Team size: 26 

Major legal advisors: Mattos Filho, Tozzini Freire, Brasil Salomão, Dias de Souza, Martinelli 

Jurisdictions your role covers: Brasil 

What are the most significant cases or transactions that your legal team has recently been involved in? (Please mark anything confidential clearly, and feel free to speak in general terms if you wish, we’re just trying to describe the sort of work your team has been engaged with over the past year) 

In 2025, we successfully concluded a complex arbitration related to a breach of contract concerning the construction of a significant asset. Following a unanimous court decision in favor of the Company, we settled the matter with an agreement with the other party. We were also directly involved in the restructuring of our Biorigin business, which had its controlling stake sold to a multinational group. We carved out the unit and handed over operations, employees, and contracts to the buyer within six months. In the same process, we decommissioned and sold the assets (both fixed assets, contracts, and intangible assets) of the factory in the United States. Finally, we conducted and implemented a tax planning strategy that enabled the recovery of a significant amount of capital, contributing to the achievement of the Company’s financial objectives.

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

We have consistently been present and active in the Company’s main decision-making processes. Thus, in addition to delivering technical solutions tailored to business needs, we have offered increasing levels of efficiency, with cost reduction, process review, and a decrease in the number of personnel needed to perform more activities. In this sense, we recently expanded our role and took on responsibility for Risk Management and Internal Audit, which was previously conducted by a Big 4 firm.

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

We have structured and organized a process within the Legal Department to ensure the complete implementation of the LGPD (Brazilian General Data Protection Law), with the DPO (Data Protection Officer) being a member of our department. Our GRC (Governance, Risk and Compliance) area manages this process. We have been in close and constant contact with the IT and Strategic Planning teams to monitor all initiatives aimed at implementing AI (Authorized Intelligence).

What strategies has your legal team adopted to manage disputes and mitigate risks in Brazil’s dynamic business environment? 

Although the company (due to its culture and business model) is fortunately not subject to the ills of the Brazilian “litigation industry,” we have been closely monitoring our labor portfolio (which is managed internally) and have been working for several years on the root causes of claims in order to proactively increase our chances of success. We have seen a reduction in judgments as a result of this process. Actively working to build a culture of regulatory compliance and fulfillment of legal obligations has also helped us keep litigation at acceptable levels.

How have economic fluctuations, exchange‑rate volatility or supply‑chain pressures in 2026 influenced your legal priorities? 

We have been particularly close to our key suppliers and have worked with the purchasing department to ensure good contracts, under conditions that protect us from the uncertainties imposed by the current geopolitical scenario. We have also been actively involved, providing legal and risk perspective input, and actively participating in business decisions regarding strategic issues that may be influenced by external and uncontrollable pressures.