Main activities: • Managing procurement team following yearly purchasing plan to achieve potential cost saving• Leading the biggest CEE vehicle workshop in our HQ which are responsible for repairing and maintaining trucks and trailers• Managing whole fleet replacement procedures from strategic procurement procedures until registering new vehicles in Hungary to maintain our average vehicle fleet age which is one of the youngest in EU• Handling facility management, infrastructure development and security teamMy most important results:• I have managed to establish a new, centralized procurement department covering all purchasing requirements at group level and published new regulation• The new procurement team has closed some monopoly-like situations regarding fuelling and vehicle purchasing to maximize cost saving keeping the quality• We have been using TCO approach in purchasing closing “only price” approach• Our team was the first in CEE to organize and manage a live platooning (connected trucks) test with VOLVO TRUCK and supported by Hungarian Ministry of National Development• Some trucks with LNG (Liquefied Natural Gas) and CNG (Compressed Natural Gas) powertrain were tested for 3 month managed by my team in cooperation with IVECO because Waberer’s are not only speaking but acting for sustainable future.• I have arranged a study tour to USA with my exCEO and with Hungarian deputy prime minister o visiting TESLA truck in Palo Alto, California and having a real test,o visiting PACCAR Innovation Center in Palo Alto, California and discussing potential innovations as a mother company of one of our strategic supplier in EU (DAF),o visiting AMAZON HQ in Seattle, as one of our key client to strengthen our collaboration in EU.

Main activities:• Planning, doing and developing maintenance technologies for buses and trolleybuses furthermore coordinating tests in connection to new spare parts and services;• Purchasing spare parts and services for bus and trolleybus operation, maintenance and repairing at strategic, tactical and operative levels;• Maintaining and developing infrastructure of 5 vehicle depots and 80 terminals;My most important results:• A new bus operation model was introduced in 2012 by BKK which meant BKV to lose its monopoly in Budapest’s bus operation market. In response to these fundamental changes we have prepared and made new organization, rules and methodology to meet the great challenges on the new market;• Our new division could significantly improve most of its key SLA indicators from 95% to 99,5% within 2 years;• I set up a brand new agreement/contract monitoring system to ensure a high level supply chain management, which is working without any mistakes now;• Key role in introduction of CNG fueled and full electric powertrains at BKV;

Main activities:• Operating national intercity bus networks cost effectively according to public agreement, maintaining the prescribed traffic and technical conditions;• Allocating both buses and drivers effectively and efficiently;My most important results:• Our division improved its revenue collection rate significantly between 2010 and 2012 more than it was planned;• We continuously boosted SLA of intercity bus services (free of charge onboard Wi-Fi connection, presale ticketing system);

Main activities:• Planning and harmonizing public transportation network of Budapest;• Preparing timetables and allocating vehicles;• Tuning the network to follow the ever changing structure of city and modification of demography conditions;• Measuring, checking and analyzing key traffic indicators;• Communication and cooperation with local government, authorities and co-operators;• Organizing public transportation in case of infrastructure development projects of Budapest;

Main activities:• Developing sales locations, activities in order to increase incomes;• Direct managing of ticket offices at terminals in Budapest;• Improving sales of charter activities;• Measuring and analyzing incomes and giving feedback to service planning department and customer services;• Preparing tariff conditions and cooperating with authorities;My most important results:• We launched on-line ticket sale system for national intercity bus services in 2007;• We installed mobile POS terminals for credit card payment on intercity buses in September of 2006;• A presale ticketing system was launched in ticket offices of national intercity service in July of 2006;• I managed the project group who introduced the on-line ticketing system of international EUROLINES service from September of 2004. That time it was a truly innovative service for customers and was the first on-line sales system in Hungary within the public transportation sector. VOLÁNBUSZ Transport Company Ltd. was awarded by Hungarian Association for Innovation.