Mathieu PERRET

As part of newly created position: -Support, monitoring, and challenge of a holding company, three R&D centers, and five industrial and commercial entities (US, Mexico, Brazil, France, Romania, Italy, and China) -Cross-functional management of entity performance (cash flow, materials, labor, fixed costs, CAPEX, KPIs) -Assisting the Executive Committee through analyses and waterfalls (P&L, cash flow, KPI) -Improvement of costing tools for request for quotations (RFQ) -Creation and deployment of a Group internal control system -Monthly closing, quarterly forecast, Budget, and 5-year Business Plan (P&L, cash flow, and balance sheet) -SAP development through the implementation of new reports -Implementation of cash flow forecasting (direct and indirect methods) for group entities -Various ad hoc studies requested by the CFO or CEO (due diligence, shareholder analyses, review of production ranges, monitoring of plant closures and transfers)

As part of the factory’s transition to an automotive mindset: -Creation of an accounting cut-off to manage closings -Implementation of performance measurement and monitoring tools for industrial and commercial performance -Monthly justification of all P&L and Balance Sheet accounts according to SOX standards -Monthly closing, monthly forecast, Budget (P&L, cash flow, and balance sheet) -Promotion of Lean Manufacturing culture among operational teams (Production, Logistics, Maintenance, Quality) -Management of one accounting employee -CAPEX and ROI monitoring

-Member of the plant’s Executive Committee -Direct management of a team of 6 people (4 accountants, 2 IT specialists) -Monthly closing, monthly forecast, budget, and 5-year Strategic Plan (P&L and plant capacity planning) -Implementation of industrial and commercial performance measurement and monitoring tools -Development of a model to determine future volumes -Coordination with headquarters’ commercial teams on end-of-life product management -Monitoring of the plant’s productivity plans (€800K savings in 2018) -Approval and tracking of purchase requests -Ensuring compliance with internal controls on site -CAPEX and ROI monitoring

- weekly report on direct labor efficiency and productivity - payroll analysis - budget process for maintenance, industrialization, 2 production sectors and HR service - monitoring indicators about consumables and warehouse consumption - operating budget follow-up about maintenance, industrialization, production and HR services

-Daily cash flow monitoring -Site treasury independent of the group’s internal bank -Direct negotiations with external banks (fees, exchange rates, transfers, credit lines, etc.) -Deployment of internal control for treasury (Loi de Sécurité Financière) -30% reduction in financial costs, working capital improvement by 15 days