Team size: 31 people 

What are the key projects you have been involved in over the past twelve months?

I consider that, among others, the key projects in which I have participated during 2025, due to the different implications of each of them, whether to obtain financing for the company, guarantee good business practices or safeguard workers’ rights, have been the negotiation and closing of a new Loan Agreement with the Inter-American Investment Corporation – IDB Invest in November 2025, for USD 50 million, for Los Portales S.A. and its subsidiary Los Portales Departamentos S.A.C., the latter company responsible for developing multi-family projects. This operation was key not only because of obtaining a relevant source of financing, but also because of the high environmental and social standards that IDB Invest requires for the granting of financing in Peru.

I also had active participation in the strengthening and dissemination of the Ethics Line Channel. Los Portales S.A. has a whistleblowing channel through which workers can report any incorrect practice incurred by any employee of the company or even third parties, including suppliers and contractors. To ensure suitability and transparency in the handling of information, complaints may be identified by the whistleblower or submitted anonymously, and are managed by a recognised auditing firm (EY – Ernst & Young). In this regard, the Corporate Legal Manager is a full member of the Ethics Committee, whose function is to review the investigations generated as a result of complaints, which are carried out by the Internal Audit and Human Capital areas. During 2025, 95 complaints were received through the Ethics Line Channel, and those found to be substantiated resulted in 23 dismissals of company employees, as well as the imposition of sanctions and corrective measures. Likewise, six service providers were disqualified for bad practices. For Los Portales, it is essential to implement all necessary actions to avoid lack of ethics, labour abuse or improper practices, and this channel serves as a powerful tool for workers to have a valid and effective way of reporting.

Regarding sexual harassment, during 2025 we strengthened the Sexual Harassment Manual, as well as training for all staff, which were prepared and delivered directly by the Legal area rather than by a third party, as in previous years, in order to allow closer engagement with workers and verify that the Sexual Harassment Manual and its provisions are properly understood. The Corporate Legal Manager is a full member of the Sexual Harassment Committee, having an active role in the investigation process and in defining the proposed sanction, where applicable.

How do you manage the legal aspects during periods of instability or crisis, ensuring that your legal strategy is aligned with the overall business?

During periods of crisis, it is essential that Corporate Legal Management is aligned with the company’s commercial and financial strategy. In recent years, our country has faced periods of severe crisis generated by increasing political instability, all of which has impacted the company’s productive business units.

At this juncture, the first action of the Legal Team has been to hold periodic meetings with the CEO and CFO, as well as with the Board of Directors, in order to work together in identifying the main areas that may be affected by the crisis, determine the legal support required and draw up an action plan where all the company’s objectives are aligned with the legal strategy. In times of crisis, it is essential to be prepared for change and to accompany the company in a change of direction if necessary, always identifying legal contingencies and seeking to minimise them. To achieve this type of change, it is essential to move beyond the comfort zone and be prepared to implement new practices and policies that allow the organisation to navigate the crisis.

Finally, a key strength in our management is that the tenure of professionals in the main positions within the legal team ranges between 10 and 25 years. This allows us to understand in detail the strengths and weaknesses of internal processes, supporting the implementation of the action plan and the resilience of the organisation, while strengthening our ability to anticipate challenges. Our task and objective today is far more preventive than reactive, precisely because we know the internal processes in depth and retain institutional memory of the main business risks over the past 25 years, thereby minimising legal contingencies and reinforcing organisational resilience.

How do you prioritize diversity and inclusion within your legal department, and what initiatives have you implemented to create a more inclusive work environment?

The Legal Team is made up of 31 professionals from different specialisms. Of this group, 19 are women and 12 men, with ages ranging from 25 to 53 years, distributed in the following ranges: between 25 and 29 years old (19%); between 30 and 39 years old (58%); between 40 and 49 years old (13%); and between 50 and 53 years old (10%).

Prioritising gender and age diversity among team members allows us to have a broader perspective when drawing up action plans and anticipating the company’s requirements. We consider it essential to combine the experience of professionals with extensive backgrounds across different legal specialisms with younger professionals who bring a fresh perspective and innovation, particularly in proposals and the management of technological matters.

Likewise, the inclusion of women in the Legal Team (61%) allows us to move away from the traditional structure of local company teams, which have historically been composed mainly of men in senior positions. It should be noted that five of the main positions within the Legal Team are led by women: Legal Manager of the Housing Unit, Legal Manager of Housing Development, Corporate Deputy Legal Manager, Regional Deputy Legal Manager and Procedural Head.

Similarly, the Legal Team is made up of professionals from different legal specialisms (including lawyers specialising in civil, tax, procedural and administrative matters, among others), as well as professionals from other fields, such as architects and engineers specialising in the sanitation and titling of real estate, who form part of the Legal Team. This diversity of professionals allows us to bring different perspectives to the analysis of strategies and solutions aimed at achieving the company’s objectives.

We have achieved this diversity through the implementation of a transversal selection process led by the Human Capital area, where the search for talent is not based on gender or other variables, but rather on an objective evaluation of the profiles and capabilities of each applicant.