Thiago Tornatore

Responsible for Operations with a focus on Production, Quality, Planning, Maintenance, and Logistics. Reporting to the CEO, with management of 6 direct reports and a team of 150 employees. • Management of industrial processes and manufacturing technologies for cosmetic product lines, automation systems for productivity control (MES), quality control, and preventive maintenance. Addressing technical issues and implementing new technologies. • Planning and execution of process and infrastructure improvement projects, budget and deadline management, and coordination with suppliers and other departments for project implementation. • Continuous improvement practices, including Lean Manufacturing and Six Sigma, identifying opportunities for increased efficiency and cost reduction, resulting in a 48% productivity gain in 12 months with the implementation of continuous improvement initiatives, 5S, and TPM (Education and Training, Focused Improvements, and Autonomous Maintenance Pillars).

Responsible for operations at the Jundiaí plant, focusing on Production, Planning, Safety, Health and Environment, Maintenance, Engineering, Projects and Logistics. Managing an annual budget of around R$80 million and investments of R$5 million (CAPEX). Report to the Head of Operations and Supply Chain LATAM, managing eight direct collaborators in a team of 220. • Implementation of a strategic vision on the shop floor with a focus on business development, especially the delivery of high-quality products. This enabled the entry of new clients with high requirements for cosmetic and food applications. • Restructuring of the Production, Production Planning and Control and Maintenance teams, resulting in improved information flow and synergy between the areas. • Leadership in production innovations, such as implementing on-line control of lines and utilities, generating gains of more than 20% and reducing energy costs and water consumption by 15%. • Coordinating the implementation of a strategy for the day-to-day running of the plant, focused on productivity. As a result, all departments were held accountable for delivering production volumes. • Reduction in annual OPEX costs of around R$3 million through continuous improvement projects and the use of Lean COPQ tools. • Development of projects focused on the application of Lean tools such as 5S, Visual Management and Standardized Work, which led to greater productivity and safer processes. • Implementation and management of the Integrated Management System, focused on Quality (ISO 9.001 and IATF 16.949), Safety (ISO 45.001), Environment and Sustainability (ISO 14.001 and ISO 50.001).

Responsible for five production lines and the Production Planning and Control area with approximately 100 employees (direct and indirect). Report to the Plant Manager. • Coordination of the implementation of OEE control on production lines, increasing productivity by 10% in the first year. • Participation in start-up projects for two production plants, one greenfield with technology transfer from plants in Germany and Spain (with visits and training in Europe), and the other with a doubling of production capacity, with investments of over R$ 80 million. • Winner of the Lion Awards 3rd Place - a global award for the best units in terms of Operational Excellence.

Technical Manager (CRQ). In charge of managing Production, Planning, Logistics (transportation of dangerous products) and Maintenance teams, with a team of 10 collaborators.. Report to the Managing Director. • Restructuring of operating costs in partnership with the Finance Director, bringing greater control of spending and correct targeting of direct and indirect costs. • Standardization of production processes through operational training. • Implementation of a project to expand production capacity for Biocide Dispersion with an investment of around US$ 2 million. Project with transfer of German technology that launched a new product line with an increase in direct margin of around 30%.

Responsible for the production of Silicone compounds, Urethane Additives and solid mixtures of silicone rubber, managing a team of 25 employees and reporting to the Plant Manager. • Development of a good manufacturing practices project to meet the requirements of the cosmetics market, which opened up the market to new customers. • Implementation of OEE control on the production line, resulting in a 10% increase in productivity in the first year.

Responsible for the development of products and processes, technology transfers and projects to improve and expand production, reporting to the Plant Manager. • Implementation of the management of High Risk Operations (Hot Work, Height, Confined Space, etc.). • Development, in partnership with the parent company (USA), of a production process for silicone oils, which generated a reduction of US$ 250,000 and a 300% increase in productivity.