A strategic-Definitions: Threats: Market-Asian lower cost and value of the final product also lower.

Guest-looking products with more refined technology. -Conta ct and communication with the disabled client, seeking feedback on your satisfac tion. Check-in flow of supply, low-quality companies because of the policy of lo wering procurement costs. -Competing products presenting with quality better tha n the end of the company. -Loss of experienced employees to the labor market due to lack of motivation (low quality of processes, repetition of non-compliance, lack of training and professional growth, etc.).. High-direction with different culture and communication difficulties due to its language of origin. Opportunit ies:-New product with new technology. New-procedure of customer satisfaction to have a "feedback" of meeting their needs and expectations. Weaknesses: Temporary Staff-mission-critical for macro-process of the company (welders, painters (spe cial processes), test operators, inspectors). -Lack of awareness of employees on the factory floor in terms of self-inspection, the necessity of them being the owners of the Quality of your process and not just the quality department of the company. Vision-general and supported by top management in giving importance to the actions of correction (to resolve the effect, immediate action) and does no t give importance to the corrective action (to prevent the recurrence of nonconf ormities by identifying the causes and their respective lock). -Lack of apprecia tion of statistical quality and use of quality tools (PDCA, stratification, MASP , etc..) Aiming an attack causes more efficient and effective analysis and bette r planned. -Communication of needs of sales by the processes of Planning, Planni ng and Production Control and Purchasing, generating numerous changes to the pro gram, failure to "lead time" for suppliers, low efficiency in the sales forecast , etc.. Strengths:-Awareness of senior management about the need for a procedure for communication of market information to the production through a more effici ent and effective planning involving an inter view (Commercial Regional Planning , Planning and Production Scheduling, Purchasing). -Recruitment of new people wi th systemic vision and processes to make the macro-process business more efficie ntly and effectively. -Awareness of all that part of quality into their processe s and not only the Department of Quality. Home-cultural change slowly but gradua lly the levels of managers and directors with respect to apply new knowledge, co ncepts, quality tools, etc.. (Eg procedure for project management philosophy usi ng the PMBOK). Pág.01 -Beginning of a vision quest for measuring costs. Where and how is the injury go ing? Several non-compliance of imported (eg compressors) where there is no negot iation with the supplier regarding the accounting of the losses are already star ting to be raised and levied from their respective leaders (better designed cont racts, etc.).. Business:-Design, manufacture, sell and provide technical assista nce in equipment segment xxxxxx. Mission:-To meet the needs and expectations of end customers through quality products, lower cost and delivery as agreed. Addin g value to the product at all stages, ensuring the continuous development and im provement of processes and provide advice and technical assistance to improve cu stomer profitability and imprisonment of the same ("lock-in"). Vision: Being a b usiness-model quality at international level in ten years by manufacturing a pro duct with no nonconformities and cost. Quality Policy: "Our commitment is to mee t the needs of customers through reliable products and focus of all employees in alignment with company strategy and continuous improvement." Company's strategy : Identify and pursue perfection in processes to add more value (both short and long term) to the final product by reducing costs in the processes (reduction of waste, reduction of non-compliance, reducing the cost of Quality does not (scra p, rework, scrap, etc..)) and seeking to identify and block the causes of noncom pliance. BLANK Pág.02 2-Definitions of strategic perspectives:

Productivity strategy Value in the short and long term shareholder Growth strategy Financial Outlook Improving cost structure Increase asset utilization Expanding the opportunity s revenue Increase customer value Value proposition to the customer Customer Perspective S Brand Partnership Services Price Quality Functionality Availability Product attributes Relationship / image Internal Perspective Case management-Supply Operation (CMP)-Production (PRD)-distribution (EXP) Process Management Customer-Selection (CML)-Conquest (CML)-Hold (CS)-Growth (CML ) Innovation processes-Identifying opportunities (CML)-Design and Development (PRT )-Quality (DGQ) Regulatory and social processes-Employment (HR)-Safety and Health (RH)-Environme nt (and PRT ENG)-Community (Direction) Human Capital Learning and growth perspective Capital Information Organizational Capital Teamwork Four pillars of an organization Culture Lead Alinhament the

Pág.03 4-Definition of objectives, indicators and targets to meet the company's strategy: 4.1-POC Processes (Process Oriented Client) 4.1.1 Case-trade: BACKGROUND: Commercial FINANCIAL Expand revenue opportunities. Increase value for customers. CUSTOMER Product Attributes: Price, functionality, availability Relations / Ima ge: Services, partnerships, brand product Goals-Reduce the rate of guarantee of CML. (Due to typing errors, error in the application, according to the client, t he client application wrong, etc..) Indicators Targets IGCML index (warranty IGCML <= 10% commercial) £ IGCML involved ------------------ X 100 = £ billed IPP (index of extension of payments) PPI = number of even ts per month IPP <= 3 / month -Reduce the rate of extension of payment -Increasing the rate of customer satisfaction ISC (index of customer satisfaction) as CSI = customer satisfaction survey CSI => 70% in each question of the annual questionnaire INTERNAL PROCESSES Minor "lead time" of the process, program production more eff icient. LEARNING AND GROWTH Motivation, workload better planned, less changes in routine , better planning, alignment with company strategy. Better information flow, tea mwork and a vision of non-departmental processes, culture of planning. Note: Identify each month, via stratification, the main causes of nonconformitie s (typographical error, error in the application, agreement between management a nd client, the client application wrong, etc..) And develop plan of action to bl ock these nonconformities. Develop stratification involving values to be compare d with the invoiced. This will indicate the actual injury. Pág.04 4.1.2-Process Design and Development: BACKGROUND: FINANCIAL Project Improve cost structure. Increase asset utilization. Expand rev enue opportunities. Increase value for customers. CUSTOMER Product Attributes: P rice, functionality, availability Relations / Image: Partnerships, the product b rand Goals-Reduce the rate of interference in production. IIPRD1 indicators (ind ex of interference in production) = IIPRD1 stopping production due to interferen ce of the project (design error, revision of outdated design, etc..)-Reduce the rate of the initial costs of warranty and field service. ICNP (cost index new IC NP <= 10% of product value) of each new product / six months of operation. ICNP =% of the machine spent the first 6 months already on the client. ICPRT => 95% I CPRT (index of completion of project activities completed) X =% ICPRT planned ac tivities than it is in the project documents (IT/PRT-01/7.3) and was actually ac complished. Goals IIPRD1 <kmin = 5 / month -Increase the use of management tools in the flow of new projects. INTERNAL PROCESSES Minor failures of production and return or customer complaint s. Reducing the development cycle through better planning. Involvement of all in using project management tools. LEARNING AND GROWTH motivation (involvement of other areas in the project), workload better planned, less changes in routine, b etter planning, alignment with company strategy. Better information flow, less r ework in production processes.

Note: the ICNP seeks to know how much the new product was launched in the market really well critically analyzed in the design phase (comparing the customer's n eeds with those obtained in the design, testing, etc.).. It's how we measuring t he cost of amendments, revisions, etc.. a product with six months of operation ( hence the need for data, information, more efficient from the field, including d ata from start-up of the machine). Pág.05 4.1.3-Production Process: BACKGROUND: Production FINANCIAL Improve cost structure,€increase asset utilization, expand revenue opportunities and increase value for customers. CUSTOMER Product Attrib utes: Price, functionality, availability and quality Relationship / image: Servi ces, the product brand-Reduce the rate of rework. Objectives-To reduce the rate of scrap ISUC indicators index (junk) = R $ ISUC lost per minute stopped due to scrap additional $ lost in material scraped. IRET index (rework) IRET = R $ lost in minutes spent on rework in the production line. -Increase Global Operational Efficiency ROG (global operating income) ROG = D x x IQ IPO Where: D = availabi lity, = index of IPO operating performance, IQ = quality index INTERNAL PROCESSE S Minor flaws in production and customer complaints. Better control of costs and waste production process through control of revenues. Reducing waste. LEARNING AND GROWTH Motivation, a culture of lean (lean manufacture "), alignment of the production process with the company's strategy (low cost and quality). Visibilit y for all the gains from cost reduction in the production process. ROG => 85% in the first half and after 90% IRET <= R $ 5 Goals ISUC K <= R $ 8 K Availability = formance Index time) X 100 = Qty. produced) ((load time - time with stops) / load time) X 100 Operational Per = ((cycle time theoretical X Qty. Apparatus produced) / operating Quality Index (Qde. produced - (qde. scrapped - Qty. reworked) / X 100

Page 07 4.2-Support processes to POC ("Customer Oriented Process"): 4.2.1 Acquisition: BACKGROUND: Shopping FINANCIAL Improve cost structure, increase asset utilization, expand re venue opportunities and increase value for customers. CUSTOMER Product Attribute s: Price, functionality, availability and quality Relationship / image: Services , partnerships and brand of product-Increasing the quality index of suppliers Go als-Reduce the rate of interference in the production IIPRD2 indicators (index o f interference in Production) IIPRD2 = stoppages in production due to the interf erence of Purchasing (lack of material, not as product supplied, etc.). IQF (ind ex of quality of suppliers) 100xLA + + 25xLC 5xLR IQF = ------------- LT --------------- Where: LA = lots approved in the month LC = LR = conditionally approve d lots lots lots disapproved LT = total received last INTERNAL PROCESSES Minor f laws production and reclamation of customers. Better control of costs and waste of the productive process through the control of revenues. Reducing waste. LEARN ING AND GROWTH Motivation, a culture of lean (lean manufacture "), alignment of the production process with the company's strategy (low cost and quality). Visib ility for all the gains from cost reduction in the production process. 50 <= IQF <= 75 = Classification C (partly satisfactory) IQF <50 = D rating (unsatisfacto ry) 85 <IQF <= 100 = The classification (fully satisfactory) 75 <IQF <= 85 = Cla ssification B (satisfactory) Goals IIPRD2 <= 15 K min / month Note: to the supplier marked C will open a CAR (corrective action request) in or der to even prepare an action plan to be evaluated and audited by Quality. For t he vendor rated D, the same will be blocked in the system and will only be relea sed after new process of evaluation and selection. Page 07 4.2.2 Planning and Production Control: BACKGROUND: CFP FINANCIAL Improve cost structure, increase asset utilization, expand revenue

opportunities CUSTOMER Product Attributes: Price, quality and availability Rela tions / Image: Brand-Objectives Reduce the rate of change of schedule due to poo r planning of the demand IAPP market indicators (index of changes in production schedule due to design faults) IAPP = amount of change in production schedule in the period, due to poor planning. Goals IAPP <= 1 change every 10 days INTERNAL PROCESSES reduction in production stoppages due to lack of material, by breaking the "lead time" suppliers. Reducing the entry of low-quality providers to meet with "lead times" lower than usual market. Release of storage space due to less finished products in stock and receiving end. LEARNING AND GROWTH Stren gthening the culture of planning, alignment of the process with the company's st rategy to focus on quality and low cost (less rework, less downtime, less scrap) . Page 08 4.2.3-Dispatch: BACKGROUND: Shipping FINANCIAL Expand revenue opportunities and increase value for customers CUSTOMER attributes of the product: price, availability, functionality Relation s / Image: Brand-Objectives Reduce the rate of delay in delivery of the finished product IEPA Indicator (index delivery of finished product ) = IEPA delivery of the finished product from the issuance of purchase order to the successful deli very to the customer. -Chasing the index wrong delivery of finished products to zero IEPE (index delivery of wrong products) IEPE = quantity of products deliver ed wrong (swapped, wrong voltage, etc.). Due to failures in the shipment (shipme nt, return labels, etc..) INTERNAL PROCESSES Release spaces in ending inventory. Reducing costs in the process due to less freight to return the appropriate pro duct and repair of products damaged in shipping. LEARNING AND GROWTH Strengtheni ng the culture of planning, alignment of the process with the company's strategy to focus on quality and low cost (less losses on freight, repairs, etc..) Motiv ation for the non-recurrence of nonconformities (delays, complaints, etc.. ) IEP E = zero / month Goals IEPA <= 20 days average per month Page 09 4.2.4-Planning: BACKGROUND: FINANCIAL Planning Improving cost structure, increase asset utilization, increas e value for customers, expand revenue opportunities. CUSTOMER Product Attributes : Price, availability Relations / Image: Brand, Partnership and Service Goals-Re duce the rate of interference in production due to design faults. IIPRD3 indicat or index (due to interference in the RDP PLJ) IIPRD3 = n. changes in program due to the PRD PLJ / month-Reduce the rate of return on warranty due to flaws in PL J IDGplj (rate of return on security by PLJ) = R $ IDGplj or returned under warr anty / month INTERNAL PROCESSES Reduction Problems production and supply by bett er planning and market information, lower costs. Increased reliability in contra cts through improved efficiency in the identification of requirements and custom er needs. LEARNING AND GROWTH Motivation of all due to better planning culture. Decreased repetition of the same nonconformity generating motivation. Better def inition of responsibility and authority. IDGplj <= R $ 7 Goals IIPRD3 K <= 2 eve nts Page 10 4.3-management processes: 4.3.1-Human Resources (HR): BACKGROUND: RH FINANCIAL Improve cost structure, increase asset utilization, increase value for customers. CUSTOMER Product Attributes: Price, quality, functionality Relati ons / Image: Brand, Partnership and Service-Reduce the rework, scrap and increas e the Global Operational Income as shown in the theme, Production, item 4.1.3 Ob jectives, Indicators Reduce absenteeism IABSE (rate of absenteeism) IABSE = (min

no / (no. of funcion.X min.progr.)) X 100 ISUC, IRET, ROG ISUC <= R $ 8 IRET K <= R $ 5 K ROG => 85% in the first half and after 90%-Increase the rate of train ing ITRE index (training) ITRE = (Total min. Training / No employee in the month ) X 100-Reducing the rate of removal IAFA index (deviation) = IAFA (total min. l ack of acid. / (No working. X min. programmed)) X-100 Reducing the rate of turnover "ITO (rate of turn-over") = ITO (no. of works. that left / total work. seme ster) X 100 INTERNAL PROCESSES Employment, health and safety, community image of a company concerned with motivation. ITO <= 4% / semester IAFA <= 2% / month IT RE => 2% / month Goals IABSE <= 2% LEARNING AND GROWTH culture of quality in each process, not only in quality. Eac h one being the overseer of his service. Motivation decreasing absenteeism. Page 11 4.3.2-Engineering: BACKGROUND: ENG FINANCIAL Improve cost structure, increase asset utilization, increase value for customers. CUSTOMER Product Attributes: Price, availability, quality relati onship / image: Brand and Service Objectives-Increasing the rate of continuous p rocess improvement in financial gain. Indicators Targets IMC1 (IMC1 improvement index => $ 40 / continuous process in R $) employee / mon th = KR $ IMC1 in reduced costs / number of employees per month -Increasing the rate of continuous process improvement within minutes gains in t he production process. IMC2 index (continuous process improvement gains in minutes) IMC2 = (min. gains in manufacturing processes / min. Programmed) X 100 IMC2 => 1% monthly gain in production processes in minutes. INTERNAL PROCESSES Improved process efficiency, cost reduction, use of new technologies and tools for the processes.€LEARNING ation of all due to the improvement of each process. Visibility s with low costs but high efficiency returns. Culture in search ection and each of the cases. waste reduction, AND GROWTH Motiv of all the stock of personal perf

NOTE: indicators for continuous improvement to enable assessment of gain in the "lead time" processes and also the gain in money for the company. May, over time , are also measured in relation to other processes and not only the POC ("Custom er Oriented Processes). Page 12 4.3.3-Quality: BACKGROUND: FINANCIAL Quality Improve the cost structure, increase asset utilization, expand revenue opportunities and increase value for customers. CUSTOMER Product Attrib utes: Price, quality, availability, functionality Relations / Image: Brand, Part nership and Service-Increase the rate of effectiveness in the remediation (SAC). Objectives-To reduce the rate of external damage. IAEXT indicators index (exter nal damage) = KR $ IAEXT spending on external faults / KR billed $ ECAI (index o f effectiveness of ECAI => 90% / remedial actions) ECAI period = (number of effe ctive actions / initiatives implemented) X 100 - increase the rate of compliance in ICR (index of receipt in accordance receiving) = ICR (lots inspected No / No scheduled lots w / inspection) X 100 INTERNAL PROCESSES Reduction nonconformanc e processes, application of quality tools aimed at preventing non-compliances an d reduce costs and waste in processes. Processes more efficient due to better id entify the causes of problems. LEARNING AND GROWTH Implantation of a culture of each one to worry about the quality of your process and not just the dept. Quali

ty be responsible. Motivation of all for effective visibility of returns (due to attack the causes and not effects). Reliability of all quality tools. Teamwork. Exchange of knowledge among most all. ICR => 95% Goals IAEXT <= 0.8% / month Note: ICR indicator takes into account the schedule of items belonging to the li st of critical items plus other items derived from requests for inspection. Meas ures the effectiveness of inspection upon receipt. Page 13 4.3.4, "Customer Satisfaction" Customer Satisfaction: BACKGROUND: CS FINANCIAL Expand revenue opportunities and increase value for customers CLIEN T product attributes: availability, functionality and Quality Relationships / im age: Brand, Partnership and Service-Increase the return rate of customer complai nts Goals-Reduce the rate of complaint Indicators IRC client (customer complaint rate) IRC = number of complaints received last IRRC (return rate of customer co mplaints) No of Reclam. IRRC answered ----------------------- x100 = No Reclam. received for a period of two months-Increasing the rate of return of the product operation IRPO (return rate of the product operation) Elapsed time from receipt of the complaint until the product back to normal operation on the client. -Red uce the rate of delivery of IPPS (index term spare parts supply of spare parts) Time from order to delivery of parts INTERNAL PROCESSES greater focus on interna l quality processes to decrease the burden of this process. Better control of co sts and losses directly involving the customer. LEARNING AND GROWTH Culture of q uality and prevention so that the internal CS is not required for corrections, b ut with improvements to the customer. Image released by all involved in a compan y committed to customer satisfaction. IPPS1 (purchased pcs) <= 4 days IPPS2 (man ufactured pcs) <= 15 days IRPO <= 5 days average / product claimed IRRC = 100% / 3 months Targets IRC <= 20 complaints per month Page 15