Thorsten Kramer Email and Phone Number

Jun 2020 - Responsibility in Bilfinger for special projectsJun 2019 - May 2020 Reorganisation of the former Bilfinger Power Unit by creating an organisation with six profit centersNov 2017 - May 2019 Preparing a Bilfinger business unit in Austria for the divestment

GES is a turnkey construction specialist and service provider in the field of Renewable Energy,3,200 employees and € 0.5 B turnover, located in Bilbao• Drove turnaround in 2015, leading to 50% turnover growth and 300% profit growth (in comparison to 2014) • Developed and implemented a new corporate strategy and business plan with global focus on the construction business in the wind & solar segment• Set up a new global sales organization with central Key Account Management and decentral sales offices in 5 regions; reorganized the sales back office; introduced new process landscape and CRM system, increased incoming orders by > 40% (2015)• Headed global restructuring of the group, realizing reductions in structural costs of 20% and parallel downsizing of workforce (> 500) and consolidation of sites• Reorganized the Finance, Procurement and Installation functions to reflect the changing market landscape and increase competitiveness• Introduced a global management system to enable optimal steering of the various business units, incl. an integrated Balanced Scorecard • Led disposal of Industry Service Division (turnover of € 68 M, 800 employees) in Spain in 2016• Led disposal of GES in Spain in June 2017

Set up Service organization for Bard Offshore

Development of a new Service Strategy

Development of a new Sales Strategy

Restructuring of the Service Division

CEO of NORDEX Energy GmbH and Head of Europe Region with 12 country organizations,2,200 employees and € 1.0 B turnover • Developed the Europe business strategy in collaboration with the full executive board in the context of the annual strategy planning process • Implemented the strategy throughout Europe, maintaining a focus on sustainable growth and boosting profit, as well as developing the turn-key and project business in the core markets (France, Germany, Poland and Turkey)• Drove ongoing increase in turnover and profit in the Europe Region in spite of industry setbacks in 2009/2010• Created and enacted a 5-year plan for the entire region in 2010 with an ambitious target: market share of 15% for all business lines and in all countries• Secured clear interfaces between country organizations and global functions (Engineering, Supply Chain, Purchasing and Production) to ensure processes/results• Steered switchover from stand-alone production to line production and introduced a highly efficient supply chain management system• Led strategic realignment of the project management (PM) activities in 2011, implementing de-centralized, country-specific PM while reducing PM staff by 30%• Restructured rotor blade production in 2010/11, including introduction of new production processes/steps; reduced costs by 15% while increasing output by 10%• Led the global top initiative (E-nergize 300+) in 2010/11, targeting a reduction in material prices of 15% (€ 300 M)• Co-headed the group-wide restructuring in Q4/2011, reducing fixed costs by € 50 M and cutting headcount worldwide (380 employees) • Promoted the leadership development program, introducing performance reviews within an A-candidate pool to enhance the selection of new management staff

Managing Director Service of NORDEX Energy GmbH and Head of Global Service with overall responsibility for Nordex Energy GmbH and for the Global Service business unit. € 120 M turnover and 480 employees.• Orchestrated turnaround of entire service unit, moving from a loss of double-digit million to a profitable service organization with steady growth in turnover/profit• Architected and installed a new decentralized regional structure, achieving significant improvements in customer proximity for the operative business • Implemented a global modernization center dedicated to the development of efficient modernization packages and related sales strategies• Established the rotor blade service to secure know-how and methods • Implemented the first service sales unit in order to secure the future after-sales business (25% of turnover in 2012) • Introduced claim management to enforce claims against suppliers in cases of guarantee of defective components (volume of more than € 5 M in 2011

Head of Service Haushahn Elevators

Head of Sales of one region in Northrhein Westalia