Rogerio Bobsin

• Carrying out restructuring projects, cost reduction, supplier prospecting, analysis of the global supplier market, supply strategy methodology with the inclusion of ESG criteria. • Supply chain management, definition of a strategic procurement plan, creation of policies, processes, category management, supplier selection (RFI, RFQ, RFP), contract management, make x buy analysis, risk analysis, team development/management and support in implementing ERP systems. Main projects: Company in the vegetable protein market o Prospecting for alternative suppliers for the global ingredients market, reducing the number of sole suppliers and opening new supply fronts in countries other than just China; consolidating relationships with distributors, managing the flow of materials, keeping stock in Brazil; drawing up contracts with suppliers to mitigate risks of delivery failures and non-quality; creating a purchasing policy and selecting teams. Reduction in raw materials from exclusive suppliers from 90% to 44%. Company in the construction industry o Restructuring the procurement area with the implementation of clear processes to meet demand within the given timeframe, from the drafting of policies and processes, the search for alternative suppliers, partnerships with strategic suppliers, extension of the payment term and restructuring of the team. Reduction of the backlog of unmet demands by 90% with the application of the Six Sigma methodology.

Reporting to the CPO, team of 45 employees. • Responsible for Corporate Procurement in Hispanic countries (Argentina, Chile, Peru, Colombia, Ecuador, Mexico and Central America) for the direct and indirect materials categories, managing spend of USD 380 MM/year. Main achievements: o Leadership of the project to internalize direct materials in Argentina and Mexico, from 10% to 40% with the projects mapped out via the approval of new suppliers and local alternatives, enabling the mitigation of raw material shortage crises and the reduction of lead times. o Leading the team to develop the strategic sourcing methodology. In one of the categories (printing and paper), the tool made it possible to reformulate the supply chain with significant gains. o Reduction in the cost of renting commercial offices in the region, through the search for more competitive alternatives and more harmonious and integrated environments that meet the new layout of the combined company (Natura & Avon), with expressive gains. o Renegotiation of commercial conditions with a 2x margin increase and a contractual review of a client in the USA for whom Avon manufactured and sold via a factory in Mexico. The previous contract presented a financial imbalance, which left the company exposed in relation to the intellectual property of the products sold. o Restructuring of the procurement team, especially at management and coordination level. Increased team engagement by another 10 points in climate surveys.

Reporting to: CPO Americas and CPO Eurasia, team of 15 employees (Brazil, UK and Poland). • Responsible for the IT and Telecom and Consulting categories, at a global level, for the Group's 4 brands (Natura, Avon, The Body Shop and Aesop), managing a spend of USD 250 MM /year. Main achievements: o Restructuring the IT procurement area globally, meeting the growing demand for contracts and negotiations, considering the seniority of the team and increasing the level of service for the client/demanding areas. o Reducing the category's cost curve (recurring costs) by unifying contracts and capturing synergies, generating consistent results of between USD 20 and 25 MM/year (including new projects). o Management of the main global IT, Telecom and Consulting negotiations for the Group's 4 companies, for different architectures/solutions: On-Premises, IaaS, PaaS and SaaS, with companies such as SAP, Oracle, Accenture, Microsoft, Salesforce, CrowdStrike, AWS, ServiceNow, Infosys, Alvarez e Marsal, EY, KPMG, etc. o Managing the expectations of the Group's 4 CIOs to achieve synergies, considering their preferences and interests for suppliers and solutions.

Reporting to: Procurement Director, without a direct team, but with around 20 indirect collaborators. • Responsible for analyzing and evaluating opportunities based on pre-merger synergies between Natura and Avon, working closely with McKinsey, also responsible for integration governance in capturing post-merger savings, with support in evaluating policies, processes, systems and methodologies. Main achievements: o Preparation of the playbook containing the levers of opportunity with the synergy between the pre-merger companies, by analyzing the spending profile of the main categories. The synergy opportunities ranged from USD 150 to USD 250 MM/year. Active participation in the implementation and sharing of this information, as soon as the merger was approved by the regulatory bodies, with procurement managers, marketing teams, R&D teams and other areas responsible for capturing or supporting the capture of synergies.

Reporting to: Procurement Director, team of 22 employees. • Responsible for all indirect and services categories (IT, Telecom, Advertising, Events, Consulting, Facilities, MRO, Real Estate), managing costs of USD 260 MM/year. Main achievements: o Increase in the payment terms for the indirect and services categories from a weighted average of 38 to 55 days. o Negotiation of the sale of the employee salary payment portfolio with financial institutions with gains of USD 1.8MM and the sale of the default client portfolio with quarterly gains of around USD 150K. o Leadership of the decentralized purchasing process, which reduced transgressive purchases from 10% to 4%. o Integration of the procurement area with the client areas, making procurement part of the client's strategy process, ensuring alignment to maximize gains and achieve targets.

• Responsible for all categories of raw materials, including ingredients from socio-biodiversity and third-party cosmetics manufacturers for Natura, spend management of USD 230 MM /year. Main achievements: o Reducing the number of raw materials with single sourcing from 90% to 55% by developing alternative suppliers. o Establishing criteria for identifying critical items to anticipate future risks in MPs, foreseeing possible shortage crises. o Reducing the cost of raw materials category by between 6 and 8% per year through strategic sourcing. o Traceability of critical raw material chains to mitigate risks. o Development of the productivity pipeline to drive margin improvement opportunities. o Support for the R&D team in the innovation agenda with suppliers. o Reports and commitments made to responsible sourcing entities such as RSPO (Roundtable on Sustainable Palm Oil), UEBT (The Union for Ethical Bio Trade), B Corp and the Amazon Program.

Responsible for the Soap Bar category (Contract Manufacturing) R$ 200 million / year; Leadership of the category's strategic sourcing triple bottom line with the inclusion of new suppliers to meet the demand for both high-volume and highly complex products; Responsible for the approval of new chips suppliers (Brazil, Ecuador and Colombia); Development contract manufacturing in Colombia to enable local manufacturing; Support in the internalization strategy of the category in Ecoparque (make vs buy).

Between 2004 and 2010 I held several positions within the raw materials categories in procurement, starting as a trainee negotiator until I became a senior coordinator; I Led the procurement of commodities, ingredients and natural wraps for all 12 factories of the group in different locations with a spend of over R$ 400 million per year, 250 items from approximately 120 suppliers. Responsible for Implementing the strategic sourcing, TCO, should cost, hedge and value reengineering projects.

Responsible for directing the supplier to improve the quality standard and performance of materials supplied to BRF through the use of MASP and Six Sigma methodologies, with a consequent reduction in rework and improved productivity in the factories; Responsible for led the quality audits in suppliers; Responsible for implementing the loss and damage policy (compensation) caused by suppliers at BRF.

Manage the inventory and supply of approximately 200 raw materials in 12 factories; Establish the safety stock, resupply time and minimum order quantity based on consumption and future demand; Coordinate the flow of these materials, optimize loads and do the follow up.

Provide technical assistance to product complaints from customers of large accounts and commercial branches, dealing with the problems claimed and following the mitigation plans with the production units. Management of Recalls conducted by the Company.

Responsible for controlling the entire production process in all factory activities