Team size: 30

Key external counsel: Mattos Filho; Rolim, Goulart, Cardoso Advogados; Magalhaes e Dias Advogados; Vilas Boas Lopes e Frattari Advogados; Humberto Theodoro Junior Advogados; Demarest Advogados; Sette Camara, Correa e Bastos Advogados and Marval O´Farrell Mairal.

Jurisdictions covered by your role: South America

What are the most significant cases or transactions that your legal team has recently been involved in?

Recently, the legal team led approximately eight M&A deals with companies in the automotive sector, expanding Stellantis’ presence and leadership in the market—especially in the parts and components segment. The legal department implemented several technology initiatives based on artificial intelligence, serving as a benchmark for the company’s other global regions.

The team delivered presentations at events in Europe and the United States, sharing successful experiences in this area. The legal department led the approval process of the Tax Reform in the National Congress, ensuring the maintenance of tax incentives aimed at regional development, especially in the Northeast.

What new pressures are you facing from the business as expectations for legal to act as a strategic partner continue to grow?

The current political and economic landscape has proven very challenging, especially from a regulatory standpoint—both in relation to the expansion of the Chinese electric vehicle market and due to logistics challenges arising from recent legislation, such as the new minimum freight policy.

In this context, the legal department has faced pressure to identify structural alternatives for the business and to develop new ways of doing business, specifically focused on the pillars of (i) increasing margins and AOI; (ii) improving industrial cash flow; and (iii) increasing market share. This reflects the company’s recognition that the legal department is an important part of the business and of its most complex strategies.

At Stellantis, the legal department has representatives on all key executive committees and participates from the business case development stage of new ventures, in order to contribute structurally and strategically. In parallel, legal management has focused efforts on upskilling the team and increasing exposure and empowerment for its members.

How is your organisation adapting to the rapid evolution of data protection, AI governance and cybersecurity requirements in Brazil?

Stellantis has made significant investments in infrastructure and employee training to meet the challenges brought by advances in technology and regulation. Specific thematic committees were created, with Legal taking a leading role in a process that has already implemented several initiatives aimed at greater efficiency and security.

The legal department created an Innovation Committee and an Artificial Intelligence Working Group. Driven by the company’s intrapreneurship directive, the department has successfully created and implemented around ten AI agents that support the activities of various teams.