• Responsible for the construction of the Strategic Roadmap for the People area at Gerdau, looking to the long term and annually prioritizing the main deliverables of the People area to support the business' strategies globally.• Responsible for managing the Organizational Culture, promoting a series of advances, revisions of various systems in the People area and inclusion of many symbols and behaviors to modernize and transform the culture, which culminated in the elaboration of Our Purpose in 2018 and Our Principles in 2019.• In 2021, I carried out a new check of our aspirations, strategic pillars, indicators, and behaviors, as the Gerdau Culture is one of the pillars for the company's success, which has been proven by the best Ebtida in 10 years in 2018 and the best year in financial results over 120 years of history in 2021, culminating in double recognition as “Company of the Year” by Época Negócios 360 and Exame magazines.• Led the main pipeline development initiatives, evolving in people strategy to support business challenges and discussions of strategic moves at the level of global critical positions • Contributed to the approval by the Board of the Gerdau Institute of “Reform that Transforms”, the largest social project in the 120-year history of Gerdau. With this project, we will change the reality of housing in Brazil, starting with 13,000 residential renovations in the communities around our plants, directly impacting 50,000 people and investing R$40 million between 2022 and 2032.• Promoted, with the Benefits and Pensions team, the implementation of flexible benefits for all employees in Brazil, which brought customization of benefits, greater employee satisfaction, as well as opportunities for better resource management. • Started “Inspire Gerdau” in the supply chain that brought more than 200 partners to the commitment to D&I and support in mobilizing more than 1 million people in this cause.

• Promoted the evolution of the People Development Committees with Board Members. Among the indicators monitored with the Board of Directors, the number of talents and critical positions grew consistently: in 2016, it was 12%; in 2017 and 2018, 25%; in 2019, 39%; and, in 2020, 45%.• Strengthened people development, career, performance management, recognition, and compensation practices, achieving a voluntary turnover below the market average. From 2018, when I took over the People area, until 2020, the voluntary turnover ranged from 1.8% to 2.7%. Regarding the retention of the company's talent, the numbers are very strong. In 2019, retention was 97.6%; in 2020, 96.8%; and, in 2021, 96% of the talents.• Since the beginning of my leadership, I reinforced the Pipeline Training Programs, from Interns to Global Directors, revisiting the journey of each one of them to meet the demands of the business in terms of preparing people.• Redesigned, together with the Compensation team, the Compensation Strategy focusing more on variable compensation and less on fixed compensation. Changed the short-term incentive program, balancing the interests of employees, shareholders, and investors. • Redesigned, together with the Compensation team, the long-term incentive. We were one of the first multinationals in Brazil to implement the LTI with ESG diversity and environmental causes in the long-term compensation of executives, in addition to creating other recognition and retention tools. • Created, together with the team, the Realizar 2020 Program, an initiative focused on bringing results for the business in the critical period of the pandemic. Launched the project, governance team, organizational enablers, and recognition & reward practice within the Agile Methodology. The goal was to capture US$ 120 million (which seemed unlikely) and we finished the program in six months with US$ 157 million in financial captures.

• Redesigned the Board of Directors' evaluation process, adding stages of self-assessment, collegiate assessment, and evaluation of the Chairman of the Board.• Promoted evolution in the Compensation Committee in support of the Board, making the meetings more strategic, according to feedback from the Board itself.• Promoted a new organizational structure in the People area to act in a more collaborative, integrated, and horizontal way. I created Squad People + Digital bringing more analytics to the People area so that decisions were made based on facts and data.• I was part of the team that worked on several fronts to reduce costs, maintaining the company's deliveries. Since 2015, there has been a 49% reduction in personnel costs, which has allowed the industry, over the past few years, to be more competitive and to have the best business results.• Led the beginning of the work in Diversity & Inclusion at Gerdau in 2017, starting with the Gender pillar, a work that has been getting stronger every year. We built the Awareness, Structure and Dissemination pillars and achieved consistent progress with process reviews and dozens of practices on each front. The results speak for themselves: we went from 17% of women in leadership positions to 23%; 2% of women in operation to 8%; 13% black people in leadership positions to 26%; and 2.5% of people with disabilities for 3.3% of the staff.

• Developed, together with the team, the Gerdau 2022 Strategic and Transformational Project. The project was the beginning of the successful cultural transformation of Gerdau that has been consolidating and evolving since 2014. For some years, this action has been a benchmark in the market regarding cultural transformation. The favorability indicators in the Culture and Engagement survey have been growing consistently with each cycle.

• Responsible with the project team for the execution of the Strategic Project Gerdau 2022 – Leadership Pipeline and Cultural Transformation;• Managed the Corporate office transfer from Porto Alegre to São Paulo;

• In 2014 PMO of the Strategic Project Gerdau 2022 – Leadership Pipeline which the recommendations were deployed in the following projects in global scope:• New Competency Model: Built the New Leadership Competency Model aligned with the business strategy and served as the basis for all HR process• New 360 feedback tool: built the new tool focused on development and aligned with the cultural transformation. Tools gives support to leadership development• Leaders investing 30% of their time on people: project that designed a leadership agenda. Change Management was strong. Mentoring Program revision (+85% favorability) • Critical Positions mapping and New Methodology for the C&S Process and Talent Management: Design and implementation of new methodology for critical positions mapping and for the career process. Project advisor: Ram Charan• New Development Plan: built a new process aligned the business strategy and the C&S process• Participation in the Project: Leaders as a Role Model for the New Culture: leadership development with more than 300 individual coaching sessions and 35 workshops with teams and as a result our Sr leadership started to practice the new culture atributes fostering the transformation. Support from Walk the Talk consultancy.

• HR Business Partner for Specialty Steel business operation in Brazil, US, Spain and in India. • • Managing the Attraction and Integration processes in Corporate HR with global responsibility for the policies, KPIs, process consistency and alignment. • Responsible for the Global Advance Engineers Program. Coordination and development of projects aligned with the strategic planing of the organization.• In 2013 Implementation of Global Management Associates Program in North and Latin America.

• Corporate role in the following processes: Personnel Planning, Career and Succession, Expatriation and Performance Management, support the implementation, alignment and consistency of these processes in the Gerdau Group. Revision of Expatriation and Repatriation processes- reducing 30% of the cost with these processes.

• Led the HR front of the “Gerdau Template” project, which was a large SAP implementation globally. Currently, I am a sponsor for the implementation of Success Factors in People Management processes to automate and simplify process management.

• Responsible for the alignment and implementation of the new practices with focus on Organizational Development. • Disseminate Gerdau best practices and culture in the North American business unit.• Main accomplishments were related to the improvement and consolidation of the C&S process in all 16 US mills, development and implementation of Coaching and Mentoring Program, Management of the following assessment tools: 360º Feedback evaluation, performance evaluation and potential evaluation, Expatriation Management, Cultural Training instructor for expats and Development of profile evaluation for facilitators- Management with focus on the operator

Business Partner role in HR with focus on the following process: T&D, C&S, R&S, Trainees and Internship Program. Participation in the implementation of the Industrial Training System and Management with focus on the Operatior.