Ricardo Luis Pires

Build & Grow & Lead a new business in South America (based on solution designers, project engineers, safety personnel, and project managers), providing industrial customers start to finish innovative energy savings solutions and cloud-based energy services platform (data acquisition, monitoring, and analytics).

Putting energy to work and achieving great savings. Acting in South America, in partnership with the most different clients in the industrial sectors, managing energy optimization projects.

Support the Brazilian business, leading all F&I (Wheat and Edible) CAPEX budget with safety, quality, on time and within budget; inspired on the Major Capital Projects Planning Policy and within people management best practices.

Developed pre-engineering analysis of a 1200 tons/day Wheat Mill in AFRICA, inspire on the PMBOK methodology, managing all equipment, civil and architectural external contractors supported by North America and Europe Middle East Africa experts.

Industrial:Responsible for producing of 600 SKUs (Impala), with a team of 300 employees, including purchases, in addition to managing the PCP, maintenance and warehouse. Main Achievements: • Implemented the management via KPIs (OEE, Losses, Service Levels and Inventory), which in two years resulted in:  Improved productivity by 40% and OTIF from 90% to 97% (without significant investments);  Reduction of losses in manufacturing/filling processes by 8%;  Using it as a communication tool between the management and the factory floor. • Managed projects with the R&D and Quality departments:  Internalizing complex manufacturing processes, with payback < 8 months;  Reducing risk (High – Medium) in the manufacturing area via SHAP analysis: o Gradual elimination of the use of explosive MPs (via Mercosur supply); o Elimination of forklift use in the industrial sector. • Structured the purchasing department in the states of São Paulo and Minas Gerais, contributing to the maintenance of industry costs, in a strong dollar rise environment with projects like:  The accelerated development of glass bottle in the Chinese market, generating savings of 30%.  Establishing partnerships with large industrial groups (chemicals), avoiding intermediaries, with savings of 40% on the main item of enamel formulation. Supply Chain:Responsible for distribution and Brazil and the export of 1200 SKUs (Impala, Mundial & Licensees), with a team of 50 employees based in Extrema (Minas Gerais), Rio de Janeiro, São Paulo and Manaus. Main Achievements: • Design/creation and implementation of a distributor in Extrema (in a reduced time of 5 months); • Reconfigured routes via GKO software; • Participation in an IT tailoring project (from 20 to 4,000 clients - ticket min. R$1,500.00) • Adjusted palletizing of products, optimizing transport/checks: i.e.,from R$170K/trailer to R$350K/trailer, in addition to providing 100% of external pallet labels, avoiding rework).

Responsible for the preparation, validation with clients and civil, mechanical and electrical implementation of tanks for the storage of bulk liquids, having a direct engineering team of 11 people, plus 500 employees in the construction sector, in addition to third-parties of various sectors of activity, with bases in Santos and Guarulhos. Main Achievements: • We built the first Private Pier in the port of Santos in the amount of R$45 million. Monitored measurements with CONTERN contractor, in addition to monitor the electrical and mechanical adjustments in order to obtain the AVCB, Cetesb and Navy for operation of PIER 1. • We projected and built two carbon steel tank basins (24 and 12 tanks, respectively), and one stainless steel tank basin, in the amount of R$40 million. • In adapting tanks, we prepared the facility adequacy project, supervised its implementation and managed all contact with clients during these phases supported by the commercial sector, in order to store special inputs such as Phenol Ac. Lauric (Colgate), Benzene (Petrobras and Brasken), Styrene (Lyondell - USA), Butyl Acrylate + Raw Acrylic Acid + Acrylonitrile (BASF), among others. • Projected and monitored the implementation of the computerized monitoring system of 230 tanks, 3 ships and 30 truck loading platforms, allowing automating part of transfer operation with agility and safety (and adjustment to the national and international ABTL standards). • Responsible for preventive maintenance of Storage Tank, from painting plan to the validation of wall thickness and move of material/soil.

Industrial Manager – Cosmetic Factory, Responsible for the production of 1.100 SKUs (Monage, Risqué, Biocolor, Bozzano), with a team of 700 employees, including warehouse, in addition to short-term plan, maintenance and S.H.E. Key Achievements: • Led the relocation of warehouses from raw materials to finished goods, going through layout changes in the conditioning area, allowing free space for six new lines and seven new processing equipments installation. • Achieved reduction in the number of accidents, from three to 0,8 per month, and implemented the pillars of Safety Hazard Assessment Procedure. • Managed projects, interacting with R&D and Quality departments, obtaining:  an important reduction in the number of complaints (SAC) from 1.100 to 800 by month.  substantial factory improvement, regarding GMP protocol, from 63% compliance to 85%.

Responsible for the processing and conditioning of 400 SKUs (Elsève, Fructis, Colorama), with a team of 200 employees, including the short-term plan, engineer and maintenance.. Key Achievements: • Introduced the Lean Manufacturing basics, following the group production practices, increasing the productivity on 20%, with an extra capacity created. • Reduced by 65% the number of blocked finished goods, by integrating the Quality and Packaging sections in the production working groups. • Coordinated engineering projects that allowed the reduction of the forklifts flows by 50% in the conditioning area, avoiding the internal flows to affect the production plan capacity, and boosting safety and productivity.

Responsible for the processing and conditioning of 550 SKUs (Colorama, Maybelline), with a team of 300 employees, including the short-term plan, engineer and maintenance.. Key Achievements: • As a result of nail enamel booming sales, administered the 40% growth of the production, and the commercial division became profitable for the first time since the brand acquisition in 2001. • Implemented the good manufacturing practices in the TPM pilot line, creating a positive spiral, which achieved the best OEE worldwide, from 50% to 80%. • Simplify the nail-enamel processing, using disabled equipments in L'OREAL USA, obtaining an huge improvement in productivity by 80%, and reducing bulk losses of US$ 2million a year

Responsible for the processing and conditioning of 150 SKUs (Vichy, Kerastase, Elsève), with a team of 300 employees, including warehouse, in addition to short-term plan and maintenance. Given the transfer of high-volume hair-care products from Rio to São Paulo, created a new production unit that simplified management and improved service level indicators (TRP from 80% to 95% ; TDI from 83% to 98,5%), facilitating the implementation of the project.

Responsible for the processing and conditioning of 300 SKUs (Lancôme, Helena Rubinstein, Armani), with a team of 150 employees, including warehouse, in addition to short-term plan and maintenance.

Projects coordination to expand two factories in France and two in North America. Creating and driving Supply-Chain and Production modules in worldwide corporate training programs, oriented to industry.

Responsible for the processing and conditioning of 300 SKUs (Imédia Excellence, Nutrisse, Mairel), with a team of 150 employees, including warehouse, in addition to short-term plan, engineer and maintenance..

Responsible for placing raw-materials and components inputs orders and storage of those products, the medium-term plan for the production of 500 SKUs, maintaining direct relationships with five MKT departments.

Master in Industrial Engineering encompasses the conceptual, methodological, and technological ‘supports’ used in industrial and services companies for the design, transformation, and implementation of their products, processes, and organization.

a) Civil Engineering (geotechnics, materials, building methods), general technical culture b) Practical use of scientific tools already known (mathematics, physics, basics in mechanics and strength of materials) to solve various problems by simplifying them enough, through practical applications c) Acquisition of simple logical reasoning and awareness of the importance of correct appreciation of orders of magnitude d) Consideration of uncertainties on all assumptions used for building design, and specific study of fire protection e) Building/environment interactions. Design and sustainable development. Method selection and consequences