Team size: approx. 80

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

I believe in a twofold approach that harmonises legal strategy with the broader business strategy. The ultimate goal is to protect the company and enable it to thrive under any (especially challenging) circumstances. I believe this can only be accomplished by a strong-skilled internal team with an owner mentality, pro-business mindset, and a focus on creativity, diligence, and flexibility. Our job is to offer a helpful perspective and to forecast and mitigate problems—not skirt an issue. It’s an easy fallback position for internal counsels to be naysayers, simply quoting the law and identifying difficulties—the kind of legal advice that isn’t always helpful in the business world, particularly during periods of change and instability.

We should not be resistant to changes. Our team welcomes it and are busy changing right along with the times. We develop contingency plans, identify potential legal risks, and establish protocols to address crises proactively. When facing crisis, we encourage out-of-the-box thinking to navigate unprecedented challenges while maintaining compliance and upholding ethical standards, positioning our team as a strategic advisor rather than a simple gatekeeper. By emphasising collaboration, creativity, and alignment, we ensure that our team not only mitigates risks but also acts as a driving force behind Gerdau’s resilience and long-term success.

What are the major cases or transactions you have been involved in recently?

Acquisition of three Solar Parks (Barro Alto) in the Goiás state, with a combined generation power of approximately 43 megawatts (MWm), for approximately R$600 m.

Acquisition of two Small Hydroelectric Plants (SHPs) in the state of Mato Grosso, each with an installed capacity of 29MW, for the price of approximately R$440 m.

Acquisition of 39.53% of Summit Aços Fundidos e Forjados S.A., from the Sumitomo Corporation and The Japan Steel Works Ltd. The acquisition price is approximately $32.6 m.

In 2024, Gerdau pioneered the migration to the open natural gas market in the states of Rio de Janeiro and Rio Grande do Sul, following its initial move in Minas Gerais in 2022, becoming the first industrial gas consumer in the country to enter the open market. This transition has resulted in significant cost reductions in industrial gas consumption, boosting the competitiveness of its three mills in these states.

In December of 2024, Gerdau and the Brazilian antitrust authority (CADE) reached a settlement that dismissed an administrative proceeding pending since 2005 for alleged violation of several antitrust regulations. As a result of the settlement, the case was completely dismissed with no discussion on its merits or admission of wrongdoing.

Successful lawsuit regarding the inclusion of ICMS tax in the PIS and COFINS tax calculation base. Gerdau started a lawsuit against the Brazilian IRS challenging the legality of such practise. On August 2024, a final decision was made by a Federal Court recognising Gerdau’s allegations and allowing the withdrawal of all amounts deposited over several years related to such dispute, totaling R$1.7 bn.

In March 2025, Gerdau received a recognition from the IRMA standard (Initiative for Responsible Mining Assurance) for its Miguel Burnier iron ore mine. The operation achieved the IRMA 50 performance level. With this achievement, the Miguel Burnier Mine joins an exclusive group of 23 large-scale mines around the world that have already undergone this rigorous evaluation process.

What measures has your company taken to embed sustainability practises into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practises within the company?

To Gerdau, sustainability, with the environmental component most prominent in our industrial activities, is a crucial factor in the discussions, planning, and everyday decision-making in our day-to-day activities. Our actions in this front includes, among others: i) reducing greenhouse gas-emissions. We have undertaken commitments to reduce our greenhouse gas emissions, which already are below the average of the global industry; ii) recycling, we are the largest recycler of ferrous scrap in Latin America; iii) solid waste, we currently reuse 78% of the solid waste generated by our production; iv) water conservation, we currently reuse 98% of the waste water our production processeses. The GC contribution to such agenda includes: ensuring that the company’s sustainability efforts comply with regulatory standards while protecting its interests; overseeing adherence to environmental laws and regulations, including emissions targets, labor rights, and anti-corruption measures; and establishing governance structures that promote accountability and transparency in sustainability reporting.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

In terms of technologies, it has become common knowledge that AI-powered tools are changing legal research, contract review, and document drafting by significantly reducing time and improving accuracy. I would also like to point out smart contracts with the use of blockchain technology, cybersecurity tools to protect sensitive legal and client data and online dispute resolution platforms, that facilitate remote mediation and arbitration. I try to stay updated on these developments by attending industry conferences, building relationships with technology providers and consultants, encouraging cross-functional collaboration within Gerdau (especially with our IT teams) and, finally, establishing a culture of innovation within the legal department to proactively embrace change. Again, we must welcome, and not be resistant to, changes.