Felipe Alves e Silva

Accountable for a vertically integrated glass manufacturing plant operating six production lines with a nominal capacity of 760 tons of molten glass per day (2.5–3 million bottles per day). Overseeing Production, Engineering, Quality, Logistics, Safety, People & Culture, Finance, and Furnace Operations. Direct leadership of eight managers, with a total workforce of 385 employees and approximately 400 contractors. • Led the plant to be recognized as the best glass manufacturing facility within AB InBev, achieving four historical production records. • Led the project for the first-ever internal production of the Corona Long Neck bottle, involving more than 10 stakeholders, strengthening the company’s strategic positioning and enabling the plant to produce transparent glass for the first time in its history. • Drove the evolution of the plant’s quality culture in partnership with leadership, delivering a 61% reduction in customer complaints and achieving the best retained-products results of the last four years. • Implemented a structured and standardized operational recognition model across all plant areas, inspired by best practices from Chinese operations. Introduced formal shop-floor dialogue routines and regular feedback with direct reports and supervisors, increasing engagement from 91% to 95%, achieving 3% turnover, 100% leadership effectiveness with 100% individual target achievement. • Restructured emergency response drills and strengthened the leadership-driven safety culture, achieving three consecutive years with zero lost-time accidents. • Acted as a leadership mentor, promoting one manager to Plant Director, coordinators to managerial roles, and senior interns to full-time positions, strengthening the leadership succession pipeline.

Glass Plant Directly accountable for the implementation and management of Maintenance and Reliability across the entire plant. Overseeing Machining/Manufacturing, Mechanical Workshop, Electronics Laboratory, Materials Laboratory, Technology & Networks, RCM (Reliability-Centered Maintenance), Parts Warehouse, Utilities (compressed air generation, nitrogen systems, and power substations), and Environmental Operations (water treatment, recycling, and regulatory compliance). Full responsibility for the plant’s maintenance budget (CAPEX and OPEX). Direct leadership of 2 coordinators, 4 supervisors, and 83 technicians. • Recognized with the “Maintenance Star” award, granted to the benchmark unit in maintenance management and performance across South America. • Speaker at the AB InBev Global Verticalized Operations Workshop, deploying the maintenance strategy implemented at my unit to other operations. • Designed and structured the plant’s RCM department, receiving recognition from the Corporate Engineering Center. The model was subsequently designated as a reference for other South American units. • Developed tax credit workflows and procedures (PIS, COFINS, and ICMS) related to spare parts procurement, enabling an additional 44% recovery of tax credits versus the original national forecast. • Audited by the AB InBev global engineering team, during which I structured and presented the plant’s maintenance strategy. The unit was recognized as the Best Verticalized Plant in South America and the Second Best Worldwide. • Structured an engineering team recognition model and implemented regular engagement routines with technical and operational teams, achieving 96% team engagement, 97% leadership effectiveness, 95% individual target achievement, and a 360° competency assessment score of 3.79 out of 4.

Directly accountable for maintenance and equipment reliability across the entire brewery, overseeing Utilities operations (CO₂ recovery and processing units, compressed air systems, steam generation, ammonia-based refrigeration plant, and power substations), as well as Mechanical and Electrical Maintenance, Automation, Preventive Maintenance, Corrective Maintenance, and Maintenance Planning & Control teams. • Owned and delivered maintenance reliability and performance outcomes, managing key indicators such as MTTR, MTBF, maintenance backlog, maintenance plan attainment, manufacturing efficiency, and equipment availability. • Planned and managed the brewery’s annual maintenance budget, driving cost optimization initiatives and disciplined resource allocation. • Led the planning and execution of major maintenance shutdowns (overhauls), ensuring safety, schedule adherence, and operational continuity. • Oversaw preventive maintenance programs for power substations, strengthening electrical reliability and operational risk mitigation. • Managed all pressure vessels, ensuring equipment calibration control, regulatory compliance, and safe operation. • Led Energy and Fluids performance management, driving consumption optimization initiatives through continuous improvement teams and PDCA cycles.

• Led the implementation and ongoing management of the plant’s maintenance strategy, ensuring operational stability and asset reliability. • Owned maintenance reliability management across the brewery, defining and executing strategies to optimize MTBF and MTTR performance indicators. • Managed available CAPEX and annual maintenance budgets, overseeing cost planning, prioritization, and efficient allocation of resources. • Oversaw Energy and Fluids performance indicators, driving initiatives to optimize the consumption of energy, steam, and compressed air. • Ensured full compliance with Electrical Safety Compliance (NR-10 – Brazilian Safety Regulation) and Pressure Vessels and Boilers Regulation (NR-13 Brazilian Regulation safety regulation), strengthening governance and operational risk management across the unit. • Led routine engineering governance meetings, aligning priorities, performance, and execution across teams. • Provided strategic direction and ongoing support to engineering supervisors (Electrical, Mechanical, Maintenance Planning & Control, Utilities, and Corrective Maintenance), ensuring alignment with defined operational and reliability strategies.

Accountable for the management, scheduling, and full compliance of the brewery’s maintenance plan, with direct leadership of a team of six maintenance planning technicians. • Planned the annual maintenance scope, aligned with the assessment of technical and financial resource availability to ensure effective execution. • Planned major maintenance shutdowns throughout the year, coordinating scope, timing, and resources. • Implemented maintenance plans within SAP PM, ensuring data accuracy, standardization, and execution discipline. • Managed the brewery’s maintenance backlog, prioritizing activities to support equipment availability and operational stability. • Managed maintenance costs, including annual budget distribution and allocation across plant areas; monthly forecast and trend analysis; control of proper cost allocation; and development of cost reduction strategies. • Managed third-party contractors and service providers, ensuring performance, compliance, and alignment with maintenance objectives.

Led the brewery’s emergency response maintenance team across Mechanical, Electrical, Instrumentation & Automation, with direct leadership of 12 technicians, reporting to the Engineering & Maintenance Manager. • Built the brewery’s first emergency response team, leading hiring, onboarding and capability building aligned with company culture and operating routines. • Supported the full brewery startup, providing technical support and vendor supervision across: 4 production lines, Utilities, WTP/WWTP, Brewhouse, Cellars & Filtration, Power substations. • Accountable for corrective maintenance and emergency interventions plant-wide, ensuring operational continuity and safety. • Defined and executed strategies to optimize MTTR through faster troubleshooting, standard response routines and technical escalation. • Led root cause analysis for major downtime events and delivered actions to increase MTBF and equipment reliability.

Participated in the startup of Adriática Brewery (Ponta Grossa) from the greenfield project phase through the full startup of all plant areas. • Implemented the maintenance management system at the unit, ensuring full integration of technicians into the company, corporate standards, and maintenance routines. • Monitored the installation of industrial equipment and supervised third parties activities, ensuring compliance with project scope, schedule, and technical requirements. • Implemented Utilities maintenance plans within the SAP PM system. • Led the hiring of the Engineering technical team (90 professionals), as well as operators and supervisors across other brewery areas. • Defined and structured the Engineering organization, allocating technicians based on skills and profiles into the following teams: Preventive Mechanical Maintenance, Preventive Electrical Maintenance, Automation & Instrumentation, Emergency Response Teams, Planning, and Utilities. • Guided and supported the Engineering team during technical training sessions provided by equipment suppliers.

Served as Engineering Supervisor at the Curitiba Brewery, with a strong focus on operational control, standardization, and asset safety. • Developed and implemented labor hours tracking and allocation spreadsheets for the technical team, providing clear visibility of effort distribution across corrective, emergency, and scheduled maintenance, supporting prioritization and resource management decisions. • Led the complete mapping of the refrigeration plant, including valve identification and nomenclature, development of asset location maps, and definition of step-by-step emergency response procedures; the project was positively recognized during the site audit. • Implemented an operational standardization control system, including formal tracking of trained and qualified personnel for each site standard, strengthening safety, compliance, and operational discipline.

Completed corporate onboarding training on company operations, followed by on-the-job training at the soft drink manufacturing plant in Contagem, MG. • Participated in the daily operations of all functional areas — Safety, Quality, Logistics, Production, People & Management (HR), Finance, and Engineering — gaining a comprehensive understanding of key performance indicators, targets, and each area’s impact on business results. • Took responsibility for the Utilities Department at the site, ensuring operational support and compliance with technical, operational, and safety standards.

Worked at the company’s corporate office within the GREF (Global Real Estate & Facilities) department, responsible for end-to-end facilities management of the building, including general maintenance and infrastructure, HVAC systems, lighting, power generators, and the data center. • Maintained and updated energy consumption tracking spreadsheets, consolidating company-wide energy data. • Developed and supported resource efficiency initiatives focused on reducing energy, paper, and other facility-related consumables, participating in the EESI (ExxonMobil Energy Saving Initiative) program. • Reviewed and supported the implementation of safety practices defined in the GREF Safety Manual. • Conducted facility inspections and walkthroughs, identifying non-conformities related to service quality, safety, and risk areas, as well as operational and safety improvement opportunities. • Provided support to the Operations & Maintenance (O&M) Engineer, coordinating with vendors, monitoring construction and maintenance activities, and updating project and maintenance control trackers. • Completed LPS (Loss Prevention System) training. • Supported building maintenance activities, ensuring compliance with technical and safety standards.

Supplier Quality Development Intern • Updated and consolidated key performance indicators (KPIs) to support supplier performance monitoring. • Reviewed and analyzed non-conformance reports (Inspection Reports), contributing to root cause identification and follow-up of corrective actions. • Participated in process audits, supporting compliance assessment against quality standards. • Managed and tracked sample approvals for new projects, ensuring technical and quality compliance. • Monitored and controlled department travel and operational expenses. • Participated in Operational Development (OD) groups, supporting continuous improvement initiatives. • Gained working knowledge of core quality processes, including APQP, PPAP, RTS, IR, and PPCN.