Susanne Folkerts

Leading our efforts on decarbonization within our 400+ sites global operations network. Building and executing a strategy to ensure our ambitious goals and targets on climate change will be met. Partnering with internal and external stakeholders, suppliers and customers to create & measure impact, whilst ensuring compliance to various sustainability reporting frameworks (e.g GRI, CSD, CSRD, TCFD etc etc)

Leading a virtual team across the supply chain network. Accountable for operational and sustainability KPI’s as well as operational excellence at our owned and 3rd party operated facilities in the EMENA region. Managed network optimization transition

In this (newly created) role, I was responsible for creating and driving the Starbucks sustainability agenda through the EMEA supply chain. It was my accountability to initiate, develop and lead programs aimed to achive our global, regional and local sustainability goals. Some examples are 7 waste stream model in the UK and the paper cup recycling program in the Netherlands. In order to achieve this, I relied on my collaborative approach, my network and positive energy.

Orchestrating the process from product development to product launch. Leading our EMEA commercialization team, ensuring timely execution of our product development timelines for new and promotional products in the EMEA region. Categories include coffee, tea, beverage components, food, merchandize, store development etc

Responsible for managing contracts, performance and projects with our 3rd party manufacturers in EMEA. Examples of projects managed are launching the “at home” (Verismo) platform globally and launching various soluble coffee (VIA) based products in EMEA

Trigion, part of Facilicom, is with its 8500 employees and an annual turnover of 370 million euro the market leader within the Dutch security sector. I was operationally responsible for a group of 1500 employees and 9 direct reports. The tasks spanned from client relationship building, business development and optimisation of processes and ultimatley profit

In my role as Business Manager I was responsible for attracting new consultants and clients to the network and to match the right people to the right job. In addition to this, I was responsible for coaching and training of the consultants.

Examples of projects I led related to the following areas; • Audit by the UK Inland Revenue • Brand acquisition and brand disposal • Royalty income streams • Transferring the ownership of a brand from the UK to The Netherlands • Global brand change process and the related tools • Value Engineering • Route to market developement

In this role, which was part of the Global Marketing Team, I was responsible for the Reserve Brands Supply Chain. This premium brands portfolio requires a specialized focus in terms of the supply chain. My key deliverables were; • Translate consumer needs and brand positioning into supply strategies • Develop new routes to market • Monitor quality globally • Manage production (forecast, supply and delivery) • Manage variant availability and brand change • Educate partners on portfolio and category management • Relationship management

The purpose of this role was to ensure that our Board of Directors and Leadership Team were focused on the relevant risks relating to brands, reputation, assets, property and people. Core tasks included; • Risk assessments with the executive board and the senior leadership team • Develop and deliver crisis management training and simulations • Review SOX audits • Ensure development of Crisis Manuals, Business Continuity Plans and Health and Safety procedures • Establish, train and lead Health & Safety Committee and teams

On behalf of the brand owning company responsible for, amongst others, the following activities on a global scale: • Annual contract negotiations with 3-rd party suppliers (raw material suppliers, technical support suppliers and production sites) • Procurement of raw materials, ingredients and services • Manage brand change (innovation and renovation projects) on behalf of the brand owner • Auditing of suppliers against compliance to contract (operations, quality and process) • Brand Governance and Brand Equity Protection (anti-counterfeit, brands protection, quality control, intellectual property protection etc.) • Project management • Product approval • Lead and develop team

This was a completely new role and area to the business. Together with my manager, we were responsible for setting up the team and make sure it was succesful and operational from day one. The scope covered production in the UK, Canada, Italy and Philippines The main tasks were related to; • Procurement of raw materials, sugars and flavors • Building relationships with suppliers • Establish contracts and ways of working with suppliers and internal partners • Create framework

During my first 9 months within Diageo, I worked within customer operations department, where I was running a pilot project to assess feasibility to create a Customer Service Centre of Excellence in Amsterdam