positions in Human Resources, CSR and transformation management positions, serving on the Executive Committee of global groups, both in the industry and services sectors.

Her experience concerns listed groups or groups under LBO, for which she has accompanied several major and transforming operations, such as acquisitions, divestitures, partnerships, international growth plans or IPOs. In addition to her work at SpringBoard, she is a company director and sits on the board of several companies. She is a lecturer at Sciences Po and the French Institute of Directors (IFA), for which she coordinates programmes on governance, human capital, ethics and CSR issues.

Agnès is a graduate of Sciences Po Paris and holds a master's degree in Human Resources Management from the University of Paris Dauphine. She is a certified corporate director from Sciences Po and the IFA. She is also a graduate in governance from the Institute of Directors in London, of which she is an active member.

Agnès has lived in London and Milan. She can conduct assignments in French, English, Spanish and Italian.


ROMAIN BUREAU


Romain Bureau has 35 years of experience, including 15 years in business and 20 years in consulting. During his career, he has held various positions: in the factory, in sales, in marketing, as HR Director and then as General Manager within a large service group. Before joining SpringBoard in 2019, he was a senior partner in a leading international consulting firm, where for a dozen years, he successively managed the M&A practice, talent and compensation consulting and development activities for France.

His experience focuses on organisational effectiveness and development, human capital strategies, compensation systems, professional equality, performance management, HR transformation, management and leadership development. He has also assisted a number of companies with organisational, HR and cultural aspects of mergers and acquisitions, from due diligence to integration.

Romain is a graduate of HEC Paris and has published various articles on HR performance, executive compensation, compensation strategies and professional equality. He can conduct assignments in French and English.


OUR MASCOT


Mozzarella was there when we launched SpringBoard. She sometimes participates (discreetly) in certain meetings with our clients.

Loyal, committed and always enthusiastic, she has become the mascot of SpringBoard for some of our clients.

AREAS OF EXPERTISE


Board effectiveness - diagnosis and improvement of governance, setting up of specialised committees, training of directors.

Board effectiveness Lire la suite...

Nominations - definition of succession plans within the Board of Directors and/or senior management teams, managerial succession in family-owned companies, mentoring and integration programmes.

Nominations Lire la suite...

Executive compensation - remuneration policy, design and alignment of packages, support to shareholder dialogue, preparation and follow-up of Remuneration Committees, Board of Directors and Annual General Meetings.

Executive compensation Lire la suite...

Performance management and remuneration policies – definition of missions, roles and performance criteria, individual and collective incentive schemes.

Performance management and remuneration policies Lire la suite...

Assistance in major operations, mergers and acquisitions or IPO projects, from HR due diligence to closing.

Assistance in major operations, mergers and acquisitions or IPO projects Lire la suite...

CSR and diversity policies – HR implementation of the Company's purpose, extra-financial reporting, ESG indicators, inclusion and diversity policy.

CSR and diversity policies Lire la suite...

HR strategic plans – support in the formulation and presentation of HR strategy to the Board and other stakeholders, organisation and performance indicators within the HR function.

HR strategic plans Lire la suite...

INTEGRATING THE COMPANY'S PURPOSE INTO
PERFORMANCE MANAGEMENT


The General Management of a major financial institution entrusted us with the implementation of its brand new "raison d'être" and strategic plan by redesigning performance management within the management teams.

Using a proven methodology and a typology including objectives linked to the company's raison d'être and ESG indicators, we developed with a group of managers a model for key roles, based on a common syntax that is perfectly adaptable to each individual.

This approach has since been deployed to all the group's managers.

DISCOVER other examples of missions by clicking on the right arrow. We assist our clients in missions such as: Building a stakeholder-friendly executive compensation policy, Promoting gender diversity in key positions, Securing succession plans for leadership roles, Strengthening the dynamics of the board of directors, Professionalising the directors of subsidiaries, ...

BUILDING A « STAKEHOLDER-FRIENDLY » EXECUTIVE COMPENSATION POLICY


On the occasion of its IPO, the General Management of a leading technology group consulted us on the revision of the remuneration policy of its main executives.

Drawing on our dual expertise in investor requirements and remuneration packages, we contributed to the redefinition of the policy, the correct use of benchmarks and the best compliance with applicable standards, including the latest version of the French AFEP MEDEF code.

At the last General Meeting of this now Euronext listed group, the acceptance rate in the binding votes of the ex-post and ex-ante "Say on Pay" was over 97%.

PROMOTING GENDER DIVERSITY IN KEY POSITIONS


The Board of Directors and the CSR Committee of this energy company entrusted us with the task of helping them redefine their gender diversity policy in order to increase the presence of women at all levels of management and expertise.

Using a method combining quantitative and qualitative criteria for analysing recruitment, mobility, promotion and departure flows, we identified the factors favourable and unfavourable to the progression of women in the company; we then worked with their teams to define a roadmap for one, three and five years.

Three years later, the objectives have been met and the group is using our approach to integrate newly acquired companies.

SECURING SUCCESSION PLANS FOR LEADERSHIP ROLES


The Board of Directors of this services company, through its Nominations Committee, wanted to increase its visibility on succession plans for key positions, in a context of strong transformation and increased demand for the skills required.

We assisted the Managing Director and the Human Resources Director in mapping the main talents, with internal and external criteria. A process was used to qualify potential internal successors and was completed by an external mapping. In addition, rules applicable to emergency situations were drawn up.

This work is now regularly shared between management and the Board and has enabled the company to ensure the human continuity of its activity during the Covid crisis.

IMPROVING THE BOARD'S DYNAMICS


The Chairman of this family-owned mid-sized company in the agri-food sector consulted us on improving the functioning of the Board of Directors.

A diagnosis, completed by a benchmark, led us to propose a clarification of the Board's missions and resources. We also recommended a better definition of the Board's interactions with its specialised committees and with the company's general management. We revised the Board's internal rules and those of its specialised committees and drafted a Directors' Charter.

These changes were unanimously adopted by the Board and now serve as a reference, both for the induction of new directors and for Board evaluations.

PROFESSIONALISING THE DIRECTORS OF SUBSIDIARIES


The challenge for this multinational chemical company was to professionalise an internal pool of non executive directors for its domestic and international subsidiaries.

In particular, it was necessary to facilitate good cooperation between the management teams of the subsidiaries and their governance bodies, in a context of growth and increased vigilance of stakeholders on the impact of the company's activities.

SpringBoard was chosen, in addition to other complementary players, for its ability to build a course combining the acquisition of relevant skills, case studies, simulations and the sharing of best governance practices.

OUR CLIENTS


We work either directly with boards of directors or on behalf of general management. Our clients are :

  • publicly listed companies, private companies, family-owned or not,
  • companies in the mutual sector,
  • companies with state ownership, full or partial,
  • private equity firms.

Some of our clients are century-old companies, others are start-ups.

They include international groups as well as regional companies.

We work with them independently, in France or in Europe, from our Paris headquarters. Our assignments can be conducted in French, English, Spanish and Italian.


Consumer
& Retail

Financial Services
& Insurance

Technology
Companies

 

Some of our clients are century-old companies, others are start-ups.

They include international groups as well as regional companies.

We work with them independently, in France or in Europe, from our Paris headquarters. Our assignments can be conducted in French, English, Spanish and Italian.


Industry
& Energy

Business
Services

Consumer
Services

Contact


SpringBoard

7 Avenue de Bretteville
92200 Neuilly-sur-Seine

+ 33 6 03 44 77 77
contact@springboard-paris.com

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