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?

During periods of instability or crisis, my approach to managing legal matters in the industrial real estate sector is based on anticipation, communication, and adaptability.

First, I proactively identify potential legal and contractual risks that may be exacerbated in uncertain contexts such as breaches in lease agreements, construction delays, or regulatory changes related to land use and environmental regulations. Assessing these implications from both a legal and operational perspective allows me to design preventive strategies that mitigate contingencies, protect the company’s assets, and ensure the viability of our projects.

Second, I maintain constant communication with key business areas to ensure that strategic decisions are made holistically and with full awareness of the applicable legal frameworks. I believe that the legal function should not operate in isolation or act merely as a reactive unit, but rather serve as a strategic partner to the business, anticipating risks and providing practical, actionable solutions.

Finally, I adapt the legal strategy dynamically in response to changes in the external environment, while keeping corporate objectives in focus. For example, during economic downturns, market volatility, or logistical disruptions, we work closely with senior management to renegotiate supplier contracts, restructure client agreements, or explore alternative financing and investment structures always ensuring regulatory compliance and operational continuity across our developments.

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

One of the most relevant cases I was involved in this year was the attempted sale of the industrial portfolio known as “Júpiter,” comprised of 53 industrial facilities strategically located across different regions of the country. This portfolio represented one of the company’s most significant assets, both in terms of size and strategic value within the industrial real estate market.

As part of the legal team, I was actively involved in all stages of the process from the negotiation and execution of the Purchase and Sale Agreement (PSA) with the buyer, to coordinating the antitrust analysis and filing the required documentation before COFECE (Federal Economic Competition Commission). The transaction required a thorough review of the deal structure, regulatory aspects, compliance requirements, and contractual conditions, all carried out in close collaboration with external advisors and internal departments.

Unfortunately, despite the advanced progress of the deal, the transaction ultimately did not close due to the buyer’s inability to secure the necessary financing. Nevertheless, the experience proved to be extremely valuable in terms of managing high-complexity transactions, interdepartmental coordination, and decision-making under pressure.

Moreover, this process laid the groundwork for similar future transactions, significantly strengthening our internal capabilities and readiness to execute strategic operations in the near term.

Currently, we are actively marketing the Júpiter portfolio, working alongside various specialised brokers to identify new potential buyers and pursue opportunities that align with the company’s strategic goals.

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

At our company, sustainability has evolved from being a complementary concept to becoming a core pillar of our operational and business strategy, particularly in the development and management of industrial parks and facilities. We have implemented a range of initiatives aimed at reducing environmental impact, improving operational efficiency, and promoting responsible practices throughout our value chain.

Among the most notable actions are the incorporation of LEED certification in new developments, the use of sustainable building materials, the implementation of water and energy efficiency technologies, and the installation of solar panels across several of our industrial properties, as part of our commitment to renewable energy and emissions reduction. In addition, we actively promote environmental management practices among our tenants and suppliers, aligning with international standards of corporate responsibility.

From a legal perspective, the role of the general counsel has been key in promoting, structuring, and institutionalising these sustainability practices within the organisation. First, we have worked to include specific contractual clauses that require compliance with environmental standards by our business partners and contractors. We have also collaborated on the design of legal frameworks that enable investment in green infrastructure, such as the installation of solar panels or the adoption of clean technologies.

Additionally, the legal department plays an active role in assessing regulatory risks and legal opportunities related to sustainability such as upcoming regulations, tax incentives, or sustainable finance mechanisms. This ensures that our environmental strategy remains aligned with the current legal framework and with market best practices.

From this perspective, the legal approach not only ensures regulatory compliance, but also adds strategic value to the business, by ensuring that sustainability is embedded in corporate decision-making and across key processes related to operations and expansion.