LESLIE SITRUK ZERBIB

Entreprises & Collectivités (Revenue €8B, 700 FTE, 65,000 clients and 800,000 sites) Energy marketer for B2B in France Responsible for Finance, Sales administration (billing & collection), Risk management & Legal Managing a team of 60 people

IT & Digital Function (~1.5b€ budget worldwide/ ~3800 employees, 103 000 IT/ Digital users covered), Leadership team member reports to EVP Digital & IT, Excom member New position within the organization to support the EVP Digital & IT, to accelerate the empowerment of the IT & Digital Functions on their whole function, and more particularly on the monitoring IT/Digital budget Group wide to positively influence EBIT and invest in business growth opportunities.

French holding company with stakes in Africa

Engie IT : provide IT solutions to Engie Entities Member of the Management Committee, in charge of support functions : Finance, Order to Cash Process, Pricing, Legal and Contract management Supervised 40 people based in France and Belgium Main duties • Collectively promoted the transformation plan • Driven Performance, Cash and Capex trajectory • Optimized transverse processes, to focus on value driven activities • Led administrative life of the legal entity Achievements • Break even achieved in 2021 • Performance 2020-2021 more than 50% of IT filiere performance • Cash improvement, invoiced customers 2 months earlier than 2019 • Engagement employees rate : 93 points, +3 points compared to ENGIE IT results

Finance Boost II program (lasting 18 months) to speed up onboarding/ integration with 2 initial assignments at Group Corporate level to understand the group, cultivate internal network, provide external insight to accelerate group transformation From Nov. 2019 – Finance advisor, Acquisitions Investments Financial Advisory department • Reviewed group impairment process and suggest potential improvements • Supported the department on transverse topics and Financing projects in particular Biomass project From Feb. 2019 – DIGIT’ALL co-project leader to step change in effectiveness and efficiency the Corporate Finance • Enhanced current SharePoint to save time and develop collaboration • Defined a tool, common to all the finance departments to coordinate bank relationship • Improved guarantees management process Feb 2018 – Oct. 2019 – Business controller, Entreprise Performance Management • Driven management dialogue with business units: France BtoB ; North South and Eastern Europe, France Réseaux • Piloted Ad hoc requests: second look on investment projects, coordinate the rollout of group tools • Mistress of ceremony of the 2019 Engie Finance Awards

TUI Group’s Subsidiary, the world’s number one integrated tourism business, listed on London Stock Exchange (Revenues 17.2 billion € - 1 billion € profit – 67,000 people). Supervised a 53 people’ team : an internal team with 28 people and an indirect team of 25 people (21 based at Mauritius, 4 at Bordeaux). Turnaround and restructuring context, restored the shareholder’s confidence and mid-term profitability. • Within the Executive Committee - Piloted and adjusted the transformation plan from 2011 to 2014 - Defined with AT Kearney the future Corsair strategy (to face new disruptive entrants) - Simultaneously, facilitated with the HR director a shared assessment commission on competition, environment stakes and Corsair positioning with staff representative body and employees - Decided and validated the action plan in case of operation incident or crisis (Emergency Response Plan) - Increased the employees engagement/satisfaction rate by developing a dedicated management action plan - Involved in a brainstorming program with selected TUI Group’s senior leaders on disruptive innovation and how it could impact the group strategy • Led the Finance Departments (accountancy, treasury, internal control, reporting, controlling arenas) - Driven with the CEO the monthly Business Review Meeting in front of TUI group’s Executive Board - Promoted the Business Efficiency Program - Led the restructuring plan at Finance department level - Reorganized the Finance Department: sized up people, modernized the Finance MI, reviewed the process - Monitored cash through weekly, monthly and budget projections - Redesigned and implemented the raw material and FX hedging policy (250MT per year and 200m$ per year) - Defined, prepared and followed the recapitalization operations between 2012 and 2017 • Led Corsair Sales Project with TUI Group M&A team • Enhanced the Sales, After-Sales & Passengers disputes process • Conducted Legal and Procurement Team

Developed a world class business partnering across the company and ensured P&L group templates are reliably performed on a timely basis. Main duties : - Led and managed the budgeting process, developed and promoted different key performance indicators reports towards TUI Group reporting teams, CORSAIR Executive Committee and all company departments - Driven the Finance areas of CORSAIR transformation plan, half time dedicated from 2009 to 2011 - Evaluated the redundancy plan, initiatives suggested by staff representative body, and impact on staff costs - Documented the closing process and upgrade controls Achievements : - Costs monitored and reduced due to reliable and relevant key performance indicators produced - Corsair Turnaround Project approved by the shareholders (product enhancement, commercial development, fleet renewal, collective agreement revised and restructuring plan, IT masterplan) => restored profitability in 3 years, 300m€ investments, - 25% jobs cut

New post, was responsible for the provision of financial information and high quality support on all aspects of P&L reporting, worked closely with TUI France Controlling Director. Main duties : - Ensured reliability on the monthly P&L reporting and developed best practices process for accounting and controlling - Prepared and presented a monthly synthesized document on P&L to Tui France controlling Director and Corsair FD (main facts, variations vs budget and previous year) - Identified and assessed with the Executive Directors all the company risks (Quarterly Entreprise Risk Management report) - Implemented the group reporting tool “Magnitude” Achievements : Monthly P&L challenged and P&L analysis documented before the group deadline (D+4)

- Nouvelles Frontières Group : reviewed statutory consolidated financial statements in IFRS standards - KODAK Group : US GAAP audit, Sarbanes 0xley mission, Sale & Leaseback operation… - Editions Albin Michel : statutory audit with a focus on inventory caption - CP SHIP : statutory audit with multiple basis (Paris, shared service center based in England)

- Club Med Group : audited local subsidiaries and group financial statements - Carrefour Group : reviewed worldwide consolidated financial statements - Young & Rubicam : revenues and margin audited through deep contracts analysis - Néopost : Holding company audited and group financial statements reviewed

Certificate supported by IFA (Institut Français des Administrateurs) & Sciences Po