Thomas Barwald Email & Phone Number

Asia

Sydney, Australia

Profile SummaryI obtained my mechanical and industrial engineering education that included product development, production efficiency and factory management between mid to late 1980s. Over the past 27 years my commercial education and working life have mainly been in Australia, South East and East Asia, with extended periods in Mainland China, South Africa and Brazil. Well experienced with private and listed corporations. I have led numerous multiple executive directorships for several Howden companies in Australia, SE Asia, China, Japan, Korea, Taiwan, South Africa, South America and the Holding Company in UK, over the past 20 years. I was CEO of a 70/30 Chinese Joint Venture and CEO of a South African PLC as well as Executive Director for A-PAC and Australia for extended periods.Career ObjectiveI am committed to being a leader who grows and shapes an organisation to a sustainable world class commercial, corporately responsible and socially compliant performer, while striving to surpass stakeholders’ expectations.Engaging employees with all aspects of top-grading recruitment, talent development, succession planning and remuneration incentives.Areas of Expertise• Constant focusing on and realigning to customers’ requirements• Reaching and maintaining highest standard of Environmental, Health and Safety • Contracts management of capital equipment projects and infrastructures • Leading business management and corporate governance, regulation compliances, stakeholder relationships for multinationals, private and listed corporations • Global sourcing, sub-contracting, lean quality fabrication, business operation and site installations/ services • Executive coaching and mentoring• Ensuring sustainable organisation with change, continuous improvement and lean and growth management tools• Forming organisational structures; partnering with financial and operational heads to meet strategic and targeted objectives

Sydney, Australia

Developed an operational structure – achieved 30% growth in turnover and grew operating profit to world-class percentage by launching the operational skills enhancement in marketing, design engineering, sales, contracts management, manufacturing, site services & installations to improve product & industry expansion of the 6 regional companies, including Australia, Singapore, Japan, Korea, Taiwan and Thailand (180 direct employees). Implemented an operational matrix system together with the other 20 global Howden companies. Other Responsibilities & Titles Overlapping and in Parallel:Executive Director of Howden Taiwan, Howden Korea and Howden Japan Jun 2016 - Aug 2017Executive Director Howden Australia Ltd (Pty) [Australia] Oct 1999 - Aug 2017Executive Director Howden Holdings Limited (6,000 employees) Mar 2011 - Aug 2017Chief Executive Officer Howden Africa Holdings Limited (PLC) Jan 2009 - May 2016Office Location: SydneyAchievements:• Re-defined customer approach in Australia – Improved sales by 50%, and operating profit to a world-class percentage (double to quadruple of peers). • Strongly advocated quality manufacturing/ fabrication in low-cost regions - 25% purchase costs reduction and in parallel, rebuilt the quality reputation focusing on root causes and counter measures. • Founded the Japanese company in Tokyo - Secured the first large export contract, while having a solid opportunity pipeline to reach the high set target. • Aligned the Korean operation – Fore-market grew by 50%. Observed a drastic decline in domestic and to a lesser extent export decline of new power plant projects since mid-2016. • Poised to grow the lucrative high margin after-market in all A-PAC countries - Top-grading recruitment and training increased sales by 50% over the past 1.5 years. The platform was set to grow by 20% annually to capture the high single-digit growth.

Sydney, Australia

Executive Director Howden Holdings Limited (USD1.7bn) Mar 2011- Aug 2017Active Board & Executive Member – Contributed and participated successfully in all holding company decisions, directions and activities. Continually shaped the organisation and its 6,000 employees in 26 countries to meet firstly the Charter PLC (LSE) and then Colfax Corporation (NYSE) stakeholders’ expectations for a sustainable organically and inorganically growing organisation in all aspects of operational and regulatory compliances (Financial Control, Brand, Marketing, Sales, Engineering, Project Management, Manufacturing, Product servicing). www.howden.comHowden is a Colfax Corporation Platform Company: See the NYSE listed Colfax Corporation Reports: http://ir.colfaxcorp.com/Howden Holdings Limited (HHL) (27 Years) May 1990 - Aug 2017Supply of Custom Made Fans, Rotary Heat Exchangers, Piston Compressors, Screw Compressors, Diaphragm Compressors, Centrifugal Compressors in the Mining, Mineral Refineries, Power Generation, Petrochemical, Oil and Gas Tunnel, Steel, Cement and Heavy Industries. Turnover USD1.7bn with 6,000 employees.

Johannesburg Area, South Africa

Spearheaded the Johannesburg Stock Exchange (JSE) listed Company -- Increased annual turnover to USD160m at world class returns between 18-27% operating profit percentage, year after year. Merged three companies in 2010 into two product streams of Fans & Heaters and Environmental Control Equipment. The 550 direct employees and 2,000 indirect contractors collaborated in carrying out all aspects of marketing, design, sales, manufacturing, project management, site-installations and services on the African continent.www.howden.co.za find Annual Integrated ReportsJohannesburg Stock Exchange code HWN:SJ www.bloomberg.com/quote Other Responsibilities & Titles Overlapping and in Parallel:Executive Director Howden Australia Ltd (Pty) [Australia] Oct 1999 - Aug 2017Executive Director Howden Holdings Limited (6,000 employees) Mar 2011 - Aug 2017Executive Director Howden Southern Hemisphere Jan 2009 - Dec 2012Office Location: 60% Johannesburg – Secondment & 30% Sydney & 10% Itatiba & Sao PauloAchievements:• Demonstrated outstanding investor returns - Top 1%- 4% performer on the JSE over the 7 years with a minimum annual return of 30%, some years 120%. • Instituted new Corporate Governance– a qualifier to maintain listed company status. Complied with strict new regulations (King III & IV) including sustainability (Global Reporting Initiatives [GRI 3.1 & later GRI G 4]) & risk management.• Formulated strategic export expansion - Quadrupled within 3 years, the turnover of mining equipment packages to remote regions and sites in Africa since 2010. • Facilitated a meaningful total reward system, engineering career-ladder, talent management and succession planning - Tripled the training facilities and headcount of the in-house trade and trade-assistance school to 40 apprentices and 150 trade assistants.

Johannesburg Area, South Africa

Dedicated combined regional approach – Increased turnover by 45% to ¼ of Howden’s total turnover while capturing the super-mining boom. Coordinated and transferred core and advanced skills to a diverse range of employees in 7 companies on four continents of 800 direct employees and 2,000 indirect site service contractors. Drastically shaped the organisation to achieve market penetration in the regional fore-market with new and expanded products and services for underground mines and mineral refineries. Prioritised lean method cost reduction processes through design engineering and shared regional administration and operational resources. Other Responsibilities & Titles Overlapping and Parallel:Chief Executive Officer Howden Africa Holdings Limited (PLC) Jan 2009 - May 2016Executive Director Howden Australia Ltd (Pty) [Australia] Oct 1999 - Aug 2017Executive Director Howden Holdings Limited (6,000 employees) Mar 2011 - Aug 2017Office Location: 60% Johannesburg – Secondment & 30% Sydney & 10% Itatiba & Sao PauloAchievements:• Shared and developed - Added 50% fore-market sales from mine products. Enhanced the key skills in applications and design engineering knowledge.Australia and Indonesia:• Devised product expansion - Experienced a 60% growth while expanding the mechanical, electrical and civil engineering skills equally to all continents. South America:• Maximised the merger of the two Brazilian companies - Gained 20% more market-share of a double-digit market growth region over a 3-year period. • Relocated and merged the facilities of the two Brazilian companies – 30% increase in efficiency to reach high-teen operating profit percentage. • Positioned the organisation – 1/3 more fore-market with a sustainable income stream gaining the engineering & contracts management skills to secure the large steel pelletizing fans (Vale & Samarco/ BHP) and the petrochemical/ oil and gas products at Petrobras in Brazil.

Beijing City, China

Fast pace of supplying more products in more growing niche markets – 70% of additional product volume changed/ switched and turnover grew by 30% to ¼ of Howden’s total turnover within 18 months. Competing technology caused a sudden 60% market-size fall of two key products within a 6-month period. Responded with an immediate counter of re-directing the existing valuable skilled resources (1,050 employees, 500 were qualified engineers) to design and manufacture additional products to existing and new industries. A much larger pool of empowered decision-making leaders was required to meet the time compressed switch. Created 8 departmental leadership teams to enhance and hone decision-making skills.Other Responsibilities & Titles Overlapping and Parallel:Executive Director Howden Australia Ltd (Pty) [Australia] Oct 1999 - Aug 2017Office Location: 70% in Beijing & 20% in Weihai/ Shandong Province, 10% SydneyAchievements:• Validated the skills and resource requirement – Recruited and upskilled 150 top-graded newcomers, mostly highly qualified in their fields. Teamed up with other global leaders and specialists to embark on closing-the-gaps. The methods and progress of skills enhancement in design engineering, sales, project management, manufacturing and production modifications with upgraded and new facilities, devices and equipment/ tools were thoroughly addressed. • Implemented the Environmental, Health and Safety (EHS) compliance – Exports have grown to 20% of total revenue, having attained OHS 18000 and ISO 14000 certification to ensure world class practice. The company is now the key supplier/ exporter of goods and services to our sister companies globally. • Introduced and enforced the after-market spares, retrofits and services - Tripled the after-market turnover within 3-year period (2006 - 2008) with lucrative operating margins. Constant growing market-size soon justified a delegated after-market team.

Sydney, Australia

Turned around a loss-making business to a world class performer – Turnover increased sixfold to a leading market-share and world class returns within a 4-year period, while being highly profitable from year one.Step approach to secure fore-market mining equipment contracts with a small work team. Expanded further into the after-market power generation, mining and mineral refinery. Developed operational processes to constantly improve margins. Emphasised high quality and service standards which gained good reputation. Continued top-grade recruitment while developing long-term site service agreements and diversified product retrofits.Other Responsibilities & Titles Overlapping and Parallel:Executive Director Howden Australia Ltd (Pty) [Australia] Oct 1999 - Aug 2017Office Location: Sydney

Sydney, Australia

Pioneered an innovative approach to refocus from the decades of fore-market organisation into after-market. Now almost 20 years later a substantial 30-70% of those companies’ turnover is after-market, which generates 50-80% of the total margins. Adapted the well-developed concept from my previous position of promoting, selling, applications engineering, design engineering, order handling, service and long-term service agreements.Annual sales grew from very little to substantial turnovers and returns at the newly established Howden Hua China JV and tapped into matured markets in Australia and South-East Asia. Other Responsibilities & Titles Overlapping and Parallel:Executive Director Howden Australia Ltd (Pty) [Australia] Oct 1999 - Aug 2017Office Location: 60% Sydney & 40% Beijing

Johannesburg Area, South Africa

Cemented the well-established after-market long-term power generation equipment service agreements while adding the spare and retrofit products. Increased service hours also generated significantly higher retrofit and spares turnover.

Johannesburg Area, South Africa

Grew the service division from few employees and few service hours to 450 employees and 800,000 hours annually.

Siegen Area, Germany

Succeeded in managing the fabrication and pre-fabrication workshops for large custom-made Ventilation Fans, Air Preheaters and Electro Precipitators. Project planning and monitoring, lean manufacturing, on time deliveries, managing of 60 trades people, ensured health and safety, quality control, interfacing of buy-ins and other sub-suppliers and design and project management departments. Apparatebau Rothemuhle (Balcke Dürr)Supply of Custom Made Fans, Rotary Heat Exchangers, Electro Precipitators for the Power Generation, Mining, Mineral Refineries, Petrochemical, Oil and Gas Tunnel, Steel and Cement Industry. Turnover USD120m – 1990. Rotary Airheater Licensor to Howden

Master, Mba - International Management

Level 7 Certificate, Executive Coaching And Mentoring, Acadamy Of Leadership & Managment

10 Assignments & 20 hours of Executive Coaching

Diploma, Welding Engineer

Activities and Societies: Member SLV Duisburg

Higher Diploma, Staatlich Gepruften Maschinenbautechniker, Majored In Product Development, A

2 years studies of mechanical engineering (major in R&D) after qualifying conditions achvied to be a tradesman (three years training).

Diploma, Industrial Engineering

Activities and Societies: Member REFA Verband Arbeits Technik3.5 years evening classes and in conjunction studying and obtaining a Higher.

Graduate, Comany Directors Course, Graduate