Sanjeev Taneja

Essar has 4 ports with a combined capacity to handle 110 MMTPA of Cargo. As a CFO of Essar Ports, I am responsible for Finance, Treasury, Strategic Decision making and enhancing the overall valuation of Business.

CFO with the second Busiest Airport in India called Chhatrapati Shivaji International Airport(41.6 Million passengers in FY17). Responsibilities include:  Strategically supporting the Management in increasing AERO Revenue (amidst severe capacity constraint), Cargo Revenue and Non-Aero Revenue from various concessionaires. Monetization of 200 acres of Real Estate within permissible end uses.  Project Financing (Refinancing the current long term Debt of USD 1.5 Billion) from consortium of Indian banks with 195 basis points reduction in interest rate, financial closure of Navi Mumbai for USD 2.5 Billion (underway).  Monitoring and control of Project Cost for expansion Projects.  Bringing on Investors for GVK (Major shareholder) stake sale in Mumbai International Airport.  Regulatory: Mumbai Airport is concessioned by Airport Authority of India to Mumbai Airport for 60 years starting 2006. Airport Economic Regulatory Authority is the regulator for all Airport in India which fixes Aeronautical Tariffs. One Important Job is to get the favorable Tariff order for control period of 5 years.  Financial Accounting in IFRS in SAP.  Company Secretarial Work.  Direct & Indirect Taxation work.

Key Responsibilities: • Strategic Turnaround & Expansion. - Capital Structuring & Fund raising from Banks (currently USD 850 million) , IPO (NASDAQ Dubai & Luxembourg Stock Exchange) & Private Equity for entire Group. • Mergers and acquisitions starting from Identification phase; Synergy assessment; negotiations; Due Diligence; valuation; legal drafting taking it towards the integration within the group. • Complex Project Evaluation through Financial Modelling. • Financial Consolidation & Reporting of Group-worldwide involving complex consolidation meeting US GAAP & IFRS standards using a wide range of platforms including SAP & Oracle. • Develop and monitor expenditures on the Group’s budget, according to budget allocations and initiate cost saving measures as applicable. This includes all subsidiaries within the group in addition to associates’ income of around 36 companies in 7 countries. • Develop and oversee implementation of Investment & Tax strategies. • Design, formulation and implementation of best practices based policies, procedures & systems including robust internal controls through holding and subsidiaries worldwide. • Vertical and horizontal integration of the group through establishment of new subsidiaries locally and internationally

P & L Responsible for SEZ & Airport Projects development within India. Currently handling SEZ development for 1500 Acres, 2 Airport Projects. Also reposnible for future Projects at Delhi-Mumbai Corridor. Selected Results: • Business Development - Tied up some of the largest deals with two Foreign Universities, 12 companies for Research Park, 16 manufacturing companies for Land/ Built up space, 14 companies for office space and a Residential School. • Launched constructions of 1 Mio Sq ft office space, 1.30 Mio sq ft Science Park space, 50 acres Hospital & Medical College and & 8 Institutions in Vocational/ Professional space. Already completed 80% of Civil Infrastructure, School of 80k sq ft in 7 acres, 3,500 apartments, 500K built up space for manufacturing Units & SAM. • Responsible for preparing the Business Model of the City for funding. • Land Acquisition & approvals for Phase 2. • Optimizing Construction cost – achieved a reduction of over 6%. • Financial Closure (USD 400 Million) with Bank. • PE funding for Infrastructure development/ Projects (USD 100 Million). • Structuring of Business in Corporate Entities to optimize financing and make it tax efficient. • Compliance with SEZ Act & Rules. • Establishing system of Corporate Governance. • ERP Implementation. • Compliance under Company Law, FIPB regulations, RBI Regulations, Securities & Exchange Board of India regulations & Labor Laws Compliances under Listing agreements • Liaising with Registrar of Companies, SEBI, Reserve Bank of India, Stock Exchanges and other Statutory authorities

KP is a world leader in high quality films with applications ranging from Pharmaceuticals to packaging, printing and specialty grade films, card films and furniture films As MD & CFO I was responsible for setting up green field facilities in India and Thailand and drive the Growth Engine by establishing Sales, Distribution and Service Support Network in Asia to ensure Klockner attains the clear Market leadership (>60% marjet share) by year 2010. Selected Results: • Changing Business model to discontinue production of Certain Products, closing an ageing operational Plant, launching new high margin products, increasing product availability & reach and putting in place an effective supply chain. • Developed and authored Business plan and secured private equity Investment from Blackstone of Euro 22M to establish green field operations and USD130 M from Consortium of Indian Banks. • Reduced Production Cost by 8% and Operations Cost by 15%. • Re-established financial controls, detailed product costing, financial modeling, accurate market mapping, new dealer-distributor network which resulted in change in Sales mix, increased market penetration, introduction of Innovative products, optimum utilization of resources, leading the company from severe financial losses to strong and sustained bottom-line profitability in very 1st year. • Designed & implemented an annual budget process that supported 5 years plans. • Launched new products - Aclar, PET & Furniture films in India and captured leading market share. • Introduced new grades in price sensitive categories to increase margin and capture bigger share of Market. • Created a Sales & service network in India to reduce lead time for Customer from 6 weeks to 2 working days for 80% of Product range. • Resumed Exports to Bangladesh, Sri Lanka, UAE and South Africa which now accounts for 20% of total Revenue. • Made India a back office for Group-Asia Operations MIS & Accounts Hub.

Delta Group is the world's largest provider of switching power supplies and brushless fans, as well as a major source for power management solutions, components, visual displays, industrial automation, networking products, and renewable energy solutions. As CEO & CFO, I had P & L Responsiblity for India with two main SBU (Telecom and UPS) reporting into me. Achieved YOY growth of 100% for 5 consecutive years from 2002 to 2007 and established Delta as market Leader in Telecom domain and No 2 in large and small UPS segment. Selected Results: Mobilized revenue growth from USD 15 Mio to USD 180 Mio in 7 years by: • Introducing IP 55 & IP 57 cabinets that could house our Power Rectifiers with the BET plant of the Customer. This greatly reduced operational costs (rental & air conditioning) for customers. • Product Re-engineering to reduce imported component from (70/30 to 15/85) thereby achieving a cost reduction of 35%. • Became global preferred vendor to OEM’s like Motorola, Nokia etc looking for low cost/ high quality suppliers in India. • Penetrating Government market from where 25% of Revenue was derived lately. • Introduced New Businesses like UPS, Video display and Networking, utilizing first the existing OEM relations and gradually building up the Business. New Business contributed USD 30 Mio within the 3rd year of operation with EBITA of 25%. • Establishing Green Field facility at Rudrapur with tax benefits, under the FIPB approval route. Selected Results in Finance: • Funding work through IPO (complete Pre-Issue work issue size USD 180 Mio), External Commercial Borrowings and Bank Limits (Funds & Non-Funds). • Mergers & Acquisitions to support aggressive in-organic growth strategy (Overall in-charge of 2 acquisitions from the beginning till end of the deal size of USD 65 M. • Implementation of very strong Corporate governance, Internal Controls & Risk mitigation system. • Budgeting, MIS, Cost reduction & control which resulted in 3% reduction in D Costs.

Held autonomous decision-making authority for entire finance function of 16 entities in India, South East Asia & Middle East with 6 regional offices and 25 Branch offices. Major responsibilities included Identifying and mitigating Business and operational risk for 16 entities with accountability for budgeting, financing, tax planning/compliance, banking, joint ventures, acquisition/due diligence/integration, accounting, customer service, ERP Implementation, IT, HR & legal. Skilled at partnering finance with core operations and developing productive cross-enterprise alliance. Reporting was to President – India, South East Asia and Middle East Region and managed 18 direct and 45 indirect staff. Selected Results: • Partnered with Regional president and Board of Directors to formulate company’s new strategic direction and co-chaired the executive team that led the company through a critical restructuring process. Efforts grew Sales by from USD 120 Mio to USD 320 Mio over 3 years, reduced operating cost by USD 18 Mio and increased EBIT by 62%. • Acquisition - Led the due diligence for India, South East Asia and Middle East for JV with Falck. • M & A: Led negotiations, guided the due diligence effort, and integrated 3 Security companies acquired in Bangkok, HK and Saudi Arabia. • Implemented Oracle ERP for the region and integrated it with the global ERP system. • Secured USD 5 Mio funding required for a JV with Honeywell. • Improved credit process and reduced bad receivables from 1.5% to 0.2%, generating USD 1.95 Mio as additional cash. Reduced outstanding AR from 93 days to 42 days, improving annual cash flow by USD 31 Mio and alloying pay off of high-interest, short term loan costing USD 5.8 Mio in annual interest.

Corporate Finance, International M & A, International Taxation, MIS reporting, Company Secretarial work, Bank funding and Group accounts consolidation, Direct & Indirect taxation etc.