INSTITUTIONAL
PRESENTATION
March| 2023
GERDAU
THE LARGEST BRAZILIAN STEEL PRODUCER
Industrial | 32units of |
presence in | steel production |
9countries | |
75Comercial | 36,000 |
direct | |
Gerdau stores | and indirect |
employees | |
worldwide |
CANADÁ | ||||||||||
USA | USA | |||||||||
Sillicon Valley | ||||||||||
MEXICO | DOMINICAN | |||||||||
REPUBLIC | ||||||||||
ENGLAND Manchester
Shares
traded on the São Paulo, New York, and Madrid
Stock Exchanges
250,000 hectares of forest base, including eucalyptus plantations and preservation areas
11million
tons of scrap steel in its operations in Brazil and abroad
2 iron ore
mines
COLOMBIA | ||||||||
PERU | BRAZIL | |||||||
URUGUAY | ||||||||
ARGENTINA | ||||||||
INNOVATION OUTPOSTS
OPERATINGAND COMMERCIAL UNITS
This content is Public. | 2 |
CORPORATE GOVERNANCE
CORPORATE STRUCTURE
MG 25%
Controlling
Shareholders
GSA 33%
Controlling
Shareholders
BOARD OF DIRECTORS
Guilherme | André Bier |
Gerdau | |
Chagas Gerdau | |
Johannpeter | |
GOAU3
GOAU4
100%
GGBR3
GGBR4
GGB
Claudio | Gustavo |
Johannpeter | Werneck ¹ |
67%
75%
Outstanding
Shares
(Free Float)
67%
67%
Outstanding
Shares
(Free Float)
Augusto
Claudia Brauna
Sender Pinheiro
INDEXES GGBR
IBOVESPA B3 ICO2 B3 | IBXL B3 | |
INDX B3 | ITAG B3 | IBRX B3 |
IGCT B3 | IGCX B3 | IBRA B3 |
IVBX B3 | MLCX B3 | IMAT B3 |
Alberto
Fernandes
CHAIRMAN | VICE | VICE | MEMBER | INDEPENDENT | INDEPENDENT | INDEPENDENT |
PRESIDENT | PRESIDENT | MEMBER | MEMBER | MEMBER |
¹ Also CEO of the Company
+120
YEARS OF | |||||||||
HISTORY | |||||||||
GERDAU'S SUSTAINABLE GROWTH | |||||||||
PROCESS OF DIVESTMENTS | |||||||||
2014 to 2018 | |||||||||
BEFORE | STRATEGY | AFTER | |||||||
R$ 7.4 billion | |||||||||
Operation in 16
countries
R$ 43 billion of
Net Revenue1
SG&A as 6.3%1 of
the Net Revenue
EBITDA Margin:
11.3%1
Financial Cycle:
84 days1
Net Debt/EBITDA:
2.4x1
(1) 2014. (2) 2022
Sales of operations in Spain and Chile
Sales of the mill and coal assets in Colombia
Joint ventures in the Dominican Republic and Colombia
Sales of mills, processing
plants and real estate
assets in the US
Hydropower sales in
Brazil
Sale of Special Steel operations in India
This content is Public.
Focus on | Operation in 9 |
countries | |
America | |
R$ 82 billion of | |
Profitability of our | Net Revenue2 |
operations | SG&A as 2.7%2 of |
the Net Revenue | |
Focus on our Core | EBITDA Margin: |
Business | |
26.1%2 | |
Commercial and | Financial Cycle: |
81 days2 | |
operational strategies | |
better aligned with | Net Debt/EBITDA: |
Culture | People. | |
0.33x2 | |
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BRAZILSTRENGHTS
BUSINESS MODEL
STRENGHTS
SECTOR/PRODUCTS
- Integration of production routes
- Presence in different segments of construction and industry
LATIN AMERICA
■ Presence in different segments of construction, featuring infrastructure, agriculture sectors and industry
NORTH AMERICA
- Higher added value products and profitability
- One-stop-shopconcept
■ Commercial strategy review
SPECIAL STEEL
- Presence in Brazil and US
■ Light and heavy vehicles and O&G segments
- Distribution ~ 50%
- Industry ~ 30%
- Construction ~ 20%
- Distribution ~ 60%
- Industry ~ 30%
- Construction ~ 10%
- Distribution ~ 50%
- Construction ~ 25%
- Manufacturing ~ 25%
Brazil:
- Automotive ~ 80%
- Non automotive ~ 20%
- Long steel ~ 55%
- Flat steel ~ 30%
- Semi finished ~ 15%
- Long steel 100%
- Structurals ~ 45%
- Merchants/ Other Long Products ~ 45%
- Rebar ~ 10%
US:
- Automotive ~ 80%
- Non automotive ~20%
Local competition and cleaner steel.
Broad product portfolio, geographic diversification, proximity to raw materials and clients.
Competitive advantage in both Cost and CO2 emission per ton.
ESG in the decision-making process.
Focus on Americas, with higher added value products.
Capital allocation discipline.
Cultural and digital transformation.
5
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Disclaimer
Gerdau SA published this content on 06 March 2023 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 06 March 2023 16:24:08 UTC.