Thomas Roux

In charge of delivery of major electrical projects for road infrastructure (trafic and speed management systems, tunnel lighting...) and car parks (lighting, emergency signage, barriers, video & audio systems, E-V charging plugs...). Responsibilities cover project planning, procurement, staffing & team management, works execution supervision and invoicing, negociation with clients and suppliers, P&L and reporting to finance and management. Total value of CAPEX projects under management: €6M

Developed the PMO for networks projects: - Team management (6 staff) - Recruitment & onboarding (3 new hires) Led deployment of new project management methodology into networks projects (300+ stakeholders, 500+ projects), tracked deviation v. baseline Coordinated delivery of portfolio of 80+ networks projects (HV stations, overhead lines and underground cables): - Monitored progress and performance metrics - Engaged with internal project stakeholders (engineering, EHS...) - Project planning and scheduling (MS Project) Implementation of new Project Portfolio Management (PPM) solution: SPOC for 6 project delivery processes

Coordinated development of the new project management methodology applied to Generation, Transmission and Distribution projects (capital spend c. €1.3bn/annum). Project Manager for deployment of new methodology on in-flight projects (300+ stakeholders impacted): defined best rollout approach, coordinated project communications and change management activities, stakeholder management, phased implementation into business units PMO support networks projects (line / cable / substation): advised on best project management practices, facilitated workshops (risk management, schedule, stakeholder, lessons learned) and reported via dashboard and project/programme management software.

Worked with a major distribution system operator (DSO): • PMO on data migration projects (€3M) aiming to integrate business data from another DSO into the client's proprietary processes and systems. • Cutover manager responsible for setting up the business transition plan to be rolled-out when project went live • PMO of a cluster of 10 projects (€6M) comprising of GDPR and cyber-security compliance, upgrade in business software and changes in the client's IT infrastructure (network and OS). Produced business cases and project schedules, followed up on project finance, managed risks and prepared reporting to C-level. • Supported the development of a central Project Portfolio Management activity (governance processes, change request management, lessons learnt)

Worked with the engineering department of a Belgian electric utility. Main responsibilities included: • Process analysis and engineering: designed and implemented a dynamic experience feedback process for infrastructure projects and the supporting IT tool, • Setup of business interfaces and workshop facilitator: animation of plenary feedback sessions with project leaders and follow-up of on-going working groups progress, • Set up, kicked-off & managed the construction site supervision activity for substation projects, • Designed the quality dashboard and set of related KPIs to monitor the improvement in project quality at delivery, • Defined & implemented a roadmap for bridging major gaps in quality processes (for substation projects).

In the project team implementing PAS 55 (asset management standard) at a Saudi electric utility. Main responsibilities included: • Gap analysis, design and implementation of an improved process to size and manage the stock of strategic assets (clarification of the scope and duties & responsibilities, risk analyses as well as deployment of stochastic sizing models), • Preparing implementation and training plans as part of the change management, • Training the staff on new processes, • Producing roadmaps and action plans to cover remaining gaps, • Set up governance processes for purchasing strategic assets and ensured the supply chain activities (procurement & framework agreements) comply with the standard's requirements.

Masters thesis: "Corporate use of the ecosystem services approach: framework and benefits" Project aimed to design a framework to guide businesses through the integration of an ecosystem services (ES) approach into their decision-making processes. Research covered: • Reviewing ES valuation methods (primary data, benefit-transfer...) • Benchmarking ES mapping & valuation tools • Reviewing the existing guidances & frameworks (TEEB, GRI, WBCSD, WRI) • Case studies of companies who successfully assessed and valuated ES as part of conservation, reclamation or mitigation projects. • Additional background research on gaps & overlaps in CSR indicators used in Brazil

• Wrote a good practices guidance on environmental risk assessment (ISO 14001), • Managed Eramet CSR reporting software (data collection & processing), • Worked on the upgrade project of the CSR reporting software: proposing improvements through users' feedbacks, literature review (GRI standard, World Bank...) and French regulatory requirements (art. 225 Grenelle II act), • Benchmarked CSR reports and proposed a framework for Eramet CSR report.

Environmental economics: cost-benefit analysis, ecosystem services valuation. Environmental management: environmental risk assessment, ISO 14001. Also: sustainable development principles & policy appraisal, circular economy, Life cycle assessment

3-year engineering Master's degree in Risk Management Project management Industrial risk assessment Quality management Health & safety regulation Product life cycle assessment OHSAS 18001, ISO 14001, ISO 9001