Anderson Lima de Oliveira Maciel

Main achievements • Launch of armored glass for sale/export to Military Companies; • Approval of AGP products in Volvo, Toyota, Land Rover and Jaguar projects; • Launch of high temperature armored glass; • Development of new customers/market; • Certification of the first ballistic laboratory in Brazil • Review of HSE area, concept and Culture. Cultural and behavioural changes; • Reformulation of production processes at the São Jose do Pinhais Plant for autonomous block teams; • Turnaround of the production unit from 200 sets/month to 600 sets/month; • Optimization / adjustment of volumes and Product Portfolio, cash realignment. Workforce restructuring at the location. 75% in 1 year. Realignment of the COGS and CCO (Commercial Cost) product;

Main Achievements • 12 years w/o LTIR at Guarema SP site and 7 years w/o LTIR (zero accidents) ITD Microsol Eusebio- CE with 3 years of American Safety Council Award – 2014/2015/2016 • Deployment/Maintenance ISO 9001/14001/45001/50001. • Deployment/Maintenance of NR-12 (Machine Guarding), NR-10 (Electrical Protection Standards); Six Sigma Projects Sponsor - Success Cases - 2014 (2 Projects), 2015 (2 Projects) 1st Place in Brazil and South America. Final phase on Schneider Global Contest; • Optimization/adequation of volumes and Product Portfolio, realignment of 50%. Site headcount restructuring 50% in 3 years. Realignment of product COGS and CCO (Commercial Cost); • Outsourcing project of operations and controlling deployment – SMT, PTH PCBs, saving 13% COGS; • Outsourcing project of operations and controlling deployment - Plastic Injection, saving of 15% COGS • Companies Merging Process. Deployment of two companies with different Core Business at one site. • Success case. Site Best Practicing on Inventory Control. Guararema-SP and Eusebio – CE. OTDC up to 98% • 95% site KPIs achieved for the last 3 years such as Inventory Control Accuracy 95% x 80% (previous); • 100% of increment at SPS (Toyota) Audit – score 332 (2013) – Score 648 (2015) and 746 (2016); • VSM revision, ITB Factory RELAYOUT Project implementation; • TEAM Engagement Survey Results: 2013 – 61% / 2014 – 80% / 2015 – 86% / 2016 – 93% / 2018 92%. • Deployment of 4.0 Industry – SE Smart Factoring – LDS (lean digitization system and MES) Achieving an incremental performance of 30%. Levarege of OEE from 67% up to 98% • Implementation / launching - line of switches and power outlets for exportation - Premium Line; • Implementation / launching - midline offer redesign, switches and power outlets. • • Reductions of 100KUSD in QVE (quality value engineering) projects. Wiring Devices and UPS (Uninterruptible Power supply) (Nobreaks). • Review of VSM (value stream mapping) with a reduction of 1M reais per year.

Main Achievements / Partner • Policies Deployment – HSE and HR (Competency study and reestruturing); • Deployment of HSE, Maintenance, Production KPIs results with improvement in 60%; • Implementation of NR-12 (Machines Guarding), NR-10 (Electrical Protection Standards) • Factory expansion projects – Steel Blades area duplication (Machines and Civil construction), Stainless Steel area implementation, 50.000m2 (Civil, mechanical and Electrical installations) • Eficiency of Productivity KPI plus 25% in 2 years; • Engineering team structuring (new area implementation); • Wire Mesh Welding line Implementation (EVG) • Truss girder welding lines Implementation (EVG) • Stainless Steel Slitter line Implementation (EVG) • Tube Workbench line Deployment Implementation (MTS) • Pipe Cutting Machine Implementation (OTS) • Roof Tile Roll Forming Machine Implementaion • Maintenance and Production teams restructuring (High turnover); • OEE improvement • Implementation Projects of Water and Efluent treatment and cooling and its Maintenance procedures • Refectory Project expasion for 400 employees simultaneously • 69KVA substation implementation and revamp of 3 13.8KVA substations • Capex management

Main Achievements • 6 years w/o LTIR (zero accidents); Awarded of the best site in Nufarm Group for HSE Audit 2006, 2007 and 2008, Nufarm Brasil Audit score 92%. Deployment of HSE Culture • Hazop assessment for all facilities installations, Process Nitrogen inertization; • Deployment of ozone process to control gas emissions; • 7 million BRL, Firefighting System – 6 million BRL, Selective Herbicides Unit, Nufarm Limited Austria 2008 – 4.8 million BRL, Suspension Concetrated unit implementation 3 million BRL – All investments were passed from Group Hazop audit and ROC evaluation. • Insecticides Plant Automation deployment. Achieved 40% of cost reduction; • Duplication of Non Selective herbicide and Insecticide/Fungicide plants; • SPS (Statistic Process Control) deployment; • Industrial ERP implementation and cost control deployment (COGS) • Setting up the maintenance area and team. of TPM (Total Productive Maintenance). Maintenance headcount staff was optimized in 40%; • Implementation of Emergency Brigade and GAE ( Emergency Response Team). Leading GAE for 2 years. • KPIs deployment, reaching an OEE of 96% vs previous 65%; • First deployment of yearly Industrial budgets and investment (Capex); • Productivity improvement in 60%. DVC Headcount optimization in 50%; • S&OP Meetings introduction and Consolidation; • Experience in Nufarm Due Diligence at Colombia, February 2006; Colombian Company Agrogen • Outsourcing - In House Plastic Injection Factory installed at Nufarm site, cost reduction achievement in 2 million BRL/year in working capital. UNIPAC • Implementation of a new Electrical substation and revamp of the existing one. Electrical Generator supply implemented • Implementation areas of Utilities (water and effluent treatment), Waste disposal Warehouse, Compressed Air, cooling and its respective maintenance procedures. • Due Diligence in Brasil with SUMITOMO Japan and Sinon Chemical (China). • LAS Capex management