Annie Bouvier

3000 FTE – €1.1 B turnover In my current senior role, I lead the Group’s change management model, covering organizational design, competencies development, employer branding, talent management, and employee engagement. I also oversee HR and CSR policies across all MB Group companies through the integrated global program PEP’S (Performance, Engagement & Professional Career Path). Key responsibilities and achievements: Led integration of 8 companies in Photovoltaic sector (850 employees, €350M ), including policy harmonization and a complete redesign of the HR operating model. Defined the Group’s “PEP’S” HR/CSR strategic roadmap, encompassing managerial skills development, digitalization of processes, employer brand enhancement, and redesign of working-time arrangements and compensation frameworks. Contributed to the “Odyssée 2026” strategic plan, supporting business transformation, ERP deployment, and cross-functional change management initiatives, IA tools implementation.

• Pilotage de l'hypercroissance de la structure : transformation d'une start-up en un acteur structuré avec le projet HyMotive et préparation de la gigafactory de St Fons (recrutement de 400 salariés par an en R&D, business development, production, commerce). • Structuration de la politique RH : mise en place de processus de formation (Symbio Hydrogène Academy, Leadership Academy), gestion des talents et de la marque employeur, design de la politique de compensation & Benefits. Mise en place d'un partenariat avec Schaeffler pour une usine franco-allemande.

FTE 2000 employees - 700 M Euros ( Europe ) I was charged with driving the complex internal change management program entitled “A Good Place to Breathe.” My role involved developing and coordinating effective plans and programs to support strategic growth, facilitate international acquisitions, and enhance digitalization. In addition, I led the overall organizational design. My responsibilities also included partnering with Senior Management to oversee the acceleration program, including all HR policies, employer branding, a well-being program, the company’s Leadership Academy, and the implementation of Agile Methods to execute key initiatives. Finally, I led the three-year Human Resources roadmap, managing the corporate HR and QSE team. Key achievements under this role included: Being awarded Prix Best Employer Capital 2019, 2020, 2021 Partnering with the CEO and the €350M target company on a major acquisition plan, directing target audit, due diligence, and the overall merger and integration plan; ensured zero departure of key stakeholders and delivered +20% EBITDA in the first year, despite the COVID crisis. Presiding over the successful launch of the Group CSR Program and the Sapin II program.

• Structuring the HR strategy to support the Group’s growth ambition and international development: digitalisation, acquisitions, integration, cultural transformation, and strengthening of the employer brand. • Enhancing the management team’s international capabilities: internal training academy, Group conventions, engagement survey. • Structuring and digitalising HR tools: HRIS, payroll system, grading, compensation & benefits

9000 FTE – €1.2 B turnover – Cluses (74) I led the full scope of Global Human Resources to support business growth and drive major organizational transformation. I oversaw multiple acquisitions and integrations across China and Brazil, and I launched a new greenfield plant while also managing the company’s digitalization initiatives. I delivered the Global HR roadmap, implementing a new performance management system, international mobility programs, talent and people review processes, a leadership development curriculum, a global rewards framework, employee engagement surveys, employer branding initiatives, and end-to-end HR digitalization. Key achievements: Designed the 2020 Group HR Strategy, structured around three pillars: Embody the Group’s values, Prepare future generations, and Take care of our people. Managed a global HR team of 80 across regional HR Managers and Corporate HR centers of expertise. Improved the global engagement score by +3 points each year. Led the Group Leadership Academy for the top 150 managers, resulting in 50% of open positions being filled by internal talent. Rolled out a comprehensive healthcare plan across all subsidiaries in three years, and introduced a long-term incentive plan to strengthen retention among the 100 key leaders. Doubled the Group’s footprint in four years through successful international acquisitions.

3000 FTE. 900M € - ANNECY - 74 Continuing a string of Executive-level HR roles, I administered the various change management functions and strategies, managing a group reorganization for five business units in France, Finland, USA, and Austria. I supervised and monitored Shared Service for EMEA in Poland and delivered a new Executive training program. In closing, I led 32 employees across HR, internal communication, purchasing, and facility services

2500 FTE. 7 plants - 900M € - (2003 – 2010) • Participation to international Due Diligences for major acquisition projects. Implementation of merger processes • Preparation and implementation of 8 reorganization plans: decrease of Headcount by 40% (3000 to 1800 employees) without major impact on business or on Company image: closures, divestments, Sales forces reorganizations, transfer of undertaking… • Responsible for defining and implementing a new Human Resources Policy in an international environment : employability tools, talent management, competencies development • Staff Management : 50 employees (HR, communication and facilities services)

2500 FTE. 5 plants - 500M € - MACON - 71 – (2001 – 2003) • Implementation of a talent management process for French managers: Appraisal interviews, people review, High Potential Programs, recruitment program for young people on an European basis, expatriation policy… • SAP HR deployment for France and intranet launch • Coordination of negotiation with unions for France • Management of 22 HR employees

HR Manager – DIJON – 21 - 800 FTE. 1996 -2001 • Implementation of a new Company organization in Business Units: Change Management , Setting up of autonomous teams in production • Development of a new social relations policy and implementation of trainings for management after strikes • Running for the Group of a new Human Resources information system (HR ACCESS) Corporate HR development Manager. 1992 –1996 • Project leader for setting up a global HR management system: job descriptions, performance process, talent management, succession plans • Training plans for the Group (France and International) : Language and Intercultural modules, Leadership cursus, Project management modules, “Induction program” • Training purchasing policy and relations with High Schools & universities