Jean Marc Delaville

Creation of the position, sales of 23 m€, 150 people, team management of 4 people Objectives : implementation of a business unit as " competence center" through the commercial development of an expertise background of test equipement benches Finance & controlling management for the business Implementation of dashboard with a complete overview trough KPI (not only financial topics but management indicators Internal mobility in the Group

Realization of benches of validation and integration of the missile Apache which equips the helicopter Tiger after participation in the development of subsets for the missile Aster which equips military aircraft carrier as "Charles de Gaulle". High technical military standard (MIL STD 1553) Cost, milstones, performance project deliveries with specification client Several bench of 0.3 m€ each, technical coordination of 3 people

Management of 3 people, costs controller for 185 m€ structure costs Areas of responsibility: Headcount, Employment cost, Capital Expenditure, Shared Services Activities, operational departments as GM and Communication, IT, HR, Legal, Finance, Purchases, Facilities, Taxes and Insurances. Objectives : guarantee a control of costs, headcount Sox : implementation of Sarbanes Oxley obligation for international companies, French headquarter Shared services : implementation of reinvoice for each shared corporate functions (HR, Finance, IT, Communication, ...) Reporting : UK GAAP and FR GAAP Internal mobility after the merger between GlaxoWelcome and SmithKline Beecham

Management of 2 people, new position in this organisation, management of a portfolio of 300 clinical trials, total budget of 45 m€. Objectives : financial and economical approach in the management of the clinical trials, the management of the planning of workload of the various internal resources. Approach of the management of project in every trial : quality, duration, cost. Implementation of a tool of management of follow-up of the clinical trial (always used today).

Supervision Accounting and Tax (3 managers and 7 accounters) on 3 locations Controlling (1 manager and 2 controllers) for all locations, Human Resources (1 manager and 1 assistant), IT (1 manager and an assistant) International leadership program for next higher position Main achievements in Finance - outsourcing for accounting into the TRW shared services accounting in Poland in 2017 - implementation of new organisation due to the merger between ZF and TRW - synergies and costs reduction due to the merger - Incoterm review for TRW location in order to be compliant in VAT issue with PSA Main achievements in Human Resource - implementation of the new organisation - implementation of new rules of governance in the whole BU world wide - Employer’s Representative in MEDEF; Judge in Labour Court in Nanterre (one of biggest courts in France) ZF Group bought TRW Group : my responsabilities have been covering the whole ZF & TRW legal entities in France in Aftermarket

Supervision Accounting and Tax (1 manager and 3 accounters), Controlling (1 manager and 2 controllers), Human Resources (1 manager and 1 assistant), IT (1 manager and an assistant) Main achievements in Finance Management of the merger of two entities ZF Group Migration of ERP and payroll systems Cleaning stock : Acruals for impairment of stock are divided by 4 in 3 years, then stabilisation Bad debt reduction divided by 4 in 3 years, then stabilized Reduction of overdues : from 4.2% / sales to 0.4% / sales in years, then stabilized Elimination of negative margins in 3 years (avoided losses, divided by 250) Improved productivity of the structure : Reduction of 1% / sales by year for 4 years Dematerialization of invoices customers: 20% in 3 years, continuing the ongoing improvement Implementation of the integrated purchasing process to SAP, from the purchase request to supplier payment (Purchase order, Order, Delivery, Invoice, Payment) Implementation of budget (cost center/ account number) in SAP (monthly budget, monthly monitoring) and P & L by BU Improvement profitability of business affairs Main achievements in Human Resource New working time agreements in 2012, profit-sharing agreement in 2012, and in 2015, a “participation” agreement in 2013, an agreement multi generation contract in 2013, a “PERCO” agreement in 2015 Managing the age pyramid : 1 year earned on the median every year for 4 years. Litigation Management Good social climate : very low resignation rate, 2.5% in 2013, 6.5% in 2014, 4% in 2015, 3% in 2016 Managing resources and skills with 25% personnel renew in 10 years of development program to transfer the know how mainly for the business of mechanics, recruitment of young employees Organization of the renewal of the members of the DUP (Single Personnel Delegation) Payroll Outsourcing implemented in January 2014. Internal mobility between the JV (ZF&Bosch) to ZF Group

• Accompagnement en fin de mission du nouveau CFO France et Conso Division • Coordination Division  France et International • Pilotage financier de la France • Réalisation des recapitalisations à l’International, proposées lors de la précédente mission • Optimisation de l’EBITDA, du BFR, de la Dette Nette, et des sources de Financement, tirage possible sur plusieurs lignes (jusqu’à 715 m€, intra Groupe 200 m€, RCF 225 m€, France Agrimer 290 m€) • Correction et robustification des modèles de prévision de BFR • Rolling Forecast 2+10 ; 4+8 ; 6+6 ; 8+4 • Budget & BP 5 ans : soumission approuvée par le Groupe dès la 1ère version • Amélioration du suivi de la marge par activité • Pilotage des Capex 20 m€ • Fiabilisation des Provisions RH (1.5 m€ en écart) en coordination avec la DRH • Animation d’une équipe de Contrôleurs de Gestion 13 personnes • Rationalisation de la liste des projets finance, priorisation • Participation à la migration vers le nouveau système de reporting et de consolidation Tagetik versus SAP BPC EPM

Supervision des pays - Pologne | Tchéquie | Slovaquie | Hongrie | Croatie | Ukraine | Roumanie | Bulgarie * Préparation du Plan à 5 ans * Révision des Forecast * Business Review mensuelle * Restructuration de l'Equity de certaines filiales et injection de capitaux * Optimisation de l'utilisation de SAP (Version ECC6) * Coordination de la Finance avec les CFO des filiales * Business Partner du Directeur International et des General Manager des pays * Management des Contrôleurs Financiers centraux * Support à la mise en place d'un S&OP en lien avec la Supply Chain * Focus sur les BFR, la dette nette, EBITDA, Résultat Net * Support au déploiement de l'outil groupe Tagetik