Claudio Henrique de Toledo Mengue

Leading enterprise-scale Operational Excellence and Value Capture at bp bioenergy across 11 industrial units, corporate functions, and a workforce of 9,000+ employees in Brazil. Since 2024, I have scaled the ValorAí Value Management Office (VMO) into a USD 450M+ identified opportunity pipeline, connecting corporate priorities to operational execution through governance, routines, prioritization, and measurable financial discipline. In this new phase, the continuous improvement and value capture agenda has delivered USD 60M+ in additional verified savings and value generated, building on the foundation established since 2019. I also lead the expansion of bp's Operational Management System (OMS) across the full corporate scope, aligning 11 units and corporate functions with bp global frameworks, international standards, and operational risk management practices. Beyond value capture and management systems, I architected the Corporate Innovation Program, delivering 5 operational MVPs and accelerating the adoption of digital, automation, and new ways of working across industrial and corporate environments. A core part of this work is capability building: a network of 60+ CI Coaches and 1,000+ professionals developed cumulatively, embedding Lean, Six Sigma, Agile, Management Systems, and Value Capture as institutional capabilities rather than isolated tools. My scope also includes governance and compliance across critical standards and market requirements, including Bonsucro, RenovaBio, FSSC 22000, SA8000, CARB, SAF, and Anvisa.

Built the corporate Continuous Improvement, Integrated Management System, and Innovation agenda at BP Bunge Bioenergia from the ground up, establishing the governance, methodology, routines, and capability infrastructure that later enabled enterprise-scale transformation across the company. From 2019 to 2024, this work delivered USD 20M+ in verified Continuous Improvement savings through initiatives directly connected to industrial and operational strategy. I designed and implemented the Integrated Management System across 11 industrial sites, consolidating ISO-based practices, certification requirements, operational routines, and performance governance into a single corporate framework. I also built the corporate CI capability model, developing 40+ coaches across Green Belt, Black Belt, and Master Black Belt levels, and training 450+ professionals in Lean, Six Sigma, Agile, structured problem solving, and continuous improvement routines. In parallel, I launched the Corporate Innovation Program, delivering 5 MVPs and creating the foundation for digitalization, automation, and new ways of working in industrial and corporate environments. This role also included leadership of strategic certifications and regulatory programs, including SA8000, FSSC 22000, Bonsucro, Anvisa, CARB, SAF, and RenovaBio.

Direct report - HSSE Director. Achievements: • Recognition of the “BP site word class of CI” by BP Biofuels Executive Vice President. • More than 550 people systematically trained in CI methodology. • Up to 205 CI projects developed by business needs. • + USD 15 million in savings or earnings just in CI initiatives. • Attend BP's global CI program review, representing all American and global CI pilot implementation for the new digital program and develop CI culture program in Africa (BP offshore assets). Keys accountability: • A lead of Continuous Improvement - CI at Brazil Biofuels Business managing over 20 CI Coaches (Green and Black Belts). Manager of the team responsible to implement in all Biofuels operating assets in Brazil: •BP Global Operational Management System (OMS). •Management of Change (MoC). •Operational Management Review. •Self-Verification Policy. •External Certifications (SA8000, FSSC 22000 and Bonsucro) • Responsible for the Business plans management accorded with the Group Safety & Operational Risk Organization (S&OR); • CI and Agile Coach and Lean Six Sigma Black Belt for BP.

Achievements: Robust and sustainable Continuous Improvement agenda over 3 mills, with more than 450 people systematically trained and more than 90 projects developed by business needs delivering up to $ 20 million USD. Key Responsibilities: • Supervise OMS Specialists and OMS Coordinators at Brazil Biofuels in order to implement and sustain Local Operational Management System - LOMS. • Supervise the Integrate Management System - LOMS at BP Biofuels; • External certifications management (SA8000 and Bonsucro); • Supervise Continuous Improvement - CI implementation at Brazil Biofuels Business, to reduce risk, optimize operations and conformance with legal / regulatory / BP requirements. • CI Coach for BP Biofuels. • CI Basics Trainer for BP Other Business & Corporate. • Perform Management Review and Self-Verification of our LOMS. • Monitor the Management of Change Process (MoC). • Manager Support.

Direct report – OMS Corporate Manager. Achievements: • CI benchmark developed in Texas City Chemicals refinery in TX US. • Up to 150 CI projects developed by business needs. • + USD 35 million in savings or earnings just in CI initiatives. Responsibilities: • PM of Safety & Operations Plan (S&O) covering BP Brazil Biofuels Business. • CI Coach Itumbiara -GO mill. • CI Basics Trainer for BP OB&C. • Assisted in the implementation of the Continuous Improvement Program (AOC - Accelerating the OMS Conformance - project) BP Biofuels in Brazil. • Operational Management System implementation (OMS). • Assistance to monitor the Management of Change Process (MoC). • Preparation and monitoring of Security and Operational Integrity Plan (S & OI). • Perform Self-verification activities in accordance with business strategies. • Manager Support.

- Group leader of continuous improvement at Ituiutaba. - Improvement of business processes, focusing on reducing costs and improving product quality. Participation in annual strategic planning. - Costs analysis at manufacturing, budget conception, and control, budget and actual reports as well as management reports. - Assist in management decisions. Nominated member and coordinator of CIPATR in the years 2013-2015, getting a lot of knowledge of safety and team management, getting great results.

- Group leader of continuous improvement at Ituiutaba. Responsible for quality in agricultural operations: - Control of mechanical harvesting losses - Identifying and correcting operational or mechanical problems that cause losses. - Quality control in mechanized planting - Monitoring of quality parameters required in real time and correct any deviation. - Quality control in cultivation - Track applications of pesticides, fertilizers, and correctives, to be applied in the right way and meet the technical recommendations. - Quality control in soil preparation - ensure that operations meet the recommendations of preparation techniques. - Identification of improvement/optimization of processes - Training new employees. - Assist in management decisions. Nominated member and coordinator of CIPATR in the years 2013-2015, getting a lot of knowledge of safety and team management, getting great results.

Activities related to plant science and treatment in the culture of sugar cane in the region of Ituiutaba (MG) as:  Planning Management Application of Fertilisers and Correction (soil).  Control of Payment of Third Party Services (correctives and fertilizers);  Monitoring the market for use of best practices;  Planning and Cost Reduction in Applications, Optimisation of Operations; Follow-up of operations on the field;  Calibration of machines and products to be used;  Management of adjustment and equipment used in activities;  Responsible for Planning Triple Fertilisation and Cultivation.  Control of Fleet Logistics, Notes Control of Machines and  Vehicles, Opening Service Order, bulletins of application, inventory control of products are in the field.  Support for Managers in the Agricultural Area.

Activities related to plant science and treatment in the culture of sugar cane in the region of Ituiutaba (MG). Especially in relation to quality control in agricultural processes (mechanized planting and harvesting), Correction and Fertilizers.

Laboratory of plant resistance to insects, related to routine laboratory and assistance in installation and maintenance of experiments under the guidance of Professor. Dr. Arlindo Leal Junior Boiça

Temping with duration of 30 days working in the area of open accounts, and customer service university.

The relevance of leadership in an ecosystem of continuous innovation. MIT Professional Education’s online Leadership in Innovation program merges the development of leadership skills with the vision needed to address the innovation processes of organizations.

The course is based on mapping the processes, implement a culture of quality, safety, and occupational health and ultimately deploy an integrated Internal Control and Management System that incorporates the various management levels involved, as well as various tools, among which we can use the continuous improvement processes (lean six sigma).