Alexis Kydonopoulos

Full responsibility for the German Business Unit (KPW GmbH) of Royal Avebe. Supporting the operational integration of our newly acquired subsidiary Solan in Poland.

Full responsibility for 2 manufacturing sites (cocoa and chocolate) in Berlin. - Environment, Health and safety - Food safety and Quality - Employee relations including negotiations with unions and personnel representatives - Indurstrial relations with authorities and business partners - Building a talent pipeline and ensuring a succession pipeline - Full ownsership of operational and capital budgets - Strategic outlook and masterplan of the 2 sites taking into consideration their role in the network - Major change management agenda around creating a healthy safety culture while increasing operational performance and starting up a new line First achievements: - Reduced LTI rate from 6/years to <0.1/year (currently at >400 days with no LTI) - Increased and stabilized yield of Cocoa processing unit from 83% to 84.5% (=> 5m€/year savings at current cocoa price) - Increased engagement scores incrementally by ~10% both in terms of engagement index and participation rate

Department leader for Aerosol and Glass Bottles Center - Disciplinary responsibility for ca. 250 associates (incl. Production and Breakdown Maintenance) - ca. 1b€ NSV - Leading a major change program (closure of the AER department) in an extremely volatile environment - Sponsorship of major OpEx, Lean and Kaizen initiatives in the GBC department

• Full responsibility for the AER department of BMH and its ~100 associates • Ownership of all relevant KPIs (Safety, Quality, Productivity, Costs) • Dynamic adaptation of production capacity to high market demand fluctuation (COVID-19) through transition to new and flexible shift-patterns • Turn-around of the department through restructuring of the leadership team, establishing Manufacturing Excellence fundamentals and best practices and ensuring the development of direct and indirect reports

At Beiersdorf's biggest production facility (accounting for 1/3 of its global production) responsible for - SHE (Safety Health Environment) and - CI (Continuous Improvement)

• Complete responsibility for the site’s technical department (Engineering, Maintenance and House Services) and its ~45 associates • Managed ~15m€ annual budget (Maintenance & Engineering projects) • Owner of the site’s Engineering strategy and accountable for the execution of the elaborated masterplan, including the implementation of a new line (~22m€ investment) • Completed the Supply Leadership Development Program (SLDP): 1,5 year internal training program as preparation for senior leadership roles in Supply

• Complete responsibility for the Maintenance of the whole factory and the Outbound Logistics Team (~40 associates) • Led the Maintenance IPP work-stream in collaboration with McKinsey generating 2m€ annual savings through preventive maintenance rationalisation (FMEA analysis) and optimisation of the break-down maintenance team • Managed ~7m€ annual Maintenance Budget

• Complete responsibility (Operations & Maintenance) of the Can Segment and its ~55 associates • Led the closing of the Can Line, a major and heavily emotional transformational project for the Verden factory, including a shift pattern change from 3x8 to 2x10 in great collaboration with the works-council, local and regional teams.

A 3-year program offering rotation through three multidisciplinary assignments 3rd Assignment: Shift Manager, Minden, Mars Germany • Operational responsibility for the whole factory during shifts and disciplinary responsibility for ~25 direct reports 2nd Assignment: Industrial Engineering, Verden, Mars Germany • Development of a simplified line-balancing tool and application in Verden (DE) and Melton (UK) factories to enable great CAB investment avoidance (~1,5m€) • Monitoring and enabling of 3,4M€ yearly savings within the Verden Can line-restructuring project 1st Assignment: Controls&Automation, Verden, Mars Germany • Optimisation and standardisation of a change-over process through use of Lean tools resulting in 70k€ yearly savings without any CAB investment • Development of a Human-Machine Interface (HMI) Standard applying the Usability Engineering principles leading to philosophy-change from machine-oriented to task-oriented with drastic effects on machine operation efficiency • Integration of the Verden HMI Standard in a European Best Practice and development of a Training Module available to all Project Engineers in the organization

• Proposal of cost-effective ways to extend laboratory's LED measurement capabilities • Development of design concepts and implementation of conceptual designs into finished assemblies with use of Labview measurement and control applications

A postgraduate program on AI and Machine Learning that uniquely combines a comprehensive curriculum, covering the most widely-used tools and techniques in the industry, with a hands-on learning approach. A portfolio with a minimum of 8 projects is carried out by each student. Major topics covered include: - Fundamentals of AI and Machine Learning (essentials of Python and its tools for Data Analysis and Computing) - Statistics and Statistical Learning - Supervised Learning (focus on Linear and Logistic Regression) - Ensemble Techniques - Feature Engineering, - Model Selection and Tuning - Unsupervised Learning - Neural networks - Computer Vision - Natural Language Processing - Recommendation Systems - Model Deployment

Diploma thesis: “Modelling the dynamic thermal behaviour of MV power cables using Pspice”