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.

Disclaimer

2

Agenda

Corporate Overview

Forestry Business Unit

Pulp Business Unit

Paper Business Unit

Results

New Growth Cycle

4

12

19

26

34

42

3

Corporate Overview

Suzano Pulp and Paper

Capital markets • Management performance

assessment • Transparency • Funding for growth

• Second largest eucalyptus pulp

producer in the world and one of

the top 10 market pulp producers.

• Leader in the regional paper

market

• Certified plantations and products.

• New growth cycle: from 2.8 to 5.9

million tons per year of paper and

pulp.

• Pulp production costs: one of the

lowest in the world.

• Solid business structure abroad.

• Capital markets presence: free

float of 45%.

Defined controlling group • Reputation • Long term vision

5

Ownership and Management

Professional management • Capital discipline • Rapid decision-making process

Balanced and complementary portfolio

Market pulp

(44% of net rev.)

Papers (56% of net revenue)

Printing and Writing (42% of net revenue) Paperboard

(14% of net rev.) Uncoated

(35% of net rev.)

Coated

(7% of net rev.)

2nd largest

eucalyptus pulp

producer in the world

2nd in Brazil

Market share: 27% 1st in Brazil

Market share: 19% 1st

in Brazil

Market share: 26%

R$ 4.3 billion in net revenue

57% in exports / 43% in domestic market

Diversified products and markets

Note: Market share figures include paper imports.

Data: Last 12 months until Sep, 2010. 6

775 784 915 1,080 1,100 1,100 1,100 1,100425 456 570 640 820

1,650 1,750 1,750

1,500

1,500

2003 2004 2005 2006 2007 2008 2009 New

growthcycle

Paper Pulp

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

1,720 1,485 1,240 1,200

1,920

2,750 2,850

5,850

Piauí Unit

Maranhão Unit

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

million tons per year of pulp and paper.

7

Corporate structure

BU: Business Unit

SP: Service Providers

Board of Directors (BD)

9 members (4 independent)

BD committees

CEO

Objectives: • Greater focus on customers

• Improved accountability

• Development of leaders

The Business Units model

provides performance and

returns assessments in each

business

Management

Sustainability and Strategy

Audit

SP Operations

SP Finance

SP Human Resources

SP Strategy, Corporate Dev. and IR

Forestry BU Paper BU Pulp BU

8

Management model

Operational Excellence

• Six Sigma

• Routine management

• Matrix budgeting

Awards and Certifications

Corporate Risk Management

• COSO1 methodology

• Corporate governance structure

based on committees – direct report

to the directors and Board.

Strategic Planning

• Focused on Value Based

Management (VBM)

• Innovation and R&D

• Sustainability

Alignment of Interests

• Executives compensation based on

EVA metrics

• Higher variable portion in total

compensation

9 ¹Internal control methodology of the Committee of Sponsoring Organizations of the Treadway Commission

.

Sustainability

FSC – Forest Stewardship Council

CCX – Chicago Climate Exchange WBCSD - World Business Council for Sustainable Development

Triple Bottom Line – GRI approach

Social • Focus on education:

– Public libraries

– Public schools remodeling

– Educational programs

(with ECOFUTURO)

Environment • FSC – forest management and custody

chain management

• CCX e WBCSD member

• ECOFUTURO (Parque das Neblinas)

Financial and Economic

• Growing scale and revenues

• Improving margins and returns

• Solid cash flow generation

10

Growth platform

Competitive

assets with

global scale

Consolidated presence in the

main pulp markets and leader in the

regional paper market

New growth

cycle with

competitive

projects

Consolidated

management

structure and

model

11

Qualified team that combines diversity and focus on execution

Forestry Business Unit

Forestry competitiveness

Brazil: high productivity,

forestry technology, low

production costs and

available areas for

expansion

Forest Planted Planted Planted Native

Harvest cycle (years)

7 8 12 80

Main producers Brazil

Indonesia, Malaysia

and Vietnam

Spain, Portugal, Chile and Uruguay

Canada, Finland

and Sweden

13

44

30

20

1

Eucalyptus Suzano

Acacia Eucalyptus globulus

Pinus

Forest yield (m³/ha/year)

100%

1980 2008

5.5

11

Biotechnology

Classic improvement

Evolution with state-of-the-art technology

Technology innovation • More wood/ ha

• More pulp/ m3

• Higher quality

• Less planting areas

• Lower costs

Productivity (admt¹/ha/year)

29 31

44

21

Biotechnology

Classic

improvement

Clones Monoprogeny planting

Soils and nutrition

Forest yield evolution (m³/ha/year)

14

1960 1970 1991 1998 2008

¹admt: air dried metric ton

¹ Conpacel: corresponds to 50% of former Ripasa’s areas.

Total preservation area:

254 tsd ha2

Lands and forests

Forests

average

distance:

246 Km

Forests

average

distance:

75 Km

State Own land (tsd ha)

Total Planted

SP 87 47

BA, ES and MG 220 126

MA and PI 300 77

Conpacel¹ (SP) 56 40

Total SPC 663 290

Independent farmers - 94

Suzano’s production is based on 100% renewable eucalyptus planted forests. Preserved native

forest area of approximately 40% of own land.

15

Plants

Ports

Forests

Soil and climate conditions similar to Australia’s facilitated the development of superior clones in Brazil (innovation and R&D)

DNA Suzano: pioneering and innovation

1980 1990 2000

10

25

3540

1980 1990 2000 2013

Forest yield Maranhão

(m³/ha/year)

E.camaldulensis

E.pellita

E.brassiana

16

Source: BRACELPA / FAO / FBU

1980’s and

90’s: ES

and South

BA

Last frontier: Semiarid (2010’s and

20’s): North and Northeast region

2000’s: Middle-

west and farthest

South

Growth cycles

New forest frontiers

1.8 1.8 1.9

3.5 4.3 7.0

1

2

4

8

16

2005 2008 2020

Planted forests in Brazil (area)

Pinus Eucalyptus

5.3 6.1 8.9

Pla

nte

d a

rea

s (

MM

ha)

1960’s and 70’s:

South and

Southeast

regions

North and Northeast: new expansion

frontiers in eucalyptus’ plantations in

Brazil. Suzano presents technological and

positioning advantage.

Source: IBGE,2007

Planted

forests still

represent a

small part of

the available

area in

Brazil.

17

Planted Forest1%

NativeForest 63%

Cattle20%

Sugarcane 1%

Corn2%

Soybean2%

Other11%

Land use in Brazil

Forestry Business Unit priorities

Consolidate

operations in

the Northeast

region: states

of Maranhão

and Piauí

Explore new business

opportunities related to the forestry base and Suzano’s competences

Focus on cost

reductions, wood

logistics and

operational

excellence

Long term view

in research and

development and

forestry

technology

18

Pulp Business Unit

203

2744

114

2008

Minerals

388

Production 2008 (MM ton)

51%

49%

72% 28%

(13% of total fibers)

Mill

ion

To

ns

Printing and Writing

Tissue

Paperboard

Corrugated

Newsprint

Others

Source: Poyry, 2009

Market pulp still represents the smaller part of the fiber used for

paper production.

New paper capacities are being installed near to consumer markets,

while cash cost drives implementation of new pulp capacities.

Overview of the pulp and paper production chain

Global production of

paper and

paperboard

8%

Total fiber needed

357 8%

Recycled

182

Virgin fiber

175

Market pulp

49

Integrated pulp

126 388

20

8%

Global paper demand growth (2008-15) of 1.8% per year: Chinese and Latin

American markets, including Brazil, outperform global growth rate.

Pulp demand growth drivers

-0.4%

0.4%1.8%

5.0%

1.8%

NorthAmerica

Europe LatinAmerica

China Global2008-15

Annual growth per paper segment

P&W 0.9%

Tissue 2.6%

Mill

ion

To

ns

Printing and Writing

Tissue

Paperboard

Corrugated

Newsprint

Others

Source: Poyry, 2009

388

21

P&W: printing and writing

Paper demand growth (2008-15)

203

2744

114

2008

22

Ch

ile

Fin

lan

d

Ca

na

da

(Ea

st)

Can

ad

a (B

ritish

Co

lum

bia

)

Ch

ile

Ind

on

es

ia

Can

ad

a

Ibe

ria, N

orw

ay a

nd

Sw

ed

en

Bra

zil

Sw

ed

en

US

A

300

US$ 300 – 401 / ton

US$ 441 - 651 / ton

US$ 511 - 696 / ton

US

A

Sw

ed

en

Ca

na

da

(BC

Co

as

t)

400

500

600

700

Fin

lan

d

Fra

nce

, Au

stria

an

d B

elg

ium

Jap

ãn

US$ 367-398 / ton

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

Ch

ina

Fra

nc

e a

nd

Be

lgiu

m

So

uth

Ko

rea R

uss

ia

US$ / ton (CIF/ North Europe)

Brazilian pulp cash cost: structurally low

High Cost Low Cost Low Cost High Cost

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.

2006 2007 2008 2009 9M10

Domestic Market Exports

615 799

1,320

1,780

33%

39%

9%

1% 18%

Asia EuropeNorth Am. South/Central Am.Brazil

81% 78%

80% 86%

19% 22% 20% 14%

23

• 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 1,195 Kton in 9M10

• Net revenue of R$ 1,609 million in 2009 and R$ 1.517 million in 9M10

• 82% 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 3.0 million tons per year in the next years

Pulp Business Unit highlights

82%

1,195

18%

Pulp sales (Kton) Pulp sales destinations – 9M10

80%

20%

Sales distribution

With contracts Without contracts

Commercial approach

41%

28%

19%

12%

Sales per segment - 2009

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

24 P&W: printing and writing

Pulp Business Unit priorities

Focus on

operations:

cost and

logistics

efficiency

Local presence in main global

markets

Start up of the

MA and PI

projects – new

growth frontier

in Brazil

25

Paper Business Unit

• 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

Suzano’s

focus

438 401 388

Global paper demand

27

203 210 23227 29 3344 46 52114 116 121

2008 2010 2015Other Tissue Paperboard P&W

Global paper demand (Million Tons)

Paper consumption x GDP per capita

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.

Education

Digital printing

Customized

media

Smart

packaging

Electronic

media

Plastics

Source: Poyry, 2008

0

50

100

150

200

250

300

350

0 5.000 10.000 15.000 20.000 25.000 30.000 35.000 40.000 45.000

GDP per capita, US$

Consumption, kg per capita

Japan

China

USA

Sweden

Spain

Korea, Rep.

UK

Taiwan

Brazil

India = 7kg USA = 300kg

28

Demand growth drivers

¹P&W: printing and writing / PB: paperboard and liquid paperboard

Source: RISI Latin America Forecast – July/10

Brazil and Latin America: Suzano’s main markets

• Economic growth and increase in the

industrial activity

• Education level improvement and

access to new technologies

• The P&W and PB demand is

expected to grow at a rate of 3.9%,

from 2010 to 2014: outperforming

the capacity increase in the region

• Latin America: net importing region

• Competitive advantage: geographic

proximity, lower logistic costs and

shorter lead times

29

3.0 2.9 3.1 3.7

5.2 4.8 5.15.8

2008 2009 2010 2014

Brazil Others

P&W and PB¹ demand (MM ton)

Latin America

The markets in which Suzano

operates correspond to 31%

of total consumption, or

2.6 million tons.

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

Paper in Brazil

25%

6%

48%

10%

5%6%

Brazilian paper consumption

Printing & Writing PaperboardWrapping TissueOther Newsprint

30

More than 90% integrated production (pulp + paper)

Paper Business in Suzano

• 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

2006 2007 2008 2009 9M10Domestic Market Exports

Paper Business Unit highlights

37% 41% 43% 53%

63% 59% 57% 47%

1,071 1,098 1,162 1,116

56%19%

11%

10%4%

Brazil South/Central Am. North Am. Europe Other

• Net revenue of R$ 2.3 billion in 2009 and R$ 1,802 million in 9M10

• Brazil and Latin America represent approximately 75% of total sales in 9M10

• 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

32

44%

56%

839

Paper sales (Kton) Paper sales destination – 9M10

Paper Business Unit priorities

Portfolio

management,

sales and regional

mix, focusing on

operational margin

and return

Regional leadership in the main white paper

segments

Logistics and

commercial

approach

excellence

Discipline in

growth

opportunities

assessments

33

Results

Results 9M10 9M09 9M10/9M09

Sales volume (Kton) 2,034 2,176 -6.5%

Paper sales (Kton) 839 809 3.8%

Pulp sales (Kton) 1,195 1,368 -12.6%

Net revenue - R$ Million 3,319 2,933 16.2%

Net income - R$ Million 518 725 - 28.5%

EBITDA - R$ Million 1,325 766 73.0%

EBITDA - US$ Million 744 367 102.5%

EBITDA margin 39.9% 26.1% 13.8 p.p.

Average exchange rate (R$/US$) 1.78 2.08 -14.6%

Net debt 3,850 4,164 -7.5%

Net debt / EBITDA (LTM) 2.4 3.6 n.a.

Results 9M10

35

All amounts in the table above include the adjustments introduced by the IFRS standards.

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 959 (451) n.a.

EBITDA - R$ Million 1,058 1,469 - 28.0%

EBITDA - US$ Million 529 800 - 33.8%

EBITDA margin 26.8% 36.2% - 9.4 p.p.

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

Net debt 4,111 5,459 - 24.7%

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

Results 2009

36

All amounts in the table above include the adjustments introduced by the IFRS standards.

913 1,040 1,146 1,469 1,021 1,325

32.8 33.5 33.6 36.2

25.8

39.9

2005 2006 2007 2008 2009 9M10EBITDA - R$ million EBITDA Margin - %

1 includes non recurring items: sale of forestry asset

Net revenue and EBITDA

37

Net Revenue (R$ million) EBITDA

All amounts in the table above include the adjustments introduced by the IFRS standards.

2005 2006 2007 2008 2009 9M10

Domestic Market Exports

3,319 2,787

3,099 3,410 4,064

58% 47% 42% 47% 54%

42% 53% 58% 53% 46%

58%

42%

3,953

1

2,4753,919 4,285

5,4594,111 3,850

913 1.040 1,146 1,469 1,058 1,325

2.7

3.8 3.7 3.7 3.9

2.4

2005 2006 2007 2008 2009 9M10

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

Implementation

of Mucuri project

(Line 2)

Debt profile

Acquisition

of Ripasa

Start up of line

2 at Mucuri

38

All amounts in the table above include the adjustments introduced by the IFRS standards.

Adequate debt amortization schedule and liquidity profile:

• Competitive debt costs

• Cash: R$ 3.6 billion on September 30th,2010

• Suzano’s rating: Moody’s: Baa3 (Stable) – Investment Grade; S&P: BB+ (Stable)

Debt amortization schedule

3,617

516

1,230 1,3901,006 966

417

1,951

39

Amortization schedule (R$ million)

Capital markets

Recovery of higher average daily volumes and daily number of trades

40

6 5 4 7 15 13 12 16 16 18 18 17 16 12 25 34 22 26 23 15 13

635 676 820 787

1,198 1,319

1,061

1,534 1,434

2,033

1,644

1,289 1,527

1,153

1,919 2,159

2,280

2,958 3,070

1,767

1,818

02004006008001000120014001600180020002200240026002800300032003400

-

5

10

15

20

25

30

35

40

jan

/09

feb

/09

ma

r/09

ap

r/09

ma

y/09

jun

/09

jul/09

au

g/0

9

sep/0

9

oct/0

9

no

v/0

9

de

c/0

9

jan

/10

feb

/10

ma

r/10

ap

r/10

ma

y/10

jun

/10

jul/10

au

g/1

0

sep/1

0

Avg. Daily Volume Number of Trades (Daily)

Stock performance

41

70%

80%

90%

100%

110%

120%

130%

140%

150%

Stock Performance

111.6 (SUZB5)112.9 (IBOV)

109.6 (IBrX50)

New Growth Cycle

1,100 1,100 1,100 1,100 1,100 1,100 1,100

1,750 1,750 1,750 1,7503,150

4,550 4,750

2009 2010 2011 2012 2013 2014 tbdPaper Pulp

2,850 2,850 2,850 2,850 4,250

5,650 5,850

Piauí

Unit Maranhão

Unit

Mucuri Unit and new pulp line: analysis of the global economy and pulp market outlook for

definition of the implementation schedule and start up.

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

tons per year.

43 1 The effective capacity will depend on the learning curves

32%

68%

Vale Florestar Program and other local producers

Own Land

Wood supply

(2013-2028)

• Acquisition of Vale’s forestry assets in

Maranhão: 84,5 thousand ha of land

(34,5 thousand ha already planted)

• Acquisition of eucalyptus timber from the

Vale Florestar Program, starting in 2014

until 2028

• Technology cooperation agreement

• Railroad transportation for the pulp

output to the port region of São Luiz until

2043.

• Start up in 2013 ensured with Vale’s

forestry assets (planted forest) – on a

competitive basis

Necessary planted area: 154 tsd ha

US$ 2.3 Billion

2009 to 2015

Forestry Capex Industrial Capex US$ 575 Million

2011 to 2014

Maranhão Unit

Final agreements with Vale in July 2009:

44

Own lands70%

Independent farmers

30%

Wood supply

(2015 onwards)

• Final agreement with Transnordestina in July 2009:

• Railroad transportation for the pulp output from Piauí to the port region of São Luiz until 2028

• Planting already started in MA

licensed area

• Start up of Piauí unit scheduled for

2014, ensured with 5.5 years old

forest

US$ 2.3 Billion

2009 to 2015

Forestry Capex Industrial Capex US$ 710 Million

2012 to 2015

Necessary planted area: 170 tsd ha

Piauí Unit

45

Maranhão Unit Piauí Unit

Maranhão and Piauí units

46

Leadership

Competitiveness

Vision

Management

Capital

structure

Key messages

Leading player in the regional paper market and one of the top

10 market pulp producers

One of the lowest cash costs in the world

Solid organic growth strategy

Consolidated management structure/model and alignment with

shareholders

Disciplined capital structure management

47

Investor Relations

www.suzano.com.br/ri

+55 (11) 3503-9061

ri@suzano.com.br

48

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

and Vice President of the Board of Directors of Polpar S/A. Vice President of Premesa S/A and Vocal.

Experience of 35 years in the pulp and paper industry. Vice President of FIESP. Member of BRACELPA’s and IBEF’s Advisory

Board. Chairman of the Board of Directors for the Brazilian Committee of Britain Brazil Business Forum.

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

Hoechst of Brazil. Board of Directors member of Lojas Renner S/A, RBS Group, Cyrela Brazil Realty, OGX and Chemical Group

DSM/Holanda.

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

Nemonorte, Chairman of Ecofuturo Institute’s Board of Directors.

Experience of 31 years in the pulp and paper industry. Member of the Board and the Committee of Sustainability and Strategy;

Director of Premesa, Corporate VP of Suzano Holding and IPLF Holding, Executive Officer of Nemonorte and Vocal.

Senior partner of Machado, Meyer, and Sendacz Opice Lawyers and former member of the Board of Directors of OAB Brazil.

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, 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

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-

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)

Experienced and active Board of Directors

DAVID FEFFER, 53

Chairman

DANIEL FEFFER, 50

Vice Chairman

BORIS TABACOF, 82

Vice Chairman

CLÁUDIO SONDER, 68

ANTONIO MEYER, 64

OSCAR BERNARDES, 64

MARCO BOLOGNA, 55

NILDEMAR SECCHES, 61

JORGE FEFFER, 49

49

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,

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.

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

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

Chemical Company, in Brazil, USA and Europe. Post-Graduated in Business Administration at FIA/USP.

Chief Financial Officer, also responsible for the Legal and Strategy Departments, 15 years at Suzano. He has worked at Vale

for 23 years as Director, Executive Vice-President and member of the Board of Directors. PhD in Business Administration

graduated at University of California, Berkeley. Mechanical Engineer graduated at ITA.

Forest Business Unit Executive Officer, 3 years at Suzano. Former executive of Champion Pulp and Paper and International

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

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

Latin America. Former Executive of Carioca Engenharia, CR Almeida, Comlurb and Bureau Veritas. Post Graduated in Business

Administration at COPPEAD-UFRJ.

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).

ANTONIO MACIEL

NETO, 52

BERNARDO

SZPIGEL, 65

ANDRÉ DORF, 37

ERNESTO

POUSADA, 43

JOÃO COMÉRIO, 45

CARLOS ANIBAL, 40

CARLOS GRINER, 46

ALEXANDRE

YAMBANIS, 58

50

Distinguished management team