jan 2021 prysmian group · 2021. 1. 11. · prysmian group working mechanisms jan 2021. 2...

1 11/01/2021 10:08:03

Prysmian GroupWorking mechanisms

Jan 2021

2 11/01/2021 10:08:04

Valerio BattistaChief Executive Officer

…Our journey together begins here…

Dear colleagues,

Today we strengthen our leadership by forming the largest cable manufacturer in the world.

As an employee, you will benefit from being part of a larger organization that offers new opportunities for professional growth and development.

The company’s global team now includes more than 30.000 employees across more than 50 countries and we operate as ONE company.

We have created this material to help you get familiar with the new operating model of our Company.Please consider our HR and Organization team available to help you to go through it and answer any question you might have.

I personally would like to thank you in advance for your commitment during this important transition period!

Welcome to our new Prysmian Group!

3 11/01/2021 10:08:04

GROUP FUNCTIONS CENTRALIZATION

Describe what activities typically

fall under the responsibility of HQ function, regional

function or country / plant function

REGIONAL PERIMETER

ACCOUNTABILITIESBY FUNCTION

Clarify the responsibility of the different regional functions on the main common

activities

REGIONAL TERMS OF REFERENCES BY

FUNCTION

Provide a one-slide description of

activities, processes and KPIs used by a given function at

regional level

MAIN PROCESSES DESCRIPTION

Describe the involvement of

functions across the core company

processes

DOA PRINCIPLESAT GLANCE

Provide global Delegation of

authority principles and guidelines

MEETINGSSYSTEM

Describe the main meetings frequency and composition at regional and group

level

Going forward together

WORKING IN A MATRIX: KEY PRINCIPLES

Clarify the accountabilities on a selection of activities between regions and

BUs depending on the model, including the dual reporting

system

GROUP TERMS OF REFERENCES BY

FUNCTION

Provide an overview of the group

functions (main accountabilities, structure, main

activities)

Click on a specific icon to jump to that section

Q&AUse the upper panel to

navigate easily Glossary Back to Index

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REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level



BUsdepending on the

model, as well as the dual reporting

system


FUNCTION



activities)

Q&AGlossary Back to Index

5 11/01/2021 10:08:05

Regions/ Countries1

Group Functions

Business Areas

Operations

CEO

V. Battista

Board Of Directors

Also reporting to CFO as CIO

R&D

S. Siripurapu

HR &Organization

F. Rutschmann

Finance Admin &

Control & IT

PF. Facchini

Corporate Affairs

J. Zirulia

Communi-cation

L. Caruso

CorporateStrategy &

Development

I. Longhi

COO

A. Pirondini

Projects

H. Ozmen

Telecom

P. Vanhille

Energy

F. Fanciulli

Digital Innovation

S. Brandinali

Cent. East Europe

F. Persson

North Europe

J. Arata

South Europe

L. Tardif

UK

M. Del Brenna

LATAM

J. Mogollon

North America

M. Battaini

Middle East Africa & Turkey

A. Habaj

OSEA

E. Aydogdu

China

M. Bavaresco

Audit and Compliance

A. Nespoli

New Organization first line

Bio

Senior Advisor

F. Romeo

6 11/01/2021 10:08:06


Template





REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


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Click on a specific function to see the detail of the centralization level

Group functions centralization levelsFunction

AccountabilitiesQ&A

Audit and Compliance

HR and Organization

Admin, Finance and Control

IT

Communications

Research and Development

Supply Chain

Purchasing

Manufacturing

QHSE

Business management

Country / plant level

• Driving day-to-day activities (local sales, production, labor management, finance activities, business partnering…) in respect with group guidelines

• Representing locally the interests of the company

Regional level

• Leading regional integration, harmonization and coordination activities

• Planning and allocating volumes• Providing common services• Setting regional targets and leading performance improvement projects

Headquarter / central level

• Leading global business strategy and coordinating cross-region activities

• Defining company targets• Defining global policies and guidelines• Approving key expenses (hiring, Capex)

Corporate Affairs

Back to Index

8 11/01/2021 10:08:07






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


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Our Matrix model and Business Units integration (1/3)

• Our organizational structure is a matrix. Working within this matrix enables all of us

to work with the utmost efficiency across countries, businesses, and functions, as well as

promote cross-business coordination

• In the matrix structure, every person is either part of a Group function plus a

Region/Country, or a Region/Country plus a business. Our mindset needs to reflect

both aspects of our role as we collaborate with colleagues across our global company

Non Integrated BU: Local management reporting to regions with global coordination

Integrated BU:Full organization reporting directly to HQ

Customers

Product Standards

Accountability

Business Units

Local accounts Global accounts

Country Specific Global Standards

Regional Business

Management

Globally integrated Business

Management, including Sales, R&D,

Manufacturing, Supply chain & Quality

Submarine (Power and telecom)

Automotive

MMS Elevator

Optical FiberE&I

IndustrialNetwork Components

Telecom SolutionsHigh Voltage

Oil & GasOPGW & Specials

Regional accounts

Global Product Roadmap, Supply Chain

Optimization, Coordinated Commercial strategy

BU/Region

Find Your Position

Q&A

Connectivity

Electronics

Back to Index

10 11/01/2021 10:08:07

Two types of BUs existing in the PG matrix: integrated BUs and Non Integrated Bus (2/3)

Strategic initiatives and investments

Product development

Commercial

Planning

Production

Post Sales

GroupFunctions

Region Global BU (integrated) RegionGlobal BU

(not integrated)

R R

R Shared

R Shared

R Shared

R R1

R R1

R R

R R

Integrated BUs Non Integrated BUs

Applies to• Automotive, Network Components, OPGW & Specials, Electronics, Optical Fiber, MMS, Submarine (Power and Telecom), Elevator

• E&I, Industrial, Oil and Gas, High Voltage, Connectivity, Telecom Solutions

• Business unit driving or co-driving business strategy and KAM activities

• For integrated Business Units, sales teams are reporting directly to the central level and not to region CEO

• For Non Integrated Business Units, sales teams are reporting both to region and to Global BU

• Integrated BUs taking operational responsibilities, from monthly planning to actual production and delivery; Manufacturing & Supply Chain teams report directly at central level

• Providing the support functions is always the responsibility of the regions (HR, IT, Finance…) independently of BU model

BU Accountabilities

- Details

Intercompany planning

1. For Shared Factories the responsibility is shared with the Regions

R Responsible

Q&A Back to Index

11 11/01/2021 10:08:07

Double Reporting in the Group

Region CEO / Integrated BU VP

Regional manager (except commercial

functions1)

Group Functions

Technical trainingand support

Functional KPIs and targets

Policies, procedures and tools

3Y Strategy

Global best practice sharing

Customized targets on local/business needs

Shorter term focus objectives

Cross functional integration

Priority Setting

Region CEO

Local commercial manager

Group Business Unit

Technical trainingand support

3Y Strategy

New market opportunities

Market Intelligence

Global KAM and strategic pricing initiatives

Short term focus objectives

MP Sales Targets

Product Availability

Local resources to support local projects

HQ

Local Sales

Local Sales

Local Sales Local

Sales

Daily Pricing and quotations within DoA

Pricing and quotations over a DoA threshold

Q&A

“Two different reporting lines provide local structures both with local integration and global competences, tools and long term strategic direction”

Working in a Matrix – Group level(3/3)

Double Reporting in a

Region

1. Finance, HR, IT, Quality…. Also applies to Integrated BUs support functions

Back to Index

12 11/01/2021 10:08:08






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


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Click on a specific function to see the detail of the terms of references





REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)

HR and Organization

Finance R&D Manufacturing

Purchasing Business and Sales

Supply Chain

Communications

IT

Q&A

QHSE

Glossary

Corporate Affairs

Inside Sales

Back to Index

15 11/01/2021 10:08:09






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


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Key process description summary (1/2)

Position Manager

Local HRRegional

HRGroup

HRLocalHR

Position Manager

Regional HR

RegionalHR

LocalHR

Opex

Job position def.

Create request for HQ

RequisitionApproval

Need to fill identified

Recruit. & interview1

Select Offeree

Determine Offer Package

Extend Offer

Filing & onboard.

CAPEX

ManagementPlan

(budget)

WC Hiring

Annual Capex approval

Build detailed case

Project approval(depending on DoA)

Project activation (source, implement, track and report)

Build annual budget Capex proposal

Region CEO / Integrated BU VP

Group CEO + Group Ops.

Region / Int. BU Manufacturing

Group CEO / investment committee

Local Manufacturing

HQ target sharing

Industrial guidelines

MP plan by country /business

HQ assumptions & instructions

Discussion with top management

Volume planning & intercompany

MP closing

PR release & RFQ prep. (if needed)

Purchase request (PR) creation

PO emissionGood Receipt (GR) registration

Invoice payment

Purchase Order (PO) approval

Sourcing process and negotiation

Group controllingRegion / Int. BU and Group Supply Chain

Group Controlling Group OperationsRegion CEO /

Integrated BU VPGroup CEO + Region

/ Int. BU teamsGroup Controlling

Internal client Internal client Region PurchasingRegion or Group Purchasing (DoA)

Region Purchasing Internal client Region Finance


Region level / Integrated BU

Head quarter level

Main processes- Details

Q&A

Click on a specific process for more details

Excluding centralized commodities

Back to Index

17 11/01/2021 10:08:10

Key process description summary (2/2)

Pricing –Specific products

Costing

S&OP monthly planning

Pricing –Standard products

Gather otherforecastdata2

Run S&OP meeting

S&OP volumes allocation2

Finalize financial forecasts3

Build sales forecast

Upload final forecasts

Run pre-S&OP meeting

BU / Commercial BU / Commercial BU / CommercialRegion / Int. BU

R&DRegion / Int. BU

R&DRegion or group

BU (DoA)BU / Commercial BU / Commercial

BU / Commercial BU / CommercialRegion / Integrated BU

R&DRegion / Integrated BU

R&DRegion / Int. BU R&D +

Region Controlling

BU / Commercial

Region / Int. BU Supply




Region Controlling

Region Controlling

Local Manufacturing

Local SupplyChain

Region / Integrated BU R&D BU / Commercial BU / Commercial BU / Commercial BU / Commercial

Review product/ project spec

Build nomenclature / design parameters

Define production parameters (incl. BOM2 and routing)

Calculate total costReceive RFQ/ Open case number

Customer discount definition

Price list definitionProduct spec. definition and cost calculation

Rebate determination

Plant scheduling (week/day)

Prod. orderrelease andRM planning

Order execution & follow-up

RFPfiltering

Technicaloffer design

CostingPricing(within DoA)

Quotereview + delivery

Pre-Sales(specs)

RFP reception

Orderexecution& follow-up

Click on a specific process for more details

Main processes- Details

Q&A


Region level / Integrated BU

Head quarter level

Back to Index

18 11/01/2021 10:08:10






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


19 11/01/2021 10:08:10

Guidelines 1/3: Legal Entity Appointments

General Scheme

Key Targets

Local Legal Entities Board/

directors appointment

Chairman: Regional CEO

Members: CFO (regional or local)

CCO / BU Director/ Commercial Director for commercial legal entities

Industrial Director for industrial legal entities (with plants)1

HR for industrial relations purposes 1

DoA - Details Q&A

JVs or Strategic Legal entities

Chairman: Group Management Team Representative (CSO, EVP)

Members: Regional CEO / Global BU VP

Regional CFO

Optional: local Business unit Representative

All legal entities appointments have to be shared with Group’s corporate Affairs and Group HR and Organization

• Empower the new local leadership teams to run the business

• Align the formal delegation of authority to the organization defined

• Mitigate the risk of Corporate and Criminal liabilities

1. Optional – Depending on plant size / social criticity of the legal entity

Back to Index

20 11/01/2021 10:08:10

Commercial management

Finance, Admin and

Control

People and benefits

Procurement of goods/ services

Third party relationship

• Pricelist• Costing• Offering• Credit returns• Sales Framework• New Customer Approval• Products change for spec. biz.• Warranty extension• Changes in general conditions

• Credit limits• Discounts• Accounting Provisions• Payments• FX Hedging• Inventory Adjustment• IT and Digital Capex Approval• Disposal of scrap material

• Purchase Orders• Purchase prices and increases to standard costs

• Procurement contracts & agreements

• Metal hedging and management

Assets management

• CAPEX Approval• Disposal of assets• Consigned inventory

• Employment offers / employment related agreement

• Financials and bank relations• External advisors• Social Security institution & pension funds

• Unions & employees councils• Local governmental bodies• Custom and fiscal authorities• Company legal representation• Agents contracts

3 types of approval:

• Single approver with thresholds (including region CEO/ group CEO, first / second/ third steps)

• Joint approver with threshold

• Board approval (group or local entity)

DOA is a formal delegation of

authority

• People should be aware that they cannot perform a defined task without a formal DoA (see list on the right)

• People should be aware if they are having powers not in compliance with group guidelines

List of most important activities impacted by DoA processes

Guidelines 2/3: main Delegation of Authority

Each Region shall define, in

consultation with Corporate Affairs,

HRO and with the relevant function

at HQ level, specific thresholds for

the list of activities (see table on

the left side of the slide). Group

Compliance shall verify and ensure

that the DOA thresholds are

conform to the requirements of

applicable laws, internal standards

and best practices

DoA - Details Q&AGroup

Procurement governance

Back to Index

21 11/01/2021 10:08:11






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


22 11/01/2021 10:08:11

Region Meetings System Proposal (1/3)

Meeting name Objectives Frequency CEOCCO /

Country.Man.

Region BU

R&DSupply Chain

Manuf. QHSE Purch. Finance HR IT Legal Int. BU

Regional flash meeting

Overview on short term results/forecastand decisions on short-term topics

Monthly C C C C I I I R C I

Regional S&OP Meeting

Planning of the upcoming 3 months volumes (sales and industrial / production)

Monthly C C C I R C I I C I I

Local Business reviewMonitoring of the results and short term forecast by BU by country

Monthly C R C I C C C I C C I

Country committeeOverview of the countries performance and trends (financial, HR, production)

Monthly R C C C C C C C C C C C

Regional managementcommittee

Monitoring of regional performance and trends (financial, HR, production) and follow-up on MP

Bi-monthly R C C C C C C C C C C C

Regional Integration steering committee

Continuous monitoring of the integration process activity including industrial Footprint related project

Monthly R C C C C C C C C C C C

Regional Operations Meeting

Industrial, quality, R&D, customer care KPIs review (including labor efficiency)

Monthly (rotation)

I C C R C C C C I

Regional Product Development

Review of product development runningprojects and planned projects

Monthly (rotation)

I C C R C C C I I

Regional HR committee

Fixed labor cost monitoring + organization sizing and open issue review + People development

Quarterly C C C I C R

Regional Procurementmeeting

Review of procurement topics(performance, Single Source…)

Quarterly I C C C C R C I I

Regional Quality and HSE council

General debrief and review of outstanding Quality topics including a focus on HSE

Twice a year I I I C C C R C I I I I

Joint integrated BU and region meeting

Alignment and discussion with region on specific topics

Bi-monthly R C I I C C C C C R

R C IResponsible / Meeting leader Contribution / Participation needed Informed / Optional participation

Q&A Back to Index

23 11/01/2021 10:08:12

Meeting name Objectives Frequency BU VP BU Sales BU R&DBU Supply

ChainBU Manuf. BU Quality

BU Controlling

Business Area HR

Region functions

BU flash meetingOverview on short term results/forecast and decisions on short-term topics (quality…)

Monthly R C I C I I C C

BU S&OP MeetingPlanning of the upcoming 3 months volumes (sales and industrial / production)

Monthly C C I R C I C I

Local Business reviewMonitoring of the results and short term forecast by BU by country

Monthly I R I C C C C I

BU Integration process follow-up

Continuous monitoring of the integration process activity including industrial Footprint related project

Monthly R C C C C C C C

BU Operations MeetingIndustrial, quality, R&D, customer care KPIs review (including laborefficiency)

Monthly I C C R C C C

BU Product Development

Review of product development running projects and planned projects

Monthly I C R C C C I

BU HR committeeReview of outstanding HR topics (labor relation, talent management)

Quarterly C C C R

BU committeeMonitoring of regional performanceand trends (financial, HR, production) and follow-up on MP

Quarterly R C C C C C C C

Joint integrated BU and region meeting

Alignment and discussion with region on specific topics

Bi-monthly R I I I I I C C R

Integrated BU Meetings System Proposal (2/3) Q&A

BU functions


Back to Index

24 11/01/2021 10:08:12

Meeting name Objectives FrequencyGroup CEO

CSOAudit & Compl.

Corp affairs

CFO COO R&D CHROEVP

EnergyEVP

TelecomEVP

ProjectsRegion

CEOBU VP

Other functions2

Group staff meeting

Review and decision on short-term topics

Weekly R C C C C C C C C C C

Group flash-forecast meeting

Sharing of short term results and forecast

Monthly R C I I C C I C C C C

Group Investment committee

Review and approval of Capex requests

Quarterly/ on demand

R C C C C C C C C C C

Group region review

Overview of the countries perf. (financial, HR, prod.)

Bi-monthly I I I C R I C I I I C I C

Group Business meeting

Overview of the BUsperformance

Bi-monthly I I I C I I I R R R C C

Group mgmtcommittee

Monitoring of the group results and discussion on major items

Quarterly R C C C C C C C C C C C C

Group mgmt plan meeting

Validation of annual budget by region / BU

Annual R C C C C C C C C C C C C C

Group innovation review

Review of market and company innovations

Annual I C I I I C R I C C C C C

Group HR committee

Review of outstanding HR topics

Twice a year

I I I I C R C C C C

Group Functionalmeetings1

Review of outstanding function specific topics

Twice a year

Participation depending on topic

APAC councilReview of APAC specific areas, initiatives and synergies

Quarterly Participation depending on topic

1. IT, Procurement, Quality…2. Regional functions, other group or BU functions…

Group Meetings System Proposal (3/3) Q&A

Group functions


Back to Index

25 11/01/2021 10:08:12

Thank You

prysmiangroup.com

Please do not hesitate to contact your local HR and Organization for further information


26 11/01/2021 10:08:12

Compliance policies and procedures

CODE OF ETHICS

EXPORT CONTROL AND ECONOMIC SANCTIONS

List of designated sanctioned countries and prohibited party list

ANTI-BRIBERY POLICY

AGENTS, THIRD PARTY CONTRACTORS

AND OTHER INTERMEDIARIES

WHISTLEBLOWINGGIFTS & ENTERTAINMENT

EXPORT CONTROL AND ECONOMIC SANCTIONS

ANTITRUST CODE OF CONDUCT

All the documents are published on the corporate Intranet

Recently updated (February 2018)

Local Compliance and/or Compliance representatives assist local Management in implementing further Compliance Procedures (i.e. operational instructions) applicable at local level, as needed

All the documents are translated into 26 foreign languages

GROUP’S CONSTITUTION

GROUP POLICIES FRAMEWORK


27 11/01/2021 10:08:13

Q&A

• What’s the level of centralization of the functions?

• What am I in charge of vs. what are others in charge of?

• What activities should I focus on?

• What support should I expect from other layers of the organization?

• What are types of regional models?

• What function is responsible for what key activity along the value chain?

• How does my function intervene in the overall company value chain?

• What function should be the main point of contact for a given activity?

• What are the different functions at regional level?

• What are their main activities?

• What are they in charge of?

• What is the typical organization of the function at regional level?

• What is my function evaluated on?

• How are the core group processes defined?

• Who are the process owners at each step (what function and at what level)?

• What’s the level of centralization of the key processes?

• On what processes should I expect a DoA to be needed?

• How do I intervene in those processes overall?

• How should Legal Entities be treated to ensure continuity?

• What is a DoA, and how is it working?

• On what activities should I be particularly aware of any DoA?

• Who would be the next approver if I have no sufficient DoA?

• How and when should we define and align DoAprocesses?

• What should the regional meetings system look like to allow for a good overall coordination and efficiency?

• Who is in charge of the organization, and who should be the main participants?

• How are regions, BUs and HQ working together?

• What are the characteristics of the different business unit models?

• What are the key accountabilities of BUs vs. region along the value chain?

• What’s the split of the business units between the models?

• How is people management in a matrix organization working?

• Who is evaluating me?

• What are the different functions at group level?

• What are they in charge of?

• How are they organized?

• Who are the key people in the organization?

• Who are the leaders in the different regions for my function?

Glossary Back to Index

28 11/01/2021 10:08:13

Manual detail

29 11/01/2021 10:08:13






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level



BUsdepending on the

model, as well as the dual reporting

system


FUNCTION



activities)


30 11/01/2021 10:08:14

Group Audit & Compliance

Main Accountabilities

Compliance

• Gaining an understanding of the level of maturity and protection of processes, acts as a second line of defense supporting business lines in ensuring that our Group and personnel comply with regulatory requirements and internal policies and procedures

• Responsibilities include:

– Build and disseminate a strong compliance culture across the entire organization implementing compliance communication and training programs

– Carry out and oversee the design / update of Group Compliance Programs, including the relevant policies and procedures (privacy, anti-bribery…)

– Analyze and report compliance issues and risks to the BOD / Top Management

Audit

• Internal Audit forms the organization’s third line of defense acting as an independent, objective assurance and consulting activity designed to add value and improve the Group companies’ operations. Through its activities, Internal Audit provides reasonable assurance that policies and procedures are respected, assets are safeguarded and accounting and management data are reliable

Both functions help the organization to accomplish business objectives by bringing a systematic and disciplined approach to evaluate and improve the effectiveness of risk management, internal control and governance processes

Audit & Compliance

Alessandro Nespoli

Milan, ItalyChief Audit and Compliance Officer

Bio

Back to Organization

Chart

Q&A Back to Index

31 11/01/2021 10:08:14

Group R&D (1/2)


• Leads the global R&D network and develop the group technological know-how

• Manages global R&D project portfolio to ensure innovation pipeline meets business growth targets and vitality through new products

• Owns full responsibility for all innovation projects

• Contributes to definition and allocation of budget for all R&D projects worldwide

• Coordinates methodologies and engineering practices used worldwide

• Guarantees product development up to “first running” phase, consistent with business and customer requirements

• Leads the group product development activities leveraging on Regional competence centers and external partnerships and incubators

• Manages cost reduction program regarding optimization of product costs (materials and processes), in cooperation with manufacturing, purchasing and other countries

• Manages and control the Group technological information

R&D

Srini Siripurapu

Milan, ItalyChief R&D Officer

Bio


Chart

Q&A Back to Index

32 11/01/2021 10:08:15

Group R&D (2/2)

Innovation, Cable Design &

technology

L. De Rai

Coordinates and promotes long-term innovation-thinking in R&D, valuing

external incubators

Manages and continually improves global R&D design tool

Defines costing standards

Performs global (cross-BU) product benchmarking (raw material,

production processes and labor)

Plans, manages and oversees research and development on new

materials

Reduces product costs through materials, design and process

improvements

Coordinates R&D roadmaps product development and

portfolio management between the various BUs,

R&D and Centers of Excellence, in cooperation with BU leads, regions and

other relevant functions

R&D

Materials Development

& DTC

F. Casiraghi

R&D Energy

L. De Rai

Leads and manages all R&D activities in the

geographical perimeter

Acts as a bridge between HQ and local organization

Region R&D

(see regions)


Chart

Q&A

Srini Siripurapu

Milan, ItalyChief R&D Officer

Bio

R&D Network Components

M. Mammeri

R&D Telecom

I. Griffiths

R&D Projects

S. FranchiBononi

Back to Index

33 11/01/2021 10:08:15

Group HR & Organization (1/3)


• Develops and implements the Group Human Capital Strategy in order to align the Prysmian people portfolio to the business strategy in the future 3-5y

• Develops and adjusts the Group organization to the company development and to the business development

• Assesses regularly and develop the succession planning pipeline through specific group / local action plans

• Contributes to guarantee a successful implementation of the Group synergies focusing directly on the fixed costs and supporting the industrial footprint evolution through effective industrial / social relations

• Develops and implements a consistent group People Management and development framework through specific programs: Prysmian Academy, performance management P3, potential P4

• Sets the Global Compensation and Benefits agenda (short – long term incentive systems, Employee Share Purchase Plans)

• Manages Group labor costs in terms of information systems and overall evolution through an effective control of the major KPI’S

• Represents the group in interactions with external labor parties (Unions, Associations…)

• Contributes to guarantee the required level of physical security in cooperation with other Departments

• Guarantees the achievement of the expected structural synergies

HR & Organization

Fabrizio Rutschmann

Milan, ItalyChief HR Officer

Bio


Chart

Q&A Back to Index

34 11/01/2021 10:08:16


Talent acquisition and

people dev.

C&B & International

Mobility

Industrial Relations and

Security

M. Nespoli S. Brero E. Marzano

Organization

D. Miniace

Internal Comm.

S. Pistillo

Defines global training portfolio

Leads the talent acquisition and supply through strategic

recruitment programs implementation (BUILD THE FUTURE, SELL IT, MAKE IT)

Plans Group Succession

Manages Group employee Performance process

Supports implementation of HR global programs in

defining communication channels and materials in

line with the corporate guidelines

Works in partnership with external agencies in the definition of a coherent

communication strategy for the function

Manages global Executives Compensation

programs

Defines main C&B processes guidelines

Defines and manages Equity Plans

Manages Group International Mobility

Defines the organization’s employee relations

strategy

Manages the relationship with cross-region unions organization and industry

representatives

Contributes to guarantee the required level of

physical security

HR & Organization

Supports the management in the Design and maintenance of

the macro organization structure of the company

Leads organizational analysis and development projects

Supports HR Change managements projects

Manages global grading system

HR Planning, Reporting &

Payroll

L. Marchini

Controls HC and total labor cost (target

setting and reporting)

Manages KPIs and People Analytics


Chart

Q&A

Fabrizio Rutschmann


Bio

Back to Index

35 11/01/2021 10:08:16


HR & Organization

Leads and manages all HR activities in the


Acts as a bridge between HQ and local organization

Region HR

(see regions)


Chart

Q&A

Fabrizio Rutschmann


Bio

Consults and delivers focused HR solutions that support the business

area in line with the Global HR agenda

Works in cooperation with Regional HR to ensure consistency following HR processes, with a global BUs

approach

HR Corporate

E. Marzano

HR Energy

L. Marchini

HR Telecom

A. Gava

HR Projects

S. Garofano

Back to Index

36 11/01/2021 10:08:17

Group Finance, Admin & Control & IT (1/3)


• Leads the overall group financial activities, including Administration and Accounting, Controlling and Reporting and Finance

• Defines the group financial structure

• Drive cash-flow and working capital performance tracking

• Owns annual budget / monthly rolling forecast / 3 years plan processes / quarterly financial accounting

• Participates to SLA definition with Group COO, Countries and business on supply chain and common function services (e.g. transfer price definition)

• Manages central Treasury and funding

• Manages group insurances and risks

• Manages investor relations (institutional and shareholders)

• Defines IT strategy in cooperation with Chief IT Officer

• Manages global Taxation and policies

Finance, Admin & Control & IT

Pier Francesco Facchini

Milan, ItalyChief Financial Officer

Bio


Chart

Q&A Back to Index

37 11/01/2021 10:08:17


Administration TaxationPlanning & Controlling

C. Soprano L. Beretta A. Brunetti

Finance

G. Zancan

Investor Relations

M. Bifulco

Leads the Group Accounting function including consolidated

financial statements preparation and approval

Leads group improvement projects in the accounting area

Ensures the service level to affiliates of the centralized and outsourced activities (Shared

Service Center)

Oversees and manages the capital structure of the group

and develops actions to optimize the capital sourcing

strategies

Provides overall direction for treasury and credit

management for the organization

Implements the organization’s tax

strategy, in compliance with all relevant local and international tax

regulations

Analyzes financial information and economic

indicators to support senior management strategic and

operational decisions

Leads the implementation of corporate financial

processes and systems

Leads the collection and analysis of financial forecast

Risk Management

A. De Felice

Develops risk mitigation guidelines

Manages group insurance policies

Maintains and improves relations

and communications between the

organization and the institutional investors

and shareholders



Chart

Q&A



Bio

Back to Index

38 11/01/2021 10:08:17


IT

S. Brandinali

Defines the strategic roadmap for IT technology adoption in

the group

Drives the alignment of the IT systems and services with the

business requirements

Manages the IT Organization including Demand

Management, Delivery and Competence Centre structures

Defines and maintains an IT Governance model

Controls and measures IT Team performances and IT spending



Chart

Q&A

Leads and manages all Finance activities in

the geographical perimeter

Acts as a bridge between HQ and local

organization

Region Finance, admin

& control

(see regions)

Leads and manages all IT activities in the



organization

Region IT

(see regions)



Bio

Back to Index

39 11/01/2021 10:08:18

Group Corporate Affairs (1/2)


• Leads, directs and controls general counsel activities within the highest level of the organization to protect its reputation and business interests

• Support the management for all the legal activities in major non-recurring events (M&A…)

• Oversees legal actions before courts, government agencies or other authorities, for matters that could have a material effect on the group

• Develops global network of legal partners and manages relationships to ensure the corporate interests are well-represented

• Protects and defends Company Intellectual Property Assets and rights

• Manages Corporate Secretary

Corporate affairs

Jacopo Zirulia

Milan, ItalyChief Corporate Affairs Officer

Bio


Chart

Q&A Back to Index

40 11/01/2021 10:08:18

Group Corporate Affairs (2/2)

IntellectualProperty

G. Camillo

Understands technology roadmaps and marketing

needs, by maintaining a close working relationship with

Research and Development and Marketing in order to

ensure adequate protection of Company Intellectual Property

assets on the relevant markets

Defines Board meeting agendas, compile information packages for Board members, and prepares the official minutes of Board

Prepares documentation for shareholder meetings

Defines and maintains of the power of attorney system

Carries out the administrative activities and the fulfilments envisaged of the supervisory Authorities, in compliance with the foreseen

regulations for listed companies

Company Secretary

G. Villa

Legal Affairs

M. Binda

Supports the businesses in strategic commercial contracts

Supports the management for all the legal activities in major non-recurring

events (M&As…)

Oversees legal actions in matters that could have a material effect on the

group before courts or other authorities

Corporate affairs


Chart

Q&A

Jacopo Zirulia

Milan, ItalyChief Corporate Affairs Officer

Bio

Region Corporate

Affairs

(see regions)

Leads and manages all Corporate Affairs activities in the



organization

Back to Index

41 11/01/2021 10:08:18

Group Communication (1/2)


• Defines Group Corporate & Business Communications Strategies and Plans aimed at protecting and enhancing the organization’s reputation towards all stakeholders and at supporting businesses in pursuing their commercial objectives

• Defines and implements corporate and business communications strategies and operative plans, including brand identity management, issue management and sustainability reporting and engagement

• Ensures the development of branding manuals, advertising campaigns, events and sponsorships, internet and media relations, corporate literature and presentation tools, annual report, sustainability report, videos, etc.

• Oversees country business and customer communications events, also directly managing the participation to tradeshows and business conferences

• Liaises with functional or operational area managers to develop and implement public relations programs or activities that are appropriate for their business needs, but consistent with the organization’s overall public relations strategy

• Acts as company point of reference for DJSI effort

Communication

Lorenzo Caruso

Milan, ItalyChief Communication Officer

Bio


Chart

Q&A Back to Index

42 11/01/2021 10:08:19

Group Communication (2/2)

BCA Energy

E. Margara

Corporate & CSR Comm.

A. Andreoni

Develops marketing and business communication tools (company profile/presentations, videos)

Designs and facilitate corporate and business events (customer

meetings, tradeshows, participation to congresses)

Creates and delivers local customer and marketing initiatives and programs (technical seminars)

Executes corporate communication programs, including advertising, press releases… and supports the

development of institutional reporting

Coordinates the Corporate social responsibility initiatives

Coordinates external suppliers of promotional material

Communication


Chart

Q&A

Lorenzo Caruso

Milan, ItalyChief Communication Officer

Bio

BCA Telecom and Corporate

Events

B. Chitoni

BCA Projects

C. Bizzarri

Back to Index

Communication

A. Camiciola

43 11/01/2021 10:08:19

Group Corporate Strategy & Development (1/2)


• Drives the overall Group Strategy definition and strategic business plan coordination, in close relationship with CEO’s and Business Leaders, ensuring consistency between corporate, business strategy and local development initiatives (“W” process)

• Leads the M&A process, from scouting and assessment of targets to management of acquisition process

• Ensures the effective management and definition of JVs overall strategy, in cooperation with BU Leaders

• Develops Strategic market intelligence and competitive analysis

Corporate Strategy &

Development

Iuri Longhi

Milan, ItalyChief Strategy Officer

Bio


Chart

Q&A Back to Index

44 11/01/2021 10:08:20

Group Corporate Strategy & Development (2/2)

Supports Geographies and Business Units in the

strategy definition and implementation

Acts as an advisor and partner to Top

Management, regarding all M&A and external growth

aspects

Decides the setup of M&A pre-acquisition activities, including market analysis, target evaluation, and due

diligence

Negotiates and decides terms for Merger, in critical cases in cooperation with accountable management

Develops and maintains the company market intelligence data and tools

(e.g. Market tool) and contributes to M&A activities providing analytical

support in the evaluation of opportunities


Chart

Q&A

Corporate Strategy &

Development

Iuri Longhi

Milan, ItalyChief Strategy Officer

Bio

Strat. & M&AEnergy

S. Ranzini

Intelligence and

Fin. Analysis

A. Santini

Back to Index

Strat. & M&AEnergy

F. Amatulli

45 11/01/2021 10:08:20

Group Digital Innovation


• Supports the Group’s Digital transformation program by bringing closer ICT new technology innovation with operations and functions

• Supports business transformation at business level through focus on innovation and new business models implementation leveraging new digital technologies

• Develops the digital agenda and set the digital priorities for the next 3 / 5 years

• Drives the internal innovation lab

Digital Innovation

Stefano Brandinali

Milan, ItalyChief Digital Officer

Bio


Chart

Q&A Back to Index

46 11/01/2021 10:08:20

• w


• Defines global business strategy and business plan

• Guides profitability through target setting and business performance management

• Drives strategic relationship with relevant JVs

• Defines global commercial strategy and monitors performance for all businesses within responsibility

• Holds accountability of all businesses through the respective BU VPs

• Contributes to global Key Account Management

• Leads product development strategic roadmap in cooperation with R&D

• Approves quotation offer for value higher than specific threshold

• Cooperates with COO and regional CEOs to leverage on intercompany flows and capture business and cross selling opportunities

Energy Business Area

Automotive

a-.i. FanciulliS. LLoyd

Network components

F. Adamini

Electronics

R. Candela

Industrial

C.Biggiogera

Oil & Gas

a.i. F. Fanciulli

E&I

R. Van Veen

Integrated BUs

Non Integrated BUs

EnergyBusiness Area

Francesco Fanciulli

Milan, ItalyEnergy Executive Vice President

Bio


Chart

Q&A Back to Index

Elevator & Escalator

47 11/01/2021 10:08:22





• Defines global commercial strategy and monitor performance for all businesses within responsibility

• Holds accountability of all businesses through the respective BU VPs




• Cooperates with COO and regional CEOs to leverage on intercompany flows and captures business and cross selling opportunities

Telecom Business Area

Telecom Business Area

Philippe Vanhille

Milan, ItalyTelecom Executive Vice President

Bio

Optical Fiber

E. Stoltz

MMS

L. Roberts

OPGW & Specials

JM. Macià

Telecom solutions

A. Bosch

Connectivity

G. Imparato

Integrated BUs

Non Integrated BUs


Chart

Q&A Back to Index

48 11/01/2021 10:08:23





• Defines global commercial strategy and monitor performance for all businesses within responsibility

• Holds accountability of all businesses through the respective BU VPs: direct accountability and focus over Submarine business; shared accountability with Regions for underground High Voltage business




• Cooperates with COO and regional CEOs to leverage on intercompany flows and capture business and cross selling opportunities

Projects Business Area

Projects Business Area

Hakan Ozmen

Milan, ItalyProjects Executive Vice President

Bio

Submarine Telecom

A. Bhargava

Submarine Power

D. Waimann

High Voltage

G. Rizzi

Integrated BUs

Non Integrated BUs


Chart

Q&A Back to Index

49 11/01/2021 10:08:23

Group Operations (1/2)


• Guides targets setting and performance / gap analysis of regions / business through regular performance reviews

• Defines SLA with businesses and countries for shared plants

• Solves escalated country/business issues/disputes

• Leads the design of the industrial footprint, ensures consistency in S&OP Process and lead cost optimization projects (production, logistics, …)

• Defines yearly CAPEX budget with affiliates (regions or integrated BUs) and approves investment projects through the group committee

• Defines Purchasing strategy and ensures respect of group purchasing governance principles; for strategic procurement central agreements are signed and applied to all countries/regions

• Guarantees achievement of the purchasing and working capital expected synergies

• Defines quality principles (Prysmian Quality System)

• Monitors end-to-end supply chain performance (inventory and service level)

• Defines the guidelines for HSE

• Manages Environmental Sustainability and Real Estate topics

COO

Andrea Pirondini

Milan, ItalyChief Operating Officer

Bio


Chart

Q&A Back to Index

50 11/01/2021 10:08:23

Group Operations (2/2)

Quality

V. Ghinaglia

Supply Chain

F. Quartuccio

Purchasing

G. Angelini

Manufacturing

P. Veggetti

Defines Group Quality Principles

Monitors and controls the quality levels of

products and processes

Defines and deploy standard methodologies

aimed at quality improvement

HSE

A. Traversi

Defines the guidelines for HSE

Provides advice on Health, Safety and Environmental issues:

preventive action, protection issue and procedures

Assures that all the HSE related audits / follow-up are completed

Manages Real Estate topics

Provides inputs on macro allocation activities and on

footprint optimization

projects

Manages and develop major

intercompany flows

Defines purchasing strategy and governance

Values, negotiates, and manages strategic supplier

relationships

Ensures the full execution of Procurement synergies

Performs Metal Hedging activities

EngineeringAnd

Investments

F. Ruffinazzi

Supports yearly Capex and manufacturing investments

definition and approval

Provides technical advice on infrastructures and

production equipment

Develops and implement a footprint strategy in terms of equipment and assets

installation

Monitors plants performance

Develops and leads implementation of new

manufacturing excellence initiatives

Provides strategy on improved productivity

and adherence to quality standards

COO

Andrea Pirondini

Milan, ItalyChief Operating Officer

Bio


Chart

Q&A Back to Index

51 11/01/2021 10:08:24

UK CEO (1/2)


• Owns direct accountability over the region P&L: sales, margin, variable costs, fixed costs… with the exception of integrated BUs activities

• Leads all functions in the given region: group support functions, operations functions and sales functions with the exception of integrated BUs teams, and is responsible for day-to-day activities and priority setting

• Provides group functions support to integrated BUs’ activities in the region

• Leads Management Plan process and is the ultimate accountable for the region’s results

• Co-leads Business Strategy, Commercial contracts, Strategic pricing decisions, Capex and Manufacturing Footprint decisions on the defined perimeter together with group functions and global business leaders

• Contributes to target setting for all functions and action plans

• Approves all WC hiring needs through the HR team and submit to corporate

• Ensures jointly with group functions realization of integration synergy plan

• Acts as local ambassador for the group (internal and external)

UK CEO


Chart

Q&A

Marcello Del Brenna

Bishopstoke, UKUK CEO

Bio

Back to Index

52 11/01/2021 10:08:24

UK CEO (2/2)

UK CEO


Chart

Q&A

Marcello Del Brenna

Bishopstoke, UKUK CEO

Bio

UK

M. Del Brenna

Finance, Admin,

& Control & IT

L. Caserta

HRO

J. Salathiel

Purchasing

A. Yaman

Corporate

Affairs

C. Briggs

Quality & HSE

G. Leon

T&I

H. Jones

Industrial

Specialties

a.I Del Brenna

Telecom

Solutions

C. Lopez

Utilities

R. Petrus

R&D

D. Gracias

Operations

J. Evans

Customer Care

A.Win

Back to Index

Marketing

A. Moyes

53 11/01/2021 10:08:25

North Europe CEO (1/2)











North Europe CEO


Chart

Q&A

Javier Arata

Malmö, SwedenNorth Europe CEO

Bio

Back to Index

54 11/01/2021 10:08:25

North Europe CEO (2/2)

North Europe CEO


Chart

Q&A

Javier Arata

Malmö, SwedenNorth Europe CEO

Bio

Back to Index

Scandia

55 11/01/2021 10:08:26

South Europe CEO (1/2)











South Europe CEO


Chart

Q&A

Laurent Tardif

Montereau, FranceSouth Europe CEO

Bio

Back to Index

56 11/01/2021 10:08:26

South Europe CEO (2/2)Back to

Organization Chart

Q&A

South Europe CEO

Laurent Tardif

Montereau, FranceSouth Europe CEO

Bio

Back to Index

L. Barilla

57 11/01/2021 10:08:26

Central East Europe CEO (1/2)











Central East Europe CEO


Chart

Q&A

Frederick Persson

Berlin, GermanyCentral East Europe CEO

Bio

Back to Index

58 11/01/2021 10:08:27

Central East Europe CEO (2/2)

Central East Europe CEO


Chart

Q&A

CEE

F. Persson

Finance, Admin,

Control & IT

PF. Tota

HRO

V. Amari

Purchasing

R. Holtrop

Corporate

Affairs

Y. Tursoy

Supply Chain

I. Gyorgy

Market

Intelligence &

Trade MarketingP. Björkman

CCO Germany

G. Guastella

CCO Czeck Rep,

Slovakia, Austria

M. Botansky

Telecom

SolutionsCCO Hungary

F. Tomo

CCO Romania

C. Nistor

R&D

B.Ferlay

Manufacturing

S. Islamoglu

T. Becker

Frederick Persson

Berlin, GermanyCentral East Europe CEO

Bio

Back to Index

HV

a.i. Persson

59 11/01/2021 10:08:27

North America CEO (1/2)











North America CEO


Chart

Q&A

Massimo Battaini

Highland Heights, USANorth America CEO

Bio

Back to Index

60 11/01/2021 10:08:28

North America CEO (2/2)

North America CEO


Chart

Q&A

Massimo Battaini

Highland Heights, USANorth America CEO

Bio

Back to Index

J. Andrews

61 11/01/2021 10:08:28

LATAM CEO (1/2)











LATAM CEO


Chart

Q&A

Juan Mogollon

Sorocaba, BrazilLATAM CEO

Bio

Back to Index

62 11/01/2021 10:08:28

LATAM CEO (2/2)

LATAM CEO


Chart

Q&A

Juan Mogollon

Sorocaba, BrazilLATAM CEO

Bio

Back to Index

63 11/01/2021 10:08:28

Middle East Africa & Turkey CEO (1/2)











Middle East Africa & Turkey

CEO


Chart

Q&A

Ali Al Habaj

Muscat, OmanMiddle East Africa & Turkey CEO

Bio

Back to Index

64 11/01/2021 10:08:29

Middle East Africa & Turkey CEO (2/2)Middle East

Africa & Turkey CEO


Chart

Q&A

MEAT

Controller

E. Gokdag

GCC Sales

A. Chiantore

Turkey

C. Farisè

Sub-Saharan and

S. Africa Sales &

Markets dev.

M. Pedretti

MEAT

A. Habaj

OCI1

A. Habaj

Ali Al Habaj

Muscat, OmanMiddle East Africa & Turkey CEO

Bio

1. Separate company

Back to Index

MEAT HR

D. Rugge

65 11/01/2021 10:08:29

China CEO (1/2)











China CEO


Chart

Q&A

Matteo Bavaresco

Suzhou, ChinaChina CEO

Bio

Back to Index

66 11/01/2021 10:08:30

China CEO (2/2)

China CEO


Chart

Q&A

Matteo Bavaresco

Suzhou, ChinaChina CEO

Bio

Back to Index

67 11/01/2021 10:08:30

OSEA CEO (1/2)











OCSEA CEO


Chart

Q&A

Erkan Aydogdu

Singapore, SingaporeOCSEA CEO

Bio

Back to Index

68 11/01/2021 10:08:30

OSEA CEO (2/2)

ASEAN CEO


Chart

Q&A

Singapore, SingaporeOCSEA CEO

Bio

Back to Index

Erkan Aydogdu

69 11/01/2021 10:08:30


Template





REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


70 11/01/2021 10:08:31

Audit & Compliance

Internal audit

Compliance

Compliance standards & policies

(group / local)

Conduct ad-hoc audit activities and

investigations

Assessment of the adequacy and

effectiveness internal control system

Conduct standard audits

(financial, operational…)

Sales compliance (anti-bribery, trade

compliance)

Supplier / vendor

compliance

Training programs

1. Including standalone L1 countries (UK, China)

Manage the risk-based audit

plan

Compliance governance definition

Risk identification & gap analysis

Segregation of duties

Data protection compliance

Whistle-blowing management

Regional training programs

Note: regional compliance not reporting to region CEO but directly to group Compliance

HQ

Region1

Country / Plant

Corrective actions

implementation Corrective actions

implementation

Back to Functions list

Function Accountability

Q&A

Data protection policy execution

Whistleblowing investigation

Compliancepolicies and procedures

Back to Index

71 11/01/2021 10:08:31

Human resources and Organization

Compensation, Benefits and International Mobility

HR Planning and

Controlling

People Development

Industrial Relations and Security

Recruiting and Employer

Branding

Organization Development

International Mobility Policy

Executives Compensation ProgramsEquity Plans

Local Bonus PlansAnd Benefits

Staff Compensation

Immigration procedures

Shop floor Bonus Plan

Hiring Need approval

Reporting and controlling at Group Level

MP Preparation

Monthly Reporting

Payroll & time Management

School of ManagementRegional

Academy

Local Training

Group Succession Planning

PerformanceCalibration

Talent development

Local controlling

European Works Council

Global Security Programs and procedures

Labor and unions

relationsPlant and

facility security

Strategic Recruiting Programs

Partnership with universities and

institution

Employer Branding communication materials

Hiring need identification

Recruitment process

Local delivery

Main organizational changes and related communication (till level 3)

Org Chart management

Local Communication

HQ

Region1

Country / Plant


Plants benefits

Job Grading Infrastructure

Job MatchingShop floor

Organization

Executive position Grading

Regional Employer branding

Cyber Security

Performance management process design

KPIs and people analytics

Regional succession

Regional organization development and integration



Q&A

Talent acquisition

MP guidelines and target setting

Back to Index

72 11/01/2021 10:08:32

Bank global agreements

Cash pooling

FX Hedging

Group policies (cash / FX management, trade finance, credit management

Bank relationship

Treasury management

Finance & Treasury

ControllingAccounting and administration

Tax management

Harmonization of execution between

countries

Shared service center and support (AP & AR processing and GL &

Report. mngmtEurope)

Statutory reporting

AP & AR processing –

GL & Reporting management non-Europe Invoice

management

Consolidated financial statements

Management reporting (flash /

forecast)

MP preparation2

Harmonization of execution between

countries

Regional / BU consolidation

Cross-country benchmarking

Management plan consolidation

Global guidelines

Tax

Risk management

Group guidelines

Tax filing

Group guidelines

Risk mitigation action

Global risk assessment

Risk assessment

Cash management (non cash-pooled

countries)

Financial statement reporting (actual)

Credit management

Local agreements

Insurance policies

Claim management

Ad-hoc optimization projects

Coordination

Coordination

Coordination

Business controlling2

Industrial controlling

Target setting

Target setting

Target setting1. Including standalone L1 countries (UK, China)

2. For integrated BUs, Business controlling and MP preparationis BU responsibility

HQ

Region1

Country / Plant

Corporate tax management

Administration, Finance and ControlBack to

Functions listFunction

AccountabilityQ&A

Coordination

Group policies

Target setting

Reporting policies

Reporting consolidation

Back to Index

73 11/01/2021 10:08:32

IT and Digital


Innovation

Application demand management

Infrastructure

Application Supply

Governance

Design global platform

Relationship with business

partners

Identify needs

Coordinate between business partners and

identify synergies

Bridge communication gap between local and

global

Identify needs Change management

Manage global budget

Portfolio management

Strategic roadmap

Target setting

Promote group strategy

Delivering Group-level infrastructure

Group-level agreements

Participation in IT partner sourcing

Maintains local infrastructure

Provides IT support

(ticketing)

Outsourcing management (incl. service-levels and disaster recovery)

Standard definition (incl. equipment)

Operations Technology

(OT)

Operations Technology (OT) standards and governance

Support business leaders in innovation breakthrough

Foster innovation spirit in the day-

to-day

Explore new digital technologies

Foster innovation spirit in the day-

to-day

Support deployment

Develop global platform

Global project management

Service-level management

Regional Technical Know how transfer

Deploy global platform

Implement local governance/ compliance

Management of local IT budget

Support governance

Deployment of global

applicationsUsers access

request

User profiling standards

HQ

Region1

Country / Plant



Q&A

Local user profiling

Global system integration

Back to Index

74 11/01/2021 10:08:33

Communications

1. Including standalone L1 countries (UK, China)2. For integrated BUs, responsibility of the business teams

Internal communication

Group communication

Group intranet management

Employer Branding in

partnership with HR

Internal events organization

Communication strategy

Communication special projects

Local events

Business Communication

Local tradeshow and

customer events

Group Tradeshows

Incentives and customers events

Technical literature and videos

Management of local websites

Local communication

Events and Sponsorship

Media Relations and PR

Branding strategy

Public Affairs / Institutional Comm.

Digital communication (web and social networks)

Video and corporate publications

Sustainability reporting and engagement

Corporate Communication and Sustainability

HQ

Region1

Country / Plant

Regional Branding strategy

Regional tradeshow and

customer events

Regional communication development

Regional employment

branding

Regional sustainability improvement

Regional Product

Literature

Regionalcommunication

plan and business branding2



Q&A Back to Index

75 11/01/2021 10:08:33

Research and Development

Product, systems and technology development

Design engineering

Innovation & technology

Materials

Materials classification (HQ)

Materials testing and qualification

Alternative materials

identificationData collection

and feedback loop

Cross-region and BU fertilization (CoE)

Define product roadmap (CoE)

Develop products

Support industrialization phase & product lifecycle

LifeCycleassessmentand recyclabilitydefinition

Identify and conduct DTC

activities

Quotation phase in product and system design

Cross-BU harmonization (HQ)

Conduct product and process innovation research (HQ)

Relationship with innovation centers

(universities, Laboratories, suppliers

and customers)

DTC initiatives coordination(CoE)Support product

standardization and

benchmarking

Participation to standard

committees

Regional Product development and

benchmarking

Common RulesDesign (calculation standards and systems)

Survey on technological trends

Critical know how databaseEstablishment (incl. product coding)

Critical know how databaseestablishment

Critical know how databaseestablishment

Define system roadmap (CoE)

Define system development

Producttesting

Innovation workflow management

Customer technical support

Management of product codes

New products vitality tracking

Innovation application

Collect Customer inputs into innovation

programs

Innovation evaluation

Materials internalization

analysis

Materials testing

HQ / CoE

Region / integrated BU1

Country / Plant



Q&A


DTC initiatives coordination(CoE)

Back to Index

76 11/01/2021 10:08:34

Supply Chain

Warehouse and

outbound logistics

Customer Service and Reporting

Inbound Raw Materials

Planning

Strategicvolumes allocation

S&OP responsibility

Inventory days target and control

DC planning

IC Order execution

Management

Regional IC flows

optimization

Regional Inventory

Levelssetting

Call-off and PO management

TransportationDocumentation

INCOTERMS

Transportation supplier strategy

Regionallogistic network strategy

Distribution Network Optimization

OTD / OTIF and other service level KPIs

Oversee and report Logistics cost

Inventory Accuracy

Local Reporting

PhysicalInventory Warehouse

and DC management

Raw material planning

coordination

Global S&OPand distribution network footprint

RM forecasting with vendors (contract

execution)

Lead obsolete material

managementRaw

Materials Planning

HQ


Country / Plant

Performance management and target setting



Q&A


Back to Index

77 11/01/2021 10:08:34

Purchasing

Plants spare-parts sourcing

Non-raw materials

Governance & processes

Base Metals

Raw Material (excluding

base metals)

Frame agreements

NegotiationMetal book & hedging

Contract management

Local & regional

negotiations Global projects

Global negotiations

DoA policies and common

rules

Target setting and monitoring

PO approval

Global projects

Global negotiations

Metal data collection

Support Design To Cost initiatives

(cost-out)

RM Unit Price

monitoring

Single Source reduction

Direct management of semi-finished

Local & regional

negotiations

Procurement governance compliance

Global agreement

execution and contract

management

Global agreement

execution and contract

management Participation in global commodity

team


Metal supplier evaluation

• Copper• Aluminum• Lead

• Capex• General Services

• ICT Consulting

• Transport & logistics

• Utilities & scrap

• Drums & packaging

• Facility management

• Marketing & PR

• Travel & Cars• MRO• Project specific

• Ingredients• PE and rubbers

• Fiber RM• NWC and Connectivity

• GSW• PP yarns• Non-PP yarns

• NW tapes• Special compounds

• Aluminum / steel tapes

• Techno polymers

HQ

Region1

Country / Plant

Execution of regional contracts

New Contracts requisition

Execution of regional contracts

Execution of global

contracts



Q&A

Global agreements

Back to Index

78 11/01/2021 10:08:35

Manufacturing & investments

Footprint

Manpower

Manufacturingperformance

Manufacturing Execution

Operational excellence

PlantMaintenance

Production management

Regional capacitysetting in terms of mix and volumes

Footprint decisions

Plant Expansions Plans

InvestmentPlanning

Action plan implementation

Footprint analyses and execution of group decisions

Lean Six SigmaBig Size Proj.

Lean Six SigmaTrainings

& certification5s Projects / Kaizen etc

Process optimization & continuous

improvement deliveryCross-plant and cross-country benchmarking

Operators Training & retention

Operators Hiring

Proposal

Shop floor operators Hiring

Approval

Operators Supervision

ODMmanagement

Define targets

Identification of production efficiencies

areasImplementation

of actions

MPS and industrial

engineering

Follow-up KPIs

(monthly)

Cross-plant standardization

Manpower saturation analysis

Manpower saturation analysis

Lean Six SigmaTrainings

Capex need identification

Machine upgrades& set up

Capex management &Approval (Equipment,

R&D, IT)

Regional Technical Know how transfer

Capex request (VBM)

Equipment Design

Investments evaluation

Investments

InvestmentPlanning

HQ


Country / Plant

Plant Expansions Implementation



Q&A

Follow-up on investments

ramp-up


Back to Index

79 11/01/2021 10:08:35

Quality Health Safety and Environment


Product Quality

Raw material

inspectionsCustomer claims

resolution

Quality testing

KPIs trend analysis

and actionsTarget setting

Process auditing

Global supplier quality

Continuous improvement

Global customer claims

Perform and manage audits (e.g. process

auditing)

Define Quality principles(PRYSMIAN Management system)

Define standard methodologies

Methodology deployment

Define local QMS

Communication to HQ about major claims

Guarantee the alignment of local

rules to PQMS guidelines

Regional harmonization

Policy definition

Educate and train local workforce

HSE & sustainability

Systems

Real estate

Define Group HSE

guidelines

Supports the identification of

HSE related investments

Global HSE projects

Target setting

Education and training at regional

/ local levels

Define group Real Estate guidelines

Conduct audits (including DD and

liabilities evaluation)

Regional harmonization

(legal and technical)

Perform and manage audits

KPIs trend analysis

and actions

Support local Ops and HR claim management

Continuous legislation and

permitting update

Methodology deployment

Operative & authority

management

Risk assessment

Local inspections and actions

Support RE opportunities and

investments (incl. DD)

Support in RE contract negotiation

Collection and management of main documents

Collection and management of main documents

Communicate to HQ contract

changes

Fair market evaluation for balance sheet

Perform and manage audits

Supplier qualification

process

HQ

Region1

Country / Plant



Q&A Back to Index

80 11/01/2021 10:08:36

Business management

Note: for integrated BUs, regional and local layersreport directly to global BU and not region1. Including standalone L1 countries (UK, China)

Commercial

Business strategy

Post-sales

Global business strategy

Regional and local strategy

Market intelligence & pricing

benchmarks Sales forecast and MP (budget)

preparation

Pricing (except Fiber)

Order processing

Global Key account

management

Regional Key account

management

Business development (non-KAM)

Tendering and quotations

Project management (HV

/ Submarine)

Project installation (HV / Submarine)

Negotiations

Customer claims resolution

General guidelines and

standards

Customer claims resolution (important

claims)

Cross-region market intelligence Global product

management

Global price benchmarking

Product managementCustomer

segmentation and discounts

Global business development

Pricing and bid approval

depending on DoA

Local data collection (price intelligence,

customer feedback…)

Overall MP consolidation

and adjustments

Day-to-day customer contact

and follow-up

Target setting

Customer claims resolution

(important claims)

Global frame agreements

Multi-sourcing offer coordination

Technical sales support activities

(depending on BU)

Product line attribution to businesses

HQ


Country / Plant



Q&A Back to Index

81 11/01/2021 10:08:36

Corporate Affairs

Note: for integrated BUs, regional and local layersreport directly to global BU and not region1. Including standalone L1 countries (UK, China)

Corporate Secretary

Intellectual Property

Legal Affairs

HQ


Country / Plant



Q&A

IP protectionStrategic planning

and management of patent portfolios

IP licensing strategy Competitors’ patent portfolio

analysis

Support the management for

all the legal/ compliance activities in major non-recurring

activities (M&A)

Oversee legal actions in matters which could

have a material effect on the region

Commercial agreements review

Develop local professional legal staff and external advisory service

Group Board of Directors Secretary

Power of attorney system

Organization and documentation preparation for Shareholder meeting

Local Legal EntitiesBoard of Directors

Secretary

Purchasingagreements review

Joint development agreement

Local Power of attorney monitoring at Regional

level

Regional corporate secretary obligations

Strategic commercial agreements review

Manage external law firms and legal

issues

Assess potential legal risks regarding labor, tax, property…

IP collection

Joint development agreement

IP collection

Non Disclosure Agreement review

Non Disclosure Agreement review

Oversee legal actions in matters which could

have a material effect on the group

Back to Index

82 11/01/2021 10:08:37






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


83 11/01/2021 10:08:37

Strategic initiatives

and investments

Product development

Commercial

Planning

Production

Post Sales

Selection of activities RegionGlobal BU(integrated)

Group / HQ RegionGlobal BU

(Non Integrated)Group / HQ

Business strategy - R - C / R6 R / C6 -Management Plan (budget) process C R R R C / -6 RManufacturing investments - / C1 C R C C / -6 RIT investments (HW and SW) C C R C C / -6 RManufacturing footprint C C R C C / -6 RWC hiring C C R C - RShop floor operators hiring C / R1 R / C1 I R - IProduct development roadmap - R - R R / C6 -Product development - R - R C / -6 -Product costing C R - R I / -6 -New material definition C R C R C / -6 CDTC initiatives C R - R C -Product standards and qualification C R C R C CKAM I R - R R -Business development (non-KAM) I R - R C / I6 -Tendering / quotations - R - R C3 / -6 -Pricing - R - C / R6 R / C6 -Negotiation - R - R R5 -Order processing - R - R - -Intercompany volume allocation - R C R R8 CIntercompany prices - R C R R8 CSales forecasting I R - R C / -6 -S&OP & volume allocation - R C R C / -6 CInventory management C / R1 R / C1 - R C / -6 -Scheduling - / R1 R / C1 - R - -Raw material planning - / R1 R / C1 - R - -Production execution - / R1 R / C1 - R - -Delivery - / R1 R / C1 - R I / -6 -Post sales activities C R - R C / -6 -Business controlling C R R R C RHR / industrial relations4 R C R R C / -6 RIT R C R R C / -6 ROther support functions7 R - R R - R

Support functions2

1. Integrated plants vs. shared plants (respectively)2. Scope of responsibility defined in previous slides between regional and global activities3. BU full responsibility for multi-source tendering4. Including talent management

Integrated BUs Non Integrated BUs

R C IResponsible Contribution Informed5. For KAM only6. Other Non Integrated BUs vs. E&I (respectively)7. Including credit management, region CFO responsibility8. BU responsibility when related to cross-region flows

Accountability matrices detail – Business Units vs. region

Back to BU Accountabilities

- SummaryQ&A

Intercomp. planning

Back to Index

84 11/01/2021 10:08:38

Region CEO / Integrated

BU VP

Regional manager1

Group Functions

Dual reporting clarification – Support & Operations functions (1/2)

Back to Double Reporting

Q&A

Activity Region/Country Function

Legal responsibility R

Holidays Approval R

Travel Approval R

Hiring and employment matters R R

Performance management (P3) R R

MBO Target setting/ Incentive R R

Salary Review R R

Training and Development (e.g. academy application) C R

Competences Development C R

Team Sizing and resource planning C R

Technical support C R

Cross functional coordination / dispute resolution within region R C

Cross regional coordination / dispute resolution C R

Compliance management (follow the rules) R R

People Management

R CResponsible Contribution

Technical trainingand local support


Policies, procedures and tools

3Y Strategy

Global best practice sharing

Customized targets on local/business needs

Shorter term focus objectives

Cross functional integration

Priority Setting

1. Finance, HR, IT, Legal, R&D, Manufacturing, Supply Chain… except Sales-related functions

Back to Index

85 11/01/2021 10:08:38

Region CEO

Local business manager

Group Business Unit

Dual reporting clarification – Sales functions in the regions (Non Integrated BU) (2/2)

HQ

Local Sales

Local Sales

Local Sales Local

Sales


Q&A

Activity Region/Country Business


Holidays Approval R

Travel Approval R

Hiring and employment matters R C

Performance management (P3) R R

MBO Target setting/ Incentive R C

Salary Review R

Training and Development (e.g. academy application) R C

Competences Development R R

Team Sizing and resource planning R C

Technical support C R

Cross functional coordination / dispute resolution within region R C

Cross regional coordination / dispute resolution C R

Compliance management (follow the rules) R C

People Management

Technical trainingand local support

3Y Strategy

New market opportunities

Market Intelligence

Global KAM and strategic pricing initiatives

Short term focus objectives

MP Sales Targets

Product Availability

Local resources to support local projects

Daily Pricing and quotations within DoA

Pricing and quotations over a DoA threshold R CResponsible Contribution

Back to Index

86 11/01/2021 10:08:39

Regional Function

Country1/PlantFunction

Country1 &Plant

Management

Dual reporting clarification – Function in the regions


Q&A

Activity Region Plant


Holidays Approval R

Travel Approval C R

Hiring and employment matters C R

Performance management (P3) R C

MBO Target setting/ Incentive R

Salary Review R C

Training and Development (e.g. academy application) R

Competences Development R

Team Sizing and resource planning R

Technical support R

Cross functional coordination / dispute resolution within region R

Cross regional coordination / dispute resolution Local C R

Compliance management (follow the rules) C R

People Management

Technical trainingand Standards


Regional know - how best practice sharing

1. For Countries within regions

R CResponsible Contribution

Local compliance to regulations

Cross functional coordination

Deployment of targets on local needs

Communicationflow with HQ

Country/ plant demand management and daily execution

Back to Index

87 11/01/2021 10:08:39

Are you dedicated to a BU1?

Not Dedicated to a BU

E&I Oil & Gas

Dedicated to Non Integrated BUs

Industrial Connectivity

Telecom Solutions High Voltage

Elevator Automotive

Network Components Electronics

MMS Optical Fiber

Dedicated to Integrated BUs

OPGW and Specials

Submarine Power

Submarine Telecom

Are you working for

Global role2Local role2

HQ3

Region / country +

group function

Region / country + BU

BU + group function

Global role2 Local role2

Are you working for

Are you in commercial functions?

YesNo

Q&AResource locator: what part of the organization do I belong to?

1. “Dedicated” meaning “working mostly for”, if the resource is working equally for more business units2. “Global” meaning “working for the worldwide BU activities or across regions (e.g. EMEA…)”3. Intended as resources that could be in the HQ structure, independently of physical location

Back to BU Types

BU

Are you in commercial functions?

YesNo

Matrix organization

Back to Index

88 11/01/2021 10:08:40






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


89 11/01/2021 10:08:40

Accountabilities by Region Model (1/3)

Model A

REGION CEO

Finance, HR, IT, Purchasing,

Corporate Affairs

Manufacturing, R&D, QHSE, Supply Chain

BU 2

E.g. HV

BU 1

E.g. T&I

BU 3

E.g. TS

Common Functions

Business Operations

Regional Business Units

North America, UK, China, Australia & NZ

Model B

REGION CEO

Finance, HR, IT, Purchasing,

Corporate Affairs

Manufacturing, R&D, QHSE, Supply Chain

Market 2Market 1 Market 3

Common Functions

Business Operations

Geographies

Regional BUsRegional Business Units

South Europe, CEE, North Europe, Latam, MEA, ASEAN

Click on a specific Regional Model to find out the regional team accountabilities

Region accountability -

SummaryQ&A Back to Index

90 11/01/2021 10:08:40

Selection of activitiesRegion

CEO

Regional BUs1

(interm.)

Inside Sales

R&DSupply Chain

Manuf. QHSEPurcha-

singFinance HR IT

Corp. affairs

Group BU

Group Functions

Business strategy R R C R / C3 CManagement Plan (budget) process R C I C C C C R C C C / -3 RManufacturing investments R C C C C C C / -3 RIT investments (HW and SW) R C C C / -3 RManufacturing footprint C C C C C C / -3 RWC hiring C R C / -3 RShop floor operators hiring C R C IProduct development roadmap C C R I R / C3

Product development I R I C I I C / -3

Product costing I I R C C C I / -3

New material definition R C I C C / -3

DTC initiatives I R C C C C C CProduct standards and qualification C I R C C CKAM C R C I I RBusiness development (non-KAM) I R I I I C / I3

Tendering / quotations I R C C C C C C / -3

Pricing I R C C R / C3

Negotiation I R I C R4

Order processing I C R I IIntercompany volume allocation C C R C I I C I R6 CIntercompany prices C C C C I I R I R6 CSales forecasting I R C C I C C / -3

S&OP & volume allocation I C R C I I C / -3

Inventory management C I R C C C C / -3

Scheduling C RRaw material planning R C CProduction execution R CDelivery C C R C5 I / -3

Customer claims resolution C C C C C R C C C / -3

Customer terms and conditions I C I C R I I / -3

Credit management C I R I C / -3

Supplier negotiation2 I R I RMetal management2 C R C I RPayroll I C R I

1. Canada sales considered as one of the BUs in the NA organization2. Within defined Delegation of Authority3. Other Non Integrated BU vs. E&I (respectively)

R C IResponsible Contribution Informed


and investments

Product development

Commercial

Planning

Production

Post Sales

Others

4. For KAM only5. Planning inspections6. BU responsibility when related to cross-region flows

Regional level Group level

Q&A

Intercomp. planning

Regional accountability matrix – Model A (North America, UK, China, Australia & NZ) (2/3)

Region accountabilities

- SummaryBack to Index

91 11/01/2021 10:08:41

Selection of activitiesRegion

CEO

CCO1 / Country manager

Regional BUs

(interm.)

Strat.Market.(if any)

R&DSupply Chain

Indus-trials

QHSEPurcha-

singFinance HR IT

Corp. affairs

Group BUGroup

Function

Business strategy R I / R3 R / C3 C R / C3 CManagement Plan (budget) process R C C I C C C C R C C C / -3 RManufacturing investments R C C C C C C C / -3 RIT investments (HW and SW) R C C C / -3 RManufacturing footprint C C C C C C C / -3 RWC hiring C R C / -3 RShop floor operators hiring C R C IProduct development roadmap C C C / -3 R I R / C3

Product development I I I R I C I I C / -3

Product costing I I I R C C C I / -3

New material definition R C I C C / -3

DTC initiatives I R C C C C C CProduct standards and qualification I C R C C CKAM C R R I I RBusiness development (non-KAM) I R C I I C / I3

Tendering / quotations I R C C / -3 C C C C C / -3

Pricing I I / R3 R / I3 C / -3 C R / C3

Negotiation I R C C R4

Order processing I R I I IIntercompany volume allocation C I C R C I I C I R6 CIntercompany prices C I C C C I I R I R6 CSales forecasting I R R C I C C / -3

S&OP & volume allocation I C C R C I I C / -3

Inventory management C I I R C C C C / -3

Scheduling C RRaw material planning R C CProduction execution R CDelivery C I R C5 I / -3

Customer claims resolution C I C C C R C C C / -3

Customer terms and conditions I C C C C R I I / -3

Credit management C C C R I C / -3

Supplier negotiation2 I R I RMetal management2 C C R C I RPayroll I C R I

Regional level Group level

Q&A

1. Country managers have additional responsibility over local support functions compared to CCOs

2. Within defined Delegation of Authority3. Other Non Integrated BU vs. E&I (respectively)


and investments

Product development

Commercial

Planning

Production

Post Sales

Others

Intercomp. planning

4. For KAM only5. Planning inspections6. BU responsibility when related to cross-region flows


Regional accountability matrix – Model B (South Europe,

CEE, North Europe, LATAM, MEAT, ASEAN) (3/3)

Region accountabilities

- SummaryBack to Index

92 11/01/2021 10:08:41






REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)

Q&AGlossary

Click on a specific function to see the detail of the terms of references

HR and Organization

Finance R&D Manufacturing

Purchasing Business and Sales

Supply Chain

Communications

IT QHSE Corporate Affairs

Inside Sales

Back to Index

93 11/01/2021 10:08:42

Key activities Key processes involvement

Key accountabilities and KPIs

HR&O

•Lead the change management integration process within the region

•Design and deliver integrated HR solutions that drive successful execution of business strategies and build the organizational capability required to deliver sustainable business results

•Build a local talent pool leveraging on group strategic recruitment projects and development tools

•Plan regional workforce sizing and ensure the proper labor cost controlling

•Build competitive local compensation and benefits plans programs to be competitive in the market and retain the best talents

•Implement the Group Human capital strategy in the region

•Act as advisor to business leaders on HR related matters

•Successfully manage local industrial relations at state and plant level

•MP full responsibility related to the WC Labor cost and Regional total HC

•Ensure the full cycle implementation of main people development processes (training, skill development, performance P3, Potential P4)

•Drive the local communication campaign for strategic initiatives (ESPP Plan YES) and the engagement survey ViewPoint

•Monthly HC and Labor cost reporting

•WC Turnover

•WC Labor Cost and HC adherence to the budget (MP) and previous year

•Quality of new hires (performance of new hires in the first 3 y)

•Gender balance and dynamics

•Diversity analysis and dynamics

•Sustainability indices (hours of training, level of engagement…)

•Succession plan - % of readiness for key positions

•BC absenteeism

People Development

Planning & Controlling

Organization & Integration

Comp & BenInternal

CommunicationHRBP (usually by plant / location)

Region – Human Resources

• Communication with employees

• Relay of global comm. Function

• Employer branding & events

• Talent dev.• Change mgmt• Recruitment &

onboarding• Training• Performance mgmt• Cultural alignment

• Labor cost controlling

• Payroll management

• Local comp & ben schemes

• Deployment global guidelines

• YES program

• Integration process

• Organization adjustments

• Employee & union relations

• Need identification

Back to Function List

Q&A

Security

• Physical security on site

Back to Index

94 11/01/2021 10:08:42

Region – Finance



•Ensures accounting processes such as: accounts payables, receivables, bank accounting and statutory reporting (note: in Europe, Shared Service Center is responsible for most of the Accounting processes)

•Ensure the preparation of the organization’s financial reports, such as profit and loss accounts, balance sheet, management financial reports, and regulatory reports and filings

•Evaluate investments, capital expenditure, divestitures, or the sale of assets to ensure they are financially viable

•Ensure local banking and treasury activities and maintain relationships with banks

•Ensures Business and Industrial controlling activities (cost controlling, efficiencies, deviation vs. production standards, price evolution…)

•Leads the Management Plan (Budgeting) and Forecast processes

•Is responsible for fiscal compliance and reporting

•Supervision of internal control policies

•MP preparation responsibility; actual / flash forecast reporting and participation to S&OP

•Budget closing

•Payment execution and responsibility

•Credit management and cash collection

•Cash Flow

•Net Working capital

•Fixed costs

•Reporting timing and accuracy

Finance

Accounting & reporting (usually

by country)

Finance & Treasury (usually

by country)Taxation

Controlling & reporting

• Plant (production) and business controlling

• Management reporting

• Accounting

• Statutoryreporting

• Payment execution

• FX management & trade finance

• Bank relationship

• Tax calculation and payment

Credit management

• Customer credit global policies deployments


Q&A Back to Index

95 11/01/2021 10:08:43

Region – ICT



•Act as local business partner: identify and define new solutions answering additional business needs (supporting additional process automation…)

•Provide and maintain local IT infrastructure (computer, phone…)

•Provide and maintain IT services (mail…)

•Support users in solving their IT-related issues

•Promoting and deploying group solutions for the different businesses

•Conduct tool trainings

•Maintain the local IT application portfolio and support deployment of global platforms

•Regional IT governance

•Business Processes management and improvement

•New application and deployment

•IT budget respect vs. management plan

•SLA-type KPIs

– Service downtime

– Average time to answer requests

– Breaches vs. SLAs

•Project delivery (respect of time and cost commitments)

• Manage IT infrastructures

• Provide user support

• IT Business partner: identify local needs

• Application development and deployment

ICT

Application supply and demand management

Infrastructure


Q&A Back to Index

96 11/01/2021 10:08:43



•Market Tool management in MP process

•Events / tradeshows

•CM

•Cost

•Drive analysis on market conditions, prices and competitor products to improve company pricing strategy

•Deliver pricelist for standard products and support the tendering phase with price indications for complex tenders

•Collect market information on competitors practices, market dynamics in order to improve the business profitability, in coordination with Business Units

•Lead all the operational marketing initiatives including packaging improvements, product catalogues, tradeshow and events

•Support internal communication initiatives

Region – Strategic Marketing

• Pricing analyses and benchmarks

• Market intelligence

• Marketing & com. Role, relay from global communication

Strategic marketing

Marketing and communication

Market Intelligence. /

Pricing Analytics


Q&A Back to Index

97 11/01/2021 10:08:43

Region – R&D



•Help in the definition of product roadmaps, partnering with global center of excellence

•Define and maintain product costing by directly managing design, supporting the development of processes and collecting from manufacturing updates process parameters

•Develop new product designs and support the quotation phase

•Develop new products, compounds, systems, materials and optical fiber from design to prototyping, testing and industrialization

•Responsible for the deployment of the local DTC and standardization activities working in close cooperation with global Center of Excellence for the function

•Conduct product benchmarking activities

•Maintain the product, materials and technology master data

•Collect input from customers to drive innovation

•Guarantee technical sales support

•Product Costing

•Material qualification

•Industrialization

•Product and material development

•DTC savings

•Contribution margin

•Innovation rates (e.g. NPI - new product introduction, others)

•R&D time to quote

•R&D Fixed costs

•Time to market on new products

• Support quotation process in product and system design & costing

• Develop and tests products during PD process (until industrialization)

• Develop and manages compounds

• Innovation research

• Material qualification

R&D

Product development (usually by BU)

Material innovation

Cable design (usually by BU)


Q&A Back to Index

98 11/01/2021 10:08:43



•Support the full production cycle intervening in planning (volume allocation) and final production output distribution

•Optimize the footprint capacity within the region according to sales demand volume forecast

•Drive S&OP process and effectively allocate production volumes based on plant production cost and plant saturation

•Set the correct inventory levels in order to maximize regional NWC ensuring the best customer service performances

•Manage local warehousing and distribution activities and related cost and plants

•MP preparation (Volumes, Tons and production variable cost to achieve MP CM)

•S&OP monthly demand forecast and high-level production plan process ownership

•Logistics execution & transportation process

•Net Working Capital

•OTD,OTIF

•Average inventory days

Region – Supply Chain

Supply Chain

Distribution centers

EfficienciesSupply Chain

Planning

• Run S&OP process

• Optionally dotted to plant logistics

• Run distribution centers and inventory

• Optimize distribution network, flow and inventory

• Optimize cash generation

ExportsPhysical

transportation

• Logistics execution & transportation process

• Export third party and intercompany flows


Q&A Back to Index

99 11/01/2021 10:08:44

Region – Purchasing



•Liaise with functional and operational area managers to understand current and anticipated demand for goods and materials and develop plans, for integrating these needs into existing purchasing activities

•Execute global agreements; commit to purchases (within established limits of authority) issuing purchase orders

•Conduct negotiations and optimize regional spend

•Partner with R&D on new material scouting to support DTC initiatives

•Ensures the metal book management and metal hedging process at regional level (note: metal book mgmt. for Europe under HQ control)

•Provide accurate information on material cost to increase the reliability of the product costing

•Contribute providing local supplier information to group single source reduction programs

•Conduct supplier qualification and evaluations

•Ensure procurement governance compliance

•Manage the region purchasing budget and performance

•MP preparation (Metals and Materials cost)

•DTC

•Product Costing (in particular related to commodity prices)

•Single Source Solution programs

•Suppliers qualification and evaluation

•YoY Purchasing costs savings

•OTD

•Metals stock value in Tons

Purchasing

Raw material Non-raw materialBase metals

• Regional metal book mgmt. and hedging

• Contract management

• Negotiation and contract mgmton raw materials except base metals

• Negotiation and contract mgmt. on all other categories (indirect)

Country team leaders

• Manages Procurement activities on given geographical perimeter


Q&A Back to Index

100 11/01/2021 10:08:44



•Manage the full production cycle from production scheduling to output

•Maximize within the region the footprint production capacity in order to better serve commercial volumes

•Foster a lean six sigma culture at plant level to improve the production processes

•Deliver new machine set ups, upgrades and plant facility layouts improvements

•Finalize in partnership with RD new products industrialization

•Drive initiatives in the plant to reduce the production variable cost (scrap reduction programs, material efficiencies, labor efficiencies)

•Plant managers are responsible for HSE compliance, according to local legislation

•MP preparation (Volumes, Tons and production variable cost to achieve MP CM)

•Presenting to Group Functions CAPEX requests on manufacturing investments

•Shop floor operators hiring needs preparation with the support of Labor efficiencies data and other relevant information from ODM

•Production tons

•Material and Labor Efficiencies

•Scrap %

•OTD

•OEE

Region – Manufacturing

Manufacturing

Engineering EfficienciesPlant managers

• Run manufacturing plants

• Accountable for plant output

• Capex need identification & Investment management

• Machine upgrades

• 6-sigma and other efficiency projects (e.g. Kaizen)

• Cross-plant benchmarking & KPIs


Q&A Back to Index

101 11/01/2021 10:08:44



•Trains key managers and employees on QHSE principles and requirements

•Coordinate customer visits/audits and lead customer claims management and resolution

•Play an active role in improvement teams aimed at reducing internal non conformities and relevant costs

•Designs continuous improvement and audit processes to ensure continued compliance with group requirements and business procedures

•Has ultimate accountability for the function and provides the highest level of advice and recommendations on safety and protection

•Comply with customer and other regulatory standard requirements in terms of QHSE

•Assures all audits to ensure that organization and government standards on environmental health and safety are met

•Develop, implement, and support QHSE systems and processes

•Develop and support QHSE continuous initiatives

•Ensure the supplier qualification process and the supplier quality ongoing monitoring

•Customer claims management and other claim management (HSE) within DoA

•ISO certification

•New products industrialization

•Audits (internal and external)

•Supplier quality management

•Cost of poor quality

•Customer Claims / time to close

•Supplier non-conformity

•Number of accidents and number of near-miss

•Pollution coming from Asbestos and Oil

•Non-conformity / non-compliance rates

•DPMU/Throughput yield/ right first time

•Other sustainability indices (energy saving…)

•Management of Authority request within DoA

•OHSAS certification

Region – QHSE

• Include Plant HSE • Include Plant Quality

QHSE

Quality (usually by business)

Systems and continuous

improvement

HSE (usually by country)


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Region – BU / Commercial



•Full responsibility on business performance within the region leveraging on company full portfolio and intercompany capabilities

•Manage Key Accounts, End Users and distributors in order to increase the relationship and build partnership

•Ensure the coordination of the sales activity by tracking main projects and solving priority conflicts (e.g. product availability shortages, channel conflict)

•Understanding the customer needs working in partnership with R&D in the definition of the new product development roadmap

•Provide sales forecasts both during monthly S&OP process and during Management plan process (budgeting)

•Represent the regional reference points for Group Business Units

•Perform business development activities for emerging markets under responsibility

•Perform project management and contract management activities

•Understand competitive scenarii and benchmarking

•Guarantee coordination with other functions (Product Development, Inside sales, Supply Chain, Controlling) on specific BU perimeter

•MP (management plan) preparation

•Product development roadmap

•Manufacturing CAPEX (commitment on additional volumes)

•Support Finance in Cash collection activities

•BU Contribution margin

Region CEO –model A

BU 3BU 2BU 1

Region CEO –model B

Region coordination

BU 1Market 2Market 1

Region coordination

BU 2

• Sales coordination and KAM

• Product management & application engineering

• Responsibility on pricing

• Sales teams and business development

• Technical sales support

• Full Sales responsibility on given scope– KAM– Business development, TSS and application

engineering– Pricing

• Key Account Manager: responsible for the relationship with a key customer and coordinate sales efforts in a consistent way

• Front Office Sales: in charge of the end-to-end sales process with customers (from need identification and pre-sales to bidding and offering)

• Technical Sales support: supports the salespeople during the sales and bidding process in the technical explanation of the product and how it fits best the client needs

• Product management: in charge of the product line management from introduction to end: Pricing, Benchmarks, target customers, market opportunities…


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•Quotation management

•Order execution and tracking

•Customer claims management

•Quotation and order management KPIs (speed, efficiency)

•Customer Claims / time to close

•Support sales teams during quotation processes

•Once order is received, process the order in the company ERP and is responsible for order tracking

•Interface with Supply Chain to follow up the order delivery to provide the customer with prompt information related to the order

•Act as first interface with the customer for any order related issue (wrong invoice, delivery PO) and for all basic technical support (customer care and post sales activities), except for HV turnkey projects (taken care of by Business Project Management)

•Identify additional sales opportunities and coordinates with relevant BUs

Region – Inside Sales

• Order management

• Customer-care and post-sales activities

• Salesforce training

• Performance monitoring

Inside Sales

Sales analytics / training

Inside Sales teams (usually by

BU or country)


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104 11/01/2021 10:08:45

Region – Corporate Affairs



•Exclusive wholesale agreements

•Commercial Supply only agreements

•Turnkey projects agreements (PPL,HV)

•Legal cost

•Compliance indices

•Review Commercial terms and conditions

•Review internal standards terms and conditions

•Warranty agreements

•Customer claims escalated in to litigations

•Ensure the coordination of external legal advisors

•Coordinate legal investigations (when required)

•Provide support to Management for ongoing external legal proceedings

•Maintain the company delegation of authority systems (policy and proxies)

•Ensure the local company secretary activities and all the legal entity compliance obligations

•Support intellectual property protection

•Advice for any legal related activities

Legal


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REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level



BUs depending on the model, as well as

the dual reporting system


FUNCTION



activities)


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Key process : Management Plan (budgeting) simplified

Country Sales C I C C I I

Region Salesfunctions

C I C C C I

COO functions C C C C C I

Controlling I C C C C C C I

Region CEO I I I I I R C I

Group COO functions

C R C R I C C I

Group BU C C C I C C C I

Group Business Area

C C C C R C C I

Group controlling

R C R C C C C R

Group Strategy

C C I I I C I

Group CEO C I I I R I

Country

Region / Integrated

BU1

Head quarter


Typically July-> Sept.

Typically Sept.-> Oct.

Typically end of Oct.

Typically Nov.-> Dec.

1. For integrated BUs, BU functions (BU VP, Sales, R&D, Manufacturing, Supply, Controlling) replace regional functions following the accountability matrices described earlier

HQ target sharing

Industrial guidelines

Business guidelines

HQ assumptions & instructions

MP plan by country / business

Volume planning & intercomp.

Discussion with top management

MP closing

Back to ProcessList (1/2)

Note: simplified MP 2019 process under evaluation

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107 11/01/2021 10:08:46

Key process description: Manufacturing Capex

Annual Capex approval

Build detailed case

Project approval(depending on DoA)

Project activation (source, implement, track and report)

Build annual budget Capex

Plant maintenance

C C C

Plant manager C C R

Manufacturing C I R C

Finance C I C C

Region CEO R I I I

Group Manufacturing

C I C I

Group investments

R C C C C

Group COO C C

Group BU C I C

Group Finance C C C

Group CEO R R

Country / plant

Region / Integrated

BU1

Head quarter

DoA up to 100k€ (joint approval region CEO/BU VP + region CFO/BU controller)

Group approval when >100k€ or when local

approval budget has been spent (approval by

investment committee, led by group CEO)

Board approval when >10M€

R C IResponsible Contribution Informed1. For integrated BUs, BU functions (BU VP, Sales, R&D, Manufacturing, Supply, Controlling) replace regional functions following the

accountability matrices described earlier

Q&ABack to Process

List (1/2)Back to Index

108 11/01/2021 10:08:46

Key process description: WC hiring

Positionmanager

R C I I C R C I C

Local HR Business Partner

C R I R R

Function lead C I I I C C I

Region HR planning

C I R2 I I

Region HR People Dev.

C C I I C C C C C

Region HRO C I I I I I R R I

Region CEO I C

Function lead I C C

Group HR Business Area

C2 C2 R2 I I C2 C I I

Group HR planning

I C I

Group CHRO R

Country / plant

Region

Head quarter


Job position def.

Create request for HQ

RequisitionApproval

Need to fill identified

Recruit. & interview1

Select Offeree

Determine Offer Package

Extend Offer

Filing & onboard.

1. Including some specificities on assessments2. For integrated BUs, HR Business Area is R in case of “Business Functions” roles, that include Sales, R&D, Manufacturing, Supply Chain and

Quality; region HR is R for other roles. For Non Integrated BUs, region HR is always R except for global roles (e.g. global sales responsible)

Note: process is fully centralized for executives hiring as well as for executives salary review

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Key process description: Procure-to-pay(Opex)

Any level1

Region

Head quarter

Internal client R R I I R

Commodityspecialist

I RR (depending on

DoA)R I

Commodity manager

I CR (depending on

DoA)I

Purchasing head CR (depending on

DoA)I

Region Controlling

C I C

Treasury R

Region CEOR (DoA, jointly with

group CPO)

Commodity headR (depending on

DoA)

Group CPOR (depending on

DoA)

Group COOR (depending on

DoA)

Level of approval defined by group

DoA (based mainly on PO value)

PR release & RFQ prep. (if needed)

Purchase request (PR) creation

PO emissionGood Receipt (GR) registration

Invoice payment

Region / HQ involvement

depending on DoAand specific case

Purchase Order (PO) approval

Sourcing process and negotiation

R C IResponsible Contribution Informed1. Process description focus is on interactions between internal client and Procurement function; other processes might exist between internal clients (e.g.

for integrated BUs it might be required BU VP approval before PR can be transferred to procurement)

Q&A

Group Procurement governance


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110 11/01/2021 10:08:47

Key process description: Monthly S&OP

Country Sales1 R I C I I I I I

BU sales1 R I C I I I I I

Regional BUs (if country model)1 C I C I

Manufacturing C C C I I R C

Supply Chain I R R R R C I I R

Controlling I I I C C R R I C

Purchasing I I I I

Region CEO C C I

Supply Chain C I I I

Controlling I I

Group BU C C I

Country

Region / Integrated

BU4

Head quarter

1. Depending on the sales model, sales are either led by CCO at country level coordinated by a regional BU layer, or by BU head at regional level2. Monthly production capacity planning and inventory3. Including Working Capital Forecast4. For integrated BUs, BU functions (BU VP, Sales, R&D, Manufacturing, Supply, Controlling) replace regional functions following the accountability

matrices described earlier

Part of production processGather otherforecastdata2

Run S&OP meeting

S&OP volumes allocation2

Finalize financial forecasts3

Build sales forecast

Upload final forecasts

Run pre-S&OP meeting

Plant scheduling (week/day)

Prod. orderrelease andRM planning



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Key process description: Costing

Part of bid answer process

Plant manager C I

Country sales1 R C C I

BU sales1 R C C I

Application engineering

C R C

Regional BUs (if country model)1 C C I

R&D I R R R

Manufacturing lead

I C C I

Controlling IC (provides and updates cost parameters in SAP)

Group Controlling

I

R&D (HQ or center of excel.)

C C C I

Country

Region / Integrated

BU3

Head quarter

1. Depending on the sales model, sales are either led by CCO at country level coordinated by a regional BU layer, or by BU head at regional level2. Bill Of Material3. For integrated BUs, BU functions (BU VP, Sales, R&D, Manufacturing, Supply, Controlling) replace regional functions following the accountability


Review product/ project spec

Build nomenclature / design parameters

Define production parameters (incl. BOM2 and routing)

Calculate total costReceive RFQ/ Open case number


Q&ABack to Process


112 11/01/2021 10:08:47

Key process description: Pricing – Standard products

Country

Region / Integrated

BU3

Head quarter

Country Sales1 I C C R I

Inside sales R

Country lead I R (if no DoA)

BU sales1 I C C R I

Regional BUs (if country model)1 I R R R (if no DoA) I

Strategic marketing2 I R R R (if no DoA)

R&D R

Controlling C C I C C

Group BU I C C C

1. Depending on the sales model, sales are either led by CCO at country level coordinated by a regional BU layer, or by BU head at regional level2. When applicable3. For integrated BUs, BU functions (BU VP, Sales, R&D, Manufacturing, Supply, Controlling) replace regional functions following the accountability


Level of approval defined by group DoA (based mainly on

order value and CM level)

Customer discount definition

Price list definitionProduct spec. definition and cost calculation

Rebate determination

Costing process Order process

Order execution & follow-up


Q&ABack to Process


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Key process description: Pricing – Specificproducts

RFPfiltering

Technicaloffer design

CostingPricing(within DoA)

Quotereview + delivery

Pre-Sales(specs)

Orderexecution& follow-up

RFP reception

Country Sales1,2 R R R I I R R I

Inside sales C R

Country lead1,2 R (if no DoA) I

BUs sales1 R R R I I R R I

Regional BUs (excl. sales)2 C I I R I I

Application engineering

C C C C C C

R&D Cable Design

R R C C

Controlling I I C C C C

Corporate affairs I I

Region CEO R (if no DoA) I

Group BU2 I R (if no DoA) I

Corporate affairs I

Group CEO R (if no DoA)

Country

Region / Integrated

BU3

Head quarter

1. Depending on the region model2. Depending on the product BU, applying for Non Integrated BU as well3. For integrated BUs, BU functions (BU VP, Sales, R&D, Manufacturing, Supply, Controlling) replace regional functions following the accountability


Costing processPre-sales process Order process

Level of approval defined by group DoA (based mainly on order value and CM level)


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REGIONAL PERIMETER



activities


FUNCTION



regional level




processes




MEETINGSSYSTEM


level




system


FUNCTION



activities)


115 11/01/2021 10:08:48

Main DoAs – Detail on regional DoA – model B (2/3)

First approval (single or joint) Second approval (single or joint) Third approval (single or joint) Fourth approval (single or joint)

DoA sequence

Board

Back to DoAprinciples

Q&A Back to Index

116 11/01/2021 10:08:48

Group Procurement Governance (1/2)

Prysmian Group is committed to run its business in line with the most stringent ethical standards for protecting its most valuable asset: reputation. In order to strengthen themain principles guiding the relationships with external suppliers the following rules of conduct are applied:

1. Segregation of duties:

a. Any commitment with external vendors is taken by the Purchasing organization. All purchasing processes (base metals, raw materials, non-raw materials, services,installation services, semi-finished and finished products such as cables and accessories, etc.) are managed through a specialized and defined Purchasingorganization, which is the only department allowed to buy. Therefore, no other department (Manufacturing, Maintenance, Logistics, Commercial, etc.) is allowed topurchase products or services without the engagement of the Purchasing organization.

b. Any commitment with external vendors on behalf of the company is legitimized only by formal delegation/empowerment (e.g. power of attorney / proxy). Noemployee can take any external commitment if not entitled by formal power of attorney or delegation of authority.

2. Purchasing organization and processes

a. Purchasing is a Group function regulated by a common organization and processes both at Corporate and Region / Country level. At every level, the organizationclearly defines responsibilities for base metals, raw materials, non-raw materials. Each company organization ensures that at any level the segregation of dutiesprinciples is enforced.

b. Region / Country Purchasing heads report both to the Group Purchasing organization and to the Region/Country organization. For any purchasing order exceedingthe Regional / Country Purchasing head’s power of attorney, also Corporate Purchasing authorization must be required.

c. Approval processes (for purchase orders) can have the following roles involved:

i. Buyer

ii. Regional / Country Commodity Manager

iii. Regional / Country Purchasing Head

iv. Global Commodity Leader

Consequently, no other function (Commercial, Logistics, Maintenance, Plant management, etc..) is entitled to approve purchase orders.

The level of approval of each purchase is defined by the delegation of authority policy (local and global) following the products/service economic value. The Company ERPsystem should reflect the defined approval flows.

Every purchasing process follows a tendering process. No direct commitment with an external supplier has to be taken without a traced tendering and benchmarking processensured by a delegated buyer. Exception to this is represented only by a technically assessed and agreed upon (with Purchasing) single source situation.


Q&A

Back to Procure-to-Pay

process

v. Corporate Head of Commodity Regional / Country Commodity Manager

vi. Group Chief Purchasing Officer

vii. Region / Country CEO jointly with Group Chief Purchasing Officer

viii.Group COO

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Group Procurement Governance (2/2)

Gifts and Conflict of interest

a. Gifts: no Group employee can personally accept presents, cash or cash equivalent from suppliers. Not even gifts of moderate value can be accepted by anyemployee of the Group while involved in a procurement process with the donor. Gifts of moderate value (e.g. books, stationary items, tableware, etc.) can only beaccepted after they have been reported to and approved by a compliance representative. A “Compliance Representative” can be an employee from Compliance,Legal or HR department. These moderate value gifts must also be recorded in a local gift and entertainment register.

b. Conflict of Interest: any related party transaction (e.g. transaction with relatives, and entities directly and/or indirectly controlled by family members of a Groupemployee) cannot be executed if not for a limited amount of time and approved by the Group Chief Compliance Officer.

Each Region / Country / operational unit is responsible for sharing and promoting the above mentioned rules, and for implementing processes, systems and control protocolsaimed at ensuring the compliance with the above governance principles while safeguarding business continuity.

Every employee must comply with the above rules as fundamental elements of the required business conduct and employment relationship, and actively support the processof alignment to the above mentioned governance principles.

Moreover, through the use of Whistleblowing channels, every employee is invited to raise concerns helping the Prysmian Group to identify and solve potential issues.

Any exception to the above rules of conduct has to be approved by the Group Chief Compliance and Internal Audit Officer.

The implementation of these rules will be subject to specific audit activities.

In order to capture the largest audience, this document is made available in local languages.

Valerio Battista


Q&A

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processBack to Index

118 11/01/2021 10:08:49

Job Titles Guidelines definition

Group must maintain global consistency in job title but Job titles are also sensitive to local cultures and business practices, therefore

any exception to the above guidelines have to be proposed to and approved by the Group HR and Organization

Q&ABack to

Function Accountabilities

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119 11/01/2021 10:08:49

Glossary

• Build the future, SELL IT, MAKE IT: Prysmian corporate strategic recruitment programs

• C&B: Compensation & Benefits

• CA: Common Analisi tool (similar to Cable Builder)

• CM: Contribution Margin (net sales minus variable costs)

• CoE: Center of Excellence

• DC: Distribution Center

• DoA: Delegation of Authority

• DTC: Design to Cost (Cost-out initiatives)

• E&I: Energy and Infrastructure (including T&I: Trade & Installers and PD: Power Distribution)

• FX: Foreign Exchange

• HC: Headcount

• HFM: Prysmian financial reporting system

• HQ: Prysmian Headquarter in Milan

• HV: High Voltage

• IC: intercompany (internal sales between Prysmian legal entities)

• JV: Joint Venture

• KAM: Key Account Management

• LTI: Long Term Incentive (for Prysmian, 3 years equity based plan)

• Market Tool: Prysmian market intelligence tool

• Matrix Organization: Prysmian organizational model (Regions, BUs)

• MBO: Management By Objective (short term incentive)

• MMS: Multi Media Solutions BU (includes Datacom products)

• MP: Management Plan (annual budget)

• NPI: New Product Introduction (innovation index)

• NRM: Non Raw Material

• OPGW: Optical Ground Wire

• OTD: On Time Delivery

• OTIF: On Time In Full

• P3: performance review

• P4: talent review

• PDT: Prysmian Downhole Technology

• PO: Purchase Order

• PPL: Prysmian Power Link (Prysmian subsidiary in charge of Submarine Power and part of High Voltage, together with the regions)

• QHSE: Quality, Health, Safety and Environment

• RM: Raw Material

• S&OP: Sales & Operations Planning

• SAP1Client: group ERP system

• SLA: Service Level Agreement

• SSC: Shared Service Center (in accounting and administration)

• SSR: Single Source Reduction

• SURF: Subsea Umbilicals, Risers and Flowlines

• TSS: Technical Sales Support

• VBM: Capex request system

• WC: White Collar

• YES: Your Employee Shares, Prysmian ESPP Plan (Employee Share Purchase Plan)

Q&A Back to Index

120 11/01/2021 10:08:49

BIOBack to

Organization Chart

Q&A

Graduated in Mechanical Engineering from Florence University, Valerio Battista is a manager with extensive knowledge and understanding of the industrial sector thanks to more than 20 years of experience, initially with Pirelli Group and then with Prysmian Group, of which he took the lead in 2005. He held positions of increasing responsibility in Pirelli Group, particularly for the restructuring and reorganisation of Pirelli Cavi, which was one of the most profitable and competitive organisations in its industry between 2002 and 2004. In 2005, he played a key role in the creation of Prysmian Group, leading to its listing on the Stock Exchange in 2007. The Group, in which he is currently the CEO, is world leader in the energy and telecom cable systems industry, with about 30,000 employees and 112 plants worldwide.

Valerio Battista Chief Executive Officer

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121 11/01/2021 10:08:49

BIO

Alessandro Nespoli Chief Audit & Compliance Officer

Alessandro Nespoli is leading the Group Internal Audit & Compliance Department of Prysmian S.p.A. since October 2016. Before joining Prysmian, Alessandro, from January 2006 to September 2013, covered various roles within the Corporate Legal Department of Luxottica Group S.p.A., until he was appointed Head of Legal Affairs; thereafter, from October 2013 to October 2016, as Chief Audit Executive of Luxottica Group S.p.A., he managed and coordinated globally the audit function and activities, leading an international group of more than 20 professionals organized in four regional audit teams based respectively in Milan (Italy), Cincinnati (Ohio, USA), Shanghai (PRC) and Sydney (Australia).He is an Italian law qualified lawyer and started his legal career in 1997.

Back to function accountability


Chart

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122 11/01/2021 10:08:49

BIO

Srinivas Siripuraru Chief Research & Development Officer

Srinivas ‘Srini’ Siripurapu has a BS in Chemical Engineering from Birla Institute of Technology and Science, and a MS and PhD in Chemical Engineering from North Carolina State University. He started his career with General Electric in 2003 and joined General Cable in 2012 where he serves as Vice President Global Technology. In this role, Srini has functional leadership for Engineering and Research & Development teams to drive Innovation, Value Engineering and Talent Management. Starting June 2018, Srini will be Chief Research and Development Officer at Prysmian Group.



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BIO

Fabrizio Rutschmann is the Prysmian Chief Human Resources Officer. He graduated in Business Administration at Ca 'Foscari University in Venice, with a specialization at the SDA Bocconi in Milan. Fabrizio began his career in the Electrolux Group in 1989, holding various positions in the Human Resources function in "Appliances" and "Components" divisions. From 1998 to 1999 he worked in Unicredit as HR Director of one of the seven Group banks. In 1999 he joined the Tyre Division of the Pirelli Group as Human Resources Director of the Italian Division. In 2002 he moved to the Cables and Systems Division as Global Director of HR & Organization. The following year, he joined the Telecom Italia Group in Rio de Janeiro as Human Resources Director of the Latin American Region. In 2006 he returned to Pirelli as Group Director HR & Organization. From January 2009 to February 2010 Fabrizio has also been General Manager of Pirelli in Spain. He has been in his current position at Prysmian since June 2010.

Fabrizio Rutschmann Chief Human Resources Officer



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124 11/01/2021 10:08:50

BIO

Pier Francesco Facchini Chief Financial Officer

Pier Francesco Facchini has been Prysmian Group CFO since January 2007. He obtained a degree in Business Economics from the Luigi Bocconi University of Milan in 1991. His first work experience was with Nestlé Italia where, from 1991 to 1995, he held different positions in the Management and Finance departments. From 1995 to 2001, he worked for some companies within the Panalpina Group where he held the position of Regional Financial Controller for the Asia-South Pacific region and CFO of Panalpina Korea (Seoul) and Panalpina Italia TrasportiInternazionali S.p.A. In April 2001, Facchini was appointed CFO of the Consumer Services Business Unit of Fiat Auto, and from 2003 until November 2006, he held the position of CFO of the Benetton Group. He has been a member of Prysmian’s Board of Directors since February 2007.



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BIO

Jacopo Zirulia Chief Corporate Affairs Officer

He was born in Milan on 9 April 1976.He is graduated in Law at the University of Milan in 1999. He has more than twenty years of experience as an in-house counsel. After having held several roles in the legal area of the Pirelli Group, He joined Prysmian Group in 2007 as Head of Legal Affairs. Currently he is Head of Corporate Affairs & Group General Counsel. Jacopo Zirulia has gained significant experience in M&A Transactions, international contracts and corporate law.



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BIO

Lorenzo Caruso Chief Communication Officer

Graduated at the Faculty of Literature and Philosophy, University of Bologna, Department of Communication in 1983, Lorenzo Caruso began his career as a journalist at “Resto del Carlino” newspaper (Bologna). He then moved to communication consultancy and worked for 5 years at Global PR firm “BursonMarsteller” as Board Member and Director of Corporate and Financial Communication practice. In 1993 he joined Assicurazioni Generali as Group Press Manager within the Communications Department. He worked both on corporate, financial and product communication for the parent company Spa, and on coordinating the communication activities of foreign and Italian subsidiaries operating in different sectors, in particular: Generali Asset Management, INA-Assitalia, Banca Generali, Generali Properties, Genertel, AMB Generali (Germany), Generali France.He moved to Prysmian Cables & Systems as Director Corporate Communications in 2006. During this period he worked on rebranding the company (from Pirelli Cavi to Prysmian) and developing the Group's new institutional and business positioning, on the communications plan in support of the IPO, and on communications plans in support of the company's change of ownership, organization and business.Lorenzo Caruso has been Prysmian Group Chief Communication Officer since January 2008



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BIO

Iuri is Prysmian Group Chief Strategy Officer (CSO). He joined Prysmian in May 2020 and was appointed CSO in December 2020.

Iuri holds a Master Degree in Mechanical Engineering from “Università degli Studi di Roma Tor Vergata”, as well as a Master in Business Administration (MBA) from SDA Bocconi (Milan) and London Business School (London).

Iuri started his career at Procter & Gamble, where he had several assignments in different countries (Italy, France, Belgium) from 2003 until 2008. He then joined the Boston Consulting Group in Milan until Dec 2013, where he led multiple assignments within the Consumer Goods and Industrial Goods Practice, focusing on strategy, business development, and business model re-design & optimization.Before joining the Prysmian Group, Iuri was the Head of M&A and Corporate Finance at Lavazza (Jan-14 to Apr-2020), where he was responsible for acquisitions, partnership and other external growth initiatives. In addition, at Lavazza Iuri also held various managerial roles as Head of Marketing and R&D Financial Controlling (Feb-17 to Oct-18); Office Coffee Service (OCS) & Vending Finance Director (Nov-18 to Apr-20); Board Member of Lavazza Professional Holding North America and Europe (Nov-18 to Apr-20).

Iuri Longhi | Chief Strategy and Development Officer



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BIO

Born on 25 August 1955 in Rho (Milan), Fabio Ignazio Romeo graduated in Electronic Engineering from the Polytechnic University of Milan in 1979. In 1986 and 1989, respectively, he obtained an MS. and a Ph.D. in Electrical Engineering and Computer Sciences at the University of California in Berkeley. In 1981, he began his career at Tema (ENI Group) as chemical plant control system engineer. In 1982, he entered Honeywell as a Member of Technical Staff, to then become technical advisor to the Honeywell Group's CEO. In 1989, he joined MagnetiMarelli as Innovation Manager within the Electronics division. In 1995, he was appointed Managing Director of Magneti Marelli’s rear-view mirror division, and in 1998 he became Managing Director of Magneti Marelli’s electronic systems division. In 2001, he moved to Pirelli & C. S.p.A. Group, where he held the position of Director for the Pirelli Tyre division's Truck business unit. One year later, he was appointed Utilities Director of the Pirelli Cable division. In December 2004, he became Director of the Group’s Cables and Energy Systems business unit, a position which he held until December 2013, when he was named Chief Strategy and Development Officer. He has been a member of Prysmian’s Board of Directors since February 2007. He was elected for the current term on 16 April 2015 from the list submitted by the Board of Directors, which obtained the majority of votes in the Shareholders’ Meeting.

Fabio Ignazio Romeo Group Senior Advisor



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BIO

Stefano Brandinali Chief Digital Officer and Chief Information Officer

Stefano Brandinali joined Prysmian Group as Chief Information Officer in November 2015.In this role Stefano has worked to reposition IT as business partner and engine of innovation within the company. Defining the IT and the Digital strategy, reshaping the IT organization and developing border innovative solutions have been the pillars of its transformational approach.Graduated with Mathematical Praise in 1991, he has held several senior management positions in major multinational companies (Kraft / Mondelez, Bolton Group, Ferrero, Walgreens Boots Alliance), gaining a significant international experience in Luxembourg and UK.He has a good track record of working together with some Italian Universities: University of Bergamo, University of Torino, SDA-Bocconi, Politecnico di Milano.He is currently a member of the Advisory Board of the Graduate School of Business at Politecnico di Milano.Stefano has also been appointed as Chief Digital Officer in April 2018.



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130 11/01/2021 10:08:51

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Francesco Fanciulli Energy Executive Vice President

Francesco Fanciulli has been Energy Executive Vice President since February 2018. He holds a degree in Law awarded by the Cattolica University of Milan. In 1988, he joined Procter and Gamble, where he served in various leading positions in sales and marketing, culminating with his appointment as Head of Mass Retail for Italy. He moved to Pirelli in 1998 as Marketing Director for its Tyres division and successfully filled a variety of sales-related roles in this division, eventually becoming Senior Vice President Sales & Marketing. He has been with Prysmian since 2008, contributing his vast experience in sales and marketing and occupying various positions of regional responsibility, such as CEO India, CEO Turkey and CEO Danube Area. Since 2015 — when the Central Eastern Europe region was created — he has been CEO CEE Region, responsible for integration of Germany and the Danube area and development of the region’s industrial footprint.



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131 11/01/2021 10:08:52

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Philippe Vanhille Telecom Executive Vice President

Philippe Vanhille has been Telecom Executive Vice President since May 2013. After graduating in Mechanical Engineering in Lyon (France) in 1989, he began his career as a Research Engineer for Renault Formula 1 development, and then moved to the cable industry joining Alcatel Cable in 1991. Over the past 20 years, he has held a number of positions in the Operations and General Management areas within the cable industry for Alcatel and Draka, followed by roles in the Energy, Copper Telecom and Optical Fibre sectors. At the time of the Prysmian merger, he was head of Draka’s Global Optical Fibre Business Unit and he held the same position within Prysmian Group until his appointment as Telecom Executive Vice President.



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Hakan Ozmen Projects Executive Vice President

Hakan Ozmen is Projects Executive Vice President. Ozmen joined Prysmian Group in 1998 after the acquisition of Siemens Cable Companies into Pirelli Spa as Group Auditor before being appointed CFO of Prysmian Group Turkey. There, he was promoted to COO then later CEO. Under this role, Ozmen was responsible for stabilizing the business and increasing the affiliate’s profitability. Ozmen’s success in Turkey led to the opportunity to serve as Worldwide Director of Telecom for Prysmian Group. After two years in this role, Ozmen became President & CEO of North America (NA), where he was responsible for the successful merger of the major corporations Draka and Prysmian & leading the NA business including Central America afterwards. Ozmen holds a Master’s Degree in Business Administration from Yeditepe University and an undergraduate degree in Industrial Engineering from the METU University in Ankara, Turkey. Ozmen is fluent in English, German, Italian and Turkish and is an advocate for Prysmian Group’s diversity, sustainability and recruitment programs.



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Andrea Pirondini Chief Operating Officer

Andrea Pirondini has been Chief Operating Officer of Prysmian Group since January 2014. After graduating in Economics and Business from the Luigi Bocconi University of Milan, in 1989 he started his career in Pirelli Group, in which he spent 24 years holding various positions in the UK, Italy, Turkey, Russia and Egypt, both in the Tyre and Cables & Systems business areas, where he took part in the restructuring of the industrial system for Energy Cables. In 2012, he was appointed Chief Commercial Officer of Pirelli Tyre S.p.A, a role he held until December 2013.



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Marcello del Brenna UK Chief Executive Officer

Marcello Del Brenna will be the CEO of Prysmian Group in United Kingdom. He served as CEO of Prysmian Group in South America for 4 years from January 2015 to June 2018.He started his career in Prysmian (at that time Pirelli Cavi) in 1993 in the R&D department in Milano. In 1999 he moved to Australia as Chief Engineer, when Pirelli bought MM Cables, coming back in 2001 to the headquarters as Director for Product Marketing and Engineering. After a 4 years’ experience as CEO of Prysmian Cables and Systems Finland, he moved in 2009 to the position of CEO of Prysmian Powerlink, responsible for the Submarine and High Voltage business of the Prysmian Group worldwide.Marcello holds a Master Degree in Nuclear Engineering from Politecnico di Milano, obtained in 1992.”



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Javier Arata North Europe Chief Executive Officer

Javier Arata is the Chief Executive Officer for the North Europe region in Prysmian Group. Javier has been working in the industry for the last 26 years. After graduating from the University of Buenos Aires in 1990 with a Master of Electronics Engineering and working as an IT Consultant and Electronic Engineer, Javier started his career in manufacturing at Pirelli Pneumaticos in 1992. Since the start of his career at Pirelli, Javier has received a Master of Business Administration in IDEA as well as completed the International Exchange Program at London Business School (1994). Born and raised in Argentina, Javier has plenty of international experience – from different positions in Argentina, UK, Spain, Brazil, Italy, Finland and, currently in Malmö,Sweden. Javier blends engineering knowledge with a good business understanding and hands-on experience in many business areas – he has held positions as an Industrial Engineering Manager, Purchasing Director, Planning Manager for Latin America, B2B Manager for Europe, Global Logistics Director, Chief Executive Officer in Finland and now- CEO of the North Europe Region.



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Laurent Tardif South Europe Chief Executive Officer



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Laurent Tardif is the Prysmian Group CEO of South Europe. He graduated in Electrical Engineering at Supelec in France in 1984.Laurent began his career in Pirelli Cavi in 1985 holding various positions as Engineer R&D in Italy and in France from 1985, as Director BU Network components in 1989, as Director BU Power Distribution & High Voltage in 1995 and as CEO Pirelli Cables Danubian Region in 1999.Form 2001 he’s been the CEO of Pirelli Câbles et Systèmes France which became Prysmian Câbles et Systèmes France since 1rst October 2005.Since 2015, he is the CEO of Prysmian South Europe (France – Italy – Spain –North Africa)At present, Laurent is concurrently Vice-president of the FIEEC (Fédération des Industries Electriques, Electroniques et de Communication), Chairman of the Sycabel (French cable producer association), Chairman of the Steering Committee of Jicable, and Director of the Management Committee of CentraleSupélec –French Engineering University

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Frederick Persson Central East Europe Chief Executive Officer

Frederick Persson serves as CEO of the Central East Europe region within Prysmian. He started that role in February 2018 after serving 4 years as CEO of Prysmian Australia. Before that he served as CEO for Prysmian/Draka in Sweden for 3 years. Prior to starting with Prysmian in 2010 Persson served as Managing Director for Stappert Specialstal in Sweden. Stappert is a wholesaler in the steel industry with focus on stainless steel. Persson has also served as the Sales Director for Balco, a Swedish company focused on balconies and glass solutions for balconies. Prior to that, Persson served within the Swedish steel company SSAB Oxelösund, he held various positions within Logistics and Sales in Sweden and in Canada. Persson holds a B.Sc. Degree in Business from the University of Växjö, Sweden and a degree in Chemistry engineering. He is born 1971.



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Massimo Battaini North America Chief Executive Officer

Massimo Battaini is CEO of Prysmian Group North America region and a member of the Board of Directors since February 2014. Battaini joined Prysmian Group, then Pirelli Group, in 1987 and held various positions in R&D and Operations over an 18-year period. After running the Business Development department between 2000 and 2002 covering the three Business Divisions of Tyres, Energy Cables and Telecom Cables, he was appointed as Operations Director of Energy Cables and Telecom Cables. In 2005 he was appointed as CEO of Prysmian UK and in January 2011 Chief Operating Officer of the Group, a post he held until 2014, when he became Senior Vice President Business Energy Projects and Chairman and CEO of Prysmian PowerLink S.r.l. Battaini holds a degree in Mechanical Engineering from the Polytechnic University of Milan and an MBA from SDA Bocconi. Battaini is fluent in English and Italian and is an advocate of the International Graduate, Side by Side and Advanced Leadership programs.



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139 11/01/2021 10:08:53

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Juan Mogollon Latin America Chief Executive Officer

Juan Mogollon has a bachelor’s degree in Nuclear Engineering from the University of Arizona and a master’s degree in Mechanical Engineering from the University of California at Berkeley.From August 2016 to June 2018 served Senior Vice President of General Cable Latin America. He has over 25 years of experience across multiple industry segments in mature and emerging markets. He has extensive, proven leadership experience in driving peak performance, growth, and operational efficiencies. While at GE, Mogollon held various global leadership positions, including Global Commercial Director for GE Capital Equipment Services; Commercial Director for GE Consumer & Industrial in Europe; General Manager for Global Contractual Services, Product Marketing and Latin America Services with GE Healthcare; and Managing Director for GE Medical Systems Brazil. Prior to joining General Cable, Mogollon served as President of Growth Markets at Tyco International, and President of Security Services for UTC in Europe. Starting June 2018, he will be CEO of the Latin America region.



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Ali Habaj Middle East Africa & Turkey Chief Executive Officer



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Mr. Ali Habaj is a seasoned professional with an experience of more than 25 Years in varied organizations in Middle East and Africa. Mr. Habaj has successfully led diversification of large industrial entities in the region. He is currently the Chief Executive Officer of Oman Cables Industry SAOG.In his prior roles, Mr. Ali Habaj was the Chief Executive Officer of AtyabInvestments. As a CEO, he was instrumental in diversifying the Company into a manufacturing and supply chain conglomerate with significant presence in the region.Ali Habaj obtained his undergraduate degree from New Hampshire University in the States, MBA from Bristol University in UK and attended the Executive Management Program at Harvard Business School, United States.

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BIO

Matteo Bavaresco China Chief Executive Officer

Matteo achieved in 1999 a Master Degree in Economics at University of Trento (Italy).He started his career with KPMG Audit and Advisory in Milan (Italy) where he faced a steady increase of his responsibilities till covering the position as Audit Manager.In 2006, he accepted the new challenge in Danieli Group as CFO of greater China.In 10 years, he has been promoted from CFO China to CEO Asia through the following carrier steps: 2008 CFO Asia, 2009 CEO China, 2012 CEO Asia.In February 2017, Matteo joined Prysmian Group as CEO greater China with the challenging and inspiring goal of growing the market and consolidating the organization structure.



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Erkan Aydogdu OCSEA Chief Executive Officer



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Erkan Aydoğdu is a graduate from the Middle East Technical University (in Ankara, Turkey) with a degree in Mechanical Engineering. Aydoğdu started to work within the Prysmian Turkey family in 1997, in the Production Planning department. In 2000, as a Process Kaizen Engineer, Aydoğdu moved on to Italy. Here he began a position as leader of the continuous improvement teams in Europe's different facilities, between 2001-2002. Aydoğdu came back to Turkey in 2003 and worked as Logistics Manager.Then in 2010, Aydoğdu took on the responsibility of R&D and Logistics Director. Since 2015, he has been the CEO and Vice Chairman of Prysmian Turkey.

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jan 2021 prysmian group · 2021. 1. 11. · prysmian group working mechanisms jan 2021. 2...

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