Eduardo M.

Reporting to the Group CEO and part of the Executive Board of Directors. Responsible for the Group's Finance and Administrative structure, including: FP&A, Accounting, Taxes, Accounts Receivable, Collections, Accounts Payable, Treasury, Legal, Procurement, Logistics, Facilities, Properties, Maintenance, Services, Events and audit support. Total of 47 employees with direct reporting from 3 Managers and 1 Coordinator. Led the finance part of Groups strategy supporting all business units and other Executive Directors in implementing the roadmap of initiatives defined with the Group Board of Advisors.

Reporting to the Executive Board. Responsible for the Group's Global Finance, including: Controllership, FP&A, Accounting, Taxes, Accounts Receivable, Collections, Accounts Payable, Treasury, Master Data, Continuous Improvement projects and Finance Transformation. Total of 94 employees with direct reporting from 5 Managers. • Led the Finance Transformation, identifying 132 opportunities in processes, automation and systems. I planned, set priorities, implemented project schedules, led teams and engaged employees for CI and FT, delivering: - In Teams, I restructured departments, increasing quality, reducing deadlines and delivering new reports for decision-making; - in Processes, I structured the documentation project for the Finance processes, prioritizing high impact items; - in Systems and Automation, I led the design of projects and case studies for reviewing ERP system, implementing Nexxera tool (bank van), budgeting, cash flow and financial statements; - in Accounting and Reporting, reduction in the closing deadline by 12 business days (7th bd), implemented the closing schedule via BI, reconciliation controls, and higher quality numbers; - in Treasury, Accounts Payable and Receivable, implemented improvements in the cash flow, created policies, implemented the customer portal (positive cash impact of R$ 3M) and led the Group's cash decentralization project; - in Taxes, I conducted studies on tax opportunities and risk mitigation, generating savings over R$ 2M and projects with expected net gains over R$ 50M in 5 years; - in Controllership and Financial Planning, I delivered improvements in budget, structured new reports, quarterly business reviews, rolling forecasts and led review of BIs. • Other relevant milestones: participation in the issuance of debentures, debt restructuring, sale of 30% of Group companies to an investment fund and CFO position of Grupo Kefraya (owners’ investment) from Jan/2025 to Aug/2025 leading the group Finance improvement.

Reporting to the Finance Director for emerging markets in Switzerland. Management of Finance operations in Brazil, including: Accounting, Reporting, Taxes, Accounts Receivable, Credit and Collection, Accounts Payable, Treasury, Supplier Master Data, Transformation projects in Finance and assistance with audits. Member of the Global Extended Leadership. Total of 33 employees reporting directly of 3 Managers, 2 Coordinators and 1 Internal Controls Manager indirectly reporting. • Led the Transformation in Finance where I planned, defined priorities, schedule, monitoring and team engagement, through meetings to align goals, define roles and responsibilities and coach the teams, delivering: - in Accounting and Reporting, I achieved reductions in manual work, increasing productivity. Implemented the HFM system, manual release tool reducing hours of work; system of accounting provisions, reduction of manual entries, cost centers and one closing day; - in Accounts Payable, Accounts Receivable and Credit and Collection, I reduced two positions in the structure, including a Manager, generating cost reduction with the implementation of Citibank Pulse tools, streamlining the closing of exchange rates and Appzen for expense reimbursement auditing; elimination of the need to file and present paperwork related to reimbursement of expenses; simplification of credit analysis methodology; - in other relevant projects, I restructured areas, reducing three positions, including two Coordinators, generating cost reduction, due to the optimization of processes and controls; designed the replacement of tax systems, automation of payment files, invoices and accounting robot resulting in increased productivity. • Implemented the business continuity plan. • Trained teams in continuous improvement methodology. • Increased quality of Internal Controls and clean audit opinion.

Reporting to the Financial Director in Brazil. Management of accounting activities for all businesses in Brazil, including: BRGAAP Accounting, USGAAP, Fixed Assets, Intercompany, Costs, Import Accounting, Pension Accounting and attendance to audits. Member of the Accounting Council for South America and the Finance project team. Responsible Accountant in Brazil and Director of Pensions. Team of 32 employees, reporting directly of 5 and third parties. • Developed and stabilized teams by implementing the Controllership and stakeholder management mindset. • Led improvements to the monthly balance sheet review routine with the Financial and Business Finance Directors (Commercial and Supply Chain). • Provided business accounting support, advised on accounting matters for the purchase and sale of businesses and promoted an increase in the quality of the Controls and Compliance environment with the issuance of a clean opinion by the external auditors.

Reporting to the Global Finance Director for GBS in the Netherlands. Responsible for Accounting and Reporting, Taxes, Credit, Billing and Accounts Receivable, Accounts Payable, for 9 business units in a matrix structure for: Brazil, Argentina, Uruguay, Peru, Colombia, Ecuador, Bolivia and Chile. Accountant responsible for the Group in Brazil with three legal entities. Attendance to audits. Member of the Global Accountants team, GBS Latam Leadership team and the Global Extended Finance Leadership Team. Total of 84 employees reporting directly of 3 Managers, 4 Coordinators, 2 Analysts and 5 Assistants. 6 SAPs and 2 legacy systems (EMS and MFGPro). • Led the South American Finance Transformation transferring activities from Argentina, Uruguay, Peru, Colombia, Ecuador, Bolivia and Chile to Brazil, unifying processes, reducing four positions in the structure. • I recovered the Finance Shared Services Center by improving the performance and quality of operations and teams, through the following actions: - Diagnosis of operations through SWOT analysis (strengths, weaknesses, opportunities and threats); - Increased internal customer satisfaction rates from 66% to 79% and meeting SLA KPI targets; - Improved delivery of accounting reconciliations in terms of time and quality with unqualified audit opinion; - Increased Gallup engagement poll score from 3.4 to 4; - Implementation of visual management tools with daily 15-minute meetings; - Participation in the leadership team in the implementation of SAP and HFM systems; - Increased quality of the Internal Controls environment. • Managed the financial part of the Group's spin-off project (global internal award related to the project) and due diligence projects. • I carried out two projects in the United States regarding the US Accounting Center: diagnosis and action plan for the recovery of this department and response to internal audit points.

Reporting to the Finance and General Director in Brazil. Management of Financial Planning, Internal Controls, Accounting, expense reimbursement, SDM (Service Delivery Management), Regional Accounting Hub and special projects for Brazil. Accountant responsible for the Group in Brazil with 3 legal entities and 9 business units. Management of external audit work with clean opinion and support in meetings with Internal auditors. Member of AkzoNobel's Global Accountants team. Total of 12 employees with direct reporting of three. • Restructured and improved FP&A governance, leading monthly meetings with the Board regarding Budget and Forecast. • I was part of the team for the implementation of the Center for Shared Services for Finance (“FSSC”) with a payback study. • Conceptualized, implemented and led the Regional Accounting and SDM Hub. • Managed the internal controls self-assessment tool. • Implemented the Compliance Committee for Concur reimbursement expenses and Corporate Credit Card exchange.

• Responsible for the creation of the Regional Consolidation and Report department (12 legal entities); • Regional Controllership team management; • At University Anhembi-Morumbi I managed the accounting, tax and billing departments; • Coordination of third party accountants for the Brazilian Holding; • Consolidation and preparation of financials in USGAAP e BRGAAP; • Periodic balance sheet and income statement review for all the region companies; • Responsible for the financial statements consolidation and analysis of variations. Report to corporate headquarters timely and accurate (USGAAP and BRGAAP); • External audit management for BRGAAP and USGAAP (PWC); • Management of region monthly closing process and consolidation of cash flow, disclosure package and monthly consolidated explanations for balance sheet and income statement variations; • Coordination of technical subjects, policies and procedures standardization across the region and general risks; • Hyperion tool report and utilization for various reports to the management; • Report to the Regional Controllership Director of Brazil; • Participation in due diligences, business acquisitions evaluation and Purchase Price Allocation determination.

• Management of 15 team members of the Accounting SSC; • Financial statement consolidation in BRGAAP and IFRS (24 companies); • Periodic balance sheet and income statement review for all the region companies; • Management of monthly closing for all the group companies; • Preparation of monthly reports in IFRS; • Conversion of the financials from BRGAAP to IFRS; • Company update related to any news IAS; • External audit management for BRGAAP and IFRS; • Group technical support related to BRGAAP and IFRS; • Preparation of managerial reports to the management and Board of Directors; • CVM (Brazilian SEC) financials presentation; • Attendance to audit council meetings and others.

• Elimination of a material weakness related to the company IFRS knowledge raised by BDO London external audit firm; • Financial statement consolidation in BRGAAP and IFRS (24 companies); • Periodic balance sheet and income statement review for all the region companies; • Preparation of monthly reports in IFRS; • Conversion of the financials from BRGAAP to IFRS; • Group update related to any news IAS and statutory accounting rules in general; • External audit management for BRGAAP and IFRS (BDO); • Group technical support related to BRGAAP and IFRS; • Preparation of managerial reports to the management and Board of Directors; • CVM (Brazilian SEC) financials presentation; • Attendance to audit council meetings and others.

• Coordination and training of audit teams; • Planning and execution of external audit jobs in BRGAAP, USGAAP and IFRS; • Audit Assistants activities review; • Complete consolidated financials review in BRGAAP, USGAAP and IFRS; • Walk-through and test of internal controls and Sarbanes-Oxley certification; • Due-diligences; • Execution of audit procedures in the entire company accounts; • Physical inventories; • Presentation of the work done to the clients and also to the management; • Main clients: AES Group (Power Generation), Alstom (Energy Industry), Adria (Food), Barsa (Books), Camargo Corrêa Group (Construction), IBOPE Group (Services), IG (Internet Group), Polibutenos (Chemical Industry), Promon Group (Engineering) and Viaoeste (Highways Administration).

• Training of audit team less experienced members; • Planning and execution of external audit jobs in BRGAAP, USGAAP and IFRS; • Audit Assistants activities review; • Complete consolidated financials review in BRGAAP, USGAAP and IFRS; • Walk-through and test of internal controls and Sarbanes-Oxley certification; • Due-diligences; • Execution of audit procedures in the entire company accounts; • Physical inventories; • Presentation of the work done to the clients and also to the management; • Main clients: AES Group, Alstom, Adria, Barsa, Camargo Corrêa Group, IBOPE Group, IG (Internet Group), Polibutenos (Chemical Company), Promon Group and Viaoeste.

• Preparation of financial and managerial reports to the headquarters in New York; • Participation in activities related to forecasts and fulfillment of Hyperion reports; • Intercompany reconciliation; • Headquarter contacts related to intercompany operations; • Retention, calculation and payment order preparation of taxes; • Fiscal obligation preparation of DCTF, DIRF, DITR and GFIP; • Accounting reconciliations.

• Billing calculation; • Invoicing; • Managerial billing report preparation.

Publication: (FGV) "The Most Relevant Final Papers MBAs 2011 - Year 10 - 2012" - Os Mais Relevantes Projetos de Conclusão dos Cursos MBAs 2011 - Ano 10 - 2012 FGV - Strong - October 2012 Authors: Eduardo Monzillo Fernandes da Silva, Hugo Ludwig Werninghaus, Paulo Farias, Ricardo Sola Paper title: Financial Indicators of Value This paper was selected to be published in the book and consists on a research and presentation of key financial indicators of value and most used by companies to measure added value and return of investments. Also included in this paper, a survey of the main reasons that led investors to invest funds in certain assets and what are the main indicators that are often used for personal investments and business. In conclusion we present the survey results compared to the presented concepts. Keywords: Value, EBITDA, CAPM, WACC, EVA, MVA and Discounted Cash Flow (“DCF”).