e-grandis Project:The first

year of Imperatriz mill.

01 | Corporate Overview
2| Imperatriz Unit
3| Results
Corporate Overview
Suzano is a forestry-based company, publicly traded,
controlled by Suzano Holding. Suzano operates in the
pulp and paper businesses.

Competitive Advantages
 Forestry
 Low wood cost Maranhão

− High productivity of our forests

− Low averege distance
 Biotechnology
Limeira
 Eucalyptus cycle: 7 years
Suzano
Embu
 Pulp Rio Verde

 Low production costs

 Certifieds products
 Energy self-sufficient
Capital structure (April/15)
 Diversified markets
 Commercial strategy
45% Free Float
 Paper 53%
Controlling Group
 Regional leader
2% Treasury
 Vertically integrated operations
Market Value: R$ 16.7 billion
 Distribution
1
Production Capacity

Suzano’s production capacity has increased by 70% in the last 6 years. The
start up of Maranhão mill has increased the capacity to 4.7 MM ton/year of
pulp and paper.

Producity Capacity
(´000 tons)

4,710
4,310

3,210 3,210 3,210

2,850 3,420
3,020

1,920 1,920 1,920

1,750

1,100 1,290 1,290 1,290 1,290 1,290

2010 2011 2012 2013 2014e 2015e

Paper Market Pulp

2
Diversified and Complementing Product Portfolio
Suzano’s products portfolio is composed of market pulp, paperboard, uncoated
paper and coated paper

Net Revinues
62% EM / 38% IM

R$ 8.0 billion

Market Pulp Paper

2nd eucalyptus market pulp producers

58% 42%

Paperboard Printing and Writing

Uncoated Coated

Note: Last 12 months ending on 31/03/2015.

Other papers represented 1% of net reninue on the period.
3
Timeline
Suzano has over 80 years of operation.

4
 Sustainability
Certifications
Our responsible socioenvironmental management results in competitive
advantages as the Forest Stewardship Council ® certification.

Biodiversity
We invest in technology, environmental monitoring and encourage the
rational use of natural resources to minimize the impacts of our activities.

Socioenvironmental Responsability
We have tools aimed at strengthening the relationship with stakeholders.
Also, we develop projects focused on income generation and education
in the communities.

5
Environmental and Social Iniciatives
Commitment to the sustainability and development of the communities where we operate.

• Educating and Training

• Community Agriculture
• “Formare” Schools
• Ecofuturo Institute
• “Parque das Neblinas” Park
- Ecological trials
- Fauna and Flora Monitoring
- Restauration programs
- Biodiversity Plans of
Conservancy

6
01 | Corporate Overview
2| Imperatriz Unit
3| Results
 About Imperatriz

• Second biggest city in Maranhão state

• Among the 100 most populated cities in Brazil

• Population of 250k inhabitants

• 630 km away from the capital, São Luís

• Among the main energetic poles of Northeast

Source: Suzano’s Investors Relationship Unit.

7
Forestry Imperatriz Unit
25 years research history in the region Project Overview
ￚ Annual nursery capacity near the site of 15 million of
seedlings
ￚ Competitive cost of land

Long-term timber supply: ~70% self-sourced from Suzano own

forest

Industrial

Scheduled start up for 2013 Cidelândia

Imperatriz
1.5 million ton/year eucalyptus market pulp Porto
ￚ 100MW excess energy available for sale Franco
State-of-the-art technology and top tier equipment suppliers
contracted
São Luís RIO GRANDE DO NORTE
PARÁ CR
Capacitar Project
MARANHÃO CEARÁ

Logistics Imperatriz Teresina

NSR PARAÍBA
Outbound logistics based on railways PIAUÍ

Export through a port located in the city of São Luís

Strategically located for pulp distribution to the North American

and European markets
Maranhão Mill

Management Carajás Railway - CR

Norte Sul Railway - NSR
Professional management with vast project execution experience
Note: Cidelândia refers to the plantations in forestry assets acquired from Vale
8
 Forestry Operations in Maranhão
•25 years research history in the region

•Investment: US$ 575 million

•Wood consumption estimate: 6.6 million

m³/year

•Wood supply from own seedlings and

partnership with local producers.

•Planted Land: 164k ha planted

- Our areas: 70%

- Others’ areas: 30%

•Annual seedlings production capacity

of 15 million

Source: Suzano’s Investors Relationship Unit. 9

 Imperatriz Unit

• Industrial: Direct: 603 • Product: Market Pulp

Contractors (mill + project): 1.548 • Anual Production Capacity: 1.500.000 TON. of pulp
• Forestry: Direct: 347
Contractors: 1.891
10
 State-of-the-art facility

3 10

5
2 6
4
7

8 1

7. Turbo generators
Conceptual engineering 1. Wood yard 8. Energy distribution substation
Basic engineering 2. Cooking and fiber line
Detailed engineering 3. Dryer machines
Balance of plant and infrastructure 4. Evaporation
Management of balance of plant 5. Recovery boiler 9. Water treatment
implementation and infrastructure 6. Lime kilns 10. Effluent treatment 11
Logistic Solution
Railway transportation from the plant to the port and strategic located to export to the main pulp markets.

100 Km through
Norte-Sul railway

500 Km
Warehouse
through
Carajás railway

Maranhão Unit Model

Port in the São Luís1 region

Transit time: around 4 days shorter to main destinations

compared to ports in the South East of Brazil

1 Illustration 12
Competitive Advantages of the
Maranhão Project
The Maranhão Unit started up in december 2013.

Competitive Advantages
Logistics 100% via railways Exports to Itaqui Port
Easy of training local labor
Tax incentives Reduction of 75% in income tax rate
Incentive in the form of accelerated depreciation
Structural advantages

Operational Reliability
Two drying machines and two lime kilns
Senior team on critical positions
(internal recruitment)
On-site technical support from Valmet
Learning curve guaranteed in contract with Valmet from start-up for a period of 18
months

13
01 | Corporate Overview
2| Imperatriz Unit
3| Results
Results

In 2014 it was produced more than 1 million tons of market pulp according our Learning Curve

14
Results
The Pulp’s Quality is above 96% extra prime.

High BOD removal efficiency (>98%) in effluents

treated returned to the Tocantins river .

15
Results

 The project base line was to export 70MW energy to

the net. After startup, our energy efficiency group
actions let us to achieve 100MW energy exporting,
with the possibility of more generating gains with the
action in progress.

 Strategically, we’ve made a study group of energy

efficiency, that allowed a series of actions to
decrease internal consumption and to improve the
maximum recovery of heat from the sources. These
actions could increase the availability of steam for
the condensing turbine, reflecting in more
generation of energy for sale.

 In 2014, the raised energy prices and the higher

plant energy efficiency resulted in substancial
revenue from energy sales, and it was the greatest
contribution for our company value and
competitiveness.

14
16
Questions?????