Ana Luisa Saavedra: in Mexico City, DIF

Adjusted the compensation scheme of the sales force in order to meet the annual budget without affecting its productivity. • Launched a synergies program with Banorte to identify opportunities to reduce the operating costs of the Afore by reviewing and comparing the prices of the services used. • Finalized the automation of the back office process of the investment circuit by connecting MUREX and SAP to generate daily regulatory reports. • Completed the implementation of Success Factors to improve the efficiency of Human Resources Processes.

Built Directorate to assist in the definition, monitoring and evaluation of the organization's strategy and to provide it with tools for better decision making. Definition of financial and non financial indicators to measure the strategy's progress. • Introduced a Life Time Value perspective to segment our customers in order to better target the sale and customer retention activities. • Created synergies with Banorte Financial Group's marketing division that has generated efficiencies in our marketing budget.

Introduced a new methodology for calculating the savings margin of a basket of 22 products sold at Diconsa stores. The new methodology reduced the process time of calculating the margin from 25 to 5 days. • Changed the Organization's Manual to enhance accountability through a clear definition of each area's responsibilities. Introduced the balanced scorecard methodology for following the organization strategy. • Designed and implemented a pilot project to provide 200 rural stores with a payment platform.

Coordinator of the Advisory Office • Coordinated Mexico's participation in Expo Milan 2015. The Mexican pavilion was visited by 1.6 million persons in five months, and it got a sustainability award for the characteristics of its architecture. • Coordinated the organization of the dual year of Mexico-UK 2015 which included 400 cultural, academic, tourism and scientific activities. • Improved the service levels for the delivery of information requested by the Ministry and Deputy Ministers by improving the efficiency of internal processes and automatizing information. 1

Banking, Securities and Savings Unit. • Made that financial education became part of the financial public policy agency by creating and coordinating the Financial Education Committee and preparing a first draft of the National Strategy for Financial Education.

Development Banking Unit. • Implemented a process to expedite the information flow from development banks and funds to the Development Banking Unit to improve the timeliness and quality of reports presented to the Minister and Deputy Minister.

Reorganization (with the support of experts of the United States Postal Service (USPS)) of the operation of the international postal processing center at Mexico's City International Airport that allowed to reduce processing time from 72 to 24 hours on average. • Negotiated with customs authorities to equate the import duties of the postal service (which were higher) to the import duties of private courier companies. This contributed to make the postal service more competitive in the market.

Planification of the international agenda for the General Director and creation of the International Affairs Unit.

Started off the microcredit organization. Elaborated the operation manuals and training materials for the microcredit promoters. In three years we achieved to group 15 regional funds in 5 Mexican States that disbursed the microcredits.

• Participated in the study of the International Center for Research for Women on the budgetary implications of domestic violence policies in Latin America. • Elaboration of the brochure "Investing in Women 1999-2001" that compiled IABD's projects with a gender perspective.