Yi Zhang

Expand responsibility to the Global Luxury Division (Park Hyatt, Alila, Miraval, and the Unbound Collections) Luxury Brand GM profile and differentiations

- Own the Hyatt People Strategy: Cascade, localize, and communicate Hyatt People strategies, Purpose/Values, and Enterprise leadership. - Elevate HR Center of Expertise: Own end-to-end colleague experience and strengthen HR delivery across TA, TM, L&D, and Total Rewards; build property HR capability. - Drive HR transformation: Move to an expertised HR operating model and lead HR evolution in ASPAC. - Champion Hyatt Ways of Working (HWoW): Role model and enable consistent adoption region-wide. - Talent & performance leadership: Employment branding/TA; talent reviews, succession and workforce planning; performance management roll-out; enable talent mobility. - Learning & Development: Build skills via tailored learning; apply ASPAC learning framework; upgrade/ensure GM Development Program quality; promote continuous learning. - Total Rewards leadership: Partner on pay/incentives/benefits/leveling/benchmark; align with Global Total Rewards; communicate pay philosophy; strengthen benefits and well-being. - Organizational effectiveness: Evolve organization toward Brand-Led; drive productivity/efficiency; - Engagement: Lead CES improvement; facilitate survey action planning and follow-up; roll out well-being programs. - Workforce planning inputs: Support business planning with workforce planning and talent/capability insights. - OpenClaw AI Talent Pool Test & Learn.

As a Director of Directors in the market: - Lead HR teams for all Richemont Brands & Richemont Regional Functions: 1) Jewelry Maisons: Cartier, Van Cleef & Arpels, and Buccellati 2) Watch Maisons: Piaget, IWC, Vacheron Constantin, Panerai, Jaeger-LeCoultre, Baume & Mercier, Roger Dubuis, IWC, TimeVallée and WatchFinder; 3) Fashion & Accessories Maisons: Chloé, Mont-Blanc, Dunhill and Delvaux. - Grow Northeast Asia organization including talent assessment and succession plan - Continuously grow new People Operations platform and synergize as ONE NEA HR team - Reprocess and gain efficiency through digitalization, we piloted Robotic Process Automation (RPA) for reporting, Chatbot - R BUDDY for policy Q&As’ self-service on Microsoft Teams, In-person / WhatsApp / Email HR services to employees. - Develop an employer branding strategy for Northeast Asia markets with initiatives to attract young talents to join Richemont. - Lead integration of new Maisons such as Buccellati and Delvaux. - Develop talent through cross-Maison and cross-functional talent review and succession plan. Liberate the internal job market for career opportunities. - Bring a diversity of talents from different industries - leadership, digital mindset, diversity & inclusion mindset, and people touch with storytelling. Etc…

As a Director of Directors in the markets: - Lead HR teams for all Richemont Brands & Richemont Regional Functions: 1) Jewelry Maisons: Cartier, Van Cleef & Arpels, and Buccellati 2) Watch Maisons: Piaget, IWC, Vacheron Constantin, Panerai, Jaeger-LeCoultre, Baume & Mercier, Roger Dubuis, IWC, TimeVallée and WatchFinder; 3) Fashion & Accessories Maisons: Chloé, Mont-Blanc, and Dunhill. - Manage Market talent review and succession plan including external talent mapping; - Drive talent development and learning; - Lead HR Transformation and build a People Operation model for a better employee experience and HR efficiency (the first People OP in the Luxury industry); - Buccellati integration as a newly acquired business; - Pilot HR Robotic Process Automation (RPA) and HR Chatbot, shared best practices with other Richemont regions; - Introduce & pilot AI technology for the first round of candidate selection; - Sponsor of Visionnaire Global Peer Learning project; - Drive flexible working measures such as the Work From Home initiative, and workplace transformation; - Had co-led Global HR Strategy - Digital Operations (The Future HR); etc.

- As a strategic HR leader working collaboratively with the leadership team to develop and implement strategies, tactics, and best practices. - Translate business strategies into workforce requirements. Further develop global (Europe, IBU & China) HR strategy with unique employee experience. - Rebuild 3-pillar HR teams (HRBP, COE & Shared Services); - Streamline HR process and structure to ensure HR excellence and HR digitalization in Talent Acquisition, Talent Development, and Total Rewards. - Oversee the establishment of talents and leadership development programs to satisfy the company’s human capital requirements. - Direct global rewards design, planning, implementation, communication, and administration of the full range of short-term and long-term compensation and benefit programs - Develop a learning institute to enhance functional expertise, leadership capability and enable digital learning. - Unleash the potential of talents through a redesigned talent review and competencies development. - Workplace culture and drive employee engagement.

Global Minimum Business/Value Brands is all about Schneider Electric’s contribution for “Life is On” with its value brands worldwide. I am the HRBP for this end to end business (R&D, Sales, Marketing, Supply chain, etc) with around 15,000 employees around the world - emerging countries. Our mission is to serve +6bn people in emerging countries with affordable, available and accreditable electric offers, from access to energy to peace of mind power utility at homes & workplaces.   We are a large variety of leading value brands as Delixi Electric (China), Luminous (India), Gunsan (Turkey), Steck (Brazil), DeKraft (Russia) and Himel (worldwide). In parallel we continue to enlarge our presence by M&A in emerging economies. We deploy all transactional business models as retail (off line and on line) and projects in agile and pragmatic way. We are part of SE family and we are working on different frontline to ensure Life is ON.

A scope of 15000 employees in 26 plants and 8 Distribution centers in China. - Driving Global Supply Chain China People strategy; - Development of people, hire capable and diverse talents. Increase the depth of succession plans; - Grow and build competencies for the functions supporting Tailored SC 2.0 and growing regions based on long term industrial strategy; - Leverage expertise through Edison program. Focus on the collaboration & development of experts; - Align HR BP activities to the HR offer. Lead the new SPS people domain. Simplify and reduce the number of HR policies & initiatives when possible. - Collaborate with SERE and all stakeholders to build a safe workplace, focused on the health and wellbeing of our employees; - Drive organizational effectiveness. Integrate in SPS (KIM, span & layers). Drive Span of Control; - Foster employee engagement by developing leaders that are people developers (both WHAT and HOW).

1) Responsibility - Lead regional SC HR team to support fast business expansion in Asia. - Develop Asia HR strategy and implement/align global HR policies/initiatives. - Drive talent and development activities and programs ensuring they are aligned with business needs; - Develop talent acquisition strategies to meet staffing needs (Talent mapping); - Provide strategic and tactical guidance/coaching to business leaders; - Ensure HR success and build a strong business partnership to support a sustainable growth; - Facilitate and lead strategic initiatives during organization restructurings and business transformations to best serve the company’s interests; - Maintain close working relationships with other Talent and HR leaders in support of global HR initiatives. - Support Accouting share service & IT organization 2) Japan Take-Back (Retail and Supply Chain)

Talent Development: - Lead Global Mobility Committee for group level top talents - Cross BU mobility (Initiative and projects) - Marco Polo Program for graduates talents - Top MBA talent acquisition and development program etc Still keep previous responsibility: Global Employer Branding - Universum country ranking - Employer branding on Social Media (with Marcom) - World-Wide Go Green in the City student business case competition - Global Top school relationship - New Company Program leader of "Inspiring our people with brand value" - Manage global EB network etc Global Talent Acquisition - Global Process owner - Define & Deploy group TA strategy (with HR operation team) - Social Network recruitment strategy etc

- Strategic thinking that provides talent acquisition for the global regions with a specific focus on new economies. - Be responsible for developing and implementing talent acquisition/recruitment strategy, programs and projects that enables company to reach an ambitious people development goals aligning with people development strategy. - At Group level, run and deploy global Employer Branding programs to attract distinctively global talents. Prepare and check necessary data and surveys (Universum surveys and rankings), analyze results globally and answer to specific needs. - Partner with country management and HR team/Internal communication team/public relation team to define and implement employer branding initiatives aligning with the corporate strategy to attract potential talents - Work in close collaboration with global marketing to align Employer Branding initiatives and policy to Corporate Branding approach and leverage global marketing initiatives in energy management made with universities - Propose and lead strategic partnership with target global top universities in close collaboration with HR SVPs - Lead and deploy global programs to attract young talents/ high potential professionals, and some target talents: Marco Polo, Go Green in the City, other Talent Acquisition and Development programs. - Schneider Social Media Strategy on Employer Branding - Lead global mobility committee for top talents - Global Top MBA talent Acquisition & development project

Organization: Global Supply Chain geographically covers Asia-Pacific, North America and EMEAS with 60,000 staffs which is the biggest Schneider organization supporting businesses. Fully in charge of Global Internal Communication, Global Internal Communication Network, Information Flow Management, GSC Forum, Employee Engagement (Employee net promotor score), GSC Intranet, Leader accessibility and visibility, etc

Scope: Greater China, Greater India, South-East Asia (Singapore, Indonesia, Thailand, Malaysia, Vietnam), Pacific Zone(Austrialia & Newzealand) * Social Control - Labor force management - Headcount control - Business Review & HR Reporting - HR Excellence Projects - Key position recruitment (controller, directors, VP, etc) * Internal Communication * Organizational Development (OD) - People Review - Competencies Review - People Assessment (Talent acceleration program, PDI, etc) - Internal Mobility - Succession plan - Key Training management

HR business partner for Final Low Voltage business (Hiring, Payroll, C&B, Internal Communication, Training, Employee/Labor Relation, etc)

Talent Acquisition for China Mannufacturing plants and logistic centers.

Talent Acquisition for China R&D Center & China Mannufacturing Plants/Logistic Centers