Mickael Le Menn

Manage & Optimize Assets Portfolio: Group footprint (Offices, Manufacturing & Operation Centers) • Lead Largest transactions (Assets Sale, Leases Acquisition) • Office Sqm Optimization – Reduction of 40% sqm in 2 years • Managed post-merger real estate restructuring and capital investments • Built and implemented KPIs, reporting systems, and operational standards • Division of Offices for Carve-out and entities M&A • HQ Transformation & Implementation of New Models Increased Yearly Performance of Building Costs (Lease, FM, Amortization) from - 1% to -8% / -10% Average Yearly Capex Performance of -20%

Creation of Internal Training Program on Purchasing & Finance Designed, structured, and delivered IDEMIA’s global Procurement training , covering all levels from onboarding to advanced expert programs. I acted both as Program Leader and Instructor, coordinating internal stakeholders, external consultants, and delivering several key modules myself. Key achievements: • Built the full curriculum architecture • Designed training content with consultants and internal SMEs • Led onboarding and advanced modules for the entire procurement community • Created and delivered from scratch the “Finance for Purchasing” module (1 full day) • Facilitated sessions on strategy, negotiation, SRM, and value creation • Supported skill development for ~40+ buyers across global regions • Ensured alignment with IDEMIA’s Procurement Transformation (VCP, category strategy, SRM)

- Launch of Operations: Organizations post-merger Acquisition to maximize Synergies - Creation of Finance Operations & Controlling related to Purchasing FP&A / Payables-Receivables / Treasury - Lead main Structuring Projects: • Creation of Purchasing & Real Estate Departments: Policies, Processes & rationalization • HR internal trainings (creation, content design): Finance, Strategy, Purchasing Strategy, Legal, etc. • Covid-19 Task Force (Cash, Raw materials & components Surge, Communication, etc.) • Purchasing Process Digitalization: ERP Migration, Data Governance, Reporting Automation • Supply Chain Transformation (Airfreight Hub, Seafreight consolidation, Road dispatch, etc.) • Working Capital Improvement (Payables, Inventory, ERP migrations) • IA for Procurement implementation through Pilot Projects - Delivered projects & cash improvement at short & medium term to support LBO – Yearly Working Capital +€17M and OCF +€3M - Synergies Delivered at 100% and Yearly Savings on Categories improved from 4% to 13% vs. OpEx - Drive Financial Cycle: Budget, Strategic Plan, Controlling, Monthly consolidation & reporting to CEO & Shareholders

Chief of Staff: Support and coordinate the different executive functions: • Chief Procurement Officer (Orange & Joint-Venture with Deustche Telekom “BuyIn”) • Group Transformation program Director • Deputy General Secretary (Real Estate, facilities, services, IT, supply chain) - Manage corporate functions transformation: Digitalization, Simplification, Sharing & Mutualization and Green Efficiency - IA for Purchasing & Legal pilots: Contracts management, Negotiation, Specifications benchmarking - Monitor & Drive the Procurement & Supply Chain Strategic Plan - Drive Orange shareholding relation with BuyIn (Procurement Joint-Venture with Deustche Telekom)

General Secretariat Performance and Operational Efficiency Business Analyst: - Support Deputy CEO on management cycle: Executive Committee presentations, board presentations, Budget, Budget Update, Strategic Plan, Transversal projects, internal and external communication, financial communication, investor days, shareholders meeting, etc. - Support group OpEx and CapEx monitoring Project Management Officer – Explore2020 Transformationprogram (2016-2017): Project Management Officer – Chrysalid Transformation program (2013-2015): the Chrysalid program is multi-year transformation and cost efficiency program, based on operating costs savings The initial objective committed to Stock market was of 2.5 bn € gross savings from 2011 to 2014 End of 2014, the total gross savings of Chrysalid program was of 3 bn €. presentation available on: http://www.dailymotion.com/video/k1em7L6wcdZTBe47WUk - Impulse & Accelerate the business model transformation of the group through efficiencies initiatives (500+) across all Orange footprint (Europe, AMEA, BtB, etc.) - Domains: IT, Networks, GE, Real Estate, Customer Management, Distribution & Sales, Supply Chain, Marketing & Communication - Enhance digitalization, sharing services and out of the boxe business models to ensure market competition vs. OTTs and low-cost models - Design and Modelisation of the KPIs ScoreCard / Dashboard of the group performance and integration to the financial management reporting - Weekly reporting to Orange Deputy CEO - Monthly reporting to Orange Executive Committee - External Financial Communication (Investor Days, annual Financial Results) - Manage and support all subsidiaries efficiency community - Monitor OpEx and CapEx evolution with Controlling and Strategy entities - Design and deployment of efficiency initiatives Within Orange 2015-2018 strategic plan "Essentials2020", the Chrysalid program is renewed. The target is to achieve 3 bn € of gross savings until 2018.