Guillermo Orozco Sibille

Responsible for managing and directing three industrial operations at TASA (fish meal and oil factory, factory for direct human consumption, homogenization factory) and five extended operations in maquilas. Member of the Callao Fishery Producers Association (APRO Callao, Lima) and member of the Lean Central Council. • 2024 Award:recognition of CHD as an outstanding team in “focus on people”. • 2024 Award:recognition of CHI as an outstanding team in “our principle of teamwork”.

Initially responsible for the fishmeal and fish oil factory in Matarani (medium-sized factory, 2020-2021) and subsequently in Callao (large factory, 2021-2023). Overseeing operations and delivery of production volumes through the Lean Manufacturing management system, as well as managing and training the team. Member of the Callao Fishery Producers Association (APRO Callao, Lima) and member of the Lean Central Council. • Certification of the autonomous management pillar in phases 1 and 2 of the nine Tasa factories. • Leader of the TASA Multiskilling project.

Responsible for the packaging production area, leading the TPM management system within the area; staff management and training. I reported to the factory manager. 180 employees reported to me. In the period of 2019: • I achieved 92% of the 6 individual goals. • Achievement of the OPI’s KPI (Overall packaging index - productivity) of the accumulated packaging lines: actual 73.16% vs. 70.48% target. • Achievement of the accumulated packaging lines efficiency KPI, actual 81.18% x 77.46% target. • I answered for the volume of beer production (6,181,719 hectoliters/year). • Accumulated reach of Packaging Material Loss, actual 0.41% against a target of 0.44%, highlighting a 1.28% reduction in losses and a one-way break of 0.14%. • The brewery had the Bronze category in the TPM management program. • There were no accidents with and without rest in the packaging area. In the period of 2018: • I achieved 100% of the 6 individual goals. • Achievement of the OPI’s KPI (Overall Packaging Index - Productivity) of the accumulated packaging lines: actual 71.23% vs. 60.55% target. • The brewery had the best OPI result of the 15 branches in Brazil. • Cumulative achievement of the packaging lines efficiency KPI, actual 78.17% x target of 75.31%. • I answered for the volume of beer production in the state of Sao Paulo (5,518,386 hectoliters/year). • Cumulative achievement of Packaging Material Loss, actual 0.46% against a target of 0.52%. A considerable reduction compared to 2017, which had a real value of 0.60%. • The brewery had the Bronze category in the TPM management program. • There were no accidents with rest in the packaging area.

Responsible for managing the beer packaging area of the Dominican Republic's branch Cervecería Nacional Dominicana (CND) for the Caribbean, USA and Spain (production volume 400K Hl/month); direction of the VPO management system within the area; team management and training. I reported to the factory manager. 160 employees reported to me. In the period of 2017: • I achieved 100% of the collective goals and 85% of the individual goals. • Cumulative achievement of efficiency of the packaging lines in the period of 2017, 82.48% against a target of 80.78%. • Responsible for the production and attention to the volume of beer to the Caribbean and others (400,000 hectoliters/month). • The factory and the area were certified, for the first time in 5 years, as sustainable in the company's VPO management system. • Reduction of TPO outside the range from 41.5% in February 2017 to 0.8% in February 2018. • Evolution of engagement in the area from 85% to 91%, comparing 2017 with 2016. In the period of 2016: • 5.1% growth in factory efficiency and 3.2% in factory productivity (2016 versus 2015). • 72% reduction in accidents, compared to 2016 with 2015. • Reduction of the industrial variable cost (VIC) by 7.2%, comparing (2016 vs. 2015). • Evolution of engagement in the area from 78% to 85%, comparing (2016 vs. 2015).

Performance in the management of capacity projects in the northeast and southeast regions of Brazil. • Project to double the installed capacity at Ambev's glass bottle factory in Rio de Janeiro, an integrated vertical operation, with an investment of US$ 60,000,000.00. • Project to implement 2 Pet lines from the Sidel player, at the Minas Gerais plant. • Project for the implementation of 3 lines (PET, glass and draft beer) at the Pernambuco plant. • All delivered with a performance test result of over 92% efficiency in lines for pets, 85% in lines for glass and 95% in draft beer lines for 3 consecutive periods of 8 hours for the main skus. • All projects were delivered with the VPO management system in place. • The training was carried out divided into company integration, functional training, theoretical and practical training of the provider and troubleshooting training. All of these were evaluated in 2 moments (before and end of each training).

Responsible for the production of carbonated beverages at the Rio de Janeiro plant (largest beverage factory in Latin America), with a total of 102 employees in my area. • I was responsible for the production and attention of the soft drink volume in the state of Rio de Janeiro and part of the states of Minas Gerais and Bahia (300,000 hectoliters/month), managing the industrial variable cost, service KPIs (productivity, efficiency and availability) and quality (HACCP, AIB, IQA), with growth in indicators: productivity by 4.5% and efficiency by 6.3% (2010 x 2011). • I reduced consumption efficiency indicators by 15%, with a direct impact on industrial variable costs. • Responsible for directing and training people, focusing on growth and new challenges of the company, highlighting the preparation and training of a successor to management.

Responsible for following up the manufacturing productivity KPI’s of eight production lines. • Assured, upon support of my team, evolution of the annual productivity result and manufacturing efficiency above 85% from 2007 to 2010, by the following actions: - Implementation and leadership of GMR (Result Improvement Group) of Manufacturing Productivity, creating manufacturing productivity capture curves, efficiency, average production times, availability, external unavailability, reliability, operationality and usage factors, in addition to SMED development to reduce packaging setup, gaining the 2007 packaging star in the Northern Latin America. - Analysis of balancing of the V Graph production lines, using the PDCA and SDCA tools, considering analyses of line stoppage causes, prioritization of causes and survey of actions to remove the essential cause of the matters, which ensure efficiency of the company’s benchmark plant and second highest value of manufacturing efficiency of Northern Latin America in 2008 and 2009. • Selected to take part of a multidisciplinary team focused on reverting the productivity indicators of the Jundiaí branch, holding 40% of soft drink volume in the country, at two times (2007, for 6 months and 2008, for additional 6 months), where I controlled the packaging, productivity routines and management systems. After such period, there was an evolution of the manufacturing efficiency from 65% to 75%, reduction of the cost KPI’s, sustainability and certification in the company’s manufacturing management system, in addition to greater engagement in the packaging area and participation of the total productive maintenance project (TPM) rollout. • Took part in qualification of professionals from the operation’s Production area, gaining: 1st place in the Manufacturing Excellence program of Northern Latin America (New Plants, 2006); 2nd place in the Manufacturing Excellence program of Northern Latin America (2008 & 2009), respectively.

Responsible for the PET bottle production area, with a total 106 employees and five lines (03 blown and 02 blown inject). • Coordinated transfer of the blown inject lines of the Barranca branch to the Lima branch in 1 month and a half and the start-up of the blown operation at the Lima branch in 2005. • Reached the annual efficiency KPI above 96% in the periods from 2005 to 2007.

Responsible for quality management area of Basa plastic plant. • Led team in charge of implementation of the quality management system ISO 9001:2000 since planning to certification of the plant in all its processes.

Production Head, Maintenance and Logistics of the tableware plant Facusa, with 119 employees. • Drew up and led the monthly and weekly production program of the plant in addition to responding for the Logistics and Raw Material Purchase areas (inputs and parts). • Developed and implemented project for new arrangement of the tableware plant. • Implemented the ABC cost methodology at the plant, generating the correct cost allocation for each product using H-H/Doc first-level inductors.