Nicolas SIWERTZ

En résumé

Entreprises

• Technip - FLNG Project - Operation Excellence and Quality Director

  Paris 2016 - maintenant

• Technip - Browse FLNG project - Equipment Delivery (Supply Chain) Manager

  Paris 2015 - 2016 FEED phase started on July 1st, 2015 for Browse 3 FLNG units project localized north-west of Australia's coast, delivered by a Technip-Samsung Heavy Industries Consortium. Teams in Paris (France), Kuala-Lumpur (Malasia) and Geoje (South Korea).
  
  In charge of Technip Equipment and bulk materials' supply chain: procurement, package management and quality control. Project representative in front of Vendors (30p) ' Management of a Bn$-size Vendor’s portfolio: Negotiate MOUs including replication and volume savings with reference project’s vendors.
  
  OBJECTIVES & RESULTS:
  • Ready-for-PO status for 60% of Project Main Equipment Vendor before FID - Results: 80 ITB/RFQ issued in 5 months, 50 clarification meetings in 3 months, 28 vendor quality audits / AMDEC - 12% saving for single-source vendors and of a 32% saving for tenders.

• Technip - Browse FLNG Project - Business Improvement and Quality Director

  Paris 2015 - 2016 FEED phase started on July 1st, 2015 for Browse 3 FLNG units project localized north-west of Australia's coast, delivered by a Technip-Samsung Heavy Industries Consortium. Teams in Paris (France), Kuala-Lumpur (Malasia) and Geoje (South Korea).
  
  Leading an “Advanced Quality” program: 'De-risk Browse EPCI execution by integrating reference project lesson learnt and early quality requirement in the delivery process esp. regarding vendor interfaces. Implementation of Shell Flawless Project Delivery Program; Foster Process Improvements to support project execution and Sponsor initiatives to reduce execution lead times like Engineering Hold and Change or Vendor Inspection Management Tools, VSM on Doc Control…
  
  OBJECTIVES & RESULTS:
  • No Carry-over work from one project phase to the other policy: 75% of PO to be issued in the first 3-months after NTP; Engineering drawings to be issued 6-months earlier than reference project.

• Technip - Shell FLNG Program Business Improvement Director

  Paris 2015 - 2016 Executive Project Management Office: Preparation, participation and action implementation of the different projects' consortium sponsor meetings.
  Business Improvement Director: Support the projects in improving project delivery processes, in particular quality management and cross-project fertilization.
  
  Projects followed:
  - PRELUDE FLNG (world’s first Floating Liquefied Natural Gas project and biggest floating production facility in the world - 3.6 mtpa of LNG/year - length 488m - width 74m - FEED: 1.6 million man hours)
  - BROWSE FLNG : 3 FLNG units localized north-west of Australia's coast.

• Technip - Senior Vice President Nuclear, Metal & Mining and Defense

  Paris 2011 - 2015 OBJECTIVES
  Diversification of Technip's project portfolio in non-oil&gas industries: Business development and Consulting/Pre-Feasibility Studies execution.
  
  RESULTS
  Creation of a Nuclear and Mining Business Unit (P&L) 'and integration of newly acquired Cybernetix SA (140p; Rev. 36M€ ; 20% nuclear) nuclear portfolio in the BU.
  Creation of an expert/project mining center in Paris/La Défense (2012: 30p; Rev. 100M€) and 300p working on mining projects worldwide.
  
  Major project followed:
  - KONIAMBO NICKEL REFINERY: CAPEX 5bn€ - New-Caledonia – 2.5M engineering h. – 1st prod. April 2013.
  - CIGEO: French high level nuclear waste geological repository (Overall architect engineer)

• Areva - Executive Vice President

  Paris La Defense 2008 - 2011 EVP of SGN (1.400 empl. / 5 sites including one in the USA - Revenue 252 M€ incl. 33 M€ international - Portfolio 1.000 projects / 10 Bn€.)
  
  OBJECTIVES & RESULTS
  • Cut project costs & foster AREVA’s businesses competitiveness - Results: Net gain 320 M€ / 2200 M€ of on-going invest.
  • Change management from a "pure" engineer response to a «voice of customer» / «on time delivery» culture, Modernize design & realization processes (Design to cost, concurrent engineering, make or buy (40 %), project control / earned value & claim management) - Results: 2010 revenue: 252 M€; +28% vs 2008, Increased productivity by 16%, Operating profit increase +32%.
  • Negotiate & supervise large scale projects: EAGLE ROCK Enrichment Facility project (USA) in partnership with SHAW (2.2 Bn$). Lead TECHNIP JV for Imouraren Uranium Mine (Niger) project (1.3 Bn€). Spent Fuel Recycling project in China (> 10 Bn€). Bring G.BESSE II Enrichment Facility project (France) (3.3 Bn€) back on track (schedule, cost).

• Areva - Quality & Continuous Improvement VP

  Paris La Defense 2005 - 2008 GROUP Corporate Position ( 75000 empl. / 60 countries - Revenue 13.2 bn€).
  
  In charge of AREVA's corporate policies regarding Quality & Continuous Improvement: Integrated Management Systems (ISOs,OHSAS 18001 & SA 8000)
  • Management AREVA's Self-Assesment Model "AREVA WAY"
  • Implementation of manufacturing & project management best practices
  • Member of the AREVA’s EXCOM Budget / Strategic planning boards reviewing BU’s operational performance.

• Areva - Plant General Manager

  Paris La Defense 2003 - 2005 Plant GM of a 100% subsidiary of the AREVA Group in charge of Uranium Chemistry & Fluorinated gazes production (2 sites - 600 empl. - Revenue 113 M€. Operating Profit 10.2 M€.)
  
  OBJECTIVES & RESULTS
  • Maintain profitability in a difficult market context (raw material + 20 %, energy + 35 %) - Results: Production costs reduced by 4% while volume increased by 13%, Revenues +5M€ vs 2003 and Opertaing profit +10%.
  • Normalize Nuclear Safety Authorities relationships with a Nuclear & Cgemical/Seveso II Upper Tier facility. Plant revamping (12 M€ invest.) to maintain post-2012 License to operate.
  • Social: Managed tensions resulting from site-to-site comp&ben differences. multiples strike agreements signed with unions.

Formations

• CentraleSupélec - Executive Education

  Paris 2016 - 2017 Green Belt
  
  Lead small, defined projects: use leadership and people skills to encourage creativity among the team members, give recognition for contributions, motivate team members, and work together to improve business procedures.

• Université Paris 1 Panthéon Sorbonne – IAE Paris

  Paris 2007 - 2008 Master's Degree
  
  Employee Ownership and Companies’ Performance (2008): Awarded best Economy & Finance essay by Centre des Professions Financières in 2009.

• ECOLE DES MINES DE PARIS

  Paris 1995 - 1997 Engineer

• Ecole Spéciale Militaire De Saint-Cyr

  Coetquidan 1992 - 1993 Officer (OTAN OF-1)
  
  Cadet Graduate in the Reserve Officers' Fourth Battalion.
  Assigned after graduation as Platoon Leader in French 19th Groupement de Chasseur (Mechanized Infantery) in Villingen-Schweningen (Germany).
  Platoon Leader combat training at US Army's Joint Multinational Readiness Center (http://www.eur.army.mil/jmrc)

• Ecole Polytechnique

  Palaiseau 1992 - 1995 Engineer
  
  Publication:
  Geographical Variability of the First Baroclinic Rossby Radius of Deformation (Journal of Physical Oceanography, 1998)

Réseau

• Arnaud DE LAGUIERCE

• Eric FREYSSINET

• Guerin ANDRÉ

• Jean-Marie LE CORRE

• Martin PALMGREN

• Philippe BRUN

• Quentin SEEMULLER

• Sandrine DE MAYENNE