Gustavo Henrique Favato

Responsible for managing the company's human capital, leading all HR subsystems, Communications, Labor Litigation, and Corporate Social Responsibility. Key Achievements: • Achieved 105% on the People & Management BSC, with consistent execution of the people strategy aligned to business objectives. • Reduced mandatory training vulnerability from 74% to 19% through the implementation of a vulnerability indicator and the review of the Training Matrix. • Implemented the Succession Plan and structured the Operational Headcount Mapping. • Deployed the People & Management Strategic Map, structured across four perspectives (Financial, Customer, Internal Processes, and Learning & Growth), directly connecting the people agenda to business strategy. • Led the First Leadership Workshop for goal planning with NPS above 90%, and launched the OKRs Program, driving strategic alignment across all organizational levels. • Launched the People & Management Connection Program with NPS above 95%, establishing the Business Partner as the primary reference for managers and employees. • Structured the Candidate Experience Project, achieving an NPS of 93% and strengthening the company's employer branding, including a Female Workforce Pilot Program in the Reforestation unit. • Implemented the Compensation Policy aligned to the KornFerry Methodology. • Introduced the 70|20|10 methodology in Individual Development Plans. • Deployed the People Dashboard, advancing digitalization and data-driven decision-making. • Improved governance over time tracking, vacation, and benefits (meal/food vouchers), reducing labor risks and liabilities. • Strengthened organizational culture through the rollout of the Fair Leadership Process, the 10 Coexistence Practices, and the company's 45th Anniversary celebrations. • Expanded the engagement and retention: Financial Wellness Program, Education Scholarship, Workers' Race, long-service recognition, and well-being infrastructure improvements across company units.

Management, revision and implementation of all HR subsystems such as Career, Training, Development, Succession Planning, Performance Management, Talent Management, Human Resources Information Systems (HRIS), Onboarding, Offboarding, Workforce Planning, HR Policies, Recruiting, Labor Relations, Compensation & Benefits, Organizational Design, Compensation Planning, Executive Pay, Short & Long Term Incentives, Benefits, KPIs, SLAs, HR Controlling, Hr Budgeting, Occupational Health, Payroll, and Quality of Life.

Corporate role (for all business branches of USIMINAS) - management of Human Resources Information Systems (HRIS), Payroll, Security, HR Services, Credit Card, Travels, Transportation, Fleet, Access Control Systems and Non-Operation Facilities. Key Achievements: • Led the shift in team mindset from process-oriented to service-oriented (Employee Experience). • Developed key indicators for Service Level Agreements and performance metrics through data analysis. • Initiated the use of AI for process improvement and optimization. • Redefined operational models in Corporate Security, Restaurant Management, and Travel Services, reducing operational costs by 20%. • Established SSC Planning aligned with the company's strategic objectives. • Implemented revisions to meal voucher contracts, reducing costs by 5%. • Reduced OPEX budget by 10%. • Managed the company’s restaurant CAPEX and maintenance.

Corporate role (for all business branches of USIMINAS) - management of Career, Training, Development, Succession Planning, Performance Management, Talent Management, Human Resources Information Systems (HRIS), Onboarding, Workforce Planning, HR Policies, Recruiting, Labor Relations, Compensation & Benefits, Organizational Design, Compensation Planning, Executive Pay, Short & Long Term Incentives, HR Controlling, Hr Budgeting and Occupational Health. Key Achievements: • Established revitalization programs for Trainee and Internship initiatives. • Developed a comprehensive HR performance indicators management system using data analysis. • Implemented the Center of Expertise Planning aligned with organizational strategies. • Initiated various benefits (Meal Voucher, Food Voucher, Fleet, etc.), contributing to a turnover ratio of around 2.5% for key talents. • Led the creation of the Corporate University and the Leadership program. • Reviewed and enhanced the Training Matrix, increasing training readiness from 34% to 95%. • Redesigned the Compensation Management Model (Job Evaluation and Salary Policy). • Reconstructed the Executive Bonus based on key indicators in partnership with the planning department. • Innovated the Profit and Results Sharing Program. • Managed labor relations with over 18 unions, maintaining zero strikes. • Directed the response to the COVID-19 health crisis. • Implemented mental health app which support more them 200 employees and their families. • Implemented the Gupy tool and reviewed the HR Portal (SuccessFactors). • Enhanced productivity management, reducing white-collar workforce by 20% and payroll costs by 4%. • Administered a health plan revitalization, reducing accounting liabilities by USD 150 MM. • Instituted a shift model for blue-collar workers.

As Head of HR, led all HR subsystems (Career, Training, Development, Succession Planning, Performance Management, Talent Management, Human Resources Information Systems (HRIS), Onboarding, Workforce Planning, HR Policies, Recruiting, Labor Relations, Compensation & Benefits, Organizational Design, Compensation Planning, Executive Pay, Short & Long Term Incentives, HR Controlling, Hr Budgeting, Occupational Health, Payroll, and Quality of Life). Key Achievements: • Implemented a trainee program and an internship program. • Developed a diversity program that increased female representation by 50% above the market average. • Created the Leadership program and improved key HR performance indicators by 10%. • Developed HR Planning aligned with organizational strategies using the Process Maturity Methodology. • Managed the HeadCount plan in Power BI, reducing staff by 5%. • Pioneered the Business Continuity Plan through performance evaluation and People Review tools. • Redesigned the Training and Development Matrix. • Established the Business Partners team. • Implemented Digital HR (Self-service and Management Tools for headcount control). • Played an active role in the Crisis Committee during the Brazilian Truck Drivers' Strike. • Instituted a shift model for blue-collar workers.

Management and Implementation of Career, Human Resources Information Systems (HRIS), Onboarding, Workforce Planning, Recruiting, Compensation & Benefits, Organizational Design, Compensation Planning, Executive Pay, Short Term Incentives, HR Controlling, Payroll and HR Budgeting. Key Achievements: • Established the Personnel Administration Department. • Implemented the Compensation and Benefits Department using KornFerry - HayGroup Job and Salary Methodology. • Developed and managed salary policies, reducing payroll costs by USD 24MM. • Reduced the time to fill indicator from 45 days to 21 days (53% reduction) by refining recruitment and selection policies. • Scaled the company’s staff from 80 to 2,500 employees. • Implemented the SAP system. • Developed Power BI for KPI management, enabling data-driven recommendations.

Management and Revision of Career, Human Resources Information Systems (HRIS), Workforce Planning, Compensation & Benefits, Organizational Design, Compensation Planning, Executive Pay, Short Term Incentives, HR Controlling, Payroll and HR Budgeting in Latin American units. Key Achievements: • Reviewed and optimized the Personnel Department's operating model. • Implemented KornFerry - HayGroup Job and Salary Methodology. • Aligned job evaluations between Brazil and Argentina. • Developed salary policies and management systems, achieving a 30% cost reduction in sales team total compensation. • Redesigned the Variable Compensation Program in partnership with the performance department. • Managed labor relations and labor litigation. • Established key performance indicators management based on data analysis.

• Reviewed and managed compensation, benefits, labor relations, expatriates, and personnel administration processes, achieving an increase of 10% in HR team productivity • Implemented performance evaluation and salary management systems in Brazil, Romania, Australia, Peru, and Indonesia using Excel for compensation management which allowed to reduce the anual increase process costs by 5%

• Gained experience in compensation and benefits, labor relations, expatriates, and personnel administration. • Implemented the Job Family Methodology. • Implemented the Y and W career • Played an active role in mergers and acquisitions (Zamprogna and J. Mendes Mining) and due diligence processes, including the creation of data rooms.

FGV EAESP Consortium - Brazil | Xiamen University – China | Miami University – USA | EGADE Business School - Mexico