(From 2013-2018 Cembrit has been through a restructuring process to change a non-profitable operation into a contemporary profit-making business).Roles/responsibilities: Management of Group Finance and responsible for structure/planning and prioritization of financial activities in the Group (financial reporting, budgeting, controlling, cash management, tax, transfer pricing etc.).Lead Group Finance and local finance people through material change of the financial set up in the Group – new reporting systems, adjusted transfer pricing set up, alignment of financial reporting, centralization of more Group functions Some results in headlines:• Structuring of new business set up across functions and startup of closing excellence project within Finance. • Reduction of monthly closing with up to 3 days for specific areas• Consolidation of Group Finance from two departments to one• Establishment of Group Finance controller function in Poland • Financial and tax set up of Permanent Establishment in Czech Republic• Listing of company bonds (EUR 150m) (issued as part of refinancing)

Management of operational part of Group Finance and treasury activitiesFinancial reporting to management + tax and transfer pricingSome results in headlines:• Establishment of Group Treasury function (undertake tasks which previously was handled by FLSmidth A/S’ Group Treasury function) and centralization of cash management for the Group• Set up of Group cash pool, structure finance for Group entities based on new funding • Structuring process and tools for short term liquidity planning in the Group• Compile Group Treasury Policy and hedging strategy letter• Participate in project group for structuring implementation of new ERP set up (Dynamics AX)• Compose template for Group Annual Report based on IAS/IFRS

Management reporting and financial documentation for board meetingsTreasury responsibility, financial risk handling including e.g. preparation of risk analysis and hedging of currency risks, drawing up financial policy + cash management and liquidity optimizationContact to financial business partners (banks, leasing companies, auditors etc.), negotiation of contracts and other terms for cooperationWorking capital optimizationGroup financial reporting, monthly consolidation and reporting, budgets and estimatesValuation of M/A possibilities as part of financial due diligence and enterprise valuationSome results in headlines:• Inclusion of acquisition of sister Group in the financial reporting. Size of acquisition: 15 companies and a total balance sum of approx. EUR 500m, net sales approx. EUR 275m• Implementation of Supply Chain Financing in Mother Company as part of working capital optimisation. First year effect of approx. EUR 3m• Drawing management reporting e.g. related to working capital optimisation, which formed the basis of management target setting• Negotiation and settlement of leasing agreements for operating equipment, total amount of approx. EUR 15m• Negotiation and settlement of refinancing of Aalborg Portland A/S, committed and uncommitted facilities – each 3 digits DKK million contracts. More banks were asked to submit an offer.• Negotiation and settlement of 2 ISDA contracts in Denmark• Negotiation and settlement of a Working capital facility in China • Responsible for streamlining/standardisation of credit card use in the Scandinavian companies (from 3 suppliers to 1). Negotiation of terms and conditions• Participation in upgrading of skills in the Chinese subsidiary based on new appointment, education of finance department and replacement of auditors

• All finance related matters• Annual accounts• Management reporting• Budgeting and cash analysis• Investment and finance analysis• Participation in sales and acquisition negotiations, including completion of strategy notes and profit analysis