Grupo Aço Cearense is a privately held group of companies with integrated operations in steel sales, metalworking, steelmaking, forestry focused on producing bioreductants for its own use, and steel product logistics.
Grupo Aço Cearense comprises SINOBRAS, SINOBRAS Florestal, Aço Cearense, and the Aço Cearense Institute.
Revenue of
Production capacity increased to
metric tons per year
GHG emissions inventory awarded the Brazilian GHG Protocol Program’s
increase in the production of natural enemies of crop pests, helping reduce pesticide use
Approximately
metric tons of products delivered to more than 20,000 customers
suppliers
direct jobs and 140,000+ indirect jobs
people benefited from projects supported by the Aço Cearense Institute
in detecting impurities in metal scrap through cameras connected to an AI neural network
Grupo Aço Cearense updated its innovation structure in 2025, focusing on organizational ambidexterity. This approach combines operational excellence and efficiency with the pursuit of new and disruptive solutions. Explore the main changes:
Tree Breeding Program: develops clones adapted to the climate conditions of the Cerrado. The company has one patented clone and four others undergoing registration.
Production of natural enemies: supports pest control in planted forests and reduces the use of chemical pesticides. The company’s dedicated laboratory is the largest of its kind in northern Brazil. In 2025, parasitoid production increased by 200%, with more than 40,000 releases to control caterpillars.
High-resolution cameras connected to an AI neural network detect impurities—including soil, plastic, wood, and rubber—as metal scrap purchased by the Group for steel production is unloaded. The operation was integrated with a control tower, enabling detailed, real-time analysis.
The Operational Excellence Program (OEP) covers all areas of the Group and is led by the Innovation department. In 2025, the program gained momentum through initiatives to optimize workflows and processes.
A total of 45 working groups (WGs) were established to address operational bottlenecks, reduce costs, and increase productivity and competitiveness. The program used Lean Manufacturing, which focuses on identifying and reducing waste while creating customer value, and Kaizen, which promotes continuous improvement.
In 2025, Grupo Aço Cearense expanded and modernized its in-house logistics fleet. The purchase of 105 new, state-of-the-art trucks brought the fleet to 312 vehicles. Fleet renewal prioritized vehicles with more fuel-efficient engines and lower emissions.
Grupo Aço Cearense continued its comprehensive restructuring of human resources management. In 2025, initiatives focused on integrating organizational culture, strengthening internal communication, increasing employee engagement, and developing talent for succession.
Digital transformation in human resources management also supported this restructuring. Automation tools were implemented for processes including:
Grupo Aço Cearense’s main internal engagement platform, Acontece+, has strengthened internal communication by connecting employees across the Group. Available through a mobile app, a web portal, and corporate TV, the platform received national recognition at the Best HR awards, where the Group was named the company that best communicates with its employees in the Digital category.
active users
engagement
People's health, safety, and well-being are strategic priorities for Grupo Aço Cearense. Its Safety Policy formalizes this commitment.
Formal committees comprising employees from various departments monitor risks, propose preventive action plans, conduct inspections, organize the Internal Occupational Accident Prevention Week, and develop measures to prevent psychological and sexual harassment.
The company surveyed employees to identify and map psychosocial risks. In 2026, the findings informed action plans tailored to each department’s needs. An internal mental health committee was also established, with representatives from Human Resources, Legal, and Industrial Operations.
The company has formal policies to promote inclusion, diversity, and accessibility. Its Code of Ethics and Conduct affirms full adherence to the United Nations (UN) Universal Declaration of Human Rights.
Grupo Aço Cearense has a diversified supply chain. To prevent and mitigate risks in these relationships, the Group uses formal supplier assessment and approval processes based on technical, legal, and socio-environmental criteria. These processes require ongoing documentary checks of environmental permits and compliance with tax and labor regulations.
In 2025, the Group began developing its Supplier Code of Conduct, which sets out requirements to combat forced labor and general standards for integrity and compliance. The document will be released in 2026.
Since 2010, Grupo Aço Cearense has supported community development through the Aço Cearense Institute, which promotes projects in health, education, social services, sports, culture, entrepreneurship, and the environment. Investments funded through the Group’s own resources and tax incentives support nonprofit civil society organizations in the regions where the Group operates.
invested in 2025
projects
people reached
institutions supported
invested
organizations supported
people reached
Grupo Aço Cearense seeks to invest in clean technologies and production models that enable steel production with low greenhouse gas (GHG) emissions.
From planted eucalyptus forests to finished steel products, the Group invests in solutions that support lower emissions:
Circular economy practices are part of Grupo Aço Cearense’s day-to-day operations. Its integrated production process enables circular practices at every stage. This supports more efficient management of waste and gases generated during steel production. Using recycled materials also makes the company’s operations more sustainable.
Explore the circularity initiatives at each stage of the process:
Planted eucalyptus provides a renewable source of bioreductants for the blast furnace, reducing demand for other materials used for this purpose.
The Group’s production facilities are located in three regions rich in biodiversity: the Amazon, the Cerrado, and the Caatinga. Explore the company’s initiatives to support biodiversity in these biomes:
Grupo Aço Cearense’s corporate governance structure is organized as follows:
The Board of Directors is the highest governance body and is responsible for setting organizational strategy. Its members are appointed by shareholders at a shareholders’ meeting for three-year terms.
The Executive Management team is responsible for operations. Its broad view of the business enables it to implement the strategies set by the Board of Directors and oversee the Group’s activities.
To support senior management, the company has consolidated the work of three committees: Ethics; Privacy and Information Security; and Tax Law.
Grupo Aço Cearense conducts its operations and business activities according to principles of integrity and transparency. These principles are formalized in its Code of Ethics and Conduct and its Integrity and Compliance Program.
The Group maintains the Ethics Channel for reporting suspected misconduct, irregularities and violations of company policies or Brazilian law, including potential impacts on human rights and the environment. Reports may be submitted anonymously:
