Alain DELPUECH

Part of the Sanofi Information Technology & Solution (ITS) leadership team, and accountable for all ITS aspects (Strategy and roadmap, Program delivery, quality of operational services) for one of the 5 Sanofi Global Business Units: Sanofi Pasteur (vaccines division). Key achievements: - Full re-integration of the European JV with MSD (SPMSD: ~1B€, 19 countries): done in 8 months – no TSA. - Externalization of Sanofi application support & maintenance activities (1700 apps) to a single supplier, end-to-end with an outcome based model and pricing. Worldwide transition executed in 6 months – 40% savings. - Digitalization of business: Cobot in manufacturing quality, eCommerce platform, mass email campaign management, CRM with e-detailing, Master Data Management for Product, Advanced Analytics are example of projects recently achieved in support of the vaccine division’s digital roadmap.

In charge of Global Infrastructure and Services (850 IT people spread over 20 countries; Operating Budget of 400ME). Mission to transform Infrastructure & IT services at Sanofi to become Agile at Global Scale : - Globalize previously decentralized teams, and organize them around 7 global Hubs: Bridgewater (NJ-USA); Framingham (MA-USA); Sao Paulo (BR); Paris (FR); Lyon (FR); Frankfurt (DE); Singapore (SG). Creation of a hub in Mumbai (India). - Consolidate Infrastructure (20000 servers) - moving from 50+ Datacenters to 3 New Generation Data Center (USA, FR, SG). 80% of infrastructure consolidated in 4 years - with a 4 years payback (30%+ decommissioning). NGDCs highly virtualized and automated, run as private cloud - with Provisioning On Demand. - Externalization of Infrastructure Operations with one global Partner: from L1 & L2 as a first step to full end-to-end services, provided at 90% from India - Consolidation and externalization of End User Support with one global Partner. Service Desk Support delivered 24x7 from 3 regional locations (Pennsylvania - USA; Barcelona - Spain; Kuala Lumpur - MY) in 8 local languages. Initial wave of transition (12 legacy Service Desks) done in 12 months. Implementation of Shift Left initiatives and innovative way to support user on sites (IT Kiosks implemented in 30+ sites) - Design, built and deployment of global communication and collaboration services: VTC, Audio and Web conference, Workspaces and Skype. Skype deployed to 90K+ users for chat, audio and video calls, and content sharing. Skype Telephony deployed for 10K users (mobile users and dynamic offices Campus) - Transformation done within a decreasing budget and headcount reduced by 15% worldwide.

Reporting to the Sr VP Finance, BD and Strategic Planning, managing a team of 224 IS/IT and Process Excellence people, and in charge of a yearly budget (operating and capital) of 90 M€.

Reporting to the VP IS (CIO) & Process Excellence and The Americas BU Senior VP, managing a team of 110 IS/IT people (50 in direct hierarchy) within a global & matrix organization, and in charge of a yearly budget (operating and capital) of 48 M€ (20 M€ in direct accountability). Main responsibilities: • Development of the IS Regional strategy enabling the Regional Business Plan, with a specific focus on Manufacturing. • Leads IS resource based in US and Canada to ensure the local execution of global and regional IS strategy. • Member of the US and Canada Management Committees. Main challenges addressed: • Full Integration of Acambis – acquired by sanofi pasteur in September 2008. • Externalization of all application support and maintenance activities, generating a 25% reduction in recurring costs while improving the value of those activities. • Delivery of key IS programs: LIMS (Laboratory Information Mgt), MES PoC (Manufacturing Execution System) • Sanofi Pasteur IS lead for the “Transforming sanofi-aventis” / Support Functions initiative in North America

Regional head of IS, managing a team of 160 IS/IT people (90 in direct hierarchy) within a global & matrix organization. Main challenges addressed: Infrastructure & Operation: • Team reorganized to improve level of service and optimize costs, including externalization of the delivery of 2 lines of services (help-desk, system and server operations). • IT operations industrialized (ITIL) and automated. • Infrastructure renewed to offer high level of availability and flexibility to address growing needs. Business Process: align Commercial Operations project portfolio with Business strategy, and develop strategic IS in a scattered environment (13 key countries). IS Human Resource, Budget & Planning: develop consistent management practices and cohesion at country level.