Committee member since October 2020 and chairman since May 2023.

Developing an innovative and sustainable toilet cleaning solution for the professional cleaning industry

As part of the Benelux Management Team responsible for Strategy Development and Programme Management.- Restructuring of the Benelux organization to improve alignment between business strategy and organisation- Developing vision and strategic objectives to address business challenges- Initiate and manage programs to deliver strategic objectives

Leading the Operations Supply Chain function of the European Packaging division, responsible for: - Develop and maintain a 3-5 year Supply Chain strategy to support development of supply chainfunction and processes- Implementation of paper (raw material) demand forecasting at 90+ production locations acrossEurope (±2 bln€ spend) and improving forecast accuracy from <50% to >75%- Leading Delivery Excellence Program focused to improve service to customers across 200+production locations across Europe improving OTIF performance from 90% to 95%- Implementation of Sales & Operational Planning processes across 90+ production locationsacross Europe to improve medium term planning processes- Lead Footprint program (SC Analytics team) to assess existing/future manufacturing footprintand identify costs savings and support growth strategy- Lead the development of Logistics and Inventory Management improvement programs

Leading a multidisciplinary team of experts within the central paper procurement hub responsible for supply chain projects, standardisation of (transactional) processes and performance management

- Responsible for centralization of paper procurement processes in UK, France and Poland (±700 mln€ spend) to central paper procurement hub- Managing European working capital reduction program realizing a reduction of ± 14 mln€- Implementation of service level agreements between central hub and local production sites

Leading the continuous improvement agenda together with management team supported by Lean Six Sigma tools and structure. Main achievements have been:- Change from “management pushed” to “shop floor pulled” improvement initiatives by successful implementation of Kaizen methodology- Defined long term CI vision and supporting performance management system together with organization to support daily management of deviations

Production department – Waalwijk, the Netherlands & Compiegne, France Maintenance department – Schoonebeek, The NetherlandsIn high-intensity projects (6 months) realizing a culture change within a department from reactive management of issues to proactive management of performance.- Optimize management of the departments by setting up Performance Management System(KPIs, meeting structure, RACI) to steer the organisation on daily, weekly and monthly level- Apply RCA methods, Lean Six Sigma techniques, coaching and training to structurally resolveissues and create short-term wins to support cultural change

- Successfully delivered on time and within the pre-described budget the Conceptual, Basic and Detailed Engineering phases of a 3 mln€ CAPEX project. Managing a multi-disciplinary project engineering team (process, mechanical & E&I engineers).- Supporting the Operate Plant department of the Waalwijk site in resolving issues hampering daily operation