Suzano is the 2nd largest eucalyptus pulp producer in the world and has been increasing its pulp production capacity by 130% over the last 6 years through organic growth. It is funding the construction of a new pulp mill in Maranhão, Brazil which will increase capacity by 1.5 million tons per year and is expected to start up in 2013. Suzano is also evaluating building a new pulp mill in Piauí, Brazil which could further increase capacity, with a decision expected in the first half of 2014.

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 15
Pulp Business Unit 21
Paper Business Unit 28
Results 34

4. Corporate Overview
Suzano
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 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 and Strategy
BD Commitees
SP Operations Forestry BU Pulp BU Paper BU
SP Corporate Dev. BU: Business Units
SP Finance and IR
SP Human Resources
SP: Service Providers
5

6. Corporate Overview and Management
Products 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
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 starts Bahia Sul
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 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 Plan
Funding 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 1,154
10 Draft of the Maranhão mill

11. Piauí Unit
Decision 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 nursery
11

12. 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
12

13. Growth Cycle
Suzano Renewable Energy
Suzano 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 2008
13

14. Agenda
Corporate View and Growth Cycle 04
Forestry Business Unit 15
Pulp Business Unit 21
Paper Business Unit 28
Results 34

15. Forestry Business Unit
Forestry Assets
The Forestry Business Unit (FBU) guarantees to Suzano
100% 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 Finland
Eucalyptus Africa
Source: ABRAF, BRACELPA, Poyry, Adapted by STCP Consulting
• Logistics
Challenges
• Tax Structure
• Cost of Capital
• Education Level
• Exchange Rate
16

17. 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 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 ton
17

18. Forestry Business Unit
Triple Bottom Line
Sustainability Directive Plan considers a refined concept of the Triple Bottom Line
comprising 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 sustainability
18 1 World Business Council for Sustainable Development

19. 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
19

20. Agenda
Corporate View and Growth Cycle 04
Forestry Business Unit 15
Pulp Business Unit 21
Paper Business Unit 28
Results 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
2010e
Source: Poyry and Suzano
21

22. Pulp Business Unit
Pulp demand growth driven by eucalyptus and by Chinese
and 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 2015
22 Source: PPPC – September/ 2011

23. Pulp Business Unit
Supply 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/2011
23 * Includes ongoing projects and some still not approved

24. Pulp Business Unit
Brazilian 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 Unit
Highlights
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 segments
25 Note: LTM - last 12 months ending on 9/30/2011

26. Pulp Business Unit
Strategy
Focus on Presence in
Strategic
sustainable main
relationship with
growth international
clients
strategy markets
26

27. Agenda
Corporate View and Growth Cycle 04
Forestry Business Unit 15
Pulp Business Unit 21
Paper Business Unit 28
Results 34

28. 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
28

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 printing
Consumption (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 Unit
Brazil 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 products
30

31. Paper Business Unit
Highlights
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 market
31 Note: LTM - last 12 months ending on 9/30/2011

32. Paper Business Unit
Strategy
Strengthening Products
Revenue Asset
of Distribution Portfolio
Management Optimization
Channels Management
32

33. Agenda
Corporate Overview and Growth Cycle 04
Forestry Business Unit 15
Pulp Business Unit 21
Paper Business Unit 28
Results 34

34. Results
Net 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 LTM
R$/US$ R$/US$
1.95 1.84 2.00 1.76 1.65 1.95 1.84 2.00 1.76 1.65
avg. 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 9/30/2011
34 The amounts of 2009, 2010 and LTM include the adjustments introduced by the IFRS standards
2010 EBITDA includes non-recurrent asset sale

35. Results
Adequate 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 4.2x
35

36. Results
Conservative 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 9/30/2011
36

37. Estimated 2011 Capex
Net 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 partnership
37

38. Investiment Plan
Growth projects will be developed with discipline, respecting Company’s
financial 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 segment
Note: figures do not include investments that may be outsourced (port, • Equity
branch rail line and others)
The continuity of the Company‟s investment plan is tied to project profitability and investment
discipline, 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. 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
39

40. Investor Relations Team
Alberto Monteiro (CFO and IR Director) +55 (11) 3503-9061 ri@suzano.com.br
Andrea Fernandes (IR Executive Manager) +55 (11) 3503-9062 andreaf@suzano.com.br
Aurea Portugal (Assistant) +55 (11) 3503-9061 aportugal@suzano.com.br
Marcela Kasparian (Analyst) +55 (11) 3503-9066 mkasparian@suzano.com.br
Michelle Corda (Analyst) +55 (11) 3503-9359 mcorda@suzano.com.br
Rafael Ferraris (Intern) +55 (11) 3503-9306 rferraris@suzano.com.br
Rosely Onizuca (Analyst) +55 (11) 3503-9355 ronizuca@suzano.com.br
Investor Relations
www.suzano.com.br/ir
40

41. 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)
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42. Executive officers
Distinguished 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 and
ANTONIO 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.
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