Very experienced Operations/ General Manager with a proven record of improving bottom-line results through development and implementation of best-practice processes and procedures combined with operational efficiency improvement and cost reduction programmes. Several successful OD/ HR-related projects based around multi-skilling/ teamworking models resulting in much improved manpower costs. Currently looking for a challenging new position

Mill Director @ Mill Director Approached by Obeikan Paper Industries in Q1 2014 to take their operation to the next level of performance following a multi-million GBP capital investment on PM1 in October 2013. OPI created Mill Director role to cover agreed scope. Main areas of responsibility include: • Safety and Environmental Performance • Board Production (Stock Preparation, Paper Machine, Coating, Finishing) • Maintenance and Engineering • Production Planning • Logistics & Shipping • OptiVision Functionality Development • Cost Control • Waste Procurement • Process Technical Development and Capital Projects • Quality Assurance • Product Development • Utilities Main Achievements to Date: • Daily Production Record broken August 2014, Sept 2014, Jan 2015 • PM OEE improved 10% • Production Cost per Tonne reduced by 6% • OTIF increased from 68% to 95% • SPC Analysis/Cpk Indices for Key Parameters to reduce Customer Complaint levels • Two new Paper Grades developed, print-tested and in production by Dec 2014 From April 2014 to October 2015 (1 year 7 months) MBS Implementation Project Manager & Process/ Technical Support @ • Support MBS IT System Functional Specification process Currently driving 10 operational improvement projects including: • Raw Material Losses Mass Balance and Optimisation • Capital Project Proposals & Cost-Benefit Analyses for 4 process areas for approximately £700,000 • Cross-Functional Process Flow Mapping on key business processes to identify streamlining opportunities From January 2013 to May 2014 (1 year 5 months) Supply Chain Manager & Production/ Finishing Support @ Approached by International Paper in Q4 2009 and asked to assist them with several Papermaking, Supply Chain, Logistical and Conversion-related issues, based in France. From January 2010 to January 2013 (3 years 1 month) Technical & Operations Manager K3 Project @ Requested by St. Regis Kemsley to assist with the integration of a Combined Heat & Power plant into their site operations and subsequently fill the role of Technical and Operations Manager for the K3 Line development project including recycled fibre plant product and process development and environmental impact assessments, etc. From May 2010 to July 2011 (1 year 3 months) Vice-President & Mill Manager @ Main areas of responsibility: management of all M-real operations under M-real UK Shared Services including all financial and general management areas. From January 2009 to December 2009 (1 year) Executive Manager @ Following the sale of the Kemsley site to David S. Smith in February 2008, the Executive Manager's role was created to manage all the remaining M-real operations on the site. The contract duration is up to 4 years for the Conversion operations. Main areas of responsibility: Directing all aspects of the Conversion Cutsize Operation, as operated by St. Regis New Thames Limited, to meet the business requirements of M-real, resolving any conflicts/ problems that arise; in both technical and financial areas, with the St. Regis New Thames management. General management and co-ordination of the rundown and relocation of M-real's Conversion assets over the period of the agreement and Board level responsibilities for the profitability of the business. From February 2008 to January 2009 (1 year) Mill Services & Combined Conversion Manager @ Coordinated all aspects of operating performance and combined conversion operations at the Kemsley and Sittingbourne mills, representing £200 million in annual turnover and 110 employees. Full oversight of safety & environment, production output & efficiency, quality, supply chain and mill-wide IT systems. Ensured compliance with all safety legislation requirements at all sites. Contact person for quality system auditors and accreditation bodies, as well as all environmental issues. Board member for JV Company running on-site CHP and WtE plants and all effluent treatment facilities. Led a team of 16 direct reports and 230 workers with a £18 million budget. • Completed £22.5 million in capital projects in this period, delivered on time and within budget with average payback time of 14 months including relocations of several Cutsize and Folio production lines. • Introduced flexible working/multi-skilling initiative based on Kaizen processes that reduced manpower cost per tonne by 20%. • Greatly enhanced operating efficiencies to increase productivity by 15% and decrease waste by 10%. • Achieved a zero environmental incident track record and reduced waste disposal costs at both sites by 15%. • Established the Engineering and Shared Services systems and processes to support business growth. • Chairman of the M-real Conversion Benchmarking group that connected with mills throughout the EU to drive cost reductions by £2 million each year. From January 2000 to December 2008 (9 years) Conversion Manager @ Role covered responsibility for managing, developing and optimising the overall performance of the M-real UK Paper's combined conversion operations on both sites (200 KTA Cutsize and 100 KTA Folio, Coated and Uncoated papers). Turnover of the operation was circa £ 250 M and total number of subordinates was 140 people. Main areas of responsibility were: Safety and Environment, Production Output and Efficiency, Quality, Supply Chain and Mill Wide IT systems, Cost control and awareness, Organisational Effectiveness. Managed Capital Projects totaling £18M during this period, involving installation/ upgrading of Conversion facilities; all projects delivered on time and on budget, the most recent being the relocation of a Cutsize production line from Sweden to the UK in 2006. Chairman of the M-real Conversion Benchmarking group, involving mills in France, Germany, Sweden, Austria and Finland. Main responsibilities were the implementation of standard Benchmarking reports/ measures for all of the Folio and Cutsize Conversion operations and then utilising the information to optimise costs, productivity and other KPI's across the divisions. Meetings of all Conversion managers held every 3 months, rotating through the various mills. From March 2000 to February 2008 (8 years) Finishing and Conversion Manager/ Pulp Supply Chain Manager @ Responsible for ensuring that the finishing and conversion departments met the current and future production needs of the business by development of the employee systems and equipment available with a total of 209 direct and indirect reports. Successfully designed and implemented a complete Organisational Development plan for the Conversion operation; including the introduction of self-directed work teams and a process for Operator Qualification, resulting in a reduction in Conversion cost per tonne of over 70%, an 80% reduction in Customer Complaints and a reduction in LTIFR of 70%. I also took on responsibility for managing the Pulp Supply chain for both of UK Papers' mills, including pulp contract negotiations, forecasting and pulp logistics. The pulp supply chain has a cost impact of approximately £120 million per annum to the business. From November 1997 to March 2000 (2 years 5 months) Finishing Superintendent @ Responsible for all aspects of LWC paper finishing, winding, storage and distribution for a 260 000 TPA operation. Whilst still employed as stated, I was also involved in several large projects including; Customer service development (4 month secondment with sales and marketing), specification and implementation of a new product tracking and warehouse management system and latterly as a member of the Rauma 400 project team. This involved technology trials and specification for the new 400,000 TPA LWC machine due to start From May 1990 to November 1997 (7 years 7 months) Production Shift Manager @ Management and supervision of all line operations including PGW mill, utilities, paper machine, off-machine coater, supercalenders, winders, wrapping line and mill planning. Complete accountability for all operators and plant on a 5-shift system. From July 1989 to May 1990 (11 months) Troubleshooting Technologist @ Fourteen months technical training at Kaukas/ Voikkaa in Finland followed by startup support for the greenfield Caledonian operation, including fibreline, paper machine, coating and finishing commissioning teams. From January 1989 to July 1989 (7 months)

Batchelor of Science (B.Sc) with Honours, Pure and Applied Chemistry; Chemical Plant Technology; Marketing and Economics @ UWS From 1978 to 1982 Alan Young is skilled in: Cost Reduction, Quality Management, Benchmarking, Contract Management, Operations Management, Supply Chain Management, Customer Service, Project Management, Manufacturing Operations, Manufacturing, Business Process Improvement, Training, Continuous Improvement, Logistics, Change Management