Sandip Banerjee Email and Phone Number

Role: Technology and Process Lead of 3200 TPD Low Iron Solar PV Glass – 2000 TPD in Phase I by March 2025 and 1200 TPD in Phase II before 2027. Her my accountability lies in leading; Project Execution Phase Technology Selection, Guideline for Project Implementation for EP, EPCM and RPMG Team.Product and Process Standardisation in Commissioning.IT/OT Integration with Asset and Process Twins.Recruitment, Skill Development of 3000# Head counts within 24 Months.Post Commissioning Phase Facility Management by Audit in Technology and Process of core functions –.Quality Management – Quality Control for Incoming and Outgoing, Quality Assurance and Claim Management.Engineering Services in Reliability of Assets Management. Research and Development in product and process upgradation. Budget and Control of Glass Manufacturing.Business Excellence.Key Accomplishments.Development of Project Design Basis.Source of Raw Material, Fixing the major Plant and Equipment, its consumable, spare and process manuals. Staggered plan and Recruitment and Training plan of 2500 Heads (On and Off Role). Warehousing and Logistics of product supply and return logistic reusable packing from PV module Plant Utility and its Supply outlay inside Jamnagar Refinery, Conceptualise the Control Logic, Manufacturing Execution System and Asset & Process Twins.Selection of 250 Acre Land and finish Land Development and Stratification.18 Months Project Schedule.Selection and Engaged the EP or OEM as well as EPCM vendor. Kick off Meeting for EPCM and EP done on Aug 23 and Oct 23.Review and approval of Engineering Design of RPMG and EPCM.Overseas Visit at OEM site to guide and follow up the ordering process in line of Contract.

Float Operations and Maintenance, Integrated Warehouse and Dispatch. Aluminum Mirror Unit. Frosting Unit. Gold Plus Float Glass is the only 100% Indian investment among 5 Float Glass Industries in India. Turnover 1200 CR with 22% EBIDTA. Premji Invest, the capital investment wing of WIPRO entered into joint venture since July 2018.Float Operations and Maintenance, Integrated Warehouse and Dispatch. Aluminum Mirror Unit. Frosting Unit. Float I - 550 TPD & Float II - 700 TPD. Aluminum Mirror - 50 TPDFrosting Unit - 60 TPDManpower - 450 Direct and 200 Contract.Capacity Expansion - Cold Repair Float Line 1 - 450 to 550 TPD. Green Field - 2500 CR by 2024.Brown Field - 20 CR Silver Mirror by Q1 2022Reports to Whole Time Director Direct Reportee : 7 (Hot End. Maintenance. QA. Cold End. Mirror. Frosting. IWD).Matrix Reportee : Plant HR and Purchase.Lateral : Sales & Marketing. Corporate HR. Commercial

 Managing all aspects of plant performance including People & Safety, Production and Quality. Responsible for the plant’s staffing, operational efficiency, maintenance and cost control measures. Coordinate and direct through managers, all functions of Technical operations, including Manufacturing, asset utilization, and environmental management, maintenance, manufacturing projects, manpower utilization, work standards and administration leading a team of 17 Evaluating feasibility for the execution of new / up- gradation / expansion projects - developing plans & schedules for the same in sync with allocated cost budgets Proactively identifying areas of obstruction/breakdowns, taking steps to rectify the equipments via trouble shooting tools- Why Why Analysis, RCA and DMAIC Capex planning with cash flow management, coordinating at each step from business case preparation, approvals and inviting quotations to final executionNoteworthy Creditso Facilitated increase in Pull by 170 to 180 TPDo Production increased from 25000 Sqm to 30000 Sqm per day in annealed solar and tempered production increased from 16000 Sqm to 18000 Sqm a day and upto 27000 Sqm in current yearo Pivotal role in reducing the Batch cost by 5% by strategic planning of selection of raw material(s) and value engineering.o Manpower Productivity increased by 5% via various process engineering initiatives takeno Accredited for initiating lean approach, started with 5S score achieved 30% ~ 50%.o Increased Solar production that stimulates highest average cash profit 43 Cr in last 2 years, 8 Cr more than 2015-16 at same turnover and no increase in sale price.o Lead project having 2 fold expansions in tempering by Q3 2017-18 plus automation in cutting line facilitating reduction in outsourced manpower by 10%

 Profit Centre Management for Silvassa unit (150 Cr an 300 Direct and Indirect Employees), managing Production line operations with key focus on bottom line by ensuring optimal utilization of resources, coordination, follow-up for preventive and regular maintenance of plant, installation of new machineries Working across all functions in a matrix environment to drive the deployment of the Rockwool Operating System to create a World Class Safety culture, strong Delivery improvements, On Time to Customer Request, cycle time and inventory reductions, improved quality and year over year cost productivity Develop, execute and achieve tactical and strategic initiatives through active leadership that positively impacts business plans, conversion cost, practices, policies and procedures Integrated lean tools to continuously improve process yields, reduce COPQ and drive floor productivity Leading new Project(s), roll up Machine in Production Improvement at Rigid Pipe Line Understanding technical training requirements, planning and imparting training facilitating multiskilling index program for associates and front line executives Additionally managed corporate – HR, SCM, Sales and Marketing and Commercial departments Assisting team with their career development including Performance management, feedback & training for staff and techniciansNoteworthy Creditso Outlined the baseline of Equipment Capability and initiated 2 years old CAPEX worth Rs 5 Cr.o Initiated new roll up worth 2 Cr in Q1 2016 – expansion of RPL worth 20% with payback period 2 years.o Lead the PCB requirement project – RIL having no full proof system for removal of by product since 2009. The cumulative process waste inside the factory premises has few thousand tons and becoming a potential threat for polluting surrounding environment. We took initiative in form of discussion with local PCB and also implementation of new recycling project through briquetting plant by 2016-17

 Responsible for Manufacturing, Warehouse & Dispatch and Operation(s). Monitoring Production line operation, scheduling work assignments ensuring smooth and productive operation as per policies and procedures.  Workplace Inspection, Hazard identification and risk assessment to measure the performance of control measures with immediate corrective action plan and its implementation for a clean and safe work areaNoteworthy Creditso Achieved 87% commercial yield within short span of 10 month of Start up and process optimization.o Increased pull by 5% at design capacity and guided focused improvement project(s) to obtain process consistency.o End to end Project Management for a comprehensive 2 Mil SQM/ Annum Copper & lead free Silver Mirror Project including selection of OEM, techno commercial negotiation, Pre-shipment Inspection, Supply, Erection, Commissioningo Drive to obtain QMS ISO 9001:2008, EMS ISO 14001:2004 & OHSAS 18001:2007 from DNV in 2011 in 1st year of operation for green field project with over 500 workmen for manufacturing Mirror in February 2012. o Drive to obtain EnMS 50001:2011 Certification, across all Float Business globally till 2013.  Control of NC Product Analysis & Feedback for Customer Claim Within First Year of Start Up – Rs 6 L/Mth To Bottom Line. 33% Reduction in packing cost in 2013-14 with a 10% price rise. Annualised savings of 6 Cr reported with an overall reduction of 2% in manufacturing costo Represented HNG FLOAT in: Several visit at China as Project Head of Mirror Team within 2010-12 GLASS TECH Meet at Dusseldorf, Germany 2010-11 Float Line 2 Project Meet with CTIEC, Sanghai 2010-11 Solar Glass Meet at Shanghai : 2011-12 Business Core Team Member at FGlass, Berlin – 2012-13 Visit to PGW, USA as Member of Auto Lamination Project Team : 2012-13o Stabilized with alternative fuel other than NG and HFO and new source of Glass Quality Sand as a pioneer among competitions and establish an EBIDTA at 25%

Joined as Head of Optical Laboratory in Float Line 2 and was entrusted with the responsibility as Team Leader of Batch Plant, Furnace & ESP Operation in Float Line 2 in 2007, shouldered sole responsibility of 24x7 hrs operation & maintenance of Batch Plant, Furnace, ESP & 1 MW WAIST Heat Recovery Boiler in the 850 TPD Float Line Responsible for the performance of the Glass Factory in terms of the Cost, Quality & Operations. Implementation of Business Excellence & lean initiatives. Maintained operational safety standards by adhering to SOP, OCPs and PPE and subsequent monitoring and controlling LTA, NLTA, FA & Near Miss Incidences by handling a team of 3 Engineers, 13 Technicians, 3 Masons Successfully led & mentored several GB & BB projects under cost reduction and WCM initiative since 2007 in lean & six sigmaNoteworthy Creditso Represent Float Line in Global Furnace Committee and handled:  Reporting of key furnace parameters to Central Committee in Paris Energy Auditor for Saint Gobain World, o Represented SGGI and was appointed to handle: Furnace Managers’ meet for BB project in Gunsan, South Korea - July 2008 Identification of glass defects in the Flat Glass Division, Glass University, Paris - February 2007 International meet for Quality Mangers at Paris – May 2007 Flat Glass Manufacturing conference - France & Auveliers, Belgium during Oct'2007 Train SGG Egypt HOT END Team during 2008-09o Played a key role at several cost reduction initiatives- Reduction of export claim weathering & Fungus - Annualized benefits of 15 Mn reported Reduction of variation of packing consumables of wooden crate – Benefits of 1 Mn Ream Reduction in clear Glass to reduce usage of heat in Float Bath – savings of 6 Mn Reduction of Energy consumption in Furnace Operations (1368 to 1300 Kcal/kg of Glass), savings of 36 Mn Furnace Defect Reduction – Optimization loss reduced by 0.5% with a benefit of 20 Mn

 Managing Batch plant and furnace and significantly contributed in quality and claim management both in domestic as well as international markets Reduced notable number of claims due to manufacturing defect and enhanced profitability. Bagged export consignment orders 3 times in the same fiscal year - 2004

o Project management and Operations (end to end) – coordinating with the project consultants, site engineers, suppliers and clients during Engineering and TEFS of 30 and 60 TPD Sheet Glass Project with Switch Gear Control Kenya.o Leadership and direction in overall process design, engineering, erection, commissioning and training for Water Treatment Project in Egypt