Eric Gauthier Email & Phone Number

Nantes, FR

Ville De Paris, Île-de-France, France

Lyon Et Périphérie

Rennes, Bretagne, France

Pays De LA Loire, France

Nantes Area, France

In charge of:- technical Team managing approx. 40 M€ of Investment- Safety team- Environment team - Quality team- R&D teamFor all activities of SARIA Group

Région De Paris, France

• Technical Manager
• Managing optimization and coordinating investments for the entire Group (approx 100 M€).

Clermont-Ferrand Area, France

• Business Unit (360 p /350 M€) in charge of butter production within SODIAAL Group (9400 p /5.4 MM€/ 70 locations) 1st French dairy cooperative.
• I manage 3 plants (310 people) including Quality, Manufacturing, Supply Chain, Investments and R&D.
• I was part of the team in charge of design and implementation of the new BU operational strategy: move from a deficit activity transforming exceeding fat volumes to a profitable activity managing less volumes but with.
• We implemented a common operational dashboard for the 3 sites in collaboration with Finance and business management.
• During the last 2 years, because the current Quality Manager left, I had to take the lead of the central Quality team as well as the R&D team.
• I implemented the “Safety first” Group strategy (ETSCAF behavior methodology):# Results: decrease of safety ratio from 47 to 28 in 3 years.

Grasse (06)

• Business Unit (700 p/ 250 M€) Flavors and Fruit juices. Part of CARGILL Group (143 000 p/ 135 MM$)
• I had the site responsibility (270 people with direct report to 130 people) including Manufacturing, Maintenance, Supply Chain and Quality.
• I implemented the Safety Group policy (DUPONT methodology) resulting in a frequency rate decrease of 50% in 3 years.
• I had to build a site Management committee in order to replace the role of the previous local General Manager. Implementation of change management methodology to support site people moving to this new structure and new.
• I was requested to move Grasse site to high level practices in order to set Grasse as a showcase for the whole Group, welcoming international key customers and global CARGILL meetings.
• I had to design and implement a key investment project (4 M€) to optimize manufacturing efficiency and improve quality products. # Results: 20% saving on human labor and decrease of 20% in non-conformance rate, driving.

Dijon

• US based Group (6700 p / 3MM$)
• I had to lead the French sales team (16 people, including 4 EAME coordinated key accounts).
• I improved the operational support for the sales team following loss of confidence from customers after the French site closure.
• We build a high customer intimacy in North Africa.Specially with new customers. Turnover increased by 100% in the area.# Results: Total Turnover for 2006: 41 M€ (+ 10% versus 2005) 2 major projects with NESTLE and.

Dijon

• I had the responsibility of site management for the 3 activities: Flavors, Fragrances and Fruits preparations. 125 people.
• I was in charge of social Management including lead of Work Council and Safety Committee.
• I had to manage the Health, Environmental and Safety matters.
• My first job was to rationalize the Fruit Preparations activity which was losing money for many years: detailed analysis of COGS per product, low margin products were stopped and the other ones were reworked in order.
• I also changed the responsibility within management team in order to give management for the 3 activities to the expert previously dedicated to only one activity, sharing best practices on the whole site. Results: .
• I had to manage the closure Plant and social plan related. Including local redynamisation and negotiations with local authorities and administrations.# I had to take the lead on few EAME Group projects: The major one.

Veauche

• PETFOODS plant belonging to NESTLE Group
• I was managing the technical team (Maintenance/Investments), 28 people 24/24 and 7/7.
• Annual maintenance budget: 12 MF.Annual Investments budget: 25 MF.
• One of my goal was to boost the maintenance efficiency: preventive activities improved and predictive maintenance started.Results: # Total breakdown ratio reduced by 15% and recurrent breakdowns decreased by 30%.

Apt

• Subsidiary from Irish Group KERRY, production of Candied Fruits and Fruits preparations (400 p/400MF, in Apt – 84) PRODUCTION DIRECTOR (both activities)(1996 - 1998)
• I had the production leadership.5 plants. 250 people working 3 shifts 7/7. PRODUCTION MANAGER (Fruits Preparations)(1992-1996)
• I was managing 2 plants. 70 people.
• I was in charge of Manufacturing, planning, logistic, maintenance and investments. MAINTENANCE MANAGER/ INVESTMENTS (1990-1992)
• I was the technical manager for Fruits Preparations. 7 people in 3 shifts.
• Maintenance budget (2.2 MF) and Investments budget (13 MF).