Nexans Global technology leader and producer of cables and cabling systems. 26 000 employees and 6,7 billion euros revenue

Oct 21 - Feb 2023: Land High Voltage General Manager (Europe) and HV accessories

(Paris – 150 million euros sales – 400 employees. 1 plant and two workshops)

· Reorganization of commercial and industrial activity (customers’ scoring, products rationalization, calibration of standard lengths, optimization of maintenance, improvement of product design)

· 2023-2025 Strategic Plan

· Offers’ differentiation via additional services such as packaging, cuts, transport tracking

· 15% WC reduction (overdue management ritual, calibration of payment terms)

Jan 18 – July 21: CEO Nexans Brazil. (Sao Paulo and Rio)

250 million euros sales. 550 employees

· EBITDA and ROCE back to positive territories since 2019. Debt restructuring. Cash positive in 2020/21. Lowest net group overdue in % of sales.

· Pricing strategy completely revisited with Gold, Silver and Stone clients. CM increased by five points 2021 vs 2019

· Closure of our operation at Americana SP State and transfer to Rio’s plant

· Complete portfolio’s review with SKU’s number divided by 3. Working Capital divided by three between December 18 and June 2020

· Main industrial KPI: Scraps down by 2 pts, OEE up by 5 points and extra hours from 15 % to 4 %. After 7 LTI in 2019, none in 2020/21.

· Since 2018, already 3 million euros tax recovery. High level negotiations with the government of Rio city on taxes

· Communication: monthly breakfast with employees, monthly results presentation, yearly social survey.

· Successful management of violent situations

· Strengthening close relationships with favela communities

Thierry Costerg 185 Rue Duguesclin 69003 Lyon France : thierry.costerg@orange.fr / www.linkedin.com/in/thierry-costerg )+33 (0)6 75 66 67 69 French

Aug 15 – Dec 17: CEO Nexans Power Accessories in France and Belgium

(NPAF 48 million euros sales, 180 employees and Euromold 52 million euros sales 350 employees)

· Major work to reorganize supply chain function, in particular to define standard costs, manufacturing variance and tracking of obsolescence. Inventory coverage reduced by 30%, below 9 weeks.

· Reorganization of sales and marketing function to reduce dependency on low margin customers and move to export with objective to triple current turnover (outside Europe). Price policy improvement (PCO) and focus on competitive response through product manager role empowerment and efficient technical benchmark. CM increased by two points.

· Redesigned R & D and reoriented missions in order to focus on technical support for sales and arbitrating product developments (Business Opportunity Review to analyse deviations, initiate corrective actions and ensure strategic relevance). Development of services and continuous benchmark.

· Determined HR policy to both restore Nexans group rules and procedures while developing performance and motivation tools based on ethics and compliance.

· Two M&A to address a new market: Electric Vehicle Charging Station. Full part of Nexans strategy diversification

Aug 12 – July 15: CEO Nexans Argentina (Buenos Aires).

60 million USD Sales – 200 employees

· Restructuring and indirect expenses reduction (8 % below inflation), mix-product change and back to profitability. 7 % OM in 2014.

· Productivity increased by 20% in two years while maintaining social peace through innovative productivity agreements.

· Implementation of Nexans’ Industrial Excellence processes and methodologies. Robust performance consolidation. No LTI in 2014 and 2015.

· Effective Improvement of customer satisfaction (60 to 90%) through flow management.

· Direct negotiation with the Minister of Trade to import copper wire

· Sale of the company in 2015 to optimize industrial footprint in South America and favour attrition of the activities to target margin ratios increase.

Aug 11 – Aug 12: CEO Nexans India (based in Singapore) and Sales Business Development Manager for South East Asia

· Business Development: Strategy to grow profitability and revenue in Southeast Asia. Two companies targeted (between 200 and 300 million euros revenue), and files presented to Executive Committee in June 2012. Investment postponed for other priorities.

· Nexans India Country Management: Restructuring JV created in 2009. Acquisition of partner’s shares. Focus of key profitable business’ segments.

Dec 09 – July 11: CEO Nexans Vietnam (based in Hanoi).

CEO, Nexans Lioa Ltd.; (60% Nexans Joint venture with 300 persons; 60 million USD Sales) + CEO, Nexans Vietnam (60% Nexans Joint Venture with 100 persons, 20 million USD Sales)

· Transforming of underperforming units through indirect spent reduction and LEAN manufacturing implementation.

· Structural organizational change (operational excellence, customer services to develop contracts with major end-users, such as Siemens, Alstom, Saipem…)

· Joint Venture divestment with Lioa to reduce complexity and maintain compliant framework with fair business practices.

Jan 08 – Dec 09: Nexans Corporate-Corporate Purchasing Manager, Aluminium, Plastics - Paris

· Management of 1.5 billion USD purchasing portfolio.

· International negotiations with Alcoa, Rio Tinto, BHP Billiton, Dow, Borealis

o 2009 offensive savings exceeding 40 million euros under stretched purchasing conditions

· Development of VMI and reverse factoring boosting cash management

Sept 01 – Dec 07: Two roles at Nexans – Lyon -

1. President of RIPS (Nexans’ subsidiary). Medium-sized company specialized in trade, grinding and valuation of waste generated during cable production. Annual turnover of 100 M€, 70 employees.

· Restructuring of production facilities (closure of Lyon site in 2003 and transfer of operations to Calais, increase in net profit of 1 M€/year)

· Creation of joint-venture with Sita (Suez Group) at the end of 2007.

· Reduction of internal "dependence" on cable waste supply (98% in 2003 to 60% in 2007). Financial results obtained for RIPS: 200% growth in net profit in four years.

2. Aluminium Purchasing Manager. Purchase of 175,000 tons/year of aluminium, 450 M$ covering 15 countries. Target: secure Nexans' supplies in "tight" raw material market while gaining a competitive advantage with regards to competitors.

· 30 M$ offensive savings over 2005-2007 period

Pechiney: Primary aluminium and packaging company. 2001 revenue of $11.7 billion

Jan 96 - May 2001: Sales and Marketing VP Aluminium rod business unit

Human Resource Manager at Aluminium Dunkerque plant