Curriculum vitae

Personal Details: Dipl.-Ing. Jürgen Breuer, MBA Johann-Fruhen-Straße 34 47929 Grefrath, Germany Phone: +49 2158 5119 Mobile: +49 157 822 72 099 eMail: [email protected] Date of birth: 19.12.1967 Place of birth: Süchteln Marital status: married, 4 daughters (23, 25, 25, 32)

Competence profile:

• Mechanical engineer with a university degree (Diplom-Ingenieur) in mechanical engineering and a specialisation in automation, i.e. integrated manufacturing and design engineering • Master of Business Administration (MBA) in General Management; topic of the master-thesis: Lean Innovation, i.e. innovation, project and program management using agile & lean management methods • Industry experience: metal, plastics and rubber processing manufacturing companies and TIER1 suppliers of the automotive industry (body sealing systems, vibration absorbers, glass encapsulation; automotive interiors, instrument panels, door panels, consoles, trunk lining; suspension systems, shock absorbers, springs, stabiliser bars, axles; exhaust systems, related electronics assembly & testing); tool and mould making, plant engineering, automation technology and special machinery • More than 15 years leadership experience on general management level with international and global responsibility in up to 31 sites in Europe, Asia, North and South America • Experienced in digital and industry 4.0 transformation, operations and technical management, including i.a. product, process and technology development; project and program management; manufacturing and industrial engineering; operations as such; quality, environmental, health and safety management; technical sales; industrialisation and launch management; lean innovation, lean manufacturing and operational excellence, logistics, maintenance; restructuring, change and crisis management; technical sales; profitability and revenue increase through innovation, overcoming of competitive disadvantages, product line extension and acquisition of new businesses and customers • Successful in industry 4.0 and digital transformation, including development and implementation of digitalisation and automation strategies; challenging the status quo, planning and implementation of value adding digital and industry 4.0 transformations; transparency improvement and cost reduction through i.a. digitalisation of production and logistics, traceability, count to pack, digital management control, andon boards and MES systems; quality improvement and cost reduction through analysis of manufacturing and logistics process data (big data) and OEE and process optimisation, automated optical inspection (AOI) systems, automated weld seam inspection systems, automated 3D scanning systems; cost reduction through smart automation of existing manufacturing lines using cobots, robots and low cost automation, implementation of AGVs, transport network optimisation; cost reduction and winning new business through using predictive analytics to enable long distance just in sequence production, direct truck loading and trailer yards • Management of business units, matrix organisations, large scale projects and complex project portfolios, strategy definition and execution, budget management, P&L • Experienced in handling of global customers and suppliers, authorities, internal and external partners • Analytical and entrepreneurial thinking and acting, creative, innovative, decisive, capable to lead and to manage high work loads • English: business fluent; German: native speaker

Work Experience

2014 – 2020 Faurecia Clean Mobility (FCM), Europe Division till name change in 01/2017: Faurecia Emissions Control Technologies, Division Europe • Europe wide acting group with 31 sites in Czech, England, France, Germany, Hungary, Italy, Netherlands, Portugal, Romania, Slovakia, South Africa, Spain, Turkey • Development and manufacturing of emissions control systems for passenger cars, trucks and commercial vehicles 10/2018 – 10/2020 Director Digital Transformation, Europe Division Member of the European management team; Europe-wide responsible for Industry 4.0 and digital transformation, automation, manufacturing engineering, logistics and digital teams in 31 plants and two tech centres • Definition and implementation of the Industry 4.0 strategy for FCM’s Europe Division • Increase of the degree of automation in production and logistics • Definition of standards for manufacturing and automation • Development and implementation of automated weld seam inspection systems enabling full automated XL tube manufacturing lines • Development of automatic optical inspection (AOI) systems for production lines • Low cost, lean automation for best cost countries • Preparation for & implementation of a digital manufacturing execution systems (MES) • Spread and improvement of digital management control, count to pack, traceability and big data tools to enable increased productivity and quality • Transformation from retrofit automation to planned automation in new projects 01/2017 – 10/2018 In addition: Responsible for Digital, Europe Division Europe-wide responsible for digitisation and automation in production & logistics • Smart automation of existing capacity lines, manufacturing lines for components and finished products (retrofit) • Launch of Faurecia’s first automated, connected manufacturing and assembly line for exhaust systems and related electronics in Europe • Development and implementation of automated, integrated machines for leakage testing, dimensional control and packaging of catalytic converters (EOL) • Implementation of automated guided vehicles (AGV) • Implementation of digital management control (DMC) and traceability • Implementation of big data tools for productivity and quality improvement 01//2016 – 01/2017 In addition: Responsible for Automation, Europe Division Europe-wide responsible for automation in production • Planning, purchase and realisation of Faurecia’s first automated, connected manufacturing and assembly line for exhaust systems in Europe • Automation of manufacturing processes using collaborative robots (cobots) • First automated manufacturing lines for mufflers using collaborative robots • Implementation of automated production data acquisition in production 01/2014 – 10/2018 Director Launch & Operations Support, Europe Division Member of the European management team; Europe-wide responsible for new product launches, product relocations and related operations; management of launch & operations support teams; automation and manufacturing engineering teams in 31 plants and two tech centres • Stabilisation and turn-around of critical launches and plants • Increase of launch performance, supply readiness and profitability • Improvement of co-operation between central functions & plants • Product and process improvements enabling a more robust manufacturing • Re-alignment and front loading of launch management in plants • Re-alignment of program management on timely, efficient launches • Development of manufacturing lines enabling capacity flexing and a scalable degree of automation • Development of Faurecia’s first automated, connected manufacturing line for exhaust systems and assembly of related electronics in Europe

(Continuation work experience)

2007 – 2013 ThyssenKrupp Bilstein Suspension GmbH, ThyssenKrupp Bilstein Group since legal change in 10/2011: ThyssenKrupp Federn und Stabilisatoren GmbH • Globally acting group, 18 companies with 31 locations in Germany, China, England, France, Spain, Romania, USA, Mexico and Brazil, 5.800 employees • Development and manufacturing of shock absorbers, coil springs, leave springs, stabiliser bars, assembly of axle modules 11/2009 – 04/2013 Head Development Stabiliser Bars Member of the global management, authorised signatory Global responsibility for product and process development, project management, engineering (research), manufacturing engineering, test facilities and prototyping, launch & change management in plants and strategic direction of plants • Turnaround and re-engineering of global R&D & project management • Global integration of product & process development with launch & change management teams in plants • Strategic direction of development & plants to enable global platform projects • Optimisation of product evolution process (PEP) • Industrialisation of manufacturing process for bonded bushings • Product line extension, innovation & generation of new business through development & manufacturing of stabiliser modules => +30% revenue per module • Innovation projects: carbon fibre reinforced light weight stabiliser, modular stabiliser bar; Inventions: bonded shock absorber bushing, inductive bonding process for hybrid bushings & non-inductive heatable materials 11/2007 – 04/2010 Head Technical Planning Bilstein Group Authorised signatory Global responsibility for planning and realisation of investment projects for coil springs, stabilisers and shock absorbers; process development, planning, implementation & optimisation, manufacturing strategy, launch management, supplier management • Global manufacturing strategy for piston rods for Bilstein Group • Re-engineering & integration of technical planning activities in Bilstein Group • Manufacturing strategy for shock absorbers: highly flexible manufacturing lines • Management of suppliers during automotive crisis • Overcoming of a key competitive disadvantage: Development of manufacturing process for stabiliser bars with bonded bushings • Development and implementation of an automated manufacturing process for powder coating of stabilizer bar ends (first capable process & manufacturing line) • Innovations: automated inspection of piston rods, high performance bonding process for suspension components => patent application: bonded piston rods 2005 – 2007 Johnson Controls Interiors GmbH & Co. KG, plant Grefrath • Manufacturing plant of Johnson Controls Interiors Group, 80 million € revenue with 440 employees in plants Grefrath and Kempen • Development & manufacturing of interiors for passenger cars and trucks, i.e. door panels, instrument panels with/without air bag, luggage compartment trim made of plastic, natural fibres, PU foam, textiles, PVC/TPU slush skins and leather 11/2005 – 11/2007 Project Manager Plant Restructuring • Restructuring and turn-around of plant Grefrath • Inventory reduction & performance improvement using lean manufacturing • Transfer & closure of plant Kempen; integration into plant Grefrath • Vertical integration of injection moulding for instrument panels • Transfer of manufacturing of Mitsubishi Colt (door panel assembly) to NedCar • Planning and implementation of a trailer-yard and shipping hall for realisation of long distance JIS manufacturing of Daimler W204 instrument panels (C-class) • Preparatory restructuring for launches Mercedes AC207, X204 • Plant Grefrath turns from loss maker to successful & profitable plant

(Continuation work experience)

1994 – 2005 Draftex International GmbH & Co. KG after merger with GenCorp and Henniges in 2000 renamed in: GDX Automotive GmbH & Co. KG • Globally acting leading TIER1 supplier, 650 million revenue, 10.000 employees, 16 locations in Germany, USA, Canada, China, Spain, France, Czech Republic • Development and manufacturing of body sealing systems; glass encapsulations, anti- vibration control parts and bushings made of EPDM, TPE, metal and PVC 03/2005 – 10/2005 Director Common Sense Manufacturing & Environmental Health & Safety Europe Member of the European Management • Support & substitution of Managing Director Vehicle Sealing 03/2003 – 03/2005 In addition: Manager Environmental Health & Safety (EHS) Europe • Reporting to global headquarter in Detroit/USA • Adaptation of global EH&S management system to European requirements • Operation permits for European plants • Concept for sprinkler systems for manufacturing sites and realisation in Spain • Supervision of ISO 14000 audits 11/2002 – 03/2005 Manager Common Sense Manufacturing Europe (i.e. Lean Manufacturing and Manufacturing Engineering) Member of the European management  Support and substitution of Director Manufacturing Europe  Definition of manufacturing strategy for all European sites  Management of monthly plant reviews  Optimisation of invest management  Cost reduction through transfer of production lines  Introduction of Lean Manufacturing in European plants  Plant restructuring, footprint optimisation and cost reduction projects  Examination, test and realisation of new technologies  Knowledge transfer between plants 03/2002 – 11/2002 Manager Production Engineering Europe Responsible for the production engineering department in GDX Automotive’s European Technical Centre and for all production engineering departments in Europe and China; support and consultancy of Director Manufacturing Europe  Definition and implementation of decentralised organisational structures for Production Engineering Europe  Equipment standardisation: Statement of requirements for production lines  Manufacturing strategy: Standard for mould making & injection moulding presses  Close down of centralised expert team 08/2001 – 03/2002 In addition: provisional Manager Quality Management, Responsible for quality management in German plants 01/2001 - 03/2002 Technical Director Member of general management of German plants Responsible for industrial engineering (operations planning, project & launch management, trials, documentation), process engineering, maintenance, tool making, mold making, laboratory  Implementation of a new, lean manufacturing organisation (“mini plants”)  Product transfers & plant restructurings 2000 – 01/2001 Manager Industrial Engineering Responsible for process engineering, operations planning, project & launch management, trials and documentation  Transfer Peugeot T16 (206CC) from France to Germany, launch & turn around  T16 sealing system becomes most successful product of GDX Automotive

(Continuation work experience)

1994 – 2000 Project Manager Technical Development and Rationalisation at Draftex International GmbH & Co. KG, Viersen Responsible for process optimisations in extrusion, injection moulding and assembly; testing, implementation and modification of equipment; rationalisation projects, incl. feasibility studies, investment planning, evaluation of savings, project management, documentation  Restructuring of manufacturing plants and profitability improvement  Reorganisation from a job-shop production to a lean flow production  Upgrade of rubber mixing plant, i.e. planning and realisation of biggest online- granulation line for rubber in Europe

Education

Completed Henley Business School, University of Reading; England in February 2013: Executive studies: Business Administration (General Management); Final degree: Master of Business Administration (Grade: B+) 2004 –2006 Graduate School of Business Administration Zürich; Swiss Executive studies: Business Administration; Final degree: Executive Bachelor of Business Administration (Grade: A-) 1987 – 1993 Ruhr-Universität Bochum; Germany Studies: Mechanical Engineering; Specialisation: Automation – Integrated Manufacturing Engineering and Design Engineering; Final degree: Diplom-Ingenieur, i.e. university degree in engineering (Grade: gut / B) 1978 – 1987 Liebfrauenschule Mülhausen, Germany Gymnasium in freier Trägerschaft, i.e. privately owned, independent secondary school Final degree: Abitur, i.e. general qualification for university entrance