Juergen Peulen

11/07 – 11/21: Executive Vice President Operations Kiekert Group P&L responsibility for all Kiekert production sites; worldwide 3800 people in Operations in 6 plants (Germany, Czech Republic, China, Mexico, USA, Russia), total Group = 4700, 600 mio€ Sales; each site has a functional organization (Sales, R&D, Program Management, Quality, Purchasing, Logistics, Manufacturing Engineering, Production, HR, Finance, IT) and is headed by a General Manager - Restructuring of the Kiekert Group after change of ownership; - Shut-down of plant in Webberville/USA and sale of facility after relocation of production to Mexico, shut-down plant in Birmingham/UK after relocation of production to Czech Republic; - Production Germany reduced from 900 to 500 people by moving production to Czech Republic; - Negotiation with workers’ council and union (IGM) to agree on restructuring contract deviating from common union tariff contract (Sanierungtarifvertrag) - Introduction of Shop-Floor-Management and Lean-Manufacturing principles in all plants; continuous improvement and cost reduction program implemented - Establishment of a new plant in China (no JV, but totally owned entity) in 2008; recruitment and hiring of local management; building up the organization and managing launches - Planning, purchasing, set-up and launching of the production lines for latch-assemblies to serve local OEM facilities (Renault/Samsung in Korea, VW in China, Ford in China, GM in Korea); Start of Production beginning 2009; positive EBITDA in 2010; - Establishing and expanding a local supply base in China, today 75% local purchase - Footprint planning for all Kiekert sites; Chinese plant doubled floor space by July 2012 to accommodate new customer awards; subsidiary founded in Russia in Dec.2012, plant established, hiring process is in progress, first parts were produced November 2013;

- Defined and executed business plans for the North American operations to improve customer relationships and to further expand market share; - Moved all production activities possible from Michigan to Puebla/Mexico, expanding Mexico operations to 1000+ employees and reducing Michigan operations to 100 employees; 8 launches in the timeframe 2005/2006; total sales of awarded and existing programs: $200 Mio/year; - Prepared and achieved certification of the Puebla plant according to TS 16949 and ISO 14001 - Qualified the Puebla plant as a supplier for Nissan; preparing the Puebla plant for the Ford Q1 award in 2006; received the ‘Best Supplier of the Year’ award from the Ford Wixom Assembly Plant in 2003; - Established know-how transfer procedure between the various production operations of the Kiekert Group; - Controlling of the product development and launch processes from award through volume production; defining measures to achieve and beat calculated costs;- Refined and enhanced the internal company standards of the Kiekert Group; established an internal audit system to verify compliance with the standards; - Developed a supply base in Mexico; developed a tool making and supply base in China; - Founded a Joint Venture with a Spanish automotive supplier for an awarded door module program with Just-In-Time and In-Sequence delivery demands; built a new plant in Hermosillo / Mexico; product launched in July 2005 successfully; positive EAT in 2006; - Established a Joint Venture with a Korean automotive supplier to develop and produce a new latch family marketed in the USA; several OEM-plants launched successfully with this product; - Leading and controlling the North American operations according to the guidelines and targets set by the Board of the Kiekert Group; maintaining the five years forecast for sales, headcount, budget, investment, P&L, balance sheet, cash flow and risk assessment;

05/98 – 12/02: President and COO Keykert USA / Michigan (located in Michigan/USA) Two locations in Michigan; 1998: 100 employees; $ 10 Mio/year in sales 2002: 650 employees; $170 Mio/year in sales -Turnaround task; eight launches in two years at OEM plants in USA, Mexico, UK, Belgium, and Japan; - Evaluation of organizational and process needs; assessing management capabilities and replacing management positions; accelerating design activities, prototype builds and testing activities to meet program timing and launch milestones; - Developing a supply base in North America; placing tool orders and implementing follow-up procedures to ensure on-time readiness of production tooling; procurement, installation and launch of all manufacturing equipment; - Implementation of company specific standards and procedures according to the ‘Kiekert Development and Production System’; hiring and training of the employees to these standards; - Preparing and achieving the certification of the two locations in Michigan to the standards of QS9000 and later TS16949 and ISO 14001; achieving the Q1-Award from Ford for the Michigan production plant; - Established a Just-In-Time and In-Sequence delivery process for two OEM-plants; - Implementation of SAP/R3 as the integrated planning and reporting system; investment and budget planning for short and midterm timeframe; implementation of a monthly reporting system with the main key figures for Profit & Loss, Quality and Efficiency; - Performed marketing studies to determine customer specific demands for latch technologies and implemented the necessary development and sales activities to improve market share from less than 10% in 1998 to more than 25% in 2007; improved business distribution structure from 95% Ford and 5% GM in 1998 to 35% Ford, 30% DC, 25% GM and 10% VW in 2007;

- Leading the departments ‘Manufacturing Engineering’, ‘Calculation of Manufacturing Costs for New Products and Engineering Changes’, ‘Design of Manufacturing Equipment’, ‘Software Development for Control Units of Manufacturing Equipment’, ‘Equipment Manufacturing’, and ‘Industrial Engineering’; in total 120 employees; - Deputy of the Vice President Production (6 plants, 2500 employees); - Design for Manufacturing studies and determination of necessary design changes with the R&D departments; - Determination of the manufacturing and testing processes for new products; specifying the necessary manufacturing and test equipment; make-or-buy analysis for sub assemblies and production equipment; - Development, design and manufacturing of in house made automated production and testing equipment; - Installing, debugging and launching the assembly lines for new programs; training of the employees, in Production and Maintenance; responsible for launching programs until calculated benchmarks were realized (uptime, output, labor, rework, scrap) and sign off by Production and Maintenance achieved; - Advanced development of process technologies with suppliers and universities; short/mid/long term planning of production needs and investment based on sales forecasts; - Restructuring projects to reduce costs of goods manufactured; closing one plant in Germany and moving production to a new plant in a low labor cost country in Eastern Europe; presenting and communicating all planning activities to the Workers’ Council and Union representatives and delegates and achieve acceptance and support;

Automotive Supplier for Interior and Exterior Parts, Metal and Injection Molding Responsible for Manufacturing Eng., Process Technologies, Manufacturing Equipment, Material Consumption, Labor, Calculation of Goods Manufactured; 20 employees; - Implementation of a new Department for Manufacturing Engineering and Layout Planning; determination and implementation of the midterm and long term concepts to meet the demands of production capabilities, capacities and production headcount based on the sales forecasts; - Planning and realizing restructuring projects to reduce costs of goods manufactured; - Implementation of a new Continuous Improvement & Kaizen Process; reduced scrap and rework by 50%, increased uptime of equipment by 10% and productivity by 25%, reduced die change-over time from three hours to less than 30 minutes; - Implementation of a Teamwork-Concept in production based on the guidelines of the Toyota-Production-System; - Implementation of an international experience exchange process with the company’s subsidiaries in France, Canada and Brazil;

08/85 – 03/92: Various positions within Mercedes Benz AG / Sindelfingen 09/90 – 03/92: Manager Manufacturing Engineering for Assembly C and E Class Vehicles - Restructuring of the assembly operation to integrate C and E class assembly operations on one assembly line; planning, implementing and launching new, line independent sub-assembly systems for the main wire harness system, dashboards and doors, including the automated material flow and buffer systems - Responsible for management of all realization measures, timing and budget; 10/87 – 08/90: Manager Project Planning for long term Production Concepts - Restructuring concepts for the OEM-plants in Sindelfingen, Bremen and Rastatt in Germany; - Floor space and headcount analysis to determine the midterm and long term demand for the production programs and development of concepts to meet these demands; determination of the necessary investment and budget; 08/85 – 09/87: Manufacturing Engineer - Relocation of various shop floor and warehouse operations to gain additional production floor space for assembly operations; - Planning and realization of a new building for tool repair operations;

10/77 - 07/85: Master Degree in Engineering Technical University Aachen / Germany 02/84 – 09/84: Degree in ‘Welding Process Engineering’ Technical University Aachen / Germany 10/84 – 12/84: Degree in ‘Industrial Engineering’ Technical University Aachen / Germany 04/79 - 06/83: Internship ‘Plastic Manufacturing Processes’ Technical University Aachen / Germany 02/83 – 12/84: Part time employee with a consulting company for Industrial Engineering in Erftstadt / Germany