INSTITUTIONAL
PRESENTATION
August | 2022
GERDAU
THE LARGEST BRAZILIAN STEEL PRODUCER
Industrial | 32 |
steel | |
presence in | |
production | |
9countries | |
units |
75Comercial | 36,000 |
direct | |
Gerdau stores | and indirect |
employees | |
worldwide |
CANADÁ | ||||||||||||
USA | ||||||||||||
USA | ||||||||||||
Sillicon | Valley | DOMINICAN | ||||||||||
MEXICO | ||||||||||||
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
2iron ore mines
COLOMBIA | ||||||||
PERU | BRAZIL | |||||||
URUGUAY | ||||||||
ARGENTINA | ||||||||
INNOVATION OUTPOSTS
OPERATING AND COMMERCIAL UNITS
This content is Public.
CORPORATE GOVERNANCE
CORPORATE STRUCTURE | ||||||||||
67% | INDEXES GGBR | |||||||||
33% | Controlling | Outstanding | IBOVESPA B3 ICO2 B3 | IBXL B3 | ||||||
Shares | ||||||||||
Shareholders | ||||||||||
(Free Float) | ||||||||||
INDX B3 | ITAG B3 | IBRX B3 | ||||||||
GGBR3 | IGCT B3 | IGCX B3 | IBRA B3 | |||||||
GGBR4 | ||||||||||
GGB | IVBX B3 | MLCX B3 | IMAT B3 | |||||||
BOARD OF DIRECTORS | ||||||||||
Guilherme | André Bier | Claudio | Gustavo | Claudia | Augusto | Alberto | ||||
Gerdau | Brauna | |||||||||
Chagas Gerdau | Johannpeter | Werneck ¹ | Sender | Fernandes | ||||||
Johannpeter | Pinheiro | |||||||||
Chairman | Vice | Vice | Member | Independent | Independent Independent | |||||
President | President | Member | Member | Member |
¹ Also CEO of the Company
GERDAU'S SUSTAINABLE GROWTH
PROCESS OF DIVESTMENTS
+120
YEARS OF HISTORY
BEFORE
Operation in 30
countries
R$ 10.4 billion of
Net Revenue1
SG&A as 6.5%1 of the Net Revenue
EBITDA Margin:
11.2%1
Financial Cycle:
85 days1
Net Debt/EBITDA:
2.41x1
2014/15 2016 2017 2018
R$ 1.1 | R$ 1.3 | R$ 0.8 | R$ 4.2 |
Sales of operations | Sales of mills, processing | ||
in Spain and Chile | plants and real estate | ||
assets in the US | |||
Sales of the mill | Hydropower sales in | ||
and coal assets in | |||
Brazil | |||
Colombia | |||
Joint ventures in the | Sale of Special Steel | ||
Dominican Republic | operations in India |
and Colombia
STRATEGY | AFTER | ||
Focus on | Operation in 9 | ||
countries | |||
America | |||
R$ 23 billion of | |||
Profitability of our | Net Revenue2 | ||
operations | SG&A as 2.2%2 of | ||
the Net Revenue | |||
Focus on our Core | EBITDA Margin: | ||
Business | |||
29.1%2 | |||
Commercial and | Financial Cycle: | ||
64 days2 | |||
operational strategies | |||
better aligned with | Net Debt/EBITDA: | ||
Culture | People. | |||
0.18x2 | |||
(1) 2Q14. (2) 2Q22
This content is Public.
BUSINESS MODEL STRENGHTS
BRAZIL/
LATIN AMERICA
STRENGHTS
SECTOR/PRODUCTS
NORTH AMERICA
SPECIAL STEEL
- Integration of production routes.
- Presence in different segments of construction and industry.
- Higher added value products and profitability.
- On-stop-shopconcept.
■ Commercial strategy review.
- Presence in Brazil and US.
■ Light and heavy vehicles and O&G segments.
- Civil construction 41%
- Industry 35% (flat steel)
- Industry 24% (long steel)
- Distribution 52%
- Construction 23%
- Industry 25%
- Brazil:
- Automotive 80%
- Industry (energy) 20%
- Rebar 24%
- Flat steel 36%
- Drawn 12%
- Others 28%
- Merchant bar 53%
- Beams 36%
- Rebar 11%
- US:
- Automotive 70%
- Industry (energy) 30%
Local competition and cleaner steel.
Broad product portfolio, geographic diversification , proximity to raw materials and clients.
Cost competitivity and CO2 emission.
ESG in the decision-making process.
Focus on Americas with higher added value products.
Capital allocation discipline.
Cultural and digital transformation.
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Gerdau SA published this content on 26 August 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 27 August 2022 01:10:05 UTC.