Western Europe Area Manager

• P&L management• Business planning• Sales Director

(budgeting,forecasting,coaching,Key-accountant and keyprojects leader)

• Mkting operations• HR

1

Sales Revenues 2011/2014 (mlns €)

seko F (only sales dept)

Seko IB Seko D Seko UK (up to 2013)

Seko Scan

(new HQ in 2014)

Seko BNX

(est. In 2013)

02468

1012141618

20112012201320142015 (*)

2

My main target accomplished (2ys ½) 2012/2014

• D (12 people):new org chart ;net profit improvement middle management grow-up;svc team; local warehouse decreasing; new key-account

• IB (18 people): : sales team and support team new org chart,net profit improvement; WT business improvement

• BeNeLux (3 people): : New sub opened in 2013 ; start-up activity• Scan: HQ relocation closer to Copenaghen; new org chart; net profit

improvement; • F: (55 people): sales director and QA manager hired (up to 2013) • UK (10 people including manufacturing plant ): : new building acquisition

and sales team improvement (up to 2013)

3

Seko marketshare in 2014Global (90 mlns €)

C&HW&IPetrochemical

4

Western Europe ( 40 mlns €)

C&HW&I

Seko competitors

• C&HSaier,Knight,brightwell,Dosim,EMEC,ETATRON,

• W&IOBL (Idex) ,Prominent,LMI,Pulsafeeder,MiltonRoy;Dosapro,DOSEURO

• P&SIwaki,Peroni Pompe,Lutz-Jesco,Sabi pompe e impianti

5

Seko TargetC&H• Chemicals producers and providers• Warewash and dishwash manufacturer• Distributors and spareparts dealers W&I• SWP market• Chemicals producers and distributors• WT market• WT plants manufacturer• Oil &Gas market: service companies managing WT operations

6

BtoB Company Challenges

• Identifying and qualifying high potential prospects

• Equipping sales team to be more effective (create a value beyond price)/coaching

• Creating a Company culture that better supports sales efforts/Change executive management

• Characterization /define business development models

7

(1) 18% Permelec Electrode Ltd. – Japan(2) 48,71% Indian Stock exchange + promoters(3) 50% Mitsui & Co. Ltd. – Japan(4) 70% Severn Trent Services Inc. –USA(5) 50% Uhde GmbH – Germany(6) 10% Università degli Studi di Ferrara(7) 74,17% Equitas Nominees Pty Ltd + Others

ELETTRODI NETWORK

DE NORA Group in 2010

May 2, 2023 8

INDUSTRIE DE NORA S.p.A.MILAN - ITALY

90% (6)Verdenora S.r. l .

ITALY

100%MedNora S.r.l

ITALY

15,83% (7) Electrometals Technologies

AUSTRALIA

50% (3)Permelec E lectrode Ltd.

JAPAN

51,29% (2)De Nora India Ltd.

INDIA

82% (1)De Nora E lettrodi (Suzhou) Ltd .

P.R.C

Industr ie De Nora S.p.A. Singapore Branch

SINGAPORE

100%De Nora Tech Inc.

USA

100%De Nora Do Brasil Ltda

BRASIL

Industr ie De NoraITALY

100%De Nora Deutschland GmbH

GERMANY

ASIAChina, Ind ia ,

S ingapore

AMSU.S. & Brazi l

E.ME.AEurope ,

Midd le East , Af r i ca

50% (5)UHDENORA S.p.A.

ITALY

UHDENORA S.p.A.Suzhou

Representat ive Office

Joint Ventures & Start-up

De Nora companies

Branches

100%Severn Trent De Nora S.r.l

ITALY

30% (4)Severn Trent De Nora LLC

USA

Severn Trent De Nora Singapore Branch

100%Severn Trent De Nora TX LLC

USA

DE NORA Group Organization Chart 2010

May 2, 2023 9

INDUSTRIE DE NORA

Sales E.ME.AIta,Ger

Sales AMSUS,Bra

Sales ASIAChina, India,japan,SG

Marketing & BusinessDevelopment Research & Development

Administration, Finance &Control

Human Resources, ICT & General Services

Production Technologies Strategic Purchasing

.

DE NORA World-Wide locations

May 2, 2023 101000 Employees World-Wide

May 2, 2023 11

Suzhou (China)

Area:13,000 m2 covered surface43,000 m2 open areaProduction capacity:80,000 m2 year

Fujisawa City (Japan)

Production capacity:170,000 m2 year

Rodenbach (Germany)

Area:16,000 m2 covered surface16,000 m2 open areaProduction capacity:Ca. 100,000 m2 year

Goa (India)

Area:7,600 m2 covered surface18,400 m2 open areaProduction capacity:11,000 m2 yearSorocaba (Brazil)

Area:5,200 m2 covered surface44,800 m2 open areaProduction capacity:35,000 m2 year

Milano (Italy)

Area:3,500 m2 covered surface1,000 m2 open areaProduction capacity:50,000 m2 year

Chardon OH (USA)

Area:11,000 m2 covered surface51,000 m2 open areaProduction capacity:150,000 m2 year

Production Facilities

Oxygen and Specialties 35%

DE NORA 2009 Turnover Segmentation (600 mlns €)

May 2, 2023 12

Chlor-Alkali 65%

DE NORA Markets

May 2, 2023 13

Electronics

WATER Treatment Automotive & Plating Industries

General Construction

Chlor-Alkali &Petrochemical

Industries

Non ferrous metal extraction

De Nora main customers

• Xxxxxxxxxx• Xxxxxx• Xxxxxxxxx• Xxxxxxxxx• xxxxxxxx

14

De Nora main competitiors

• Ccccccc• Dddddddd• Sssssssss• Ddddddd• Ffffffff• ffff

15

DE NORAChlor-Alkali

May 2, 2023 16

Developing the New

Hydrochloric Acid electrolysis3 plants already supplied

Gas Diffusion Electrodes for IEMIP and know how resulting from decadesof R&D activities

CO2 SequestrationTechnology partner of Calera, pioneer of an innovative route to CO2 abatement

IEM technology: Work for the future

Advanced DSA and NRG cathodic Coatings lowering power consumption

ZG packages for the retrofit of all IEMTechnologies

Manufacturing and reconditioning servicesof membrane electrolyser and cell parts

May 2, 2023 17

DE NORAChlor-Alkali

CHLORATE/PERCHLORATE - Serve the industryHigh performance DSA® Anodes for the production of sodium and potassium chlorateManufacturing of electrode packagesMaintenance and recoating service , special anodesfor perchlorate electro-chemical production

MERCURY – Keep the technology aliveComplete mercury cell room supportCell components and spare partsEnergy saving program for mercury cells

SLM™ new advanced high performing anode for mercury cells

Runner® anodes for mercury cells

DIAPHRAGM – Reduce environmental impactEnergy saving DSA® anodes for diaphragm cellsRecoating, maintenance, and upgrading existing anodesComplete cell room componentsSM-2 and PMX® Plus (non asbestos) replacement

Mission, Objectives & Development Strategy

May 2, 2023 18

Field Competitive landscape Objectives Development strategies

Predominant leadership in the chlor-alkali market through direct 1st supply of electrolysers to Uhde and Uhdenora, direct supply (or via Permelec Electrode) to Chlorine Engineer and Asahi Kasei. De Nora is very active in the after sales market with direct offer of maintenance and plant upgrade services to every Chloring licensees, thanks to its presence with fully functional facilities in all the geographical areas where Chlorine is produced

• Maintain the undisputed leadership position and De Nora reputation of technological supplier increasing presence in areas with the highest potential of development like China

• Continuous focus on advanced technological products and solutions to enhance performances of customers plants through a reduction of energy consumptions

• Strong R&D activity focusing on energy saving and cost reduction

• Development of maintenance business

• Exploitation of green technologies like PMX – NAD separator to extend the life of diaphragm technology

De Nora is dominating, thanks to continuous improvement the water chlorination (both industrial and leisure- pool). Continuous effort to improve the sales of Oxygen Evolving Anodes for electrometallurgy, galvanic production of electronics printed circuits, metals production; De Nora controls since its infantry every new possible application of electrochemical technologies

• Develop new processes and technologies for water treatment business line

• Increase the worldwide awareness of De Nora Brand also for Oxygen Evolving Anodes

• Develop new systems

• Significant R&D activity and development of new technologies and applications

• Enlarge the commercial network

• Provide technical assistance to the customers

• Building strategic alliances and dedicated new JVs

De Nora and its established industrial JVs are steadily increasing their business volumes, improving the related turnover year by year. In order to tap “wholesome growth” deploying its strong competitive advantage, De Nora is launching few independent start up, agile to achieve significant breakthrough moving to the market the results of continuous research and development processes.

• Research of new applications of De Nora Brands and Patents

• Find new synergic businesses

• Exploit the exceptional know-how which characterizes De Nora Brands

• Strong R&D activity

• Start-up companies and strategic Joint Venture as spin off of R&D activities

• M&A strategy focused to find synergies and access to new markets with very different business models

Chlor-Alkali

Oxygen & specialities

Systems

MBD Org Chart

19

Marketing & Business Development

Corporate Manager& VP

CABU Dept Oxygen/SpecialtiesIndustrial & Civil Water Treatment

Dept

Mkting &Media Comunication

20

MBD activities and interdept connections-Market analysis-Competitive intelligence-Budgeting-BD guidelines and investments-Due diligence new acquisitions-Opinion leaders and KA-patent analysis (legal and technologic)

MBD

3 Sales RegionAMS-EU-

ASIA

Product Technology R&D Intellectual

Property

Business Development Manager role

21

Overall Responsabilities

• Product portfolio and actual business consolidation• Market analysis,Competitive intelligence,• Identify and develop business opportunities by defying market needs and trends• Provide direction,guidance ,leadership to other Dept s to ensure allignment with Company’s

strategies

Account management

• Support Corporate management in developing the annual sales budget and the strategic business plan

• Lead as facilitator both internal than external projects

Business DevelopmentP

• Develop multi-tier relationships• Create and implement business model

22

Water treatment Marketshare

Strategic plan flow chart

v

BackgroundKnowhowGoal

BusinessAnalysis

OptionalScenario

Business Plan

Mission & Vision

Rules

Business Imperatives

Available tools

Quantitativeaspects

Pros/Cons

Market Trend

Strategic options

Int - Ext Analysis

Strategic keydrivers

Strategicplan

Actions Plan

Key Deliverables

Follow UP

Country Manager(Ita,Fra,Malta)

Admin/FinanceSales&Service Team Manager

(Ita,Malta)

Service Engs Team Coordinator

10 svc engs + 2 svc Agents

(Sicily/Sardinia)

8 Direct Sales reps

3 backoffice assistants

(1 service+ 2 sales)

Support Team Manager

4 Support Specialists

MKTING TEAM

24

Dionex Italia SpA Organization Chart 2009

25

Dionex Italia srl Organization Chart 2005

Country Manager

(Italy/Malta)

Admin/Finance Sales Manager

2 backoffice sales assistants

4 Sales reps + 2 Agents

Support Team Manager

2 Support Specialist

Service Manager

6 Svc Eng

26

Slides da aggungere alla presentazione per Dionex as sales directorFinance issues managedSales plan and sales areas sharing (logistic,markets,value)Forecast activitiesMkting budgets and annual planning activitiesItalian price list according to the TP/Company suggested price,market approach/competitorsDiscount steps and deadlineProducts Incentive plan and fix/variable fee rateAdditional sales areas by splitting according to the results and longterm forecast and investiments/cost-profit breackeven point Sales Area projectActual sales rep and agents statusMarket evaluation /forecast shared by areaDefine sales area prioritiesNortherneastLombardia+Emilia(Emilia –Romagna and Verona/Trento high way+Marche )Northern west+ RomagnaToscana,Umbria,MarcheLazio/Abbruzzo (Sardegna)South (Campania/Puglia)Sicily + Calabria (Sardegna)Agents swap-up projectSales trends in the last 3 FY shared by productTechnical (product knowledge)/commercial(sales attitude)/professional( cooperation ability) skills Sales areas value shared by productProspects and forecast mid and long termReal possibilities to find a valuable sales rep (for all the products or only for someones)Service/supportService engs skill and attitudes (HR evaluation)Customer satisfaction goal through the problem solving approachTeam cooperation activities with sales and support Service contract price and solutions,failure escalation managementSupport specialist activity (in pre and post sales)and marketing activities Sales development projectAgent and sales reps evaluationImprove technical commercial skillsSupport activities in coolaboration with the salesMarketing activitiesDemo program (demo unit,howtodemo,who to demo to)Local workshopComarketing activitiesSeminares andExhibitions plan Actual marketshare according to the product lineNew market to approach and how

27

Dionex Marketshare 2009 (13 mlns €)

28

Some Dionex Key-CustomersClient City Market

Syndial Ferrara Chemical /Env

Arpat Firenze Gov/Env

AQP SpA Bari WWTPlants and pipelines

ENI Novara Petrochemical/Env

Univ Padova Research /Bioscience

Novartis Siena Pharma Ind./Reserch and QC

Progetto Natura Prato Private lab (Env)

ACEA Roma Water management/control

Enia Bologna Water management/control

29

Dionex Sales Performances

0

2

4

6

8

10

12

FY05 FY06 FY07 FY08 FY09

Sales bookings(Mln €)

Service bookings(Mln €)

30

Dionex Performances

(* Tender won in Sicily 0.9 mlns €)(** 50 single contracts collected in 15 global (By Region or per Company)In charge as Service team manager since 2008

FY Sales (mlns €)

Service (mlns €)

HPLC systems(units sold)

Service Contracts

05 7.5 1.2 15 70

06 8.2 1.7 21 80

07 9.9 1.8 23 120

08 11 (*) 2.3 28 140

09 10.1 2.2 31 130 (**)

31

Dionex Results FY2008Sales Area

Geographic Area Bookings (€)

% VS FY

2007

% VS BDGT 2008

BDGT 2009

mlns € 1 Piemonte,Liguria 1,3 mln 1,5 2 Lombardia 1,6 mln 1,8

3 Veneto,Friuli/V.G,Trentino/A.A. 1,4 mln 1,5

4 Emilia-Romagna,Marche 1,3 mln 1,55 Toscana,Umbria 1,3 mln 1,4

6 Lazio,Sardegna 1,6 mln 1,8

7 Campania,Puglia,others 1,6 mln 1,7

8 Sicilia,Calabria 0.9mln+1 mln(tender won /Arpa

Sicilia)

1,0

Tot Italy+Malta 11.6 mlns 12.8

Service 2.2 mlns 2,5

Italy 13,7mlns 15.3

32

Additional goals

0

20

40

60

80

100

120

140

FY05 FY06 FY07 FY08 FY09

HPLC Units soldSvc Contracts

33

34

Projects accomplished • Sales team reorganization (FY05/09)

1. Sales performances improvements

• 2007 Best European Sales Director 10 mlns € 115% of the goal• Every Fiscal year at least 1 sales rep has been capable to achieve the award as one of the

best 7 in Europe(>50)

2. 4 New Area Sales Reps hired (team growth:from 4 to 8) : start-up training according to local market requirements and their skills

3. Key-accountant (ARPA,ENEL)

• Service team reorganization (FY07/08)1. Service profit improvements (price list,failure management,repairing costs)2. Improved Customer satisfaction and problem solving team addressed3. 3 New svc eng hired;Identified the Service team field coordinator between the internal

resouces;Service team from 6 to 10+14. Service contracts and warranties (price and terms)5. Beated Global Service competition: Novartis/ARPA Toscana

• Sales/Marketing goals1. HPLC units sold vs key competitors (agilent,Waters,Shimadzu) 2. New markets sales approach (Life Science,Clinical Labs)3. Opinion leaders project (Life science market to increase HPLC sales)4. Comarketing activities (Workshops/seminares with millipore,ABI,Bruker)5. Improved inter-staff cooperation (Sales/Service/Support) 6. Arpa Sicilia 2008: 1.000.000 € tender won (36 units+ 3years Svc and consumeables

contract)7. ARPA Liguria instruments replacement plan(leasing + service)

35

Agents Swop-up project

• Analyze sales trend in the last 3 FY shared by product

• Qualify skills: technical (products knowledge),commercial(approach to the customer),professional (cooperation attitude)

• Sales area opportunities shared by product (through marketshare analisys and competitive intelligence )

• Actual business consolidation (customer and prospects)

• Real possibility to find a valuable Sales rep as subsistute (for all or part of the instruments)

36

Sales performances growth plan• Qualify Agent or sales rep skills to improve weaknesses • Past 3 FY sales trend analysis • Forecast and opportunities according to the local and actual

market shared by product • Competitive intelligence and marketshare • Startegic analysis Check customers satisfaction,old systems

replacement opportunities,propsects value,find Key Opinion Leader;

• Marketing activities1. Support team activities on the field2. Demo on-site plan (demo unit,how to demo,prospects)3. Local workshops addressed to qualified customers

(ARPA,Pharma Ind,WT market operators)4. Co-marketing activities (seminares/mailing/phone interviews)5. Seminares,workshops

37

Sales Areas Project

• Define Sales areas ranking in terms of value past 3 FY sales performances,forecast

• Valuete agent /sales rep and the other HR (managing sales area) skills

• Fix short-long term goals for every area• Workout in the area with the activities planned

and HR valueted• Italy sales Area Scenario : at least 6/7 up to 9/10

38

Commercial and marketing tasks managed

• Sales plan and forecast shared by product (number of instruments sold) and volume in €

• Pricelist (arised form the TP)/discount approach(Corp input:market expectation/needs)

• Annual Marketing budget planning to attend workshops/conferences , local seminares or demo activities for advertisement campaign

• Define Incentive plan vs fix/variable rate• New sales reps hiring procedure according to

the budget/market needs/profit foreseen

39

HPLC sales target project (How has been managed and completed)

• Technical informations (trainings )• Actual customer satisfaction rate and service approach (market

valuetion)• Informations about Competitors and their clients (potentials)

(training and field activity)• Defined specific Market segment to approach according to new

input from HQ regarding applications and new tools • Strategies1. Visit as many prospects as possible in a defined time frame

(or put a goal of visit) : field market analysis2. Marketing activities (demo,seminares ,discount promotions) on

defined market segments 3. List prices and discount 4. Tenders 5. Old systems replacement campaign to avoid tender and/or

promote new systems

40

Service/support approach

• Valuete Svc Engs skills and attitudes(improve their weaknesses)

• Customer satisfaction input through problem solving approach

• Interstaff cooperation activities • Define clearly the Support specialist role in pre

(with the sales) and post sales (with the service Eng)

• Service contracts/service process/backoffice role and behaviour

41

Main responsabilities as Product Manager in Yara Industrial

• Achieve the target keyaccount• Through sales agents network evaluete new business

oppotunities• Connection activity between production plants, support

staff, commercial management and the real market opportunities generated

• Technical approach plan manager ;demo on site in cooperation with the Support team based in Oslo

• Commercial proposal/negotiation activities with the supervison of the Coporate B.U. manager based in Paris

• Logistics issues,installation and service in cooperation with the production plants and service staff

42

Nutriox™ project• Calcium Nitrate based solution • Dosing sites along the sewage and inside the treatment plants

managed by a Nutriox Septicity Control software (according to T,pH,BOD/COD,volume/h,RT),

• Main Goal:Avoid septicity by eliminating H2S (Redox reaction in anoxic environment)

• Improve treatment performances (denitrifying bacteria activation,filamentous Sulfur-bacteria disactivation) and reducing the organic matters (COD,BOD)

• Decrease health risks for workers and residential population (recomended ≤3 ppm)

• Eliminate bad (rottenegg like) odours due to H2S emissions from satured waters

• Reduce mantainance costs of concrete and metal constructions avoiding corrosions process (manholes,pumping stations,plant infrastructures and technological devices such as pumps ,electornic panels and so on)

• Competitors: FeCl3,,oxydising systems,enzymes,etc

43

Some Key-Customers Yara IndustrialClient City Market

Cartiera Cà di david Verona Paper Mill

AQP SpA (Acq. Pugliese) Bari W.W.T.Plants and pipelines

Consorzio ValdArno Pistoia Tanneries outlet/pipalines/plants

Birra Peroni Roma Breweris

MUnicipality Napoli W.W.T.Plants and pipelines

Municipalityof Lorett del Mar

Barcelona W.W.T.Plants and pipelines

Veolia France W.W.T.Plants and pipelines

ACEA Roma W.W.and potable water T.Plants and pipelines

Industrial Harbour Genova Ballast Water treatment

Sales results vs target FY’s 1996-2001 ( K€)

Sales Area: Central Italy (Toscana,Sardegna,Abbruzzi,Umbria,Marche)

0600

1200

targetAchieved

45

Trainings • Milano Mag 2003 Team Management Profile (Team Management

System ®)• Oslo Feb 2004 Proactive Sales/Business start-up (Cultivator®)• Milano Dic 2004 Addestramento alle vendite a valore aggiunto (Mercuri

International)• Milano Gen 2006 Il Manager delle Vendite (Il Sole 24ORE)• Milano Apr 2007 Leadership Effectiveness Analysis™ (Management

Research Group ®)• Parigi Mar 2008 Myers-Briggs Type Indicator ™ (MBTI) (Dionex Corp.

HR Team) • London inetlligence school- Competitive intelligence training

46

Experimental thesys • Elettrochemical detector coupled with HPLC

gradient pump• Main purpose: Evaluation of various

IonSelectiveElectrodes ( ion-exchange quaternary ammonium salts solved in polymeric membranes):properties and applications

• Chromatographyc separation through RP-columns and electrochemical detection of biliaric salts in pharmaceuticals products used to restabilize a balanced biliaric activity and avoid kidny stones production

47

Project Management steps

What to do?

HR

Who does what?

Expenses?

Auxiliaries tools? How to do?

When to do what ?

project

Goal/HR Matrix

storming

performing

Budget

Team

4848

Project goalEfficiency (reach the goal)output value have to be greater than used HR value.

Effectiveness (be aware of cost,time,quality)Produce according to the market needs

PerformanceAs the result of Efficiency+ Effectiveness

Effectiveness project monitoring

evaluete delay or criticism vs plan

evaluete issues

how to change and drive through the right way

remodulate according to the approved solutions

49

StepI Concept

StepII Define

Step III Organize

Step IV Develope

Step V Follow-up

> goali> market> General plan

Techincal details> availability> expection

> Action plan

> budget

> Time limit

> HR

> Additional tools

> Resouces assignament> define

responsabilities>teamorganization

> start-up

> manage>monitoring

> remodulate Problemsolving

> feedback> results> review> redifine

Resourcesactivities

Resouces

/ Commitm

ent

Project lifetime

50

EARNED VALUEEARNED VALUE (EV)

(earmarket founds in budget of the activities planned and realized)

A sum of the planned cost already done plus preventivated costs multiplied for their effective stateoftheart (as % of the activity done)

COST PERFORM INDEX = C / EV(dabalance-sheet value/ earned value)

If > 1 costs higher than planned

SCHEDULE PERFORM INDEX = EV / P(earned value / dabalance-sheet value)

If < 1 less activity than planned(in late relating to the timeplan)

51

Project follow-up

• Have a clear feedback to monitor or improve other projects .• Define a workflow monitoring system to achieve,logged,update and use infos from

projects managed.• To learn from the project get informations as client feedback/return/profit/claims • Valuete project results and experiences usable for future activities.