Antonio Barranco

• Responsible for the HR strategy of Scotiabank in Peru, which is made up of 5 organizations with more than 10,000 employees: Scotiabank, CrediScotia, microfinance entity, Scotia Contacto, contact center & collections, Profuturo, pension fund, and Caja Cencosud, a credit card company
• Scotiabank is the third financial institution in the country with USD 26,000 MM in assets, USD 13,000 MM in deposits, and 3 million clients
• Scotiabank ranked # 1 in Great Place to Work in Peru in 2020
• All five Scotiabank group companies in Peru were positioned in the top 10 positions of the Great Place to Work ranking (GPTW), GPTW for Women, GPTW for Millennials, and GPTW work from home, GPTW LATAM, in 2020
• Ranking # 9 (out of 100) in Merco Talento, which measures employer brand reputation, in 2021
• Improvement of operational efficiency, being the bank with the best operating efficiency at levels of 36% (expenses /revenues)
• Successful execution of a rightsizing project which achieved a 13% reduction in headcount and 16% reduction in HR expenses with no reputational impact
• Reduction of the salary gender gap to levels of 2%
• Top 5 in Ranking PAR (ranking # 3 Scotiabank and ranking # 5 ScotiaContacto) led by Aequales, a company that awards organizations with best practices in closing the gender gap.

Leader of the HR strategy of the sixth bank in the country in terms of assets, with a workforce of 5,500 employees; team size of 75 people, with six direct reports.

- Leader of the strategic cultural transformation process of a local and family-owned bank towards a global culture of the Canadian bank Scotiabank.

- Played a crucial role in the successful acquisition of the retail operation of Citibank Colombia (3.000 employees- operation size).

- Successfully implemented two organizational effectiveness projects in the bank and one between Colfondos and Colpatria.

Leader of the Human Resources strategy in the second-largest airline in the country at that time, with annual sales of approximately USD 400 million and a headcount of 1,500 employees. Team size of 15 people, with five direct reports.

- Cultural change transformation.

- Successful organizational rightsizing with a 10% reduction in headcount due to the integration between AeroRepública SA (Colombian airline) and Copa Airlines (Panamanian airline).

- Collective labor relations transformation by transitioning from confrontation and demands to a stage of dialogue and construction of joint solutions with three union organizations (pilots, flight attendants, and industry union).

- Union relationships improved by reaching a three-year collective bargaining agreement with three union organizations: SINTRAMIENERGETICA (the third-largest union in Colombia), SINTRADRUMMOND, AGRETRITRENES within budget.

- Strengthening the HR function by aligning the HR strategy with the CSR (Corporate Social Responsibility) strategy looking for measurable impact in communities through recruitment, selection, and training processes with the support of external contractors such as Caterpillar.

- Implementation of a Human Management ERP (Oracle Peoplesoft) with corporate support.

- Maintained company compliance with local, state, and federal laws, in addition to established organizational standards.

- Leader of the implementation of a Payroll and Human Resources Management Software for the group of subsidiaries of Cementos del Caribe business group, which allowed the simplification and standardization of human resources processes within the organization.

- Certification of the Maritime Industrial Safety Management System according to the ISM standard.

- Business Anti-Smuggling Coalition (BASC) certification.