José Floriano Niederauer Xavier

• Reporting to the company's CEO. • Management of Supply Chain and Industrial departments (production, maintenance, product engineering, industrial development and processes engineering, quality, production planning & control, warehouse, logistics, purchasing and development of suppliers), the Aftermarket department (technical assistance, parts & services), the Administrative-Financial department and also support and integration with the Commercial department. • Project management to support the organization's growth: consolidation and expansion of the brand in national and Latin American markets; team training to use ERP system for industrial management; development of new products; production capacity increase; implementation of quality system, continuous improvement and plant productivity. • The set of all these actions and management ensured an 35% increase in industrial capacity.

• Reporting to the World Vice-President in Canada. • Progress Rail implantation in Brazil from the green field: construction, installation of equipment and startup of the operation. • Management of Progress Rail's operation in Brazil: Industrial area (production, maintenance, process & manufacturing engineering, quality engineering), Supply Chain area (production planning and control, national and international logistics, warehouse, purchasing and development of suppliers), Administrative-Financial department, EHS and HR. • Leadership of changing processes and team integration to consolidate an organizational culture oriented towards safety, high performance standards, continuous search for quality, focus on the customer and results orientation. • Implementation of the Caterpillar Production System as a strategic differential: motivational and work philosophy based on the use of tools and concepts from Lean Manufacturing, Six Sigma and WCM for continuous improvement, operational and quality excellence, aligned with the company's values. • Implementation of processes and tools for productivity increase and production lead time reduction, getting a result of 20% reduction in comparison to the pilot production batch. • Leadership of projects for the development, homologation and purchasing contracts with national and international suppliers, cost reduction and outsourcing projects, resulting in a 5% reduction in the cost of products and reaching a rate of 60% of national content in the first year of operation. • Leadership of the technology and business management transfer process to Brazil working closely with the corporation in the United States and the support teams in Canada.

• Reporting to the General Director. • Management of two manufacturing plants: special products (customized projects) and serial products (standardized projects), responsible for the Industrial area (production, maintenance, project and development engineering, process engineering, forging, tooling and quality) and Supply Chain area (production planning and control, national and international logistics, warehouse, purchasing and development of suppliers). • Coordination of the implementation and operationalization of Lean Manufacturing, its tools and concepts, to align the organization with the philosophy of quality management, continuous improvement and operational excellence. • Leadership of process to ISO 9001 Certification’s procedures maintenance and improvement, qualifying the company’s quality system and allowing it to supply equipment and services to PETROBRAS and companies in different sectors. • One of the main results delivered during my management was the modernization of the company's projects, processes and tools, increasing productivity and reducing its manufacturing costs by 12%, which guarantees margin to face the competition from new entrants and multinational companies in the sector.

• Reporting to the Operations Director. • Management of Industrial Engineering (industrial technology and innovation area, process engineering, maintenance, tooling, industrial projects, productivity and continuous improvement, environmental management) and Quality, which is responsible for managing the quality of products, processes, suppliers and compliance with international standards (ISO 9001, ISO TS 16949, ISO 14000). • Coordination of the implementation of Fras-le Production System: manufacturing and people engagement philosophy, which uses Lean Manufacturing concepts and tools for the continuous improvement of products and processes to reach operational excellence, aligned with company’s strategic objectives and values, as competitive differential. • Leadership of supply chain technical support initiatives for the development, approval and quality control of new suppliers, cost reduction projects and outsourcing programs, evaluations and audits at suppliers to ensure quality and alignment with technical specification requirements. As a result, we achieved a 5% reduction in rejections and defects in parts and components. • Coordination of implementation in the production line of new products, processes, tools and devices designed and manufactured to increase productivity. Together with the improvement in management by the Fras-le Production System, we achieved an average increase of 8% in productivity and a correspondent reduction in production costs.

• Reporting to the Industrial Director. • Management of Project and New Products Development Engineering, leading experienced and qualified professionals, responsible for preparing budgets, layouts and projects for the manufacture and assembly of agricultural, industrial, ports, feed meals and seed storage facilities. • Leadership of the implementation of a standardization and product configuration system to reduce the project cycle and increase the information flow speed between design/manufacture/assembly and also engineering-commercial integration project for the automated preparation of technical proposals, pre-projects and budgets. The combined result was a 60% reduction in the design and development cycle for special and customized products. • Structuring of a new business unit, the Electrical Installations and Automation Unit, to complement the product line and expand the service to customers' needs and expectations, which represented an increase in revenue of around 20% in those projects implemented. • Coordination of the technological innovation and development of new products project for the renewal of the entire product line and expansion of the capacities and functionalities of the existing product families.