Team size: 70 people

What are the most significant cases or transactions that your legal team has recently been involved in?

We have engaged in numerous M&A deals within the forestry sector, acquiring companies that possess land and forests in Brazil. These transactions total more than USD 1 bn. In addition, Suzano acquired the entire tissue operation in Brazil from Kimberly-Clark, gaining access to and retaining all rights over the renowned tissue brand ‘Neve’, while also licensing the primary tissue brands from Kimberly-Clark.

Suzano pioneered the issuance of the first sustainability-linked bonds in the Americas and executed two additional transactions with ESG commitments material to its operations. Billions of US dollars were lent to Suzano through these transactions, confirming the confidence that Suzano will meet its environmental and social targets.

We also dealt with several land disputes in Brazil. To safeguard the rights of its stakeholders, Suzano has implemented a thorough and empathetic procedure to ensure the rights of any vulnerable individuals involved in these disputes. Simultaneously, Suzano has demonstrated to the Government, society and the judiciary that its procedures are lawful, correct and ESG compliant.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

The primary in-house qualities concern developing a complete understanding of the industry’s legal landscape, legal knowledge, and risk assessment; however, today’s in-house lawyer must integrate more closely with the business, possessing a comprehensive understanding of the business landscape. In other words, in-house lawyers must comprehend how the company makes money, and align their performance with its long-term strategies. Alongside this strategic view, strong communication skills and a collaborative mindset facilitate effective integration between legal and internal clients. The main goal is to drop the barriers usually separating legal from the business, fostering a smoother flow between business problems and legal solutions.

How have you fostered a closer collaboration between the legal department and your business counterparts?

In my view, while tools (technology) and procedures can aid in this collaboration, the real game changer is the culture within the legal department. Like any service, the client must find value in our offerings and feel our in-house team contributes meaningfully to discussions. Ensuring a good culture view and training the team to prioritise the client is crucial, and understanding what is relevant for the business and industry will lead to superior service delivery.

Do you have a cause, business-related or otherwise, that you are passionate about?

The interaction with social and environmental issues are quite material in my industry. Such a perspective can push me and the legal department to take ESG concerns into account in our services and solutions. Business’ sustainability is part of our DNA and the whole legal team is working to provide better legal sustainable solutions and move the company forward to a greater sustainable performance.