1. Presentation
1

2. 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 Brazil,
emerging markets or internationally.

3. Agenda
Corporate Overview and Growth Cycle 04
Forestry Business Unit 17
Pulp Business Unit 23
Paper Business Unit 30
Results 36

4. Corporate Overview
Suzano
Itaqui Port Transnordestina
“Carajás”
Pecém Port
• 2nd
largest eucalyptus pulp producer in the world Railroad
• 12th market pulp producers Maranhão
Piauí
• Pulp production costs: one of the lowest in the
“Norte e Sul”
world Railroad
• Leader in the regional paper market Forests Mucuri
Plants
• Certified plantations and products Limeira
Portocel
Ports
Suzano
• Organic Growth in pulp: Railroad Embu
Vitória
Rio Verde
+3 MM/ton/year Santos
• New businesses: biotechnology and wood pellets
for energy
• Market cap: R$6.0 billion on 12/31/10 Capital Structure (12/31/10)
Free Float
Controlling
45%
Group
52%
Treasury
3%
4

5. Corporate Overview
Organizational Structure
The Business Units model provides performance and return
assessments in each business
Management
Board of Directors (BD) Sustainability and
9 members (4 independent) Strategy
Audit
CEO, IR and
Strategy BD Commitees
SP Operations Forestry BU Pulp BU Paper BU
SP Corporate Dev. BU: Business Units
SP Finance
SP Human Resources
SP: Service Providers
5

6. Corporate Overview and Management
Products and Diversified Markets
Net Revenue
58% Exports / 42% Domestic Market
R$ 4.5 billion
Market Pulp Paper
2nd eucalyptus market pulp producer
45% 55%
Paperboard
Printing and Writing
1st in Brazil with 26%
market share
13% 42%
Uncoated Coated
2nd in Brazil with 27% 1st in Brazil with 19%
market share market share
35% 7%
Note: Figures of last 12 months ending on 12/31/2010
The market share data includes paper imports
6

7. Corporate Overview
Timeline
1924 until 1940 1950 1960 until 1990 2000 2024
Beginning of First investment in Growth and diversification in the Consolidation as one of the Suzano 2024
operations 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 with
Leon Feffer Bahia Sul
starts paper
trading activities
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 Cycle
Suzano’s Strategy
Constant increases in forestry productivity guarantees competitiveness in
the pulp business and enables new business opportunities in Biotechnology
and Renewable Energy
Forestry
Competency
Operational Organic Wood pellets Biotechnology
excellence in growth
paper in pulp
8

9. Growth Cycle
Organic Growth in Pulp
Suzano’s production capacity has increased by 130% in the last 5 years. The Company is
prepared for a new growth cycle that will increase its capacity to
6.0 MM ton/year of pulp and paper by 2014
Piauí
Unit
Maranhão
Unit
6.010
4.610
3.210 3.210 4.720
2.750 2.850 2.850
3.320
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
784
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Paper Pulp
9

10. Growth Cycle
Pulp Organic Growth
Maranhão Piauí
Maranhão Projects
Required planted area 154 tsd ha 170 tsd ha
• Market pulp production capacity:
1.5 MM ton/year Forestry capex US$ 575 US$ 710
(total estimated) million million
• Estimated industrial capex:
Forestry capex US$ 214 US$ 193
US$ 2.3 billion (total fulfilled) million million
• Funding: Start up (estimative) 2013 2014
~ 80% debt (competitive costs) and remainder cash
flow generation 68% own land 70% own land
Wood supply 32% third 30% third
• BNDES: R$ 2.7 billion, 12-year maturity and parties parties
3-year grace period
• Mandatory convertible debentures: R$ 1.2
billion
• Agreements for the acquisition of key
equipments:
Metso and Siemens
Competitive Advantages
• 100 MW energy surplus for sale
• Logistics guaranteed by long term contracts
Draft of the MA / PI mill Draft of Piauí’s nursery
• Projects’ updates with better returns
Investment decision on Piauí Project expected
• Tax incentives for 1S12.
10

11. Growth Cycle
FuturaGene
• 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 markets
11

12. Growth Cycle
Suzano Renewable Energy
Suzano Renewable Energy– 1st fase
Wood pellets for energy, produced from
• 3 units: 1 MM ton/year each
renewable energy-oriented forests
• Capex: US$ 800 million
• World leader
• Initial focus on the European market
• MoUs for 3.1 mm/ton/year
• Negotiation of final contracts with clients
• Funding: definition of the capital structure
• Analysis of the clones portfolio: special clone
selection
Experiments
• Dedicated plantation (more plants per hectare)
with
• Higher yield
“Energetic
Forests” • Harvest in 2 to 3 years
since 2008 • High lignin content – high calorific value
• Unuseful for pulp production
• Experimental “energetic” stewardship in Northeast
13

13. Agenda
Corporate View and Growth Cycle 04
Forestry Business Unit 17
Pulp Business Unit 23
Paper Business Unit 30
Results 36

14. Forestry Business Unit
Forestry Assets
The Forestry Business Unit (FBU) guarantees to Suzano
100% eucalyptus wood supply from renewable planted forests
2010 Areas’ Chart FBU in Numbers 2010
MA, PI and TO
Total area (tsd ha) 722
Total: 307 tsd ha
Planted: 75 tsd ha
Planted area (tsd ha) 324
Annual planting (tsd ha) 76
Planted seedlings / day (tsd) 438
BA, ES and MG Harvested trees / day (tsd) 122
Total: 225 tsd ha
Annual harvest (million m³) 10.8
Planted:
130 tsd ha Loaded trucks / year
Forests 201
(tsd units)
average
distance: SP Preserved Area (tsd ha) 256
75 Km
Total: 190 tsd ha
Forests Planted: 119 tsd ha
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.
14

15. 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)
• Excellent soil and climate conditions
44
41
• Short harvesting cycle for planted forests
• Opportunity to recovery degraded areas
25 25
20 • Low establishments and maintenance costs
13
• Continuously growing consumer market
6 4
Suzano’s Brazil Chile Australia South Portugal USA Finland
Eucalyptus Africa
Source: ABRAF, BRACELPA, Poyry, Adapted by STCP Consulting
• Logistics
Challenges
• Tax Structure
• Cost of Capital
• Education Level
• Exchange Rate
15

16. Forestry Business Unit
Suzano’s Forestry Competitivity
Suzano’s pioneerism and innovation enabled the improvement of stewardship techniques and development
of genetic base
Competitive Advantages New Businesses
— Total clones: 14,729
• Genetic portfolio — Field experiments: 614
• Forestry technology — Total experimented area: 3,913 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 ton
16

17. Forrestry Business Unit
Sustainability, Innovation and Governance
Sustainability Directive Plan considers a refined concept of theTriple Bottom Line
comprising Innovation and Governance
Economic financial
Governance
• Global competitiveness and scale Innovation
Application of • Consistent margins and returns • 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 CCX1 and WBCSD2 schools in 3 states
• ECOFUTURO (Parque das ECOFUTURO: 92 thousand
Neblinas) benefited students
1 Chicago Climatic Exchange
2 World Business Council for Sustainable Development
17

18. Forestry Business Unit
Strategy
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 technologies
18

19. Agenda
Corporate View and Growth Cycle 04
Forestry Business Unit 17
Pulp Business Unit 23
Paper Business Unit 30
Results 36

20. 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 10% 1.6
Tissue implementation of new pulp capacities.
1 Bleached Softwood Kraft Pulp
Corrugated 2 Bleached Hardwood Kraft Pulp
Newsprint 3 Bleached Eucalyptus Kraft Pulp
Others
Suzano’s 2014 estimated
production of 4,6 mm ton
2010e (26% of global production)
Source: Poyry and Suzano
20

21. Pulp Business Unit
Pulp demand growth driven by eucalyptus and by European
and Chinese markets
Demand: Market Pulp (K ton) Demand: Eucalyptus Pulp (K ton)
CAGR CAGR
’03 -’09: ’03 -’09:
+2.2% +11.3%
55.755 19.710 20.560
54.555 17.405 18.580
53.215 15.715
51.610
49.085
2010e 2011e 2012e 2013e 2014e 2010e 2011e 2012e 2013e 2014e
Eucalyptus Pulp – China (K ton) Eucalyptus Pulp – Europe (K ton)
CAGR
’03 -’09: CAGR
+26.9% ’03 -’09:
+7.4%
8.185 8.485 8.655
5.385 7.420 7.785
4.950
4.355
3.930
2.945
2010e 2011e 2012e 2013e 2014e 2010e 2011e 2012e 2013e 2014e
21 Source: PPPC

22. Pulp Business Unit
Supply increase driven by eucalyptus
shows Suzano as a relevant player
Market Pulp Supply (K ton) Eucalyptus Pulp Supply (K ton)
CAGR CAGR
’03 -’09: ’03 -’09:
+2.7% +11.3%
61.535 22.415
60.140 19.610 21.170
17.530 18.905
57.670 58.330
55.045
2010e 2011e 2012e 2013e 2014e 2010e 2011e 2012e 2013e 2014e
Eucalyptus’ Supply and Demand Balance (%) New Eucalyptus Pulp Capacities Forecast
2010 – 2014 (K ton)
Global 6,385 100%
Latin America 4,990 78%
95%
92% 93% 92%
90% Brazil 4,315 68%
Suzano 3,000 47%
2010e 2011e 2012e 2013e 2014e
Source: PPPC, Suzano
22

23. Pulp Business Unit
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 (British Columbia Coast)
500
Canada (British Columbia)
Canada (East)
France, Austria and Belgium
400 US$ 300 – 401 / ton
South Korea
France and Belgium
Japan
Sweden
Canada
USA
Finland
300
Iberia, Norway
Sweden
USA
China
Finland
Indonesia
Russia
Chile
Chile
Brazil
Hardwood Softwood
Source: Hawkins Wright, jul/ 10 - Volumes do not include production of unbleached pulp and high yield pulp.
23

24. Pulp Business Unit
Highlights
Pulp Sales Volume (K ton) Pulp Sales Destinations – 2010
1.780
1.607 Brazil 19%
1.321
North Am. 9%
1.519
799 1.310 South/Central Am. 1% 38% Europe
1.089
638
161 232 261 297 Asia 33%
2007 2008 2009 2010
Domestic Market Exports
• Technical support in each international office:
Sales per Segment – 2010
China, Switzerland and USA
• 80% of total sales with long term contracts Others 7%
• More than 150 active clients
Special 25% 36% Printing and Writing
• Strategic long-term partnerships with clients:
• Logistics
• Technology
• Pre and post sale technical assistance
Tissue 32%
• Strategic focus on high value added segments
24

25. Pulp Business Unit
Strategy
Focus on
Presence in Strategic
sustainable main
growth relationship with
international
strategy clients
markets
25

26. Agenda
Corporate View and Growth Cycle 04
Forestry Business Unit 17
Pulp Business Unit 23
Paper Business Unit 30
Results 36

27. Paper Business Unit
Global Paper Demand
Growth 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 – 2009
27

28. 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 printing
Consumption (kg per capita)
Taiwan
Japan
Korea Rep.
• Electronic Media
UK • Plastics
China.
Spain
Brazil
GDP per Capita (US$)
Latin Am. and Brazil = 41kg USA = 300kg
Source: Poyry, 2008
28

29. Paper Business Unit
Brazil and Latin America are the main Markets
Brazilian Demand (MM ton) Latin America ex-Brazil Demand (MM ton)
4.3% p.a. 3.3% p.a.
3.434 5.287
4.488 4.1% p.a.
2.788
4.2% p.a. 1.099 1.875
895 1.533
Paperboard1 Paperboard1
4.3% p.a. 2.9% p.a.
2.335 3.412
Printing & Writting2 1.893 Printing & Writting2 2.955
2010e 2015e 2010e 2015e
1Paperboard + liquid packaging board; 2 Uncoated + Coated
Source: RISI Latin America Forecast –Nov/10
• 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 products
29

30. Paper Business Unit
Highlights
Sales Volume (k ton) Sales Destination – 2010
12%North Am.
Europe 10%
1.124 1.162 1.115 1.156
Others 4%
456 504 524 513 56% Brazil
668 658 591 643
South/Central Am. 18%
2007 2008 2009 2010
Domestic Market Exports
• Leadership in printing & writing and white paperboard in South America
• More than 90% integrated production (pulp + paper)
• Fx hedge: approximately 60% of paper revenue in local currency
• 2 own paper merchants – SPP NEMO (2nd largest in Brazil) and Stenfar (Argentina)
• Premium pricing in the segments where we act
• Lower price volatility in the domestic market
30

31. Paper Business Unit
Strategy
Strengthening Products
Revenue Asset
of Distribution Portfolio
Management Optimization
Channels Management
31

32. Agenda
Corporate Overview and Growth Cycle 04
Forestry Business Unit 17
Pulp Business Unit 23
Paper Business Unit 30
Results 36

33. Results
Net Revenue and EBITDA
Net Revenue (R$ million) and Volume (K ton) EBITDA (R$ million) and EBITDA Margin (%)
2.896 36,2% 37,7%
2.763 33,5%
2.482 30,3% 29,4%
1.924
1.686
4.514
4.064 3.952 1.703
3.099 3.410 1.469
2.214 2.599 1.040 1.034 1.161
1.596 2.295
1.302
1.797 1.814 1.850 1.657 1.915
2006 2007 2008 2009 2010 2006 2007 2008 2009 2010
R$/US$ R$/US$
2.18 1.95 1.84 2.00 1.76 2.18 1.95 1.84 2.00 1.76
avg. avg.
Domestic Market Exports Volume
Paper: Revenue (R$ million) and Volume (K ton) Pulp: Revenue (R$ million) and Volume (K ton)
1.125 1.780 1.607
1.116
1.162 1.156 1.320
1.071 799
615
2.336 2.458 2.524 2.344 2.496
2.018
722 837 937 918 936 1.539 1.609
736 933 1.663
1.614 1.621 1.587 1.560 1.277 1.377
1.426 757
591
2006 2007 2008 2009 2010 2006 2007 2008 2009 2010
Domestic Market Exports Volume Domestic Market Exports Volume
Note: The amounts of 2009 and 2010 include the adjustments introduced by the IFRS standards
33

34. Results
Adequate Debt Amortization Schedule and Liquidity Profile
• Cash: R$ 3.7 billion on 12/31/2010
• Liquidity horizon: low rollover risk even under stress scenarios
• Competitive cost of debt and duration of 43 months
• Debt breakdown on 12/31/2010: 50% in foreign currency and 50% in local currency (R$)
• Moody’s: Baa3 (stable) Investment Grade; S&P: BB+ (stable)
Amortization schedule (R$ million) Debt - Dec/ 2010
2.049 R$ million Amount Leverage
BNDES 2,532 1.5x
Nordic Investment Bank 74 0.0x
1.383
1.296 FINIMP 287 0.2x
1.282
Projetcs Debt 2,893 1.7x
625
1.012 989
Trade Finance 2,125 1.3x
153
924
628 Debentures 625 0.4x
427 Others 1,513 0.9x
758 836 767
Gross Debt 7,156 4.2x
372 384 382
Cash and Cash Equivalents 3,735 2.2x
2011 2012 2013 2014 2015 2016
onwards Net Debt 3,421 2.0x
Local Currency Foreign Currency 34
34

35. Results
Conservative Financial Policy
• Benchmark: investment grade status
• 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
Mucuri Project Start up of line economic
(line 2) 2 at Mucuri crisis
Acquisition
of Ripasa
3,8x 3,7x 3,7x 3,5x
2,7x
2,0x
1,6x 5.459
4.285 4.111
3.919
3.421
2.475
1.616 1.703
1.469
1.039 1.040 1.146 1.161
913
2004 2005 2006 2007 2008 2009 2010
Net Debt (R$ MM) EBITDA (R$ MM) Net Debt / EBITDA (x)
Note: The amounts of 2009 and 2010 include the adjustments introduced by the IFRS standards
35

36. Results
Capital Markets: Liquidity and Stock Performance
Stock Performance
140
120
100 Ibovespa -1%
IBrX50 -2%
SUZB5 -8%
80
60
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
09 10 10 10 10 10 10 10 10 10 10 10 10
Liquidity Distribution of Proceeds (R$ tsd)1
2.471
2.211 2.052 230.810 220.690
1.655 1.565
1.107 920 27.245
715 161.222
140.114 138.438
17.700 18.166 17.095 114.099
14.523
11.968 12.133
5.025
1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 2004 2005 2006 2007 2009 2010
1 There wasn’t any distribution of proceeds in 2008 due to a net loss of R$
Avg. Daily Volume (R$ tsd) Number of Trades (Daily) 451 million.
36

37. Results
Why 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
1924
37

38. Investor Relations Team
Antonio Maciel (CEO and IR Director) +55 (11) 3503-9061 ri@suzano.com.br
Andrea Fernandes (IR Executive Manager) +55 (11) 3503-9062 andreaf@suzano.com.br
Áurea Portugal (Assistant) +55 (11) 3503-9061 aportugal@suzano.com.br
Eduardo Oliveira (Intern) +55 (11) 3503-9306 epoliveira@suzano.com.br
Fernanda Nardy (Analyst) +55 (11) 3503-9066 fnardy@suzano.com.br
Michelle Corda (Analyst) +55 (11) 3503-9359 mcorda@suzano.com.br
Rosely Onizuca (Analyst) +55 (11) 3503-9355 ronizuca@suzano.com.br
Investor Relations
www.suzano.com.br/ri
38

39. Board of Directors
Experienced 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)
39

40. Executive officers
Distinguished management team
Chief Executive Officer, also responsible for Investor Relations 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,
ANTONIO MACIEL NETO Gradiente, Cecrisa and 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 at UFRJ.
Pulp Business Unit Executive Officer, joined Suzano in 2009. Former CEO of European operations of RGM Group and Commercial
ALEXANDRE YAMBANIS Director of Aracruz. Graduated in Business Administration at Fundação Getulio Vargas (FGV).
Chief Financial Officer, also responsible for the Legal and Strategy Departments, 15 years at Suzano. He has worked at Vale
BERNARDO
BERNARDO SZPIGEL for 23 years as Director, Executive Vice-President and member of the Board of Directors. PhD in Business Administration graduated
SZPIGEL, 65 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 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).
Chief Operation Officer, 5 years at Suzano. Has worked as Expansion Project Director of Mucuri Unit. Former executive of Dow
ERNESTO POUSADA Chemical Company, in Brazil, USA and Europe. Post-Graduated in Business Administration at FIA/USP.
Forest Business Unit Executive Officer, 3 years at Suzano. Former executive of Champion Pulp and Paper and International Paper
JOÃO COMÉRIO 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 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 Latin America. Former Executive of Carioca Engenharia, CR Almeida, Comlurb and Bureau Veritas. Post Graduated in Business
Administration at COPPEAD-UFRJ.
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