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An even more collaborative organization Bi-monthly videos from the Pierre Fabre CEO, podcasts from the CFO, informal discussions (virtual coffee mornings) between the Executive Committee and employees, newsletters for sharing best practices... The Pierre Fabre Transformation Plan comes with improved communication, especially on financial topics, that is at once more transverse and more transparent. In order to encourage the adoption of more collaborative working methods, employees have been offered e-learning modules. Multidisciplinary working groups, created to work on the Group's transformation, are focusing on a number of projects, such as the introduction of new ways of working, optimisation of Medical & Naturalness position, thanks to support employees through these changes with the appointment of 120 special ambassadors. This will allow us to ensure a consistent roll-out of the company's global objectives to each business unit, then to each employee. Rethink our organization and ways of working Establishing a more “horizontal” and collaborative organizational structure and developing a culture of performance requires a thorough transformation of working methods and relationships. Our achievements in 2020 include: • Reduction from nine to seven managerial levels: aligned with our goals, this streamlining was designed to facilitate decision-making and bring managers closer to the field, in order ultimatelyto make the organization more agile and better able to listen to our customers and external stakeholders. • During the first lockdown in 2020, the IT Department took just 48 hours to provide home-working capabilities for 3,000 employees, by setting up a VPN for secure network access. • 27 Working Groups for discussing the priority subjects of the Transformation Plan, involving over 150 employees from different countries and sectors. 97% of employees repositioned within the new organization by the end of 2020 350 of employees trained in new roles (precision marketing, e-tailing) 10% of employees benefiting from internal mobility U4se of collaborative tools has increased by since the first lockdown CHALLENGES & STRATEGY 23