INDICATORS - Metalúrgica Gerdau S.A.

Values expressed in thousands of reais, except for staff indicators
  CONSOLIDATED - BRAZIL
2003 2002
 1. BASE VALUES    
   1.1 Net Sales (NS) 7,306,927 5,247,913
   1.2 Operating Income (OI) 1,197,824 843,867
   1.3 Gross Payroll (GPR) 681,834 405,526


  2003 2002
 2. INTERNAL SOCIAL INDICATORS Value % of
NS (1.1)
% of
GPR (1.3)
Value % of
NS (1.1)
% of
GPR (1.3)
   2.1 Food 22,922 0.31 3.36 3.36 0.24 3.09
   2.2 Transportation 23,582 0.32 3.46 16,123 0.31 3.98
   2.3 Profit sharing 140,341 1.92 20.58 75,070 1.43 18.51
   2.4 Compulsory social charges 195,204 2.67 28.63 121,179 2.31 29.88
   2.5 Private pensions 14,923 0.20 2.19 11,730 0.22 2.89
   2.6 Health 36,789 0.50 5.40 19,304 0.37 4.76
   2.7 Education and training 20,956 0.29 3.07 11,506 0.22 2.84
   2.8 Total work safety 10,465 0.14 1.53 6,425 0.12 1.58
   2.9 Other benefits 15,065 0.21 2.21 4,754 0.09 1.17
       TOTAL 480,247 6.57 70.43 278,642 5.31 68.71


  2003 2002
 3. EXTERNAL SOCIAL INDICATORS Value % of
NS (1.1)
% of
OI (1.2)
Value % of
NS (1.1)
% of
OI (1.2)
   3.1 Taxes 1,374,395 18.81 114.74 1,233,961 23.51 146.23
   3.2 Contributions to society 21,123 0.29 1.76 11,917 0.23 1.41
       3.2.1 Education 2,650 0.04 0.22 2,460 0.05 0.29
       3.2.2 Culture 10,660 0.15 0.89 3,557 0.07 0.42
       3.2.3 Health 866 0.01 0.07 739 0.01 0.09
       3.2.4 Sports and Leisure 594 0.01 0.05 1,149 0.02 0.14
       3.2.5 Combating hunger/nutrition programs 96 0.00 0.01 N/A* N/A* N/A*
       3.2.6 Entrepreneurship 1,846 0.03 0.15 828 0.02 0.10
       3.2.7 Quality 2,599 0.04 0.22 536 0.01 0.06
       3.2.8 Volunteer work 157 0.00 0.01 111 0.00 0.01
       3.2.9 Research 1,400 0.02 0.12 1,682 0.03 0.20
       3.2.10 Other investments 255 0.00 0.02 855 0.02 0.10
       TOTAL 1,395,518 19.10 116.50 11,245,878 23.74 147.64
* Not Available

  2003 2002
 4. ENVIRONMENTAL INDICATORS Value % of
NS (1.1)
% of
OI (1.2)
Value % of
NS (1.1)
% of
OI (1.2)
   4.1 Investments in the environment 50,425 0.69 4.21 38,138 0.73 4.52
       TOTAL 50,425 0.69 4.21 38,138 0.73 4.25


  2003 2002
 5. STAFF INDICATORS    
   5.1 No. of employees at the beginning of the year 12,978 11,998
   5.2 No. of employees at the end of the year 14,263 12,978
   5.3 No. of trainees and interns 904 944
   5.4 No. of dependents 25,836 23,870
   5.5 No. of outsourced 8,609 6,487
   5.6 Educational level  
       5.6.1 primary school completed 27.0% 25.0%
       5.6.2 high school completed 58.7% 61.8%
       5.6.3 university degree completed 14.3% 13.2%
   5.7 Employees over 45 years old 29.5% 30.4%
   5.8 Average time with the Company 9 years and 4 months 9 years and 6 months


  2003 Goals for 2004
 6. IINFORMATION ON CORPORATE CITIZENSHIP    
   6.1 Social and environmental projects
         developed by the Company were
         defined by:
(  ) Board of Directors
(X) Board of Directors
      and management
(  ) all employees
(  ) Board of Directors
(X) Board of Directors
      and management
(  ) all employees
   6.2 Private pension involves:
(  ) Board of Directors
(  ) Board of Directors
      and management
(X) all employees
(  ) Board of Directors
(  ) Board of Directors
      and management
(X) all employees
   6.3 Profit sharing involves:
(  ) Board of Directors
(  ) Board of Directors
      and management
(X) all employees
(  ) Board of Directors
(  ) Board of Directors
      and management
(X) all employees
   6.4 When selecting suppliers, ethical
         and social responsibility standards
         the same as those adopted by the
         Company:
(  ) are not considered
(X) are suggested
(  ) are required
(  ) will not be considered
(X) will be suggested
(  ) will be required
   6.5 In terms of employee participation
         in volunteer work, the Company:
(  ) is not involved
(  ) supports
(X) organizes and supports
(  ) will not be involved
(  ) will support
(X) will organize and encourage


In 2001, the Gerdau Group began partial and gradual adoption of the indicators established by the Brazilian Institute of Social and Economic Analyses (IBASE).

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