Disclaimer

Certain statements in this presentation may constitute forward-looking statements. Such statements are subject to known and unknown risks and uncertainties that could cause the Company’s actual results to differ materially from those set forth in the forward-looking statements. These risks include changes in customer demand for the Company’s products, changes in raw material costs, seasonal fluctuations in customer orders, pricing actions by competitors, significant changes in the applicable rates of exchange of the Brazilian real against the US dollar, and general changes in the economic environment in , emerging markets or internationally.

2 Agenda

Corporate Overview 4

Forestry Business Unit 12

Pulp Business Unit 19

Paper Business Unit 26

Results 34

New Growth Cycle 42

3 Corporate Overview Suzano Pulp and Paper Ownership and Management

Defined controlling • Second largest eucalyptus pulp group producer in the world and one of • Reputation • Long term vision the top 10 market pulp producers. • Leader in the regional paper market • Certified plantations and products. Capital markets • Management performance • New growth cycle: from 2.8 to 5.9 assessment million tons per year of paper and • Transparency • Funding for growth pulp. • Pulp production costs: one of the lowest in the world. • Solid business structure abroad. Professional • Capital markets presence: free management • Capital discipline float of 45%. • Rapid decision-making process

5 Diversified products and markets

Balanced and complementary portfolio

Papers (57% of net revenue) Market pulp Printing and Writing (43% of net revenue) (43% of net rev.) Paperboard Uncoated Coated (14% of net rev.) (36% of net rev.) (7% of net rev.) nd 2 largest 2nd in Brazil 1st in Brazil 1st in Brazil eucalyptus pulp Market share: 30% Market share: 19% Market share: 26% producer in the world

R$ 4.1 billion in net revenue 57% in exports / 43% in domestic market

Note: Market share figures include paper imports. Data: Last 12 months until Jun, 2010. 6 Sustainable growth

Suzano’s production capacity has increased by 130% in the last five years. The Company is prepared for a new growth cycle that will increase its capacity to 5.9 5,850 million tons per year of pulp and paper. 1,500 Piauí Unit

1,500 Maranhão Unit 2,750 2,850

1,720 1,920 1,485 1,650 1,750 1,750 1,200 1,240 640 820 425 456 570 775 784 915 1,080 1,100 1,100 1,100 1,100 2003 2004 2005 2006 2007 2008 2009 New growth cycle Paper Pulp

Note: The effective capacities will depend on the learning curves.

7 Corporate structure

BD committees

Management Board of Directors (BD) The Business Units model Sustainability and provides performance and 9 members (4 independent) Strategy returns assessments in each business Audit CEO

SP Operations Forestry BU Pulp BU Paper BU

SP Strategy, BU: Business Unit Corporate Dev. and IR

SP Finance Objectives: • Greater focus on customers SP Human Resources • Improved accountability • Development of leaders SP: Service Providers

8 Management model

Operational Excellence Alignment of Interests • Six Sigma • Executives compensation based on • Routine management EVA metrics • Matrix budgeting • Higher variable portion in total compensation

Corporate Risk Management Strategic Planning • COSO1 methodology • Focused on Value Based • Corporate governance structure Management (VBM) based on committees – direct report • Innovation and R&D to the directors and Board. • Sustainability

Awards and Certifications

¹Internal control methodology of the Committee of Sponsoring Organizations of the Treadway Commission 9 . Sustainability Triple Bottom Line – GRI approach

Financial and Economic • Growing scale and revenues • Improving margins and returns • Solid cash flow generation

Social Environment • Focus on education: • FSC – forest management and custody – Public libraries chain management – Public schools remodeling • CCX e WBCSD member – Educational programs • ECOFUTURO (Parque das Neblinas) (with ECOFUTURO)

FSC – Forest Stewardship Council CCX – Chicago Climate Exchange WBCSD - World Business Council for Sustainable Development 10 Growth platform

Consolidated presence in the New growth Consolidated Competitive main pulp cycle with management assets with markets and competitive structure and global scale leader in the regional paper projects model market

Qualified team that combines diversity and focus on execution

11 Forestry Business Unit Forestry competitiveness

Forest yield (m³/ha/year) 44 Brazil: high productivity, 30 forestry technology, low 20 production costs and 1 available areas for expansion Eucalyptus Acacia Eucalyptus Pinus Suzano globulus

Forest Planted Planted Planted Native Harvest cycle 7 8 12 80 (years) Indonesia, Spain, Canada, Malaysia Portugal, Finland Main producers Brazil and Chile and and Vietnam Uruguay Sweden

13 Evolution with state-of-the-art technology

Forest yield evolution (m³/ha/year)

Monoprogeny planting Biotechnology Technology innovation Clones • More wood/ ha Soils and nutrition 44 3 Classic • More pulp/ m improvement • Higher quality 29 31 • Less planting areas 21 • Lower costs

1960 1970 1991 1998 2008

Productivity (admt¹/ha/year)

Biotechnology Classic improvement 11 5.5 100%

1980 2008

¹admt: air dried metric ton 14 Lands and forests

Own land (tsd ha) State Forests Total Planted average distance: SP 87 47 75 Km BA, ES and MG 220 126 MA and PI 300 77 Conpacel¹ (SP) 56 40 Forests average Total SPC 663 290 distance: Independent farmers - 94 246 Km

Plants

Ports

Forests

Total preservation area: 254 tsd ha2

Suzano’s production is based on 100% renewable eucalyptus planted forests. Preserved native forest area of approximately 40% of own land.

¹ Conpacel: corresponds to 50% of former Ripasa’s areas. 15 DNA Suzano: pioneering and innovation

Forest yield Maranhão (m³/ha/year) Soil and climate conditions similar to Australia’s facilitated the development of superior clones in 40 35 Brazil (innovation and R&D) 25

10

1980 1990 2000 2013 E.camaldulensis E.pellita E.brassiana

1980 1990 2000

16 New forest frontiers

Land use in Brazil North and Northeast: new expansion frontiers in eucalyptus’ plantations in Planted Forest Corn Brazil. Suzano presents technological and Soybean 1% Planted 2% Other 2% positioning advantage. forests still 11% represent a Sugarcane 1% small part of Growth cycles the available Cattle area in 20% Native Brazil. Forest Last frontier: Semiarid (2010’s and 63% 20’s): North and Northeast region

Source: IBGE,2007 1980’s and 90’s: ES Planted forests in Brazil (area) and South BA 16 8.9 8 5.3 6.1 4 3.5 4.3 7.0 2 1.8 1.8 1.9 1 2000’s: Middle- 1960’s and 70’s: 2005 2008 2020

Planted areas (MM (MM ha) Plantedareas west and farthest South and Pinus Eucalyptus South Southeast regions

Source: BRACELPA / FAO / FBU 17 Forestry Business Unit priorities

Consolidate Explore new Focus on cost Long term view operations in business opportunities reductions, wood in research and the Northeast related to the logistics and development and region: states forestry base operational forestry of Maranhão and Suzano’s technology and Piauí excellence competences

18 Pulp Business Unit Overview of the pulp and paper production chain

51% 182 Minerals 8% 388 8% 357 Recycled

Global production of 8% paper and Total fiber needed 49% 175 paperboard Virgin fiber

388 28% 49 72% 126

Market pulp Integrated pulp 114 Printing and Writing (13% of total fibers) 44 Paperboard Tissue 27 Production 2008 (MM ton)

Million Tons Million Corrugated Newsprint 203 Market pulp still represents the smaller part of the fiber used for Others paper production.

New paper capacities are being installed near to consumer markets, while cash cost drives implementation of new pulp capacities. 2008 Source: Poyry, 2009 20 Pulp demand growth drivers

Global paper demand growth (2008-15) of 1.8% per year: Chinese and Latin American markets, including Brazil, outperform global growth rate.

Paper demand growth (2008-15) 388 5.0%

114 1.8% 1.8% Printing and Writing 0.4% Paperboard 44 -0.4% 27 Tissue North Europe Latin China Global Corrugated America America 2008-15 Million Tons Million Newsprint 203 Others Annual growth per paper segment P&W 0.9% 2008 P&W: printing and writing Tissue 2.6% Source: Poyry, 2009 21 Brazilian pulp cash cost: structurally low

US$ / ton (CIF/ North Europe)

US$ 511 - 696 / ton US$ 441 - 651 / ton 700 US$ 367-398 / ton

600 Canada Canada Columbia) (British

500 Canada (BCCoast)

France, France,

Canada Canada (East) South

400 US$ 300 – 401 / ton France

Japãn

Austria

Iberia, Norway Iberia, and

Sweden

Canada

Finland

Korea

USA

Sweden

USA China

300 and

Finland

Sweden

Indonesia

Russia

and

Belgium

Chile

Chile

Brazil Belgium

Low Cost High Cost Low Cost High Cost

MM ton1 18,3 7,1 3,1 14,7

Hardwood Softwood

1Includes world total production of market pulp, not only the highlighted countries. Source: Hawkins Wright, July / 10 - Volumes do not include production of unbleached pulp and high yield pulp. 22 Pulp Business Unit highlights Pulp sales (Kton) Pulp sales destinations – 1H10

1,780 1% 17% 1,320 86% 8% 37% 799 806 615 80% 37% 78% 81% 83% 20% 14% 19% 22% 17% Asia Europe 2006 2007 2008 2009 1H10 North Am. South/Central Am. Brazil Domestic Market Exports

• Total production capacity of 2.6 million tons per year. Market pulp represents 1.8 million tons • Sales of 1,780 Kton in 2009 and 806 Kton in 1H10 • Net revenue of R$ 1,609 million in 2009 and R$ 1.007 million in 1H10 • 83% of total sales destined to exports in 2009: more than 40 countries, China being the main destination • Production cash cost: one of the lowest worldwide • Organic growth projects increasing capacity by 4.3 million tons per year in the next years

23 Commercial approach

Sales distribution Sales per segment - 2009

20% 12%

19% 41% 80% 28%

With contracts Without contracts P&W Tissue Special Other

• Local presence in international markets: Asia, Europe and North America • Technical support in each international office. • Strong presence in China, with close market relationships and long term contracts • FSC certified pulp • More than 150 active clients

P&W: printing and writing 24 Pulp Business Unit priorities

Focus on Start up of the operations: Local presence MA and PI cost and in main global projects – new logistics markets growth frontier efficiency in Brazil

25 Paper Business Unit Global paper demand

Global paper demand (Million Tons) 438 388 401 121 Suzano’s 114 116 52 focus 44 46 27 29 33 203 210 232

2008 2010 2015 Other Tissue Paperboard P&W

• Global paper demand growth (2008-2015) of 1.8% per year: – P&W: +0.9% p.y. – Paperboard: +2.5 % p.y. • Industry is still considered fragmented, but with significant regional concentration • Emerging markets lead the supply and demand growth

P&W – Printing and writing / Paperboard includes Liquid paperboard Source: Poyry – 2009 27 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

Consumption, kg per capita 350  Education USA 300  Digital printing

250 Sweden  Customized Taiwan Japan media 200 Korea, Rep.

150  Smart 100 UK China packaging 50 Spain Brazil  Electronic 0 0 5.000 10.000 15.000 20.000 25.000 30.000 35.000 40.000 45.000 media India = 7kg GDP per capita, US$ USA = 300kg  Plastics

Source: Poyry, 2008 28 Brazil and Latin America: Suzano’s main markets

P&W and PB¹ demand (MM ton) • Economic growth and increase in the Latin America industrial activity • Education level improvement and access to new technologies 5.8 • The P&W and PB demand is 5.1 5.2 4.8 expected to grow at a rate of 3.9%, from 2010 to 2014: outperforming 3.0 2.9 3.1 3.7 the capacity increase in the region • Latin America: net importing region 2008 2009 2010 2014 • Competitive advantage: geographic Brazil Others proximity, lower logistic costs and shorter lead times

¹P&W: printing and writing / PB: paperboard and liquid paperboard Source: RISI Latin America Forecast – July/10

29 Paper in Brazil

Brazilian paper consumption

5% 6%

The markets in which Suzano 10% 25% operates correspond to 31% 6% of total consumption, or 48% 2.6 million tons.

Printing & Writing Paperboard Wrapping Tissue Other Newsprint

Main seasonal factors in the domestic paper demand: • Government purchases for textbooks • Notebook exports • Back to school season • Year end holidays (packaging)

Paperboard does not include liquid paperboard

Source: Bracelpa – 2009 30 Paper Business in Suzano

More than 90% integrated production (pulp + paper)

• Fx hedge: approximately 60% of paper revenue in local currency • Hedge against the cyclicality of pulp prices • Operational synergies: drying / repulping, transport, taxes, environmental infrastructure synergies

• Production capacity of 1.1 million ton per year • Approximately 400 clients, 300 in Brazil • 5 productive plants • 10 paper machines • Strong brands: Report, Reciclato, Paperfect and others • 2 paper merchants

31 Paper Business Unit highlights

• Net revenue of R$ 2.3 billion in 2009 and R$ 1,153 million in 1H10 • Brazil and Latin America represent approximately 73% of total sales in 1H10 • Profitability and risks define sales distribution in different regions • Leadership in Printing & Writing and white paperboard in South America • 2 own paper merchants – SPP NEMO (2nd largest in Brazil) and Stenfar (Argentina) • Complementary graphic and consumption portfolio

Paper sales (Kton) Paper sales destination – 1H10 4% 1,071 1,098 1,162 1,116 12% 37% 41% 43% 53% 11% 554 54% 19% 46% 63% 59% 57% 47% 54% Brazil South/Central Am. 2006 2007 2008 2009 1H10 North Am. Europe Domestic Market Exports Other

32 Paper Business Unit priorities

Portfolio management, Regional Logistics and Discipline in sales and regional leadership in the commercial growth mix, focusing on main white paper approach opportunities operational margin segments excellence assessments and return

33 Results Results 1H10

Results 1H10 1H09 1H10/1H09 Sales volume (Kton) 1,360 1,516 -10.3%

Paper sales (Kton) 554 547 1.3%

Pulp sales (Kton) 806 969 -16.8%

Net revenue - R$ Million 2,160 2,042 5.8%

Net income - R$ Million 265 529 - 49.9%

EBITDA - R$ Million 917 548 67.3%

EBITDA - US$ Million 510 250 104.2%

EBITDA margin 42.5% 26.8% 15.6 p.p.

Average exchange rate (R$/US$) 1.80 2.19 -18.1%

Net debt 3,741 4,495 - 16.8%

Net debt / EBITDA (LTM) 2.7 3.5 n.a.

Note: Since 2008, contemplates the adjustments of Law 11.638/07 35 Results 2009

Results 2009 2008 2009/2008 Sales volume (Kton) 2,896 2,482 16.7%

Paper sales (Kton) 1,116 1,162 - 4.0%

Pulp sales (Kton) 1,780 1,320 34.8%

Net revenue - R$ Million 3,953 4,064 - 2.7%

Net income - R$ Million 878 (451) n.a.

EBITDA - R$ Million 1,021 1,469 - 30.5%

EBITDA - US$ Million 511 800 - 36.2%

EBITDA margin 25.8% 36.2% - 10.3 p.p.

Average exchange rate (R$/US$) 2.00 1.84 8.9%

Net debt 3,966 5,459 - 27.4%

Net debt / EBITDA (LTM) 3.9 3.7 n.a.

Note: Since 2008, contemplates the adjustments of Law 11.638/07 36 Net revenue and EBITDA

Net Revenue (R$ million) EBITDA

42.5 4,064 3,953 33.6 36.2 3,410 32.8 33.5 3,099 25.8 2,787 54% 42% 47% 58% 2,160 47% 60% 53% 58% 53% 46% 42% 40% 913 1,040 1,146 1,469 1,021 917

2005 2006 2007 2008 2009 1H10 2005 2006 2007 2008 2009 1H101

Domestic market Exports EBITDA - R$ million EBITDA Margin (%)

Note: the adjustments of Law 11.638/07 are contemplated since 2008. 1 includes non recurring items: sale of forestry asset 37 Debt profile

Implementation of Mucuri project Start up of line (Line 2) 2 at Mucuri Acquisition of Ripasa 3.9 3.8 3.7 3.7

2.7 2.7

5,459 4,285 3,919 3,966 3,741 2,475 1,469 913 1.040 1,146 1,021 917

2005 2006 2007 2008 2009 1H10

Net Debt EBITDA (R$ MM) Net Debt/EBITDA

Note: the adjustments of Law 11.638/07 are contemplated since 2008. 38 Debt amortization schedule

Adequate debt amortization schedule and liquidity profile: • R$ 2.5 billion in June 30th,2010 • Competitive debt costs • Suzano’s rating: Moody’s: Baa3 (Stable) – Investment Grade; S&P: BB+ (Stable)

Amortization schedule (R$ million) 2,544

1,438 1,040 1,025 965 837 561 419

39 Capital markets

Recovery of higher average daily volumes and daily number of trades

40 3,070 3400 2,958 3200 35 3000 2800 30 2,280 2600 2,159 2,033 2400 25 1,919 2200 1,644 2000 20 1,534 1,434 1,527 1800 1,319 1,289 1600 1,198 1,153 1,767 15 1,061 1400 820 787 1200 635 676 1000 10 800 600 5 400 6 5 4 7 15 13 12 16 16 18 18 17 16 12 25 34 22 26 23 15 200

- 0

jul/09 jul/10

jun/09 jun/10 jan/09 oct/09 jan/10

feb/09 feb/10

apr/09 apr/10

sep/09 dec/09 nov/09

aug/09 aug/10

mar/09 mar/10

may/09 may/10

Avg. Daily Volume Number of Trades (Daily)

40 Stock performance

Stock Performance

150%

140%

130%

120% 116.6 (SUZB5) 110% 115.3 (IBOV) 112.1 (IBrX50) 100%

90%

80%

70%

41 New Growth Cycle New growth cycle

Considering the new projects, pulp annual capacity will increase 3.0 million tons and the total installed capacity will reach 5.9 million Piauí tons per year. Maranhão Unit Unit

5,650 5,850 4,250 2,850 2,850 2,850 2,850 4,550 4,750 3,150 1,750 1,750 1,750 1,750 1,100 1,100 1,100 1,100 1,100 1,100 1,100 2009 2010 2011 2012 2013 2014 tbd Paper Pulp

Mucuri Unit and new pulp line: analysis of the global economy and pulp market outlook for definition of the implementation schedule and start up.

1 The effective capacity will depend on the learning curves 43 Maranhão Unit

Necessary planted area: 154 tsd ha Final agreements with Vale in July 2009: • Acquisition of Vale’s forestry assets in Wood supply Maranhão: 84,5 thousand ha of land (2013-2028) (34,5 thousand ha already planted) • Acquisition of eucalyptus timber from the Vale Florestar Program, starting in 2014 until 2028 32% • Technology cooperation agreement 68% • Railroad transportation for the pulp output to the port region of São Luiz until 2043. • Start up in 2013 ensured with Vale’s Vale Florestar Program and other local producers forestry assets (planted forest) – on a Own Land competitive basis

2009 to 2015 2011 to 2014

Forestry Capex US$ 575 Million Industrial Capex US$ 2.3 Billion

44 Piauí Unit

• Final agreement with Necessary planted area: 170 tsd ha Transnordestina in July 2009: Wood supply • Railroad transportation for the pulp output from Piauí to the (2015 onwards) port region of São Luiz until 2028 • Planting already started in MA Independent farmers licensed area 30% Own lands • Start up of Piauí unit scheduled for 70% 2014, ensured with 5.5 years old forest

2009 to 2015 2012 to 2015

Forestry Capex US$ 710 Million Industrial Capex US$ 2.3 Billion

45 Maranhão and Piauí units

Maranhão Unit Piauí Unit

46 Key messages

Leadership Leading player in the regional paper market and one of the top 10 market pulp producers

Competitiveness One of the lowest cash costs in the world

Vision Solid organic growth strategy

Consolidated management structure/model and alignment with Management shareholders

Capital Disciplined capital structure management structure

47 Investor Relations www.suzano.com.br/ri +55 (11) 3503-9061 [email protected]

48 Experienced and active Board of Directors

Experience of 36 years in the pulp and paper industry. CEO of Suzano Holding S/A, Chairman of the Board of Directors of Suzano DAVID FEFFER, 53 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.

Experience of 32 years in the pulp and paper industry. Member of Sustainability and Strategy Committee, Chairman of Polpar’s DANIEL FEFFER, 50 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.

Experience of 35 years in the pulp and paper industry. Vice President of FIESP. Member of BRACELPA’s and IBEF’s Advisory BORIS TABACOF, 82 Board. Chairman of the Board of Directors for the Brazilian Committee of Britain Brazil Business Forum. Vice Chairman

Experience of 31 years in the pulp and paper industry. Member of the Board and the Committee of Sustainability and Strategy; JORGE FEFFER, 49 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, 68 Hoechst of Brazil. Board of Directors member of Lojas Renner S/A, RBS Group, , 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, 64 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 S/A’s Board of Directors, Metalúrgica Gerdau, Sao Paulo Alpargatas, , and Johnson Electric (Hong Kong); Board Member of Bunge Brazil and Alcoa Brazil. OSCAR BERNARDES, 64 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, 55 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, Participações S/A and Iochpe- NILDEMAR SECCHES, 61 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) 49 Distinguished management team

Chief Executive Officer, also responsible for Investor Relations Department, 4 years at Suzano. Member of the Board of ANTONIO MACIEL Director Member of Frigoríficos. Vice President of BRACELPA. Former member of the Board of Director of SEBRAE, NETO, 52 Gradiente, Cecrisa and Amcham. Former Chaiman of Ford Brasil and Ford Latin America, Itamarati Group, Ferronorte and Cecrisa and former Executive of and the Federal Government. Mechanical Engineer graduated at UFRJ.

ALEXANDRE Pulp Business Unit Executive Officer, joined Suzano in 2009. Former CEO of European operations of RGM Group and Commercial Director of Aracruz. Graduated in Business Administration at Fundação Getulio Vargas (FGV). YAMBANIS, 58

Chief Financial Officer, also responsible for the Legal and Strategy Departments, 15 years at Suzano. He has worked at Vale BERNARDO for 23 years as Director, Executive Vice-President and member of the Board of Directors. PhD in Business Administration SZPIGEL, 65 graduated at University of California, Berkeley. Mechanical Engineer graduated at ITA.

Chief Executive Officer of Suzano Renewable Energy and Suzano Pulp and Paper Executive Officer, responsible for Corporate Development Department, 7 years at Suzano. Former Paper Business Unit Executive Officer (2005-2008). Former ANDRÉ DORF, 37 Executive of JPMorgan in Brazil and NY (Investment Banking Global and Latin America), Chase Manhattan and Banco Patrimônio/Salomon Brothers. Graduated in Business Administration at Fundação Getulio Vargas (FGV).

ERNESTO 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 at FIA/USP. POUSADA, 43

Forest Business Unit Executive Officer, 3 years at Suzano. Former executive of Champion Pulp and Paper and International JOÃO COMÉRIO, 45 Paper as Global Forestry Strategy Officer in the USA. Post graduated in Forest Science and Wood Technology at USP – Piracicaba.

Paper Business Unit Executive Officer, 6 years at Suzano. Former Executive Manager of Suzano’s Pulp Business Unit and Sales CARLOS ANIBAL, 40 General Manager for Latin America at General Electric in the Industrial Systems Division. MBA degree at Ibmec-SP. Electrical Engineer at UFMG.

Human Resources Executive Officer, 2 years at Suzano. Former Human Resources Manager for Aviation Operations in General Electric in Brazil and abroad, Global HR Director for Information Technology in the United States and HR Director for Mexico and CARLOS GRINER, 46 Latin America. Former Executive of Carioca Engenharia, CR Almeida, Comlurb and Bureau Veritas. Post Graduated in Business Administration at COPPEAD-UFRJ.

50