François Henrotte

– Partners: Diot SIACI, Globeducate, Convictions RH, Bloomays, Valtus, Zenika, General Electric, Energy bankers Advisory – Countries of operation: (Europe (FR, DE, NL, BE, CH, IT, ES, LU, UK, PL, HU, SE..) - Africa (Morocco, South Africa, Tunisia) - Asia (HK, Singapore, Japan), - Oceania (Australia, Singapore, New Zealand) - North America – Missions: Compensation policy redesign, Sales Variable Pay Specialization, Pay Transparency, LTI, STI, Budgeting, HR Controlling, Strategic Workforce Planning, Remuneration Law (Europe), Benchmarking, Rewarding, Benefits, M&A, Executive Advisory

– Delivered training sessions to industry professionals

– In the context of creating a new service, I operate across around twenty countries, developing a strategy for implementing a Rewards policy. – As an expert in Compensation and Benefits, my objective has been to optimize the compensation and benefits strategy by offering innovative solutions and tailored advice adapted to local needs. – Acting as the main point of contact for both senior leadership and HR teams, I work independently to design and implement compensation plans and programs aimed at attracting and retaining talent, driving business performance, and rewarding employees in alignment with the company's global compensation strategy. – I also oversee annual compensation negotiations (NAO) within my geographical scope and contribute to the creation of long-term incentive (LTI) plans. – Global compensation strategy and rollout – Creation of unique sales variable compensation – Implementation of performance recognition programs – Compensation & Benefits communication at all levels of the organization

– Creation of a global C&B function across all countries aligned with the company's strategic vision. – I define and lead the global compensation framework, fostering local performance, employee engagement, and market competitiveness within the real estate services and property development sectors. – In a context of business transformation, I design and deploy a compensation strategy adapted to the new business model across all countries. – I contribute to all areas of Compensation & Benefits, including international mobility, and develop a global compensation program that is fair, competitive, and innovative-covering both direct and deferred compensation. – This program, aligned with employee performance and a philosophy of value sharing, has a direct impact on the company's value creation and supports its ESG (Environmental, Social, and Governance) commitments. – These initiatives span executive compensation as well as broader workforce programs. – Beyond core C&B responsibilities, I also support the HRD in risk management, including the human impact on teams in Ukraine and compensation strategies for Russian teams. – I lead the implementation of new forms of compensation connected to ESG objectives. – Key contributions: – Global compensation strategy and deployment – Coordination of the Benefits system across all countries – Creation and management of personnel expense budgets – Deployment of professionally sourced wealth-building plans – Management of international mobility

– Took over the Compensation & Benefits department for the Randstad and Ausy group, which had been without a manager for two years. – The C&B function promotes, optimizes, and develops direct and indirect compensation systems for the group's brands, playing a critical role in employee performance and retention. – C&B is a key driver in standardizing compensation structures during the launch of new business activities. – Direct management of a team of 7 people, (40 indirect) – Definition and implementation of various variable compensation schemes – Management of deferred compensation (profit-sharing, free share plans, etc.) and employee benefits (healthcare & life insurance contracts) – Coordination and adjustment of the compensation policy (annual compensation reviews, salary benchmarking studies, etc.) – Labor relations: salary negotiations (NAO), social data management (BDES), and negotiation of employee benefits contracts (health and life insurance) – Implementation of C&B communication for various internal stakeholders (support and operational functions) – Development of digital tools for social data, including the creation of a dedicated C&B communication platform for internal clients and employees

– Established a corporate C&B department to harmonize compensation and benefits policies across the group's nine subsidiaries and holding company, both in France and two other European countries. – In the context of mergers and divestitures of national and international subsidiaries, the C&B function designed and restructured direct and indirect compensation policies to support economic performance. – Direct management of one team member and functional oversight of 12 employees (Payroll and HRIS teams). – Acted as interim HR Director for 10 months. – Key responsibilities: – Definition of the global compensation strategy aligned with each country's business objectives – Management of direct and indirect compensation, both individual and collective – Design and administration of deferred compensation schemes and employee benefits (healthcare and life insurance) – Oversight of annual compensation reviews (NAO) and negotiations with employee representatives – Implementation of C&B communication strategy across the organization

– Revamped the Social Management Control (CGS) department and created the Compensation & Benefits function. – Operating in a dual public-private environment, the department aimed to introduce best practices in social management control for the public sector, while developing a C&B strategy tailored to the private-sector payroll. – The key challenges involved justifying and optimizing public spending, while establishing a competitive and effective private-sector C&B strategy. – Managed a team of 3 (HRIS and CGS). – Key responsibilities: – Optimization of C&B rules applicable to the private-sector payroll – Management, optimization, and monitoring of budgets and forecasts – Design of deferred and indirect compensation schemes – Member of the internal control committee – Implementation of an HRIS tool – Preparation and launch of activity digitalization initiatives

– Creation of a C&B Function. – In the context of launching the French subsidiary of the group, my mission was to establish and implement all C&B practices, including direct and indirect compensation strategies, employee benefits, and other forms of remuneration aimed at enhancing talent attraction and retention. – Key responsibilities: – Definition of the fixed and variable compensation strategy, including direct, indirect, and deferred components – Design and management of individual and collective, direct and indirect compensation schemes – Creation and implementation of deferred compensation plans

– Took over the C&B department for France and supported activities across other European countries. – In a merger context, the primary objective of the C&B function was to define the group's overall compensation strategy, manage and deploy deferred compensation schemes, and standardize and optimize insurance and healthcare benefit contracts-renegotiating a significant volume of agreements. – Managed a team of 2 people. – Key responsibilities: – Oversight of the Group's compensation strategy in France and Europe – Organization and execution of annual compensation review processes for direct and indirect pay – Supervision and optimization of collective benefits (healthcare, retirement, employee savings plans, etc.) – Management of long-term incentive (LTI) plans – Analysis and development of new long-term compensation solutions – Tax optimization of employee benefits

– In an international Compensation & Benefits management environment, the department's mission was to harmonize internal policies across the 47 countries where the company operates. – The priority was to define a compensation strategy and retain employees in high-growth activities, especially during periods of mergers and acquisitions. – Managed a team of 2 (both Social Management Control specialists). – Key responsibilities: – Definition and oversight of compensation policies aligned with business objectives and local markets across 47 countries – Management and creation of long-term incentive (LTI) plans, and harmonization of employee savings plans – Negotiation of supplementary health insurance contracts – Implementation of job grading systems – Administration of social management control activities

– Starting in the Workforce Planning (GPEC) department, I contributed to its deployment for a workforce of 65,000 employees. – Subsequently, I created the Social Management Control service-previously nonexistent within the organization-and implemented budget management for staffing positions, enabling optimization of state subsidies. – Managed a team of 17 people. – Key responsibility: – Definition of forecasted staffing and skills requirements