Ferdinand Koster

As Mill Director responsible for all activities in the Alfeld Paper Mill. This is a mixture of ensuring ongoing operations and driving the product, process and efficiency developments after the recent major restructuring

As Mill Director responsible for all activities on the Maastricht Paper Mill. This is a mixture of ensuring ongoing operations and driving the product, process and efficiency developments after the recent major investment. Goal is to get to a culture and behavior of ownership, empowerment and Continuous Improvement to become best in Class

Cordstrap develops, provides and produces solutions and products like strapping, lashing and dunnage bags to secure your cargo. As Global Upstream Operations Director responsible for the global upstream operations department, which includes S&OP, OPEX and the five manufacturing locations. Apart of managing the team and processes, key focus was on re-Implementing S&OP as the cross-functional business process and enrolling a World Class Manufacturing program to achieve a culture of ownership, empowerment and finally into Continuous Improvement.

In the role of global manufacturing director, leading and directing the five manufacturing locations in US, Brazil, NL, Turkey and Dubai and developing Operational Excellence.

Electrical Solutions & Services (ESS) is a business within Eaton's Electrical Sector, EMEA Region. As Operations Director responsible for Operations, EH&S, Supply-Chain, OPEX and aftersale service & support within this business.

Since acquisition by SCA in July 2012, the role changed from being responsible for manufacturing in Cuijk (NL) and Hlohovec (SK) to becoming site manager for the Cuijk site. In this role I’m responsible for manufacturing as well for on-site (internal) logistics and the two finished product warehouses. Span of control as app. 300 Fte. On top of driving the existing programs and ongoing productivity increase, an integration program was developed. (1) Implement SCA corporate safety standards and further develop the behavior. (2) Redevelop the environmental programs to meet SCA high sustainability standards. (3) Further enhance (Cost)-productivity by implementing SCA‘s Blueprint origination and develop and execute the necessary restructuring plans (including capital investments) in combination with enrolment of SCA’s productivity structure and culture (called HMex). (4) Feedstock optimization by process improvement and executing CAPEX projects. (5) Increasing raw material efficiency and waste reduction. (6) Integration activities like systems (IT and SAP migration), integration and harmonization of compensation and benefits (pensions), integration of support departments and integration of (internal) logistics into the site.

In this role I had the overall operational manufacturing responsibility of the Cuijk (NL) and Hlohovec (SK) sites with around 450 FTE. Task was developing and realizing a new vision and strategy for the sites creating a turn-around and by that make the competitive and long term viable as a location. Apart of running the day to day operations executing the strategy meant developing and driving various programs. (1) Develop zero EH&S incident culture (systems and intrinsic behavior). (2) Re-focus the organization on the customer by driving quality and customer service level. (3) (Re) develop cost awareness and drive cost productivity by cost management and implementing an optimized organization blueprint. (4) Drive energy efficiency, optimizing feedstock cost and waste reduction. Enabler is enrollment of an ‘Operational Excellence’ structure and culture (including right KPI’s and review cycles). Leadership- and supervisor capability development program was developed to achieve this. In October SCA announced the acquisition of the Georgia Pacific EMEA tissue business and since then various activities where launched to prepare for the actual closure of the deal, which took place on 20th of July 2012.

As site manager / MD responsible for managing a textile processing plant in Michelau in Germany (180 FTE) acquired by INVISTA and integration into the European Surfaces business. Apart of running the site as site manager and MD, the main focus was on being an ‘transition manager’ with aim to integrate the site. This meant integration in the INVISTA systems and procedures but especially developing the company culture in areas EHS, Quality systems, IT, Operational Excellence, etc. As part of that a vision and strategy for the coming 5 years is developed and implemented and resulting in 15% productivity increase.

In April 2004 the DTI devision (DuPunt Textiles and Interiors) was sold to KOCH Industries Inc. and in this period In this period as site manager responsible for implementing KOCH’s OPEX (Operational Excellence) Blueprint organization and procedures. This included a major restructuring and headcount reduction of 15% of the staffing. An automation vision and supporting projects was developed and implemented to drive productivity. Finally a ‘culture and behavior’ project was started to get structure and culture back in balance (Prestatie in Balans) after the two major restructuring projects within 3 years

In this role responsible for all aspects of the Nylon polymer plant in Rozenburg (Rotterdam) which is a 9 autoclave and 80 kTon plant with very high level of automation and run with ‘Process by Product’ philosophy. Main focus was on productivity increase and development of the right organization and culture. As of September 2003 I was promoted to site manager as part of the divesture of DTI (= DuPont textiles and Interiors) by DuPont de Nemours. Since then a major restructuring and headcount reduction project (15% staffing reduction) was executed and various activities were deployed in preparation of this divesture.

Managed support departments (IT, site laboratory, controlling and sourcing) at the Rozenburg site. Member of the site management team. - Developed skills and capabilities and implemented productivity improvement programs. - Realized various sourcing and utilities projects and managed SLA’s

Responsible for the integration of the Polyester film plant after the acquisition by DuPont de Nemours. As part of this roll responsible training & development and for safety, health and environment

Started as process engineer, promoted to production engineer and finally appointed to MBU-leader and responsible for this MBU in the Polyester Film plant.