Luciana Ribeiro

• Evolução de 26% no índice de engajamento na GPTW ao longo de seis ciclos consecutives. • Implantação do sistema de gestão por OKRs, promovendo clareza estratégica e maior maturidade de liderança. • Estruturação do Plano de Cargos, Salários e Benefícios, com governança, políticas e capacitação de gestores. • Fortalecimento da governança de RH por meio de indicadores estratégicos, People Analytics e aplicação de IA em processos críticos. • Implementação do modelo de Comunicação Integrada, conectando objetivos estratégicos ao dia a dia das equipes. • Condução de projetos de evolução cultural, reforçando valores, mindset e práticas de liderança. • Gestão de relações sindicais com abordagem preventiva e construtiva. • Atuação integrada com SSO, ampliando prevenção e bem-estar. Destaque – Programa Younique: idealizadora e líder do programa voltado à saúde emocional, autogestão e apoio à tomada de decisão de líderes. A iniciativa incorpora práticas preventivas alinhadas aos fatores psicossociais previstos na NR-1.

Leadership of the Haas 2020 project, developing the Management Team to support expansion and global culture alignment. • Implementation of performance evaluation, talent matrix, and leadership development programs. • Implementation of versatility matrix and lean practices in manufacturing areas. • Structuring of Compensation & Salary processes aligned with ISO 9001. • Creation of executive KPIs to support decision-making. • Implementation of the International Trainee Program. • Labor negotiations resulting in approximately R$ 2 million in cumulative savings.

• Development - implemented Human Resources management projects, programs and procedures, aiming at the creation of management indicators – reduced factory turnover from 14% to 4.5% and absenteeism from 6% to 3.74% by strongly focusing on the development of Leadership skills in the management; • BP - managed and led business partner activities, aimed at qualifying management as well as the succession plan and retaining the company’s top talents; • Engagement – implemented a communications model aimed at Engaging employees, improving the engagement score in 8% during an intensive year of work. As a consequence, Leadership developed better skills of team engagement management; • Positions and Compensations - implemented the new variable compensation model in partnership with corporate, successfully changing and assimilating the new culture as the merger of the 3 companies of the group unfolded; • Trainee Program - created and implemented the Trainee Program for the Sales, Manufacture and Engineering areas, investing in Succession mapping; • Trade Union Negotiation – managed policies and procedures for labor and trade union relations, negotiating agreements with 4 different unions; • Management, Board and Leadership BP – managed a team of 12 qualified professionals working on programs of employee selection, qualification and development in 10 different locations; as well as implemented and managed compensation, recognition and reward programs, promoting and helping assimilate the new group culture with an intense work of harmonizing compensations, benefits and management practices during the merger of the 3 companies; • Payroll and Contracts: managed the payroll team, restaurant services, ambulatory and cleaning, reviewing contracts and, as a result, reducing costs in more than 1 million per year.

• Managed HR for 2 units, Curitiba and Paranaguá and 14 employees in the areas of: HR consulting; communications; payroll, labor lawsuits; asset security; occupational safety and health; developed the management potential in the company’s entire team of supervisors and managers to enable a skillfully work with their teams. • Strong strategic participation with management indicators and their action plans: turnover, absenteeism, labor lawsuits, R&S agility and quality, performance review with training schedule, work-related accidents, work environment survey, productivity by headcount/mass and operational profit. • The company obtained, for 2 consecutive years, Bemis Group’s global prize for excellency in Safety (CEO Safety Award); • Reduced absenteeism in 10% each year; being referenced for benchmarking in SSO and ET within Dixietoga; • Won a number of labor lawsuits thanks to the risk analysis project and the elimination of passives in partnership with management.

Implementation of factory in Brazil; took up planning, creation and structuring of the Recruitment and Selection and Training and Development areas, as well as the entire Quality system and the Education area, needed in order to obtain the certificate of quality. • Education/Training - implemented technical and behavioral development structures; • Performance Review - created and developed the performance review plan, as well as provided follow-up and support in partnership with management to map and develop talents and successors; • R&S: hired for positions from operations all the way to management, establishing the qualification plan and the corporate culture assimilation program.