Richard Lucas

• Sustainability Organisation Design, Syngenta Coached and facilitated the Sustainability functions at Group and Business level to understand existing and future capability requirements to deliver on Syngenta's Sustainability strategy. Led a structured diagnostic and design process using high-impact, virtual workshops with up to 40 leaders from HR, the Sustainability function and Business teams, resulting in a clear set of priorities and roadmap for future capability development.

• Strategic Organisation Design, Mainstream Renewable Power Coached, facilitated and advised the Executive team for this global renewable energy company to align its operating model and organisation to deliver medium to long-term growth, resulting in a simpler, modular and more scalable design. Worked closely with critical functional teams in Technical and Operations, at Group and regional level to identify systemic issues

with accountability and ways of working, and to design necessary changes and appropriate change plans. Designed and delivered over 20, high-impact workshops at Executive and functional level to engage people in the diagnosis and design process.

• Strategic Organisation Design, Syngenta Coached and facilitated the leadership team for Global Production and Supply (within Vegetable Seeds) to align the organisation behind a 15-year growth strategy built on customer intimacy. Developed a series of high-impact interventions with the core project team and wider leadership to agree fundamental strategic assumptions and design principles. Mobilised and coached a set of workstreams to define critical organisational capabilities and to define the high-level operating model and organisation design.

• Strategic Organisation Design, ORE Catapult Advised the CEO and Exec team to clarify strategy and align their operating model and organisation to deliver greater impact and realize the potential for growth in the offshore renewable energy sector.

• Organisation Effectiveness, National Grid Working with the Interconnectors and Gas Transmission leadership teams over a multi-year period to improve their organisational effectiveness. Development of core Organisational principles, critical priorities, target culture and business plans. Delivery of regular high impact interventions to address issues of organisation development, team effectiveness, cross-cultural and joint venture working.

• Operating Model Transformation, Confidential Led a combined consulting and client team to conduct a fundamental review of the operating model for Group functions in this diversified, global Engineering company, resulting in a lower cost and simplified organisation.

• Transformation Programme, St Gobain For the UK Building Distribution business, led a combined consulting and client team of 15 people to design and implement radical changes to strategy, organisation and ways of working from the Executive to front-line teams. Programme designed to embed a new customer-centric culture, empower local business teams, and to build new capabilities to turn around performance and set up for long-term growth.

• Organisational Restructuring and Cost Reduction, UK Examination Board Programme Lead for significant restructuring programme to re-align the cost base (20% workforce reduction), build a sustainable operating model and organisation design with capability to grow, and to engage the workforce fully in the design and consultation process.

• Organisation Design for Growth, Non-RIIO Businesses (NRB), National Grid Worked with the leadership of NRB to design and implement new organisations for the UK's growing Interconnector businesses, new central functions in Asset and Commercial Management and new business development projects including Smart Metering. This included expert advice and delivery support for organisation design,

team development, culture and behavioural change and performance management.

• Business Transformation, GDF SUEZ EP UK – ENGIE Partnered with this growing Exploration & Production Organisation over a two-year period to develop the agility and capability to grow in the next 5 years. Led a combined consulting and client team of 12-15 people with oversight, advice and delivery across multiple work-streams including strategy, business planning, organisation design, culture change and capability development.

• Organisational Change, Jaguar Land Rover Oversight, QA and expert input for Molten's projects for JLR, including the design and roll-out of JLR's standard Change Management methodology, Organisation design for JLR's China Joint Venture, and business readiness for technology projects in the global retailer network.

• Group Organisation Design, Balfour Beatty Advised and supported the CEO and Executive team on the re design of the Group structure to align with a new Group strategy and operating model. The project resulted in the detailed design of a new Group centre and divisional structure including roles, accountabilities, sizing and management / governance mechanisms. The project enabled the CEO to deliver a timely announcement to the market on Group structure.

• Corporate and Support Function Redesign, EDF Energy Worked with the Chief People Officer for EDF Energy across the scope of central and business unit functions, redesigning their organisations to adapt to the sale of the Networks business. The project was highly sensitive requiring navigation through a complex set of stakeholder issues as well as ultimately to deliver up to £30M in cost savings and a simplified and more accountable organisation.

• Operating Model Transformation, Acergy / Subsea 7 Lead advisor for all people and organisation related aspects of the transformation programme, targeted to deliver dramatic performance improvements and a significant shift in behaviours and operating culture towards greater compliance and standardisation of processes and working practices