Roger Brewer Email and Phone Number

Drove step change in performance of global supply chain. From 2006 to 2010 was a member of the Ansell Executive Leadership team, reporting directly to the CEO.• Sales and Operations Planning :- 9000+ finished good SKUs, 70+ sources (predominantly Asian), sold in over 100 countries (predominantly in Western Hemisphere)• Global Sourcing :- 50+ suppliers, $400m+ spend, Finished Goods/Raw Materials• Global Logistics :- Spend $70m; Warehousing; Transportation - Inbound (11,000 TEUs), Outbound; 3PL ManagementAccomplishments include• Upgraded S&OP process. Developed global metrics and policies/practices driving improved service and inventory management [turns up 10%, achieved record turn results]• Developed clear customer aligned Sourcing strategy that drove new product sales, and improved Sourcing productivity by 50%• Introduced Supplier Quality Assurance function which was instrumental in improving quality performance• Led re-engineering of ‘end to end’ logistics solutions driving improved service while reducing cost to serve by $3m+ and facilitating Ansell’s global transfer pricing strategy• Strong leadership to overcome significant business challenges - Dow Reichhold crisis. Key raw material supplier (Nitrile) advised cessation of operations within 60 days, putting at risk Sales of $214m with a gross profit contribution of $115m (higher than prior year EBIT). Led global team that over 6 months successfully reformulated and requalified over 90 products (400+ SKUs) with minimal supply disruption - Drove recapitalization/refinancing of key supplier and managed operations/financial processes to ensure survival through global economic crisis (and supply continuity)• Member of Business Optimization Steering Committee overseeing design of ‘best in class’ global business process solutions, and selection/implementation of Oracle ERP solution• Lead Acquisition due diligence and integration in both Manufacturing and Supply Chain capacities

Role expanded to include leadership of Ansell’s Western Hemisphere Manufacturing facilities (in addition to Finance responsibilities) which were significantly underperforming and having a major negative impact on the Company’s financials. 8 sites, 1100+ employees, cost base $130m. Role reported to the Global Manufacturing Executive.• Over a 3 year period improved EBITA run rate by $20m. - Installed strong continuous improvement culture centered on empowering properly trained shop floor teams, supported by Lean and Six Sigma continuous improvement programs. - Improved innovation capability implementing step change in processes and launching a series of important new products. - Seamlessly closed two sites and downsized two others. Successfully led related rationalization and off-shoring initiatives (to Asia, Mexico). • Significant “turn around” of key Mexican facility that had been given a 6 month lifeline. By driving initiatives detailed above developed this into a global flagship site and improved run rate EBITA by $13m.

Led global Finance team of 120+ responsible for • Partnering with Operations leadership (global, local) to develop and achieve operating plans. Operations scope included Supply Chain, Strategic Sourcing, Manufacturing Plants and Packaging facilities. • Partnering with Science and Technology team to develop and achieve plans/budgets for development of technology platforms and new products.• Maintaining control environment, legal entity compliance, and managing the global budget, accounting and costing processes. The global operations footprint consisted of 20 Plants (11,000+ employees, Assets $240m), and 50+ third party suppliers with a total cost base of approx. $500m. This represented a significant period of change, with the restructure of both the global manufacturing (closure of 5 US facilities) and science and technology footprints. Role reported to CFO.

Reporting to CFO, role focused on global Finance strategy and execution of step change.• Created USA Financial Shared Service unit, consolidating 5 accounting offices into one over 10 months (zero audit issues). US legal entities represented sales of $450m, with assets of $500m.• Due diligence/integration of a major surgical glove acquisition and • Recovery/stabilization of global trading company after significant Y2K issues.

Reporting to Regional President, responsible for commercial support of the Region and legal entity Finance and Accounting activities/functions in the United Kingdom.