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 a better valorization.# Results at 5 years: - Improvement of non- conformity ratio (from 20% to 2%). - Improvement of Delivery ratio (from 97.8% to 99.5%). - Implementation of SMED methodology (TRS increased by 5%) which compensate the loss of productivity due to product portfolio complexity.• 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.• I changed the management organization from a directive way of leading people to a more participative one in order to develop empowerment of middle managers.• I have to manage the investments priorization in order to support BU development strategy in a period of strong reduction of budget allocated by the Group.

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 way of management.• 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 back site results to positive side in 2009.

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 WRIGLEY.

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 to bring back margin to expected level. Results: Operating account was increased by 3 MF.• 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:  Reduction of non-conformity rate by 18% and optimization of service level by 5% , in 3 years.• 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 was the implementation of a logistic network for IFF, including several forwarders all around Europe with hubs connected to a central website followings orders and deliveries in live.Results: # Improvement of customer satisfaction level by 20% , better information for Customer Service teams through EAME and at the end 10% savings in total European logistic costs.

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).