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  • 1. Presentation 1
  • 2. DisclaimerCertain statements in this presentation may constitute forward-looking statements. Such statements aresubject to known and unknown risks and uncertainties that could cause the Company’s actual results todiffer materially from those set forth in the forward-looking statements. These risks include changes incustomer demand for the Company’s products, changes in raw material costs, seasonal fluctuations incustomer orders, pricing actions by competitors, significant changes in the applicable rates of exchange ofthe Brazilian real against the US dollar, and general changes in the economic environment in Brazil,emerging markets or internationally.
  • 3. AgendaCorporate Overview and Growth Cycle 04Forestry Business Unit 15Pulp Business Unit 21Paper Business Unit 28Results 34
  • 4. Corporate OverviewSuzano Itaqui Port Transnordestina “Carajás”• 2ndlargest eucalyptus pulp producer in the world Railroad Pecém Port• 8th largest market pulp producer in the world Maranhão Piauí• Pulp production costs: one of the lowest in the “Norte e Sul” Railroad world Mucuri• Leader in the regional paper market Forests Plants• Certified plantations and products Limeira Portocel Ports Suzano Vitória• Organic Growth in pulp: Railroad Embu Rio Verde Santos +3 MM/ton/year• New businesses: biotechnology and wood pellets for energy• Market cap: R$3.4 billion on 9/30/11 Capital Structure (9/30/11) Free Float Controlling 43% Group 54% Treasury 3%4
  • 5. Corporate OverviewOrganizational StructureThe Business Units model provides performance and returnassessments in each business Management Board of Directors (BD) Sustainability and 9 members (4 independent) Strategy Audit CEO and Strategy BD Commitees SP Operations Forestry BU Pulp BU Paper BU SP Corporate Dev. BU: Business Units SP Finance and IR SP Human ResourcesSP: Service Providers5
  • 6. Corporate Overview and ManagementProducts and Diversified Markets Net Revenue 55% Exports / 45% Domestic Market R$4.7 billion Market Pulp Paper 2nd eucalyptus market pulp producer 43% 57% Paperboard Printing and Writing 1st in Brazil with 26% market share 13% 42% Uncoated Coated 2nd in Brazil with 31% 1st in Brazil with 21% market share market share 35% 7% Note: Figures of last 12 months ending on 9/30/2011. Other paper represented 2% of net revenue on the period. The market share data includes paper imports.6
  • 7. Corporate Overview Timeline1924 until 1940 1950 1960 until 1990 2000 2024 Beginning of First investment in Growth and diversification in the Consolidation as one of the Suzano 2024operations in the the pulp sector pulp and paper businesses largest Brazilian Groups paper industry Acquisition of Ripasa (50%) 2008 2010 Start up of Bahia Sul 2007 Acquisition of Suzano mill New Growth Cycle Beginning of paper exports to Europe Start up of the first paper mill 2004 2005 1982 Pioneerism in 1992 eucalyptus plantation 1960 Acquisition of FuturaGene, PLC. 1975 Merger withLeon Feffer starts Bahia Sulpaper tradingactivities 1956 Start up of Line 2 at Mucuri Suzano Renewable Launch of Report 1955 Energy Acquisition of Indústrias de Papel Rio Verde’s control Adoption of Bovespa’s 1939 Level I corporate governance standards Acquisition of and Professional 50% of Conpacel 1924 Management and KSR. 7 7
  • 8. Growth CycleSuzano’s StrategyConstant increases in forestry productivity guarantees competitiveness inthe pulp business and enables new business opportunities in Biotechnologyand Renewable Energy Forestry Competency Operational Organic Wood pellets Biotechnology excellence in growth paper in pulp8
  • 9. Growth CycleOrganic Growth in Pulp Suzano’s production capacity has increased by 130% in the last 6 years. The Company is prepared for a new growth cycle that will increase its capacity to 6.2 MM ton/year of pulp and paper by 2016 Piauí Unit Maranhão 6,210 Unit 4,710 4,710 4,710 3,210 3,210 4,920 2,750 2,850 2,850 3,420 3,420 3,420 1,720 1,920 1,920 1,920 1,485 1,650 1,750 1,750 1,240 820 570 640 456 915 1,080 1,100 1,100 1,100 1,100 1,290 1,290 1,290 1,290 1,290 1,290 784 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013e 2014e 2015e 2016e Paper Pulp Note: Investment decision on Piauí Project expected for 1H14.9
  • 10. Investment PlanFunding is settled for construction of the Maranhão Unit• Market pulp production capacity: Maranhão Unit 1.5 MM ton/year Required planted area 154 tsd ha• Funding: Forestry capex (total estimated) US$575 million • BNDES: R$2.7 billion, 12-year maturity and 3- Industrial capex (total estimated)1 US$2.3 billion year grace period • Mandatory convertible debentures: R$1.2 Start up (estimate) 2013 billion 68% own land 32% Wood supply • Funding for the imported equipment third parties supported by foreign credit agencies (ECA’s Note: 1 Considers exchange rate of R$ 1.80/US$ among others) Competitive Advantages • Cash flow generation • 100 MW energy surplus for sale• Agreements for the acquisition of key equipment: • Logistics guaranteed by long term contracts Metso and Siemens • State of the art technology (R$ million) 2009 2010 9M11 2011e Forestry 193 159 148 249 Industrial 0 4 547 905 Total 193 162 696 1,15410 Draft of the Maranhão mill
  • 11. Piauí UnitDecision to purchase Piauí’s industrial equipment postponed until 1H14 (R$ million) 2008 2009 2010 2011e Forestry 3 162 91 165 Industrial 0 0 0 7 Total 3 162 91 172• Most modern nursery in the world: 30 million seedlings/year• 35 forest partnership contracts in the region: 6 thousand ha• Long term railroad contracts guarantee production transportation (Transnordestina)• Start-up: 1H16• 100 MW of additional energy to be sold Nursery Nursery Plan of Piauí’s nursery11
  • 12. Growth CycleFuturaGene• Acquisition concluded in July/2010 Biotechnology is on the right• Pioneer in biotechnology research and development side of Sustainability• Sustainable technologies Innovation• Environmentally oriented to meet growing demand for fiber and • Less land utilization biomass • Less water consumption• Techniques for higher forestry productivity • Less chemical expenditure• R&D forestry synergies: competitive main factor in the pulp and • Higher carbon sequestration paper markets12
  • 13. Growth CycleSuzano Renewable EnergySuzano Renewable Energy– 1st fase Project update:• 3 units: 1 MM ton/year each • Protocol signed with Maranhão government• Estimated start-up: 2014 • Advanced negotiation of final contracts with clients• Pre operational capex: ~US$800 million − 2011e capex: ~ R$170 million • Engineering with Promon and Stolberg (Canadian) − Equipment purchase estimated for 1Q12 • Specific clones selected• Funding: definition of the capital structure • Dedicated plantation (Energy Forests)• World leader • Dedicated team• Initial focus on the European market • Dedicated plantation (Energy Forests) • Higher yield • Harvest in 2 to 3 years Experiments • High lignin content – high calorific value with • Unuseful for pulp production “Energetic Wood pellets for energy, produced from renewable energy-oriented forests Forests” since 200813
  • 14. AgendaCorporate View and Growth Cycle 04Forestry Business Unit 15Pulp Business Unit 21Paper Business Unit 28Results 34
  • 15. Forestry Business UnitForestry AssetsThe Forestry Business Unit (FBU) guarantees to Suzano100% eucalyptus wood supply from renewable planted forests FUB in numbers1 2011* 2011 Areas‟ Chart Total area (tsd ha) 771 MA, PI and TO Total: 357 tsd ha Planted area (tsd ha) 341 Planted: 92 tsd ha Preserved Area (tsd ha) 282 Data on 6/30/2011 1 Area considers own and leased land FUB in numbers 2010 BA, ES and MG Annual planting (tsd ha) 76 Total: 226 tsd ha Planted: Planted seedlings / day (tsd) 438 131 mil ha Harvested trees / day (tsd) 122 Forests average Annual harvest (million m³) distance: 10.8 SP 75 Km Total: 188 mil ha Loaded trucks / year 201 Forests Planted: 118 mil ha (tsd units) average distance: Suzano has developed forestry stewardship expertise and a complete genetic base for 246 Km various scenarios due to its presence in different places with temperature, climate, precipitation, soil, and relief variations.15
  • 16. Forestry Business Unit Forestry Competitivity in Brazil Brazil presents competitive advantages to support continuous increase of its global forestry standing Competitive Advantages • Availability of productive land Hardwood Productivity (m³/ha/year) 44 • Excellent soil and climate conditions 41 • Short harvesting cycle for planted forests 25 • Opportunity to recovery degraded areas 25 20 • Low establishments and maintenance costs 13 • Continuously growing consumer market 6 4 Suzano’s Brazil Chile Australia South Portugal USA FinlandEucalyptus Africa Source: ABRAF, BRACELPA, Poyry, Adapted by STCP Consulting • Logistics Challenges • Tax Structure • Cost of Capital • Education Level • Exchange Rate16
  • 17. Forestry Business UnitSuzano’s Forestry Competitivity Suzano’s pioneerism and innovation enabled the improvement of stewardship techniques and development of genetic baseCompetitive Advantages New Businesses — Total clones: ~14 thousand• Genetic portfolio — Field experiments: 800• Forestry technology — Total experimented area: ~4 thousand ha• Management abilities• Nutrition and soil research: potential to increase productivity• Operational development: precision forestry (↑ efficiency)• Forestry innovative concepts: ―Night Planting‖ and ―Energetic Forest‖Pulp Productivity • More wood / hectare Biotechnology 11 admt1/ha/year • More pulp / m³ 5.5 admt1/ha/year • Superior quality +100% • Smaller area 1980 2010 • Decreasing costs / m³ Source: Suzano 1Admt: air dried metric ton17
  • 18. Forestry Business UnitTriple Bottom LineSustainability Directive Plan considers a refined concept of the Triple Bottom Linecomprising Innovation, Governance and Communication Economic financial • Global competitiveness and scale Governance Innovation • Consistent margins and returns Application of • Processes, products sustainability principles • Capital discipline and clean technologies in the decision-making • Stakeholders’ knowledge process valorization Environment Social • Forest management and • 57 public libraries certified chain of custody • Renovation of 35 public • Member of WBCSD1 and schools in 3 states certified by Carbon Trust • ECOFUTURO (Parque das • ECOFUTURO: 92 thousand Neblinas) Communication benefited students Education for sustainability18 1 World Business Council for Sustainable Development
  • 19. Forestry Business UnitStrategy Operational Guarantee of Long-term view Consolidation of excellence: excellence research and operations in the focus on forestry Northeast: in new businesses development for management and Maranhão and Piauí linked to forestry forestry wood logistics competencies technologies19
  • 20. AgendaCorporate View and Growth Cycle 04Forestry Business Unit 15Pulp Business Unit 21Paper Business Unit 28Results 34
  • 21. Pulp Business Unit Overview Pulp and Paper Production Chain – 2010e 6% 3 2010e Production (MM ton) 51% 188 Others 72% 131 369 Recycled 8% Integrated Total fiber pulp 44% 22 consumption 49% 181 BSKP1 Minerals Virgin fiber 28% 50 8% 401 50% 25 Market pulp Global production of paper and (13% of total fibers) BHKP2 paperboard 401 64% 16 Market pulp still represents the smaller part of the Printing and Writing fiber used for paper production. BEKP3 Millions of tons New paper capacities are being installed near to Paperboard consumer markets, while cash costs drives 12% 1.9* Tissue implementation of new pulp capacities. 1 Bleached Softwood Kraft Pulp Corrugated 2 Bleached Hardwood Kraft Pulp Newsprint 3 Bleached Eucalyptus Kraft Pulp Others * Capacity considers 100% Limeira Unit 2010eSource: Poyry and Suzano 21
  • 22. Pulp Business UnitPulp demand growth driven by eucalyptus and by Chineseand others Asian markets Market Pulp Demand per Year (K ton) Market Pulp Demand by Grade (K ton) 985 56,285 1,820 100 (230) 56,285 1,230 4,920 (550) 1,160 850 1,835 50,225 50,225 2010 2011e 2012e 2013e 2014e 2015e Total 2010 BEKP BHKP BSKP UKP Sulphite Total 2015 Others 2015 Market Pulp Demand by Region (K ton) 135 (15) (725) 1,135 635 56,285 4,895 50,225 2010 China Asia / Latin Europe Oceania North Total Africa America America 201522 Source: PPPC – September/ 2011
  • 23. Pulp Business UnitSupply growth driven mostly by eucalyptus and Latin America Market Pulp Supply per Year (K ton) Market Pulp Supply by Grade (K ton) 475 63,560 2,255 115 (225) 63,560 2,020 6,365 (295) 1,955 835 2,930 55,345 55,345 2010 2011e 2012e 2013e 2014e 2015e Total 2010 BEKP BHKP BSKP UKP Sulphite Total 2015 Others 2015 Market Pulp Supply by Region (K ton) 545 (35) (145) 63,560 1,135 595 6,120 55,345 2010 Latin China North Europe Oceania Asia / Total America America Africa 2015 Source: PPPC – September/201123 * Includes ongoing projects and some still not approved
  • 24. Pulp Business UnitBrazilian Pulp Cash Cost: Structurally Low US$ / ton (CIF/ Norte Europe) US$ 533/ ton - US$ 700/ ton US$ 443/ ton - US$ 646/ ton Japan 700 600 France US$ 379/ ton - US$ 444/ ton Sweeden US$ 330/ ton - US$ 417/ ton Finland British Columbia Coast 500 Japan British Columbia East Canada 400 Sweeden United States France Finland Canada China United States Portugal/Spain 300 Chile Indonesia Russia Chile Chile Brazil Hardwood Russia Softwood Source: Hawkins Wright, Oct11 (estimated)- Volumes do not include production of unbleached pulp and high yield pulp.24
  • 25. Pulp Business UnitHighlights Pulp Sales Volume (K ton) Pulp Sales Destinations – LTM 1,780 1,712 1,607 Brazil 20% 1,321 1,519 1,366 North Am.11% 1,310 34% Europe 1,089 South/Central Am. 1% 232 261 297 346 2008 2009 2010 LTM Asia 34% Domestic Market Exports • Technical support in each international office: Sales per Segment – LTM China, Switzerland and USA • 80% of total sales with long term contracts Others 8% • More than 150 active clients Special 23% • Strategic long-term partnerships with clients: 32% Printing and Writing • Logistics • Technology • Pre and post sale technical assistance Tissue 37% • Strategic focus on high value added segments25 Note: LTM - last 12 months ending on 9/30/2011
  • 26. Pulp Business UnitStrategy Focus on Presence in Strategic sustainable main relationship with growth international clients strategy markets26
  • 27. AgendaCorporate View and Growth Cycle 04Forestry Business Unit 15Pulp Business Unit 21Paper Business Unit 28Results 34
  • 28. Paper Business UnitGlobal Paper DemandGrowth Premises• Global paper demand growth (2010-2015) of 1.8% p.a. • Printing and Writing: +0.9% p.a. • Paperboard: +2.5 % p.a.• Industry is still considered fragmented, Global Paper Demand (MM ton) but with significant regional concentration CAGR 1.8% p.a.• Emerging markets lead supply and demand growth 438 401 Suzano‟s Printing and Writing Focus Paperboard1 Tissue Others 2010e 2015e 1Paperboard + liquid packaging board) Source: Poyry – 200928
  • 29. Paper Business Unit Demand Growth Drivers Historically there is a high correlation between GDP per capita and paper consumption. In Brazil, the positive economic growth forecasts represent an important driver for the domestic paper demand. Paper Consumption x GDP per Capita USA • Education Sweden • Digital printingConsumption (kg per capita) Taiwan Japan Korea Rep. • Electronic Media UK • Plastics China. Spain Brazil GDP per Capita (US$) India = 7kg Latin Am. and Brazil = 41kg USA = 300kg Source: Poyry, 2008 29
  • 30. Paper Business UnitBrazil and Latin America are the main Markets Brazilian Demand („000 ton) Latin America ex-Brazil Demand („000 ton) 3.3% p.a. 3.0% p.a. 5,632 3,472 4,847 2,955 3.6% p.a. 1,967 3.1% p.a. 1,085 1,647 931 Paperboard1 Paperboard1 3.3% p.a. 2.7% p.a. 2,387 3,665 2,024 3,200 Printing & Writting2 Printing & Writting2 2010e 2015e 2010e 2015e 1Paperboard + liquid packaging board; 2 Uncoated + Coated Source: RISI Latin America Forecast – Jun/11• Economic growth, higher GDP and increased industrial activity• Education level improvement and access to new technologies• Latin America (ex-Brazil): net importing market• Suzano‟s competitive advantage: - Geographic proximity and lower logistic costs - Brand recognition - Portfolio: wide range of products30
  • 31. Paper Business UnitHighlights Sales Volume (k ton) Sales Destination – LTM 12%North Am. 1,251 Europe 9% 1,162 1,115 1,156 518 Others 3% 504 524 513 658 591 643 733 59% Brazil South/Central Am. 17% 2008 2009 2010 LTM Domestic Market Exports• Leadership in printing & writing and white paperboard in South America• More than 90% integrated production (pulp + paper)• Fx hedge: approximately 65% of paper revenue in local currency• Paper merchants – KSR, SPP NEMO (largest in Brazil) and Stenfar (Argentina)• Premium pricing in the segments where we act• Lower price volatility in the domestic market31 Note: LTM - last 12 months ending on 9/30/2011
  • 32. Paper Business UnitStrategy Strengthening Products Revenue Asset of Distribution Portfolio Management Optimization Channels Management32
  • 33. AgendaCorporate Overview and Growth Cycle 04Forestry Business Unit 15Pulp Business Unit 21Paper Business Unit 28Results 34
  • 34. ResultsNet Revenue and EBITDA Net Revenue (R$ million) and Volume (K ton) EBITDA (R$ million) and EBITDA Margin (%) 2,896 2,963 36.2% 37.7% 2,763 2,482 30.3% 29.4% 1,924 26.9% 4,514 4,707 4,064 3,952 1,703 3,410 1,469 1,265 2,599 2,569 1,161 2,214 2,295 1,034 1,596 1,814 1,850 1,657 1,915 2,138 2007 2008 2009 2010 LTM 2007 2008 2009 2010 LTMR$/US$ R$/US$ 1.95 1.84 2.00 1.76 1.65 1.95 1.84 2.00 1.76 1.65avg. avg. Domestic Market Exports Volume Paper: Revenue (R$ million) and Volume (K ton) Pulp: Revenue (R$ million) and Volume (K ton) 1,251 1,162 1,156 1,125 1,116 1,780 1,607 1,712 1,320 2,524 2,496 2,701 799 2,458 2,344 2,018 2,006 837 937 950 1,609 918 936 1,539 933 1,663 1,619 1,621 1,587 1,560 1,751 1,277 1,377 1,426 757 2007 2008 2009 2010 LTM 2007 2008 2009 2010 LTM Domestic Market Exports Volume Domestic Market Exports Volume Note: LTM - last 12 months ending on 9/30/201134 The amounts of 2009, 2010 and LTM include the adjustments introduced by the IFRS standards 2010 EBITDA includes non-recurrent asset sale
  • 35. ResultsAdequate Debt Amortization Schedule and Liquidity Profile• Cash: R$3.0 billion on 9/30/2011• Liquidity horizon of approximately 28 months: low rollover risk even under stress scenarios• Competitive cost of debt: 9.9% in BRL and 4.6% in USD• Average term: approximately 4 years• Debt breakdown on 9/30/2011: 53% in foreign currency and 47% in local currency (R$)• Moody‟s: Ba2 (global scale) and Aa3.br (national scale); S&P: BB+ (stable) Amortization schedule (R$ million) Debt - Sep/2011 R$ million Amount Leverage BNDES 2,304 1.8x Nordic Investment Bank 78 0.0x FINIMP 206 0.2x 2,616 Projetcs Debt 2,588 2.0x Trade Finance 2,304 1.8x 1,701 1,179 Debentures 820 0.6x 1,113 730 Others 2,538 2.0x 455 456 Gross Debt 8,250 6.5x 4Q11 2012 2013 2014 2015 2016 2017 onwards Cash and Cash Equivalents 2,959 2.3x Net Debt 5,291 4.2x35
  • 36. ResultsConservative Financial Policy• Net Debt/ EBITDA ratios may increase temporarily due to growth projects• Amortization in line with the projects’ cash flow• Capex discipline• Hedging for cash flow, not for accounting results• No use of complex, illiquid or exotic derivatives Implementation of World Start up of line Acquisition Mucuri Project economic 2 at Mucuri of Conpacel Acquisition (line 2) crisis of Ripasa 4.2x 3.8x 3.7x 3.7x 3.5x 2.7x 2.0x 5,459 5,291 4,285 4,111 3,919 3,421 2,475 1,703 1,469 1,265* 1,040 1,146 1,161 913 2005 2006 2007 2008 2009 2010 9/30/2011 Net Debt (R$ MM) EBITDA (R$ MM) Net Debt / EBITDA (x) Note: The amounts of 2009 , 2010 and 2011 include the adjustments introduced by the IFRS standards * Last twelve months EBITDA ending on 9/30/201136
  • 37. Estimated 2011 CapexNet Debt/EBITDA for 2011 estimated at 3.0x to 3.5x (R$ billion) 2011e Growth 3.0 Maranhão Unit 1.1 Forestry 0.2 Industrial 0.9 Piauí Unit 0.2 Suzano Renewable Energy 0.2 Conpacel + KSR 1.5 Sustain 0.5 Total 3.5 Note: figures do not include investments in port, branch rail line and others Ongoing Actions to maintain leverage no higher than 3.5x net Debt/EBITDA: • Mandatory convertible debenture issuance: R$1.2 billion – concluded on 2Q11 • Divestment of Capim Branco (81 MW of installed capacity and 51 MW of assured energy) • Divestment of non-strategic land • Strategic partnership37
  • 38. Investiment PlanGrowth projects will be developed with discipline, respecting Company’sfinancial solidity Capex (R$ billion) Actions under study to maintain leverage no higher than 3.5x net Debt/EBITDA from 2012 onwards: 3.5 4.0 • Divestment of non-strategic land 2.2 • Energy pre-sale 3.0 3.5 • Possibility of outsourcing activities: port, branch 1.7 rail line, water and effluent treatment 0.5 0.5 0.5 2011e 2012e 2013e • Sale of certain assets in the paper segment Sustain Growth • Sale of interest in new projects in the pulp segmentNote: figures do not include investments that may be outsourced (port, • Equitybranch rail line and others)The continuity of the Company‟s investment plan is tied to project profitability and investmentdiscipline, supported by:• Financial solidity• Compatible financing conditions: long term and competitive costs• Consistent track record• Net Debt/EBITDA no higher than 3.5x (Board‟s recommendation)38
  • 39. ResultsWhy to Invest in Suzano? Defined Controlling Group 2024 Biotechnology Wood Pellets Organic Growth in Pulp Operational Excellence in Paper Professional Capital Management Markets 2010 + Revenue + EBITDA + Earnings + Market Appreciation 192439
  • 40. Investor Relations TeamAlberto Monteiro (CFO and IR Director) +55 (11) 3503-9061 ri@suzano.com.brAndrea Fernandes (IR Executive Manager) +55 (11) 3503-9062 andreaf@suzano.com.brAurea Portugal (Assistant) +55 (11) 3503-9061 aportugal@suzano.com.brMarcela Kasparian (Analyst) +55 (11) 3503-9066 mkasparian@suzano.com.brMichelle Corda (Analyst) +55 (11) 3503-9359 mcorda@suzano.com.brRafael Ferraris (Intern) +55 (11) 3503-9306 rferraris@suzano.com.brRosely Onizuca (Analyst) +55 (11) 3503-9355 ronizuca@suzano.com.brInvestor Relationswww.suzano.com.br/ir40
  • 41. Board of DirectorsExperienced and active DAVID FEFFER Experience of 36 years in the pulp and paper industry. CEO of Suzano Holding S/A, Chairman of the Board of Directors of Suzano Pulp and Paper S/A and Coordinator of the Management Committee. CEO of IPLF Holding and Nemopar Investimentos Ltda. CEO Chairman and Vice President of the Board of Directors of Polpar S/A. Vice President of Premesa S/A and Vocal. DANIEL FEFFER Experience of 32 years in the pulp and paper industry. Member of Sustainability and Strategy Committee, Chairman of Polpar’s Board of Directors, President of Premesa, Corporate VP of Suzano Holding, IPLF Holding and Nemopar, President of Vocal and Vice Chairman Nemonorte, Chairman of Ecofuturo Institute’s Board of Directors. BORIS TABACOF Experience of 35 years in the pulp and paper industry. Vice President of FIESP. Member of BRACELPA’s and IBEF’s Advisory Vice Chairman Board. Chairman of the Board of Directors for the Brazilian Committee of Britain Brazil Business Forum. Experience of 31 years in the pulp and paper industry. Member of the Board and the Committee of Sustainability and Strategy; JORGE FEFFER Director of Premesa, Corporate VP of Suzano Holding and IPLF Holding, Executive Officer of Nemonorte and Vocal. Executive Vice President of Suzano Holding S/A. Coordinator of Sustainability and Strategy Committee and member of Audit Committee and member of the Compensation Commission of the Board of Directors; Former president of the board and CEO of CLÁUDIO SONDER Hoechst of Brazil. Board of Directors member of Lojas Renner S/A, RBS Group, Cyrela Brazil Realty, OGX and Chemical Group DSM/Holanda. Senior partner of Machado, Meyer, and Sendacz Opice Lawyers and former member of the Board of Directors of OAB Brazil. ANTONIO MEYER President of CESA. Former Legal Adviser and Chairman of the Legislative Committee of the American Chamber of Commerce and Director of ABRASCA’s Legislative Committee. (Independent) Member of Audit Committee. Senior partner of Integra Associates. Member of Gerdau S/A’s Board of Directors, Metalúrgica Gerdau, OSCAR BERNARDES Sao Paulo Alpargatas, Localiza, and Johnson Electric (Hong Kong); Board Member of Bunge Brazil and Alcoa Brazil. Oscar was President of Bunge International and Managing Partner in Booz-Allen & Hamilton. (Independent) Coordinator of Suzano Pulp and Paper’s Audit Committee. Member of the Board of Directors of TAM Airlines and TAM Aviação MARCO BOLOGNA Executiva. Former CEO of TAM Airlines and WTorre. (Independent) Co-Chairman of the Board of Directors of BRF-Brasil Foods. Board member of WEG S/A, Ultrapar Participações S/A and Iochpe- NILDEMAR SECCHES Maxion S/A. Former CEO of Perdigão Group. Former Director of the National Bank for Economic and Social Development - BNDES, and General Director of Corporate Group Iochpe-Maxion Industrial Holding. (Independent)41
  • 42. Executive officersDistinguished management team Chief Executive Officer, also responsible for Strategy Department, 4 years at Suzano. Member of the Board of Director Member of Marfrig Frigoríficos. Vice President of BRACELPA. Former member of the Board of Director of SEBRAE, Gradiente, Cecrisa andANTONIO MACIEL NETO Amcham. Former Chaiman of Ford Brasil and Ford Latin America, Itamarati Group, Ferronorte and Cecrisa and former Executive of Petrobras and the Federal Government. Mechanical Engineer graduated from UFRJ. Chief Financial Officer, also responsible for Investor Relations Department. Has worked as Chief Financial Officer at CSN and ALBERTO MONTEIRO as member of the Board of Director of Congonhas Minérios, NAMISA, Transnordestina S.A., among others. At Banco do Brasil, has worked as Chief Financial Officer of Conglomerado BB S.A., CEO of BB DTVM and President of BESC DTVM. Graduated in Business Administration from FCPE/RJ, MBA degree in Corporate Finance from FGV na Post graduated in Banking from FEA/USP.ALEXANDRE YAMBANIS Pulp Business Unit Executive Officer, joined Suzano in 2009. Former CEO of European operations of RGM Group and BERNARDO Commercial Director of Aracruz. Graduated in Business Administration from Fundação Getúlio Vargas (FGV). SZPIGEL, 65 Chief Executive Officer of Suzano Renewable Energy and Suzano Pulp and Paper Executive Officer, responsible for ANDRÉ DORF Corporate Development Department, 7 years at Suzano. Former Paper Business Unit Executive Officer (2005-2008). Former Executive of JPMorgan in Brazil and NY (Investment Banking Global and Latin America), Chase Manhattan and Banco Patrimônio/Salomon Brothers. Graduated in Business Administration from Fundação Getúlio Vargas (FGV). ERNESTO POUSADA Chief Operation Officer, 5 years at Suzano. Has worked as Expansion Project Director of Mucuri Unit. Former executive of Dow Chemical Company, in Brazil, USA and Europe. Post-Graduated in Business Administration from FIA/USP. Paper Business Unit Executive Officer, 6 years at Suzano. Former Executive Manager of Suzano’s Pulp Business Unit and Sales CARLOS ANIBAL General Manager for Latin America at General Electric in the Industrial Systems Division. MBA degree from Ibmec-SP. Electrical Engineer from UFMG. Human Resources Executive Officer, 2 years at Suzano. Former Human Resources Manager for Aviation Operations in General CARLOS GRINER Electric in Brazil and abroad, Global HR Director for Information Technology in the United States and HR Director for Mexico and Latin America. Former Executive of Carioca Engenharia, CR Almeida, Comlurb and Bureau Veritas. Post Graduated in Business Administration fromCOPPEAD-UFRJ.42

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