Reporting to Legal and External Affairs Vice-President, the main goal for 2023 is to balance the debate related to a regulatory agenda, crucial for business sustainability. Press relations and digital amplification activities are in the core of this function. Leadership of outsourced team with 7 professionals.

Integrated Communications Leader emphasis on increasing the company's positive exposure among priority audiences. Some highlights in the results obtained in 2021 with Eneva's Communication team:Institutional | brand positioning program with multi-year initiatives. By 2021, more than 100 million impacts and about 40 million people impacted in the prioritized markets and audiences. Reputation management program structure and execution of the first diagnosis with priority stakeholders. Organization of institutional events for the company's projects, including arrangements and interfaces with federal, state, and municipal public authorities. Structuring of the press relations front with initiatives to increase the company's exposure on the national media and in the regions where it operates: hiring of a PR agency and preparation of the annual press program. By 2021, an average of R$ 1 million in monthly advertising equivalence for the positive agendas and more than 80% of press coverage favorability in national and regional vehicles.Digital | strategic and content planning with a significant increase in the production of posts for all social networks (e.g. + 103% on LinkedIn vs 2020) resulting in more than 12 million impressions during the year and a considerable increase in the number of followers on the prioritized channels (e.g. 176% on Facebook) and more than 300,000 interactions in the period.Internal | highlight to the result of the engagement survey in which 95% of employees declare to be informed about the company's strategic themes through the internal communication vehicles. Implementation of channels and development of online and offline campaigns.Customers | planning and structuring the communication process for customers with specific tools, language, and approach to contribute to the commercial area's results.

Focus on restructuring the external communication processes to support the company's growth and increase its level of exposure with the different stakeholders in the five states where it operates (Amazonas, Ceará, Maranhão, Roraima and Rio de Janeiro). Launch of corporate profiles on Instagram, Facebook and Twitter. Leadership in structuring the Crisis Management Manual. In Internal Communication, the challenge was the continuous improvement of processes and the development of specific projects focused on employer branding, innovation, strategic planning, among others.

Responsible for restructuring the internal communication area with the implementation of processes, vehicles, and indicators. Development of internal strategic campaigns focused on organizational culture - Jeito de Ser Eneva, Strategic Planning - Eneva Climbing, and Safety Golden Rules, among other initiatives.

Restructuring of crisis communication processes. In 2016, Corporate Manual development and training of 100 professionals, interacting with all communication areas in Brazil. Communication Planning Cycle process review seeking for process simplification, business perception improvement, and projects connections in Brazil and eight countries. Internal planning consultancy for special projects, such as S11D Complex inauguration ceremony (the company´s top project and the biggest private investment in Brazil in the last decade), and CEO transition. Corporate processes alignment focal point for Switzerland, Indonesia and Malaysia.

Change Management methodology structure and its deployment in strategic projects, focusing on Communications and Engagement. The first challenge in the position was the One Vale Project, SAP implementation for Brazil operations: a three-year project with more than 500 employees (direct and third-party). Development of all communication and engagement strategies, vehicles structuring, stakeholders mapping, engagement surveys and campaign launching. This position was under the Change Management structure interfacing with IT, technical specialists, training and organizational impact teams.

Corporate social investment alignment for Latin America and African countries: Argentina, Colombia, Peru, Mozambique and Guinea. Participation in special projects such as the Social Management Diagnosis Tool, Human Rights Policy and GRI indicators.

Development of Communication Plans for several corporate areas such as Human Resources, Vale Foundation, Iron Ore Commercial, Environment and Sustainable Development. Deployment of approved plans with mixed communications tools: internal campaigns, events, stands, promotional material, brochures, advertisement and sponsorships. Member of the 2006 Sustainability Report content development team. Communication strategy for launching 2007 Sustainability Report, the first report Vale produced following the complete GRI methodology.Internal Communication (Jan. 2006 – May. 2007): Content development and vehicles management such as daily newsletter and monthly newspaper. Coordination of content planning meetings. Internal campaigns development in partnership with endomarketing agency. Internal events coordination and development of direct communication toolkits for leaders. Communication support for Unions negociation process.Community Relations (Mar. 2004 – Dec. 2005): Development and monitoring of community relation projects in the states of Minas Gerais, Espírito Santo, Pará and Maranhão in Brazil, focusing on the communities next to company´s railroads. Communication initiatives for Vale Foundation such as brand diagnosis, corporate volunteer program, events and project´s visibility strategies. Trainee (Apr. 2003 – Mar. 2004): Understanding of company´s business in all operational areas in Brazil and training sessions with main corporate areas.