Adam Wójcik

1. Process mapping, value analysis and development of automation solutions to improve workflows within local teams and across departments (JavaScript, PowerAutomate, AI LLM's) 2.Overall responsibility for maintenance of 100+ buildings (15 000 rooms) in scope of engineering services (HVAC, electrical, fire systems) 3. Management of team consisting of highly skilled engineering professionals (9 direct reports, 60+ in total) 4. Active participation in investments projects management.

Leadership for the Maintenance and Utilities departments (8 direct reports, 30+ team members in total) ● Managing capital projects with total value of approx. 5 mln euro per annum ● Identification and delivery of energy reduction initiatives

1. Overall responsibility for succesful handover between investment project team and factory team in scope of maintenance function: - defining project deliverables and descriptions of project products - managing expectations of stakeholders - development of project plan - change and risk management - coordination of resources within delivery teams 2. Development of framework to enable continuous improvement during implementation of upcoming project phases (7th up to 12th).

Responsibilities: ● Managing capital projects with total value of ca. 3 mln euro per annum ● Leadership for the Maintenance and Utilities departments ● Creation of the 5-year development strategy for Oleśnica site in areas of Engineering and H&S ● Leadership for implementation of a holistic Asset Management Strategy in Oleśnica Achievements: ● Successful implementation of a new, backup water supply connection for the factory ● Design and implementation of the project for a new power supply for the factory (new transformer station, backup power supply, new low voltage electric network) ● Development and implementation of the project for two boiler rooms refurbishment ● Step-change in metal detection: full replacement of old metal detectors with new units, EHEDG compliant ● Design and implementation of the new packaging lines (efficiency increase of 10-30% depending on the product type, with increased level of H&S, and improved maintainability) ● Transfer of an automated processing line (ATEX rated) between Kerry factories, with upgrades in functionality (two additional flour siloes and 3rd packing line added), with a step change in H&S systems to achieve full compliance with EU Machine Directive; full responsibility for new layout of the line in new environment ● Design and implementation of a complete replacement of technology and infrastructure within one of the production halls, including: drains, new resin floor, 25m long stainless platform, HVAC, LED (basic and emergency) lights, water suppy, electric network and processing lines. ● Implementation of the KPI's for maintenance team to enable measurement of the progress ● Implementation of the planning process for maintenance team and changing the hierarchy, in order to improve on the utilisation of the team ● Implementation of an integrated and auditable library of the technical documentation

Responsibilities: ● Managing capital projects with total value of ca. 2,7 mln euro per annum ● Leadership for the Maintenance department ● Creation of the 5 years development strategy for Portbury (Bristol) site in areas of Production, Engineering, H&S ● Driving implementation of the holistic Asset Management Strategy in Portbury (Bristol) Achievements: ● Changing the operating model for the maintenance department to align it with the production Value Streams ­implementation of the Lean Manufacturing principles in maintenance ● Successful implementation of the technical projects, e.g. replacement of the main chiller unit (1200 kW), replacement of the hot water boiler (2000 kW) ● Implementation of the structured daily review for maintenance with the set of standard KPI’s (level 1) ● Implementation of the Maintenance Scorecard for the core objectives aligned with site strategic goals (level 2) ● Implementation of SAP in Maintenance Department ­ managing the project team to enable transition of the data, creation of the work procedures and training the front­line team

Responsibilities: ● Development of the Continuous Improvement Department in the factory ● Facilitation of the trainings, workshops and meetings organised by CI Department ● Value Stream Mapping ● Identification and leadership for process improvements initiatives (Jishukens) Achievements: ● Becoming an official member of the Site Leadership Team and working on Site Strategic Goals ● Creation and development of the Hoshin Kanri structure for Portbury Factory ● Creation and implementation of the Value Stream pilot structure in Portbury Factory (member of the core team) ● Design of Vision Share meetings structure and feedback collection process (part of the "catchball process") ● Training of the teams across all departments in 8 Steps Problem Solving ● Implementation of A3 reports across whole factory

Responsibilities: ● Leading the team of technicians: work scheduling, task prioritization and execution control ● Managing maintenance projects ● Engineering support during repairs and improvement projects ● Training of technicians and field workers in area of Lean Manufacturing theory and selected tools ● Creation and development of work standards, according to Lean Manufacturing methodology ● Leading of the reengineering process of production lines (including co­operation with companies from Switzerland, Italy, Germany and China). Achievements: ● Design and implementation of the integrated management system for technical department. ● Changeover time reduction on the PE tubes processing line from 2hrs to 30 mins (line balancing ­ bottleneck elimination)