Fernando Eric Teixeira

Head of the full Brazil Operation, leading ACG's operation from 2017 to today, from a DDC importing Hard Gelatin Capsules to the Largest and Most Modern Capsule mfg Plant, moving from an irrelevant market position to 1st LATAM Supplier. Consolidation as the largest exporter in the South of MG for all of LATAM, Africa & North America. Great challenges overcome where hard & soft skills were needed. I would like to highlight a few: - Leadership from hiring, integration, development and training, cultural alignment and achievement of results with a growing team, where technical skills are needed; - Development & implementation of recognition programs; - All regulatory implementation for a new plant in the pharmaceutical segment: from commissioning, Q&V and approval by Anvisa and all other government agencies and an amazing start up; - Development & Performance approval with all customers, benchmark in quality; - Personal development and participation in corporate programs at the highest level of the organization, cross-cultural alignment and teamwork; - Performance indicators at benchmark levels, allowing proportional market growth => Volume, Productivity, OTDIF, Consumption & loss indicators, process control, etc; - Outstanding financial management from the top to the bottom line, benchmark in cost and expense management, providing a reduction in the ROI of the green field Brazil; - Negotiation and relationship with all government spheres; - EHS culture, with records of excellence in accident prevention and overcoming during the waves of Covid 19; - Key role in supplying the pharmaceutical and nutraceutical industry during the pandemic; - Results obtained that led to an expansion in production capacity, financially self-sufficient and that will provide the market with a great differential, increasingly consolidating ACG's position in Brazil and in the world. Much gratitude and pride in having led this success story together with my team that continues!!!!

Career Transition - Search for a new management / leadership position Owner of a small business in the commercial segment Providing consulting services to some companies in the beverage, food and pharceutical segment

A Paper company industry segmented in value added papers, with arround 300 employees, R$ 150 millios in revenue/year and one producer unit im Mogi das Cruzes City. Reporting to main shareholder in New York, responsable for all operationals areas of the company (industrial and commercial) • Implementation of commercial policy and variable remuneration for the sales team (contracted a commercial manager); • Increase sales and revenue by 16% in a market with a 30% decrease (brasilian crisys); • Recovery of strategic customers (who left the company); • Integrated Management sales price to the price of pulp (main commodity); • Reduction of 85% of Lost Timming Injuries; • Increasing the Global Efficiency from 62% to 85% by using PDCA method and reduction of paper loss in process from 13% to 5.6%; • Replacing the energy matrix in the boiler from natural gas to biomass, saving of R$ 300 thousand/month (reduced carbon emissions) and entry in the electricity free Market, saving of R$2 million/year .

Prepared the variable costs budget (One year plan, Three year plan and cascading to systems); monitored the performance of industrial KPIs (eg.: Can losses, Water consumption, Heat Consumption, Electricity Consumption); managed fixed costs (ZBB) / CAPEX; results of the production excellence program (PEF); Value Engineering and Procurement projects management; Rotine of Plants/Regionals performance meeting; People review and benchmarking programs: Quilmes, Interbrew, AB (generating best practices in operations).

Glass Plant Reporting to the Industrial Director and with a team of 572 employees, was responsible for all plant areas: Safety, People & Management, Quality, Production, Process, Environment, Logistics, Engineering & Maintenance, and Financial (30% of Ambev demand). Manufacturing plant with state-of-the-art technology and a new business for Ambev. • Implemented safety requirements in the unit, reducing the number of accidents-with-lost timming injuries from 8 down to 2, while also improving employee engagement; • Increased productivity using the PDCA method from 57% to 74%, with cost savings of R$19 million/year; • Increased the plant’s nominal capacity in 4% by improving process controls; • Improved quality indicators (CPK from 0.67 to 1.17 and reduced bottles out of spec from 3.9% down to 0.2%); • Implemented an innovative project of using biogas in the melting furnace, reducing the use of fossil fuel by 30%; reducing water consumption by 108% in two years and increasing the use of recycled glass from 60% to 74%, by developing glass-collection cooperatives in the state of RJ; • Implemented the 8 Pillars of Manufacturing at Ambev (VPO), receiving certification from the corporate team in New York (boosting conformity from 22% to 80%); • Conducted successful union negotiations for two years with the Glass Workers Union in RJ; • Glass worldwide benchmarkink.

Metalic Crowns Plant Plant Manager – Metallic Crowns / Plastic Film - Manaus Reporting to the Industrial Director and with a team of 481 employees, was responsible for all areas of the plant, satisfying 95% of demand (lithography/metal stamping) • Increased productivity from 68% to 79%, resulting in annual savings of R$11 million (boosted coastal navigation from 69% to 75%); • Reduced process losses and number of setups from 42 down to 14/month; • Implemented Autonomous Maintenance and created a Technical Training Center; • Started up the plastic films operation (tax engineering). Graphic Plant Plant Manager – Labels - SP Reporting to the Industrial Director and with a team of 193 employees, was responsible for all areas in the plastic and paper labels plant (99% of Ambev demand). • Recovered the plant’s operational safety, reducing accidents down to zero; • Reduced employee turnover, increased team engagement & bonding; • Turned around the targets-achievement situation, going from 0% to 65% in four months of management; • Developed imported paper from China, increasing production from 1,233 to 2,300 million labels/month, resulting in annual savings of R$23 million and eliminating the need to purchase from external suppliers; • Obtained GMP and HACCP certification from SGS, which had never been achieved until then.

Regional Procurement and Logistics Manager Reporting to the Logistics and Procurement Director and managing a team of 100 employees, was responsible for the Logistics area in Venezuela (plant and 6 direct distribution centers) and the entire purchasing process in Venezuela, Peru, Ecuador, Dominican Republic and Guatemala, with total expenditures of R$848 million. • Implemented the Ambev procurement model in other Latin American countries, obtaining savings of R$17 million in price negotiations, as well as a cash flow increase via extended payment terms; • Reduced logistics and return costs of deliveries from 3.9% down to 1.2%; • Downsized the Logistics and Procurement structures.

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