CRO Operations track record

1. CRO Operations track record • More then 20 years of process & restructuring experience • 75% of my turn-over is generated by more-work • 95% of my projects have been finalised successfully • Performed for several multinational companies (LindeGas, Heineken, BancTec)

2. CRO Operations Track record • Experience in profit and non-profit • Successful projects in the following areas: • Sales and Marketing • Production and Research • Logistics and Procurement • Engineering and Maintenance • ICT and systems • Finance & Administration • HR & Training

3. Customer list Process restructuring & merging • TBI (merging units) • MondriaanGroep (restructuring & merging activities) • BancTec (restructuring department) • Ematech (restructuring activities) • PcM (merging activities) Process -& quality assurance • Heineken, Master Foods, De Ster (different units & departments) • PcM, City Amsterdam, Waternet, E-on, Connexxion • LindeGas, Nedtrain, Selmers (production,engineering, procurement)

4. CRO-Operations way of working • Focus on : • Primary processes and management systems • Process owners and Knowledge workers • Training and coaching of management • Implementation of new way of working • Measurable results • Installation by and within the organisation

5. Rules & regulations • Markets & competition • Ageing External barriers Potential ! Internal barriers • Complexity of the: • Organisation • Processes • Systems and procedures • Knowledge flexibility • Human factors, i.e.: • Culture of the organisation • Roles and responsibilities • Attitude and perceptions • Management experience • . . . • Product or service related themes 50% to 70 % ? Actual level of Efficiency Improvement model • Turnaround • Prepack • …

6. Potential improvements and results Potential improvements 15 tot 30% Usual improvements in the business plan ( 3 to 5% per year) Years

7. An effective organisation means... an optimal balance between … • Strategy • Market/product alignment • Time to market • Customer service • Respons time . . . Competitiveness • Product or service • Industrial processes • Business processes • Culture of the firm • . . . • Product development • Procurement • Logistics • Staff departments • . . . Quality Costs

8. Improvements require efforts... Paradox: Each organization has the tendency to stick to the usual way of working and to avoid change Number of persons oppose change Number of persons support change Time

9. How to handle resistance to change? Management The organisation Danger Zone Number of persons oppose change Number of persons support change Implementation and visible results Time

10. Refinement Uncertainty Ownership Rejection Practise Acceptance A structured approach ... to overcome resistance by involving and aligning all stakeholders and in particular the process owners and knowledge workers Audits Implementation Follow-up Development Ontwikkel Implementatie follow-up Analysis Analyse fase fase fase fase fase fase

11. Project fases en mile stones Commitment en support of management Mile stones Audits Analysis Follow-up Implementation Development Ontwikkel Implementatie follow-up Analyse fase fase fase fase fase fase Approach commitment Closing Meeting Implementation evaluation Kick-off Meeting Improvement commitment Involving and coaching the organisation

12. Project Audits Analysis Development fase Implementation fase Follow up fase Approach in 5 steps • 12 to18 Months 2-4 Weeks • 6-12 Months

13. Project Audits Analysis Development fase Implementation fase Follow-up fase Objective of the analysis (Position of the customer) • A customer has fundamental questions which need to be answered before a structural change is set into motion : • Is there a potential for substantial improvements in the organization? Where and which potential? • What is preventing us of making these improvements? • Which departments and processes need special attention? • How long will this intervention take? • What is the cost and ROI on this project? • Important : a turnaround or pre-pack process will steer the content of the analysis

14. Project Audits Analysis Development fase Implementation fase Follow-up fase Objective of the analysis (Position of Bema) • In order to assess the possibilities of a restructuring project we need to look at : • the factors which are required for a successful intervention within the involved departments of the organization • the existing strategic and improvement plans • the need of an external intervention to collect the potential improvements • the required expertise which is needed to implement the structural/process improvements

15. Project Audits Analysis Development fase Implementation fase Follow-up fase The analysis process WEEK 1 WEEK 2 Tu Fr Tu Fr Mo We Th Mo We Th Meetings The purpose and content of the analysiscan influence the 2-week time frame! 1 2 4 3 5 2 FINDINGS AND Preparation Opening Findings Proposal Final Proposal INTERVIEWS WITH KEY-PEOPLE DETAILED STUDIES PER SELECTED DEPARTMENT ANALYSIS OF THE STRATEGIC PLANS DEFINE AND DISCUSS THE PROPOSAL

16. The Analysis Project Audits Analysis Development fase Implementation fase Follow up fase • Introduction to the management • Analysis of the corporate strategy • & existing improvement plans • Identification of the improvement • and saving potential • The make of the project proposal : • Primary processes/departments • Targets • Results • Project structure & approach • Team and master planning • Decision tree • Costs and Return-On-Investment • Key issues • Demonstrate that we are able to understand quickly the internal issues . • Show that we are in the position to operate within the organization . • Prove the feasibility of the project • To develop a tailor-made proposal • To discuss the proposal with management . • To communicate the commitment of the organization

17. Development fase Project Audits Analysis Development fase Implementation fase Follow up fase • Communicating the management commitment of project approach and objectives • Set-up of the project structure • Develop project plans with the process owners (i.c.w. CRO-finance and/or Trustee(s) • Set-up and training of the joint “Task Force” • Going through the original analysis with all the stakeholders and key-persons • Develop action plans for the implementation of • the process improvements • “Bottom-up” commitment for specific process & structural improvements • Key-issues • Buy-in of Management (& CRO-Finance) • Project approach : - Master plan, milestones, result-oriented • Communication and commitment supported by management • “Joint venture” task force responsible for the deliverables • Approval of the organisation for the • implementation fase • Coaching of management during the change process

18. Implementationfase Project Audits Analysis Development fase Implementation fase Follow up fase • Key issues • Aiming for a change in attitude/behavior of the key persons in the organization • Individual coaching to make changes happen • Commitment/support of management for all scheduled improvements • Create motivation within the organization • based on realizing the first results • Implementation of the new way of working • Support the (new) key functions with: • Revised /new processes • Management training • Solving the implementation obstacles • Demonstrate the feasibility of solutions • Implement all improvement issues • Plan - Do - Check - Act • Measuring the improvements and financial • results

19. Follow up fase Project Audits Analysis Development fase Implementation fase Follow up fase • Tuning of the implemented solutions • Documenting the new way of working • Safeguarding the obtained results • Transfer of methods and responsibilities • to management • Final adjustments in reporting systems • Insert of action plans for continuous improvements in management reporting • Preparation of audit fase • Key issues • Develop a shared sense based on the joint obtained results • Based on the management responsibility • to maintain the new way of working • The taskforce is dissolved and all • leading functions are transferred • to the (new) management • Follow up of the planned results at middle • and higher management (& CRO-Finance) • Agreement on which improvements will be • taken care of by the organisation

20. Audits Project Audits Analysis Development fase Implementation fase Follow up fase • Approach is tuned with management (& CRO-Finance and/or Trustee) at the end of the follow-up fase • Planning, frequency and duration are • adapted to the need of management (& CRO-Finance and/or Trustee(s) • Thorough control of the implemented new way of working • Development of action plans • Solutions to consolidate and to expand • the obtained results • Key issues • To confront management with obtained • results after a period of independence • Aimed at obtained results • Support there were systems are not • completely assimilated • Determine additional required results