David CHEVESSIER

Shipmanager for 19 supply vessels (FSIV, PSV, AHTS, MPSV) operated in Angola.

- Deployment of contracts negotiated by Marketing department.
- Support and entry point for vessels for documentation, audits, technical/logistics issues, crewing, HSE, to be sure that vessel is compliant with flag and class regulations as well as customer's expectations.
- Support and entry point for the other internal functions (marketing, contract managers, logistics manager, superintendants, accountancy department, HSE).
- Regular trips on site to visit vessel and the local organisation (4 times a year)
- Follow up of budget (about EUR 40 millions)
- Customers: Total, BP, EXXON, Sonangol, Technip, Subsea7, Saipem

- Participation in tranversal projects (new daily report, fuel consumption follow up)

- CMA CGM: Global operator in maritime sector, ranking third worldwide
Turnover: EUR 8.61 billion (2007)
650 agencies and offices in the world
16,000 employees worldwide
www.cmacgm.com

- Shipping Line as business unit - Operation of four services for transportation of containerized cargo:
- Management of 8 people in a business unit with a turnover of USD 400 millions.
- 49% increase in volume in 2006, 85% increase in 2007.
- Defined the commercial and pricing strategy of the line.
- Followed up the partnerships on the contractual and operational sides.
- Managed the fleet of vessels and the schedule to maintain reliability of the services to customers.
- Participated in the development of the lines taking into account global strategy of the group.
- Involved in the build up of the new network of agencies in West Africa.
- Travelled in Africa and Asia to push network on commercial side, meet customers, stevedores and local authorities.
- Responsible for the commercial and operational performances of the services and issuance of monthly financial results of the lines.
- Entertained several training sessions inside the company for new comers or any internal employees willing to learn more about the management of a shipping line.

- Management of 4 people.
- Threefold increase in capacities in one year. Most profitable line of the group with a ratio of 13% (Benefit: USD 15 millions in 2005)
- Designed the commercial and pricing strategy of the Line for both ways in coordination with agency network and regional offices in Asia, South Africa and South America.
- Developed strategy and volumes for corporate accounts and reefer customers in liaison with respective department inside the group.
- Several trips in Asia and South America (East Coast) to develop strong relationships with agents and meet customers.
- Privileged relation with regional offices in Asia and South America.
- Contacts with third party partners on the service to obtain application of the contract clauses in terms of allocations, rotations, financial compensations.

- Management of 3 people.
- Launched the Asia-ECSA service with a slot buyer agreement. In 2003, doubling of capacities on trade with CMA CGM becoming vessel operator. Changed the commercial strategy of the Line to adapt it to bad economic context (crisis in ECSA). Break even reached after 3 years
- Designed the commercial and pricing strategy of the Line in coordination with agency network and regional offices.
- Created commercial linked and put in place some working procedures between Asia and ECSA agents as we launched a totally new service.

- On Asia-West Africa trade, multiplication by 2.5 of capacities. In 2003, was asked to apply my working methods and spirit to this existing line which was loosing money and was not structured.
- Return to profitability at the end of 2004.

- Was in charge of pricing from France, UK to West Africa and for project cargo.
- Managing pricing policy on my areas for container, breakbulk and rolling stock.
- For France, improved the financial outcome. Worked on the implementation of new working methods (calculation of contribution).
- Worked on the implementation of a new IT system under AS400 for quotation and documentation. Worked on the change on currency in the IT system from FRF to EUR.
- For UK, built a strong team spririt and defined commercial targets to develop customer portfolio. Volume of cargo transported increased by 15% in two years. Best contributions on the range.
- Regular trips in UK to meet agents, customers, participate to functions.
- For project cargo, had direct contacts with forwarders and operation managers to establish feasibility studies and quotations, including some inland haulage in West Africa. Any type of project cargo studied for construction of roads, hospitals, hotels, for oil industry (ex.: Camchad pipe)

- Was in charge of quotations to customers, registering bookings, ordering carrier haulage
- Managed the given allocations on each vessel
- Trained newcomers in the department
- Participated in commercial activities (customer visits, transport fairs)