Marc PICHOIR

Member of both Tourism and Real Estate Development executive committees, my mission is to strengthen coordination between the two divisions, and to define future concepts for increased profitability. Concomitantly, in the framework of Villages Nature JV governance, which brings together shareholders from very different cultures, I support 3 critical project phases: (transition to Management contract by Center Parcs operational and supports teams, delayed then progressive public opening, and commercial and operational ramp-up). Multicultural and multifunctional management, commitment to results, strength of conviction and leadership, together with innovations are at the heart of my missions. They led me to mobilize and steer taskforces organizations to manage complex topics and crisis situations with agility. CREATE A CONCEPT TO CAPTURE NEW MARKETS AND INCREASE PROFITABILITY: To imagine a new and more profitable concept, tailored for millenials, it was necessary to mobilize and align both Tourism and Real Estate divisions to re-think everything, and to convince of necessity to deviate from historical practices. || Developement of 2 “Lifestyles” projects (La Plagne / Avoriaz) DEVELOP A CULTURE OF RISK ANTICIPATION: To strengthen the management of construction programs, I design and deploy for Real-Estate CEO new processes which embed anticipation and risk management within program and contract management practices. VILLAGES NATURE - PARIS: Resort’s challenging opening greatly disrupts the first year of operation. Decisions must be made quickly and at the highest shareholders levels, with very different decision-making cultures. I facilitate and accelerate them by relying on my network within the two companies, and by managing Governance meetings and reporting.

Villages Nature, an exceptional touristic resort, is entering its design phase. The operations are to be created from A to Z by capitalizing on shareholders know-how, and by implementing creative public and industrial partnerships. I define the organization, and develop with partners innovative HR, Energy, and Digital Customer Experience strategies, which are now in operation. Through this experience, I forged my own belief that Partnerships, would they be through Joint Ventures, or with public, industrial and technological players, are innovations enablers, and powerful strategic accelerators. INNOVATIVE HR STRATEGY WITH PUBLIC PARTNERS: re-challenging established policies with local employment players makes it possible to jointly develop and roll-out creative and efficient HR frameworks. || 75% of employment within the department | Professional integration x3 vs initial objective. EVOLVE REGULATIONS AND POLICIES: In initially unfavorable environments, appropriate arguments were to be articulated and advocated to obtain the necessary support for Villages Nature geothermal project, and service by public transportation. || Optimization of geothermal subsidies: € 9.4M | 2 bus lines at the entrance of the Resort. OPTIMIZED OPERATIONS AND NEW CUSTOMER EXPERIENCE: In parallel with the general and detailed design (masterplan optimization, equipment programming and operational organization design), I define the new Digital Customer Experience, and pilot selection and contracting of the IT partner || This Digital Experience is now deployed in all Center Parcs. >>>>> Villages Nature – Paris ► First large scale touristic Resort in Disneyland Paris area combining accommodation, major leisure facilities, restaurant and shops ► 360M€ investment / over 1 Million guests per year / 600 Employees / 260 Hectares, ► Pioneering approach to sustainable tourism

Development plan is ambitious and everything new to the Group: country, touristic and real estate products, Business model (Management agreement), and partners’ culture. My missions were to define the concepts, prospect and sign other partnerships, and evolve the law to accelerate development of the PVPC Group. Following economic downturn in the country, signed partnerships will not materialize. Gained experience will be an accelerator for other projects. DEPLOY A NEW BUSINESS MODEL FROM A BLANCK PAGE : I define and structure the Group's value proposition to convince local investors, define brand standards for the destination, prospect throughout territory and negotiate the contracts || 3 MOU or Management agreement signed. CREATE AN ORIGINAL CONCEPT FOR A NEW MARKET: Based on Group's main brands attributes, I define and frame new concept and Business plan for an original resort (480 accommodations / 2,400 beds / 250 Hectares), well-adapted to the country and to the development of a local clientele on top of the European clientele of the Group. EVOLVE THE LAW TO ENABLE DEVELOPMENT: I am actively involved in developing arguments and in lobbying to change tax aspects of the Moroccan law for Tourism Residences || It evolved favorably in 2013. Keywords: Morocco | Development | Management contract | Management Agreement | New Concept | Oasis of Noria | RIPT - Résidence Immobilière de Promotion Touristique

I take over the Quality and Customer Relations Department, which is underperforming and of insufficient added value. Based on a shared vision (CEO and teams) I restructure, automate and digitize at constant cost. Within a year, Department is efficient and repositioned: customer satisfaction is integrated within operational and on-site customer management (250 residences). REFOCUS AND MODERNIZE: after implementing essential reporting and automations, I dematerialize the guest surveys, implement annualized working time (a first within headquarters) and re-motivate teams by giving them autonomy and accountability on new perimeters. || Reporting published D+2 (vs D+40) | 80% of customer responses in one week (vs 25%) STRENGTHEN CUSTOMER CULTURE AND REPOSITION THE DEPARTMENT: After deploying a customer satisfaction training (250 residences), General Managers are empowered and autonomous in managing unsatisfied customers. The Headquarters Quality Department is repositioned into a real opperationnal support || 10% decrease in centrally received customer complaints. PLACING CUSTOMER AT THE CENTER OF CORE PROCESSES MANAGEMENT: Through crossing of customer data (satisfaction and verbatim) with other Information Systems, I produced news extract and and reporting that have been leveraged to develop and optimize management of Operations, Commercial Distribution, Marketing, CRM and Investments. Keywords: Quality | Customer Satisfaction | Operational action plans | Continuous improvement | Customer Voice | Claim and Litigation Management | Satisfaction Questionnaires | Dematerialization | Multi-site training | Leadtime reduction | Action-decision oriented reporting

The development of new sites, heart of the Group’s Real Estate-Tourism Business Model, was mainly driven by Real Estate considerations. My missions were to create and implement new processes to strengthen the role and position of Tourism division, to influence development strategy in the new multi-brand context following acquisitions, and to accelerate decision-making processes. This experience forged my taste for new resort development, in which I took a pivotal role. It also strengthened my political sense, and my ability to influence strategies and to manage change of internal culture. TURNING FROM REACTIVE TO PROACTIVE: After I structured market studies, product definitions and business plans to evaluate Real Estate opportunities at an appropriate pace, I developed the frameworks guiding land prospecting, and regional development strategies (brands and products) . FROM ORGANIC DEVELOPMENT TO MAJOR PROJECTS: in Avoriaz, the Group's historic birthplace, I define brands repositioning in the station, and general design of new resorts (+ 50% of accommodation capacity). Amara residence, born out of this major project, is today’s group flagship and highest profitability for the Mountain destination. MANAGING TRANSVERSAL INITIATIVES: The definition of the new generation of Group Touristic Residences, which I structured and managed, brought together a cross-functional taskforce of unprecedented scale (Commercial Tourism and Operations, Cleanliness, Technical, Real Estate Construction and Sales). These brand standards are still implemented and are regularly adjusted. Keywords: Strategy | Development | Business Plan | Financial evaluation | Market Research | Feasibility studies | New concepts | Due Diligence - acquisitions | Brand standards

I support Tourism CEO in reorganizations definition and implementation, performance improvement, and major cross-functional projects. I apply all my consulting experience at the service of Group transformations (management of strategic programs / mobilization and management of teams and consultants / risk management / communication / securing results). I acquire in-depth knowledge of the Tourism sector, and of the two pillars of Group's original economic model: Real Estate and Tourism. I also strengthen my abilities to align and mobilize Departments and teams by giving meaning, piloting operationally complex or multifunctional initiatives, and by always sharing pride of the results. MANAGE TRANSVERSAL INITIATIVES: Driving residences brand repositioning following the acquisition of Maeva, integrating Commercial, Operations, Financial, HR, Information Systems and legal dimensions into a functional organization || Within a year, 40 out of 250 sites swapped brands in due time. SECURE OPERATIONAL AND FINANCIAL GAINS: € 12M in additional turnover and cost savings across the company | Automation and drastic process lead-time reductions (eg from 10 days to 4 hours) | Design and deployment of Balanced Scorecard and decision-oriented reporting. FEDERATE THROUGH ALIGNEMENT OF COMMUNICATIONS TO THE STRATEGY: Preparation and organization of CEO and Executive Committee communications (speeches / conventions / corporate communications) Keywords: Change Management | Transformation | Communication | Matrix organization | Transversal leadership | Performance improvement-optimization | Cost reduction | Leadtime reduction | Balanced Scorecard | Action-decision-oriented reporting | Risk analysis and management