Jean Marc De Reviere

Digital transformation of the Alstom group worldwide IS&T activity and his Internal Shared Service Center (Cost Base 600M€/year – 4000 people of which half external contractors). Management of a team of 50+ headcount. - Building of a 3 years business transformation plan to significantly reduce costs, increase IS&T cost visibility and management to Alstom businesses, integrate new technological features and increase user’s satisfaction. - Definition of a new IS&T cost and invoicing model, Moving from Fixed Charge to activity-based charge, Transaction-based Pricing. - Implementation of an IS&T CAPEX evaluation process based on the industrial model to ensure all IS&T investments to be documented and approved at appropriate management levels.

Alstom Transport France is 2000M€ turnover (of which 75% direct sales in France) 12 production sites and 8500 people, the France region is the sector flagship for many projects and products such as Citadis Tram, TGV, metro and suburban trains. Management of a team of 300+ headcount. - Internal reporting rationalization to focus on simple and comprehensible key performance indicators (KPI) to allow operational management to meet their performance goals based on simple and well tracked datas. - Implementation of the first Business Process Outsourcing (in a first step, Procure-to-Pay and in a second step, Record-to-report Business Process Outsourcing) in finance in Alstom Group (80 people concerned) with Grant Thornton. - Increasing business partnership from finance with an active and continuous recruitment of finance talents to upgrade the finance population in Alstom France and also to anticipate succession plans for key positions and business development in emerging countries. Creation of a team finance community. - Establishment of a strong cash management process to better anticipate future flows to minimize potential drifting either positive or negative.

Alstom Transport Iberian America region (Spain, Portugal, Algeria, Central & South America) was 1B€ turnover (of which 40% localized in Spain) and 3800 people, the IBAM region was the greatest group cash contributor in the period 2004-09. Management of a team of 60+ headcount. - Signature and put in force of major rolling stock, signalisation, maintenance and turnkey contracts such as Barcelona Metro L9, Mexico Metro L12, Sao Paulo metro L 1-2-3 signaling system, Metro Los Teques Caracas, RENFE Trenes Modulares Civia II and Civia III, Santiago Linea 3 & 4, Citadis Madrid Metro Ligero, Metro Santo Domingo Metropolis L1. Signature of Buenos-Aires/Rosario/Cordoba TGV contract. - Implementation of an aggressive overdue and risk exposure reduction plan in close relation with the group HQ and the external auditors (solution implemented to cover forex exposure in several contracts in Chile, solution implemented to finance Buenos Aires metro blocked in Sao Paulo production site, solution founded to cover and protect margin to allow metro mexico L12 offer to be presented, etc.) - Recruitment and implementation of a robust finance organisation and a team of strong Country Finance Directors dedicated to excellence and finance business partnership. - Preparation with our bankers of a business case to evaluate the opportunity to acquire a part of one of our major competitor in the region.

Induction plan role before moving to operational responsibilities - Implementation the newly financial organization inside of the group matrix organization implemented in Oct 2003 - Define each financial function inside of the new standard financial organization, including mission and job descriptions, controlling the effective implementation of this organization in every subsidiaries and the determination of competencies requested for every function to make the organization working.

Finance Director for the Southern Europe region of the group (8 factories in Italy, France, Spain Portugal). Finance Director for the french subsidiary. In the region Huhtamaki Group manufactures and sells Paper and Plastic packaging products mainly in the food service and dairy packaging area. Management of a team of 50+ headcount. - Implementation of several external operations such as the acquisition of Monoservicio Bibo in Italy and the selling of Keyes Italy. - Trade business reorganization between Portugal and Spain that has led to strong sales increase in the region and investment in new production capacities in Portugal. - Building and defense of the region business plan in frony of Executive Group committee. - Negotiation and implementation of a major agreement contract with one major European client in the Dairy sector.

Financial direction 6 business units of which 4 plants (Turnover 90M€, 550 employees). In charge of finance, purchase, tax, IT. Member of the board, company deputy. ISO 9001 internal and external auditor. - Streamlining of the finance organization (with 10% savings every two years from 1992) - Implementation of various tools, ratios, indicators such as cash pooling management, working capital decrease plans and a EVA ® model, which led to bring more finance impact in the decisions at all levels of the company. - Building of a local partnership with major paper and plastic supplier (Huhtamaki France was #1 buyer of Polystyrene in Europe) which has led to significant win/win agreements. - Active participation in different external business projects such as many acquisitions (i.e. Tulipia Packaging France) , divestments (i.e. Management buy-out (MBO) implemented with Plastyl S.A.), competition benchmarking, site closure (Huntsmann France), plant rationalization. - Implementation of an ERP (Minos, inventory and planning system and Iris Accounting) and of Hyperion enterprise for consolidation and reporting purposes in all French business units

- Building of the financial structure of two start-up of the group (Turnover 7M€, 10 employees). - Implementation of every financial, tax and IT aspects of the companies. The first subsidiary operated in the Benelux and the second was the export subsidiary of the group operation in Brussels with export sales mainly in Eastern Europe, Middle East and Australia - Strong focus in working capital and cash generation management