Taguchi Louis-Kiyoshi

Growth Manager Trading for Lime and chemical products in Africa for the:

• Mining industry (lead nitrate, sodium cyanide, H2O2..)

• Water treatment activity (calcium hypochlorite, Aluminum sulphate, ferrous sulphate..)

• Sugar industry

• Steel industry

Trading activities include: Financial analyses to identify profitable trade opportunities, risk analysis, pricing, logistics, local

regulation compliance

Functional relationships in Carmeuse: General Manager, logistics, operations, sales, marketing, engineers, manufacturing sites

▪ New markets & country business development

Responsibilities:

• Develop Carmeuse activity (all sectors) for Cameroun, Nigeria, Gabon

• Develop the Water treatment activity in Africa – Specific focus in West & Sub-Saharan Africa, Maghreb

• Be Carmeuse Water treatment specialist for Africa

▪ Develop Strategic partnerships worldwide to secure supply of critical chemical products for Carmeuse activities in Africa

• Sourcing chemicals / contract manager

▪ Market Analysis manager - Exports / imports lime flows – in Africa to:

• Determine new market opportunities

• Support Carmeuse overseas strategic business investment in Africa

In 2019 Solvay has announced its G.R.O.W strategy that includes an ambition of a cost savings target of EUR 350m by 2024. To achieve this target, Solvay has launched a synergy program to ''spend better and buy better". A dedicated cross functional team (10 FTE) has been built to meet the Group target. In this team, I was leading the Industrial streams and interacted, under the governance of the Steering committee, with all key stakeholders of the group, including GBU Presidents and Functions heads, to ensure a full deployment of the identified opportunities. Procurement and Kaizen (continuous improvement) were 2 key pillars to focus on.

▪Embrace new ways of working to deliver on my new role within the team by:

•Deploying the new organisation to contribute to the group ambition by 2022

•Building trust and solid relationships with stakeholders: Promoting the need to work together through inclusive dialogues

•Coaching and influencing stakeholders, creating alignment around a common strategy to deliver sustainable results

•Championing individual / collective contributions to the Steerco and COMEX

▪Transform and improve the performance of "Spend and Buy better" levers by:

•Developing best practices booklets in collaboration with key stakeholders (R&I, Industrial expert, REACH & HSE teams)

•Bringing up proactively to senior management opportunities related to demand and PROC. levers (ex: Annual Price Reduction letters), circular economy (lab chemicals, share of equipment), digitalization and follow them through their execution.

•Bringing up monthlyperformance review to assess budget vs actuals with entities

▪Co-create value together with Package teams / Entities while having a strong focus on the execution plan by:

•Challenging current practices (demand / PROC) through site diagnostics and workshops

•Taking proactive initiatives leading workshops with entities & business teams, to secure opportunities execution

▪Lead initiatives with stakeholders to increase Solvay sales – last business case : +5MEUR sales/ year for Solvay developing a partnership with one of our key customers

OPEX Scope: E&I Automation, Compounding, Lab equipments, supplies & Chemicals

▪Lead the Category strategies and global implementation roadmaps in collaboration with regional buyers, industrial expert and sites, having an end to end approach by:

•Leading workshops with site maintenance, PROC and industrial expert to secure and accelerate strategies' implementation Example: Challenge 4 sites to: 1) Switch to the most competitive instrument suppliers on current installed base > +30% savings 2) "Downgrade" current spec to what sites really need (fit for purpose) > +10% additional saving

▪Create PROC. breakthrough solutions to increase and capture savings (ex: multi yearsprice reduction with strategic suppliers)

▪Set up systematically targets based on past / current CAPEX projects reward, before performing global tenders

▪Apply A3 strategic sourcing methodology to secure best global contracts conditions

▪Monitor suppliers' performance and when necessary implement corrective actions during Top to Top meetings with suppliers CAPEX scope: PROC lead on several projects (> 10) for my responsible packages.

▪Applying A3 strategic sourcing methodology to secure stakeholders' best TCO

▪Securing the target is achieved or over achieved (ex Project A: -43% vs initial offer and -8% vs target)

▪Introduction of nomination letters to suppliers to record sourcing conditions and bring extra leverage for the next projects