Innovative Strategies for People and Culture in Today's Workforce

David Girardeau, Chief People & Culture Officer Ferroglobe PLC (NASDAQ: GSM)

David’s Professional Background and Current Role

I am a seasoned HR leader with extensive experience in shaping organizations and developing talent across continents.

I have built my career on a strong foundation in organizational transformation and leadership development, working across various industries with a particular focus on industrial and manufacturing sectors.

Currently, as the Chief People & Culture Officer at Ferroglobe, global leader in the metallurgical processes and mining industry, I oversee global people and culture strategies. My role encompasses leading a high-performing P&C function, aligning talent strategies with business goals and driving cultural and organizational change. I advise the CEO and leadership team on people matters and ensure organizational agility in response to market turbulence. Additionally, I champion diversity, equity and inclusion while using data-driven insights to shape people strategies that support Ferroglobe’s long-term success.

Approaching Talent Retention in a Skills-Driven Industry

In an industry like ours, where technical expertise and specialized skills are paramount, talent retention begins with creating an environment where employees feel valued, engaged and have a clear growth path. We emphasize competitive compensation, career development opportunities and meaningful work that aligns with individual aspirations. Additionally, we cultivate a sense of belonging and purpose by actively fostering a culture of continuous learning and innovation. Through programs like our Ambassadors program, we expose key talent to leadership opportunities and privileged information, reinforcing their connection to the company’s strategic objectives.

“Building strong relationships, both internally with teams and externally with peers, is key to driving positive change.”

Key Leadership Competencies in Development Programs

When designing leadership development programs at Ferroglobe, we prioritize several key competencies. Firstly, we emphasize strategic thinking and translating strategy into actionable plans, ensuring leaders can align their teams with the broader organizational goals. Another critical aptitude is coaching and developing others—leaders are trained to mentor their direct reports, fostering a coaching culture that emphasizes growth and continuous learning. We also focus on effective performance management, teaching leaders to assess and enhance performance through SMART objectives, structured feedback and accountability. Lastly, leading across organizational boundaries is crucial, helping leaders to break down silos, build relationships and drive collaboration across teams. These competencies are designed to develop leaders who are not only technically proficient but also capable of driving business results through others​.

Initiatives to Foster a Culture of Continuous Improvement and Innovation

We have implemented several initiatives aimed at fostering continuous improvement and innovation, including our Ambassadors Leadership program, which empowers employees with knowledge about the company’s broader strategic goals and challenges. In addition, we promote a culture of innovation by encouraging cross-functional collaboration and creating platforms for employees to contribute ideas and solutions.

A great example of fostering continuous improvement and innovation within our manufacturing plants is the KTM program. This initiative has been transformative in improving efficiency and collaboration by streamlining processes across all our plants. Through the KTM program, we

provide data-driven insights that empower plant management and teams to make more informed decisions in real-time, enhancing both local operations and global coordination. The program has not only optimized production workflows but also fostered a culture of collaboration, where teams actively share best practices and drive improvements together. This has had a direct impact on both productivity and innovation at Ferroglobe.

Driving Cultural Alignment Amidst Organizational Change

Cultural alignment during times of significant change requires clear communication and transparency. At Ferroglobe, we prioritize consistent messaging from leadership and ensure that employees understand the rationale behind changes. We also focus on aligning our People Value Proposition (PVP) with the organization's evolving needs. During these transitions, we actively seek employee input through engagement surveys and use the feedback to refine our approaches. Our goal is to maintain trust, reduce uncertainty and ensure that everyone understands their role in driving the company forward.

Measuring Employee Engagement and Translating Feedback into Action

Employee engagement at Ferroglobe is gauged through surveys, especially our global people engagement survey, which provides critical insights into the employee experience. We analyze participation rates and qualitative feedback to identify areas where we need to improve. After collecting feedback, we ensure that the results are thoroughly discussed at each site and within the leadership team. These discussions help identify key areas for improvement and allow for collaborative problem-solving. The engagement results are not just analyzed but actively used to address employee concerns, making sure the feedback is translated into concrete actions that enhance the working environment and drive employee satisfaction.

Advice for Emerging HR Professionals

My advice is to always stay adaptable and to continue learning. The HR landscape is evolving rapidly, especially with the integration of new technologies and shifts in workforce expectations. Building strong relationships, both internally with teams and externally with peers, is key to driving positive change. For HR professionals, staying focused on the people—ensuring they feel valued and connected to the company’s purpose—will always be the foundation of long-term success.