Chloé MORIN-OREFICI

Scope: Designed, delivered change management strategies and plans for adoption. Identified and assessed people, risks, end-user readiness and user adoption for up to 3 projects simultaneously. • Led the organizational design for the transfer of activities involving 60 people with significant HR risks. Managed HR aspects including employee transition, compensation analysis, structural reorganization, and communication with union representatives • Led a new competency model strategy based on accountability and decision-making, identified 'pilote teams’ to act as ambassadors and deployed the model for 300 managers within 6 months • Drafted and deployed a communication plan impacting 1,200 employees • Advised Board Members on the annual roadmap and staffing plan regarding to 10+ corporate strategic projects such as the launch of a new retail offer with critical impact on internal processes, exploration of potential partnerships, etc • Led change related to the implementation of a new IT system in Spain and Portugal, identified and interviewed 50 stakeholders whose processes were impacted, and conducted impact assessments • Introduced managers’ coaching skills into training plans to support their employees. Managed and monitored the adoption strategy and plan, in line with assessment surveys and corrective actions • Conducted 8 training courses per year on project methodology and change management • Implemented HR initiatives such as an Employee Pulse to increase employee engagement and emergence of new ideas • Organized team presentations, analyzed voting results related to team efficiency proposals, partnered with the board to select the best initiatives and drive deployment

• Executed and delivered an international strategic communication plan to support the launch of the company’s new values for 2,100 people across Europe • Drafted HR programs and communications including people engagement surveys, annual performance reviews, parenthood booklet policy, new manager programs, etc. • Drafted communications plans for strategic corporate projects including business results, reputation development for energy transition offers and the company’s missions and values • Drafted and coached leaders on their speeches such as for the annual Town Hall • Drafted and distributed internal communications through daily articles on the intranet, monthly newsletters dedicated to specific topics, and created bi-annual videos • Organized 6 corporate events per year to strengthen the sense of belonging and engagement including the annual kick-off meeting, seminars, and quarterly managers meeting for 300 people

• Identified the training needs to support the reorganization of the sales team after a merger between the subsidiaries by designing a specific training path dedicated to 120 sales people in 3 months, representing 8,500 hours of training and a budget of €100K • Built and deployed annual training plan and programs for 5 business units: collected and formalized needs representing a total of 15,800 hours of training and a budget of €380K • Developed training materials for 80 stakeholders such as case studies and presentations • Deployed a training program dedicated to negotiations through theatre techniques for 60 employees • Developed an onboarding program based on board games to ease learning integration • Implemented two 2-year programs converting employees experience into a university degree allowing them to have a diploma recognized by the government: defined the process from scratch, partnered with business schools, selected candidates, and supported 2 classes of 15 trainees