VP of Operations, VP of Human Resources

Carl W. Czarnik

Tampa, FL 563-***-**** ****.*******@*****.*** https://www.linkedin.com/in/carl-czarnik/ P&L OPERATIONS & HUMAN CAPITAL EXECUTIVE

Operations Excellence. Skilled manufacturing executive who has led strategy, operations and safety performance for plant facilities in North America. At Gerdau North America developed growth plans with P&L responsibility. Generated $3B of additional revenue by integrating five facilities with 3.5M tons of capacity. Optimized manufacturing footprint and ensured best-in-class safety performance. Experienced plant manager. Change Management. Significant experience driving organization change. Divested five mills and downstream division and created new growth plan for remaining operations. Optimized production footprint and saved $23M in annual production costs. Launched robotic and automation to enable Technology and Engineering functions to compete in manufacturing’s Industry 4.0.

Cost Reduction. Track record in generating significant savings through cost reduction initiatives. At Gerdau North America reduced manufacturing costs by 5.5% and revamped health care benefit plans to save $53.8M. Redesigned corporate compensation plan delivering ongoing savings of $30M per year. Human Capital Leadership/Human Resources. Expert in HR strategy and organization design, succession planning, compensation, health care benefits and union negotiations. Moved 60% of Gerdau Long Steel mill heads to new positions to accelerate leadership capabilities. Designed C-suite succession plan for Gerdau Ameristeel following acquisition. Improved employee engagement from 63% to 71% in one year. PROFESSIONAL EXPERIENCE

GERDAU S.A., Porto Alegre/RS, Brazil 1987 – 2018

Publicly traded and leading producer of long steel in the Americas and one of the leading suppliers of special steel in the world serving civil construction, automotive, industrial, agricultural and other sectors. Listed on Sao Paulo, New York and Madrid stock exchanges. Approximately $15B in revenue, steel mills in 12 countries in Latin and North America and 30,000 employees. GERDAU NORTH AMERICA, Tampa, FL (2009-2018)

$5B North American subsidiary of Brazilian steel manufacturer Gerdau S.A. and producer of finished long steel and specialty steel products in the U.S. and Canada with 22 steel mill locations and 12,000 employees. Gerdau North America includes Gerdau Long Steel and Gerdau Specialty Steel divisions plus joint ventures in the Dominican Republic and Mexico. Purchased Gerdau Ameristeel (see position below) in 2010, which became a wholly-owned subsidiary of Gerdau. Vice President of Operations, Gerdau Long Steel (2016-2018) Managed day-to-day operations including functions of Production, Raw Materials, Reliability and Maintenance, Logistics, Safety, Environmental and Quality. Reported to President, Gerdau North America and managed 12 direct reports in Operations, Safety, Process Engineering, Continuous Improvement, and Reliability & Maintenance who in turn managed 5,300 team members spanning 15 steel mills (eight union and seven non-union) with total capacity of 9M tons per year. Designed and implemented strategic direction for operations and human capital for Gerdau Long Steel North America.

Delivered industry best-in-class safety performance in North America; achieved lowest Lost Time Injury Rate (1.4 per 1M man-hours worked) in company history.

Reduced manufacturing costs by 5.5% ($16/ton) in first year of responsibility while obtaining record productivity, efficiency and maintenance performance.

Improved delay rate in melt shop and rolling mill to 10% (vs. three-year average of 12%) while reducing cost per ton to $58 (vs. three-year average of $60).

Optimized production footprint by closing one mill while moving production and new products on existing mills; saved $23M in annual production costs.

Reorganized mill leadership team to put the right person in the right position with 60% of senior leaders being exited or moving to new leadership positions and/or mills, resulting in empowerment and accountability.

Led Digital Steel initiative for North America through the purchase and application of robotics and automation within operations, which contributed to a 6.5% increase in productivity in 2017. Carl W. Czarnik Page 2

Concurrent Role

Vice President, Human Resources, Gerdau North America (2018) Appointed by new CEO in January 2018 to dual role leading manufacturing for Gerdau Long Steel and Human Resources for Gerdau North America while new Human Resources (HR) leader was recruited and on-boarded.

Led change management process for divestiture of five mills and Rebar Fabrication downstream division while developing growth strategy for remaining operations. Vice President of Human Resources, Gerdau North America (2009-2016) Promoted by CEO to lead strategic direction for HR function serving 12,000 employees in Steel Production, Recycling, Downstream and Corporate functions in the U.S. and Canada. Also supported HR functions in joint-ventures in the Dominican Republic (Gerdau Metaldom) and Mexico (Gerdau). Reported to President, Gerdau, North America and managed five directors in HR Operations, Total Rewards, Organizational Development, Communications and one manager of Security and Facility Management. These subordinates managed 110 team members in 22 mill locations. Served as Member of Board of Directors of Gerdau Metaldom in the Dominican Republic and Gallatin Steel in the U.S.

Integrated Gerdau Long Steel and Gerdau Specialty Steel HR functions under a single platform for enhanced functionality, standardization and productivity.

Drove culture change that integrated nine distinct cultures into one common culture; implemented unified approach to leadership development, empowerment and accountability.

Accountable for union negotiations process for 11 United Steel Workers (USW) and one United Automobile Workers

(UAW) mill. Transitioned from defined benefit plan to defined contribution 401K plan. Shifted employee health care shared costs from 95% employer/5% employee to 80%/20% rate. Eliminated retiree health care and generated workforce productivity gains.

Revamped health care benefits and enacted wellness program that saved $53.8M from 2013 to 2016 vs. status quo medical cost inflation. Reduced overall costs by $2M from 2013 to 2016 while inflation rose by greater than 7% per year.

Redesigned corporate compensation plan for both Long Term and Short Term Incentives; generated ongoing savings of $30M per year.

Improved employee engagement from 63% to 71% in one year by rolling out self-directed workforce model to nine mill locations that included personnel assessments, leadership training and change management to enhance employee engagement throughout the workforce.

Right-sized the organization during the 2008 financial crisis to operate at a profit while producing at 50% capacity through lay-offs and two plant closures.

Reorganized C-suite team of Gerdau Ameristeel when it was acquired by Gerdau North America in 2010. GERDAU AMERISTEEL, (2004-2009), Tampa Florida

Division of Brazilian steel manufacturer Gerdau S.A. created by 2004 merger of Gerdau S.A.’s North America operations with those of Canadian steel company Co-Steel Inc. Gerdau Ameristeel had 11 mills with annual production capacity of

~12M tons of finished steel and revenues of $1.7B. Gerdau Ameristeel acquired North Star Steel (see position below) in 2004. Gerdau Ameristeel was acquired by Gerdau North America in 2010 (see positions above). Regional Vice President, Operations (2006-2009)

Directed operations for plants located in Wilton, IA, Charlotte, NC, Joliet, IL, Whitby, ON, and Cambridge, ON with total production of 1,600,000 bundled tons and gross sales of $1B. Reported to Vice President of Operations and managed five Plant Managers and one Regional HR Manager who in turn managed 1,435 employees, including 200 professionals.

Developed specific strategic direction for each of the Central Region plants.

Integrated Sheffield Joliet plant into Gerdau Ameristeel. Vice President & General Manager, Wilton, IA (2004-2006) Following purchase by Gerdau Ameristeel, continued Plant Manager role leading total production of 320,000 tons of steel with gross sales of $180M. Headed all aspects of division operations, including Safety, Environmental, Quality, Production, Shipping, Maintenance and shared P&L responsibility. Reported to Regional Vice President and supervised 13 direct reports in functions of Safety, Environmental, Operations, Maintenance, Continuous Improvement, Quality, Human Resources, IT, Logistics, Finance and Purchasing. 305 total employees, including 60 professionals.

Awarded Best Safety Performance and Best Customer Satisfaction Award within Gerdau Ameristeel in 2005.

Successfully led the integration of the Wilton Plant into the Gerdau Ameristeel Business System. Carl W. Czarnik Page 3

NORTH STAR STEEL, Minnetonka, MN 1987 - 2004

Wholly-owned $1.75B steel division and subsidiary of Cargill Inc. with seven minimills that produced 3.5M tons of steel products for Service Centers and the Construction and Automotive industries. North Star Steel was purchased by Gerdau Ameristeel in 2004.

General Manager, Wilton, IA (2002-2004)

Managed total production of 320,000 tons of steel with gross sales of $180M. Headed all aspects of division operations, including Safety, Environmental, Quality, Production, Shipping, Maintenance and overall financial performance. Reported to Vice President of Operations and managed 13 direct reports in functions of Safety, Environmental, Operations, Maintenance, Continuous Improvement, Quality, Human Resources, IT, Logistics, Finance and Purchasing. 305 total employees, including 60 professionals.

Managed Wilton Mill to become lowest-cost mill producer in North Star Steel.

Set division record of over two years without a lost time accident.

Achieved ISO 14001 certification.

Plant Manager, Calvert City, KY (2001-2002)

Managed total production of 250,000 tons of steel products with gross sales of $100M. Supervised all facets of division operations, including Safety, Environmental, Quality, Production, Shipping, Maintenance, and overall financial performance. Reported to Vice President of Operations and supervised eight direct reports in Operations, Human Resources, Safety, Quality, Logistics, Finance, Continuous Improvement and Purchasing. These subordinates managed 155 total employees, including 30 professionals.

Led division to increased profitability on 15-turn operation during market slowdown. Works Manager, St Paul, MN (2000-2001)

Melt Shop Superintendent, St Paul, MN (1997-2000)

Melt Shop General Supervisor, Wilton, IA (1994-1997) Casting Supervisor, Monroe, MI (1991-1994)

Melt Shop Metallurgist, Monroe, MI (1989-1991)

Management Trainee, Monroe, MI (1987-1989)

MILITARY 1987 – 1994

Discharged as Captain, Quartermaster Branch. Active duty from November 1990-June 1991 during Operation Desert Shield and Operation Desert Storm. Assisted Company Commander in supervision and operations of 160-person petroleum supply company. Awarded Army Commendation Medal for supervising and directing successful accomplishment of a 1.5M gallon fuel system supply point. EDUCATION

Rose-Hulman Institute of Technology, Terre Haute, IN 1987 Bachelor of Science, Chemical Engineering

VOLUNTEER ACTIVITY

Member of Tampa Bay Junior Achievement Board and awarded National Bronze Leadership Award representing top 1 2% of Junior Achievement leadership volunteers nationally.

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