Paulo Dias Email and Phone Number

Can Pack Group operates in the metal packaging market for over 25 years. During this period, has become a leading manufacturer in the beverage packaging industry in Central and Eastern Europe, and constantly strengthens its market position in Western Europe, Asia and Africa.The current structure of Can Pack Group is based on four industrial holdings: beverage cans, food and chemicals packaging, glass containers, closures for bottles.The plants of the Group employ over 4,000 people and annual sales exceed $ 1.4 billion.The installed capacity currently allows us to offer approximately 14 billion beverage cans, over 30 billion pieces of bottle closures, over 1.2 billion of metal containers for the food and the chemical industries, and approximately 220 thousands tons of glass packaging.

Responsible for the P&L of the Chilean operation, with a plant, 160 people, and sales of US$ 40 million. Report to the General Director for South America.Created and structured, together with company top management, a strategic plan which increased the competitiveness of the operation in the short and midterm, with a US$ 8 million investment, through the adoption of several actions and results:· Operational integration with Brazil and Argentina.· Renegotiation of contracts with suppliers and customers.· Search and selection of alternative suppliers for strategic raw materials.· Entry in new customers and market segments.· Improvement of production processes, through the update of equipment, training and renewal of plant personnel, improving the plant yield in 2 pp., equivalent to an increase of approximately 3% in the production capacity of the plant.· Reduction of SG&A costs through the provision of financial, HR and IT services to other Saint-Gobain business in Chile.· Debt reduction, through capital increase and renegotiation with banks.⋅ Engaged groups to develop internal solutions and suggestions in different areas, which, along with above actions, contributed to a 3.1% reduction in the conversion cost, against a 4.8% glass inflation in the 2013 | 2014 period.⋅ Got operational income 32% higher than expected in the budget and EBITDA 12% higher, in the first half of 2014.⋅ Got 2014 operational income and EBITDA, 9% and 39% higher than expected, respectively, after the change in the strategic orientation of the business for South America.⋅ Started negotiations, accumulating the role of Commercial Director, while developing a regain approach with the largest customers in Chile – CCU and Concha y Toro, aiming the supply through a long term contract in the next 2 years⋅ Increased in 9 pp. overall customer satisfaction, and 2 pp. satisfaction with services, in customer satisfaction survey, conducted by Adimark/GFK.

Responsible for sales and Marketing areas of the packaging division, development of products and customers, and after sales services. Member of Verallia “International Sales Management Committee”. Reporting to the General Director in Brazil, and management of a team of 11 professionals. ⋅ Led sales process, involving the industrial area, resulting in an improvement in the quality of production planning and in overall sales, obtaining in 2011 the best operational income of the packaging division in the past 5 years.· Sales 3.2% above budget and 2.1% above 2010.· Volume 0.4% above budget and 16% above 2010.· Average price 2% above budget and 6.5% above 2010.· Operational income 70% above budget and 39% above 2010.⋅ Managed the relationship with customers in a moment of lack of products, caused by a fall in the wall of one of the furnaces in Sep’10. As result, no customer was lost during the following year.⋅ Launched in the Brazilian market a line of bottles for grape juice, which become the reference in the market, with 134% increase in sales to the segment.⋅ Increased by 39% the sale of jars in the Brazilian market during 2011, and by 7% the volume of bottles vs. 2009, achieving with this full occupation of the production capacity.

Responsible in Brazil for the area of diversified products, which corresponds to approximately 25% of total sales. Relationship with US and Latin America. ⋅ Renewed long term contracts with Unilever (3 years) and Kraft Foods (5 years).⋅ Conquered exclusivity and long term contracts for the supply of PET packaging to J&J (all line, 4 years) and P&G (Oral-B, 3 years).⋅ Defined the short and long term commercial strategy for the Brazilian market.⋅ Revised product portfolio, with an impact of approximately R$ 400 thousand in the income during the first year.⋅ Started the process to review the cost structure of the special products plant.⋅ Interaction with related areas in the US and the rest of Latin America.

Responsible for the development of new products (Top Line Growth), enhancements, services, markets and applications for cans, working jointly with Rexam's Marketing areas (USA, Europe and Corporate), as well as being in charge of market intelligence activities, market strategy, and import and export of finished products.. Together with Coca-Cola, relaunching the 250ml can in Brazil.. Introduced in the Brazilian market the laser engraved ends, also together with Coca-Cola.. Developed a demand forecast model.. Responsible for the standardization and automation of general market information in South America.

Responsible for the commercial area in Brazil, as well as for the development of new products, markets and applications for cans, jointly working with Rexam’s Marketing areas (USA, Europe and Corporate).. Reached sales during the second half of 2004 2% higher than the same period in 2003, and sales in 2005 6% higher than 2004.. Introduced the special tab in Brazil, along with Ambev (triangular tab for Guaraná Antarctica Zon).. Launched in Brazil the tampographic printing on the bottom of the can in Brazil, for use in promotional activities, together with Ambev.. Developed the competition assessment model for aluminum cans vs returnable glass bottles for beer, and for market study on the attractiveness of a new package.

Responsible for the manufacturing plant and management unit in Buenos Aires, being overall in charge of preparing and overseeing the annual budget, short and long term goals and objectives, as well as following up on cash flow and financial results, definition of logistics and commercial strategies, and also responsible for the definition of HR and EHS policies.. Improved company results, going from US$ 4.5 million dollar losses in 2002 to US$ 350 thousand net profit in 2003.. Improved EHS compliance with local legislation audits indexes, from approximately 75% in June 2002 to 96% in December 2003, . Reduce raw materials and production input inventories.. Reduce production spoilage by 50%.. Implemented 5S regular audits,. Take over of 95% of the Argentinean beverage can market.. Optimization of the use of aluminum scrap, by means of temporary import and export operations.. Integration with the Brazilian head office;. Resumption of the “Promoción Industrial” process, in order to reduce local tax payments.

Responsible for preparing and overseeing sales and direct purchase of production inputs budget, sales of aluminum cans and ends in the Argentinean and Paraguayan markets, as well as in charge of defining commercial strategies and logistics for Argentina, control of finished goods and direct materials inventories, development of new customers and new applications for cans. Restored trust and credibility with local customers, taking over 90% of the local market.. Recuperated the Paraguayan market.. Reduced the average aluminum inventory from 30 to 7 days.. Alignment with Brazilian purchase policies, taking advantages of corporate negotiation outcomes.

Responsible for production planning, outbound logistics, finished goods inventory control for all manufacturing plants in Brazil, export and import of finished products, modal development and production capacity analysis.. Reduced freight costs by 15% by means of renegotiation with suppliers and development of new modals; . Installed the APS system for production planning, achieving 15% reduction on setup costs.. Start up of the packaging materials control project.. Installed the first on site projects (inventory management) at customers’ plants.. Until March 2000 I was also responsible for Commercial Planning Activities, being responsible for all market analysis and studies, price composition, management information system and budget definition and follow up.

Responsible for the exports of cans and ends to Argentina, Chile, Paraguay, Venezuela and Bolivia, import of cans and ends from the USA to Brazil, Argentina and Chile, prepared and carried out a market analysis and study on the Brazilian, Argentinean and Chilean markets for banks and national and international financing bodies; development of a long, median and short term market strategic planning, joint development of promotions and projects with customers, and development of the management information system, responsible for the Corporate Logistics area for the period from January to August 1999.. Import of one billion cans to Brazil, Argentina and Chile between 1993 and 1995.. Prepared section on the market for all financing projects for the construction of new manufacturing plans in the period of 1993 to 1998.. Prepared the section on market analysis in the Latasa IPO process in 1997.. Responsible for the item 4.13 (contracts) of the ISO 9000 certification, fully complied.. New customers and applications came up to 15% of sales in 1998.. Implemented the Maestro Management Information System.

Small size representation company, mainly working in the commercialization of fuel and lubricant oils, as well as in sales of equipment to the oil industry. At that time the company represented YPF (Argentina) before Petrobras, and Tramp Oil (UK) in Brazil.Responsible for the sales of fuel and lubricant oils to both domestic and foreign ocean carriers in Brazilian ports as well as abroad, contact with Petrobras' bunker division, overseeing oil and diesel shipments from Argentina to Brazil, identification of business opportunities for export and import in oil related areas.. NPR came from ranking third to becoming the number one bunker buyer from Petrobras in 4 months;. 25% increase on oil volume negotiated by Tramp Oil with Brazilian ocean carriers;. Carried out a supply study for the Ipiranga group fishing fleet at sea.

Small size Consulting Company, working in the areas of productivity and new business development.. Responsible for restructuring the areas of Credits and Billings and Accounts Receivable of Petroflex, as part of the company's privatization process.. Amongst some of the projects carried out, there was the construction of a sausage plant in Mato Grosso do Sul and the importation of used cars through financial leasing operations.

Responsible for the treatment, hygiene and cleanliness lines, specialties and sun care products of the Helena Rubinstein division. Responsible for the selection, development and launching of new products, sales and expenses budget, sales price and cost analysis, control of raw material and finished goods inventory, development and adaptation of promotional materials (Publicity, promotion and merchandising), managing resources allocated to promotions, contact with publicity agencies and press a well as participation in PR events.. Treatment line increased sales in 20% for the period, with corresponding increase in profitability.. Repositioning of all lines under my responsibility, following the example of the make up line.

State run Company, extinct in 1990. Petrobras Group Trading Company.. I was the youngest Area Head in the company.. Development of trade opportunities for Brazilian companies in third world countries;. R$ 64 million dollars Portfolio contract management, for the works in Ecuador and Iran; . Preparation of Commercial proposals, for participation in international tenders.