Annual Sustainability Report 2022
Annual Sustainability Report 2022
Annual Sustainability Report 2022
The year 2022 was marked by overcoming the challenges and uncertainties that have ari- family, as well as in Executive Aviation and the Defense area. Moreover, the diversification
sen on several fronts: the war in Ukraine, increased global inflation, and broad restrictions of business areas helped to compensate for the performance of a specific segment. In this
on the supply chain. These challenges led us to adjust internal processes throughout the way, the good performance of the Services & Support and Executive Aviation areas, as well
year and, thanks to the focus and discipline of the entire team in the accomplishment of our as the increase in deliveries in Commercial Aviation, helped to offset the impact in the
strategic plan, we were able to deliver the goals planned for the year. Defense & Security area.
Compared to 2021, we increased aircraft delivery by 12.7% – from 141 to 159 Commercial At Commercial Aviation, we announced an additional order for Canada’s Porter Airlines
and Executive aircraft in 2022. We also increased revenue by 8.2% to USD 4.5 billion. Ad- for 20 new E195-E2s, in addition to 30 existing firm orders. Porter even took delivery of the
justed EBIT and EBITDA margin (in USD) exceeded the guidance presented to the market, first E195-E2 jets operating in North America at the end of the year. We also announced an
reaching 6.0% and 10.1%. Another highlight was free cash generation without EVE, which order from Azorra, a U.S. aircraft leasing company, for 20 new E2 jets, besides the expansion
reached USD 540.1 million, quite above estimates. of our presence in the Middle East, with operator SalamAir from Oman ordering six E2s.
In addition, the Chinese civil aviation authority has granted certification for our E190-E2,
The focus on improving business efficiency remains a key factor in achieving our goals
opening the doors of the relevant Chinese market for the E2 family.
and delivering better margins, even with supply chain constraints. Throughout the year,
we implemented several mitigation measures, such as creating a special team to operate Executive Aviation presented another year with outstanding results, with the delivery of 102
within the main suppliers’ plants, developing alternative logistics routes, and improving aircraft, “book-to-bill2” above 1.8:1, and a higher gross margin than in the previous year. As
internal processes to reduce production cycles. Also noteworthy are the efforts for con- a reflection of the good momentum of the business unit, Phenom 300 was voted for the 11th
tinuous improvement of operational efficiency, such as inventory turnover management, consecutive year as the world’s best-selling business jet in the industry.
restructuring of selection and procurement processes, and ongoing improvement of pro-
In Defense, we faced difficulties such as contract renegotiation and other factors that re-
duction processes.
sulted in a 25% decrease in segment revenue. However, we are optimistic for 2023 as the
The sales growth of our current product portfolio also excites us for the coming years. The current geopolitical scenario continues to influence countries around the world to review
backlog returned to the pre-pandemic level, reaching USD 17.5 billion. There are several their plans and renew their armed forces. The main highlight of the year was the selection
ongoing sales campaigns that are progressing, both in Commercial Aviation, mainly the E2 of C-390 Millennium by the Dutch Ministry of Defense as the only aircraft that meets the
requirements of its “Replacement Capacity Tactical Airlift” project, which provides for the
acquisition of five tactical transport aircraft. Besides this, we announced with L3Harris
Technologies a partnership to develop an “Agile Tanker,” a tactical aerial refueling option to
“ SINCE 2008, EMBRAER IS A SIGNATORY AND REAFFIRMS ITS COMMITMENT
TO THE UN GLOBAL COMPACT. IN 2022, WE MOVED FORWARD ON OUR JOURNEY
TOWARD A LOW-CARBON ECONOMY AND A MORE DIVERSE COMPANY WHILE
meet U.S. Air Force operational guidelines.
The service and support business continues to post positive results, with a growing order
book and positive gross margin. The growth was based on the expansion of the sale of ma-
MAINTAINING THE HIGHEST STANDARD IN CORPORATE GOVERNANCE.
Francisco Gomes Neto - President of Embraer ”
terials (parts and support for special programs) thanks to a greater use of the Commercial
and Executive Aviation aircraft fleet. The main driver of commercial aviation services were Lastly, it was with great joy that we received the “Great Place to Work” certification in seve-
Pool Program contract renewals such as Blue and LOT Polish, as well as new customers, in- ral countries that we operate. For us, it is an important recognition to be celebrated, since
cluding Porter Airlines, Sky High Aviation Services, and Western Air, operator of the largest we believe that engaged and passionate people achieve the best results and create a happy
fleet of ERJs in the Caribbean. Another highlight is new contracts for more than 20 Breeze and healthy work environment.
and Envoy Air Airframe Maintenance and Repair aircraft.
For this year, despite persistent value chain constraints and global macroeconomic risks,
In the innovation pillar, we have taken an important step to cement our performance in we see a better outlook in terms of revenue and profitability. The aircraft slots on the pro-
the start-up urban air mobility industry (UAM), which should represent a great business duction line for deliveries in 2023 and 2024 are almost completely filled, for both commer-
opportunity in the coming years. In May, we completed Eve’s spin-off by listing the company cial aviation and business jets.
on the New York Stock Exchange. With a full portfolio of solutions for the UAM market, an
Therefore, adding our focus and discipline in business efficiency concerning innovation
advanced electric vertical take-off and landing aircraft (eVTOL) design and a comprehen-
projects to ongoing sales campaigns in all business units, we are very confident in Embra-
sive global service and support network, Eve ended 2022 with 26 publicly announced cus-
er’s sustainable growth in this and the coming years.
tomers, with potential orders for 2,770 vehicles valued at USD 8.3 billion, the industry’s
largest backlog. Today we have a very comfortable cash position compared to previous years, a portfolio of
top-notch products and services, and highly qualified people. We demonstrate commit-
Regarding our journey to a low-carbon economy and more sustainable aviation, we announ-
ment and discipline in accomplishing our strategy and resilience to meet the challenges
ced the advances in the Energia Family program, which consummated the concept aircraft
ahead. Besides, we continue to advance strategic partnerships for the business.
into two models with a capacity of 19 to 30 seats, both with hybrid electric and hydrogen
electric propulsion. Furthermore, alongside Pratt & Whitney, we successfully tested a GTF- I would like to end with a strong thank you to the Embraer team, which once again showed
-powered E195-E2 aircraft using 100% sustainable aviation fuel (SAF), the first step in the cer- commitment and dedication to overcome the challenges, always keeping the focus on qua-
tification process to maximize emissions reduction with the use of sustainable aviation fuels. lity and safety, and also to our shareholders and customers for their trust in our company.
We also project for 2024 our goal of using 100% renewable electricity in our facilities in
Brazil, which account for about 70% of our total electricity consumption. In addition, we
signed a memorandum of understanding with Raízen, of the Shell/Cosan group, to evaluate
the sustainable aviation fuel (SAF) production market in Brazil – contributing not only to our Francisco Gomes Neto - President of Embraer
emissions, but to the entire aviation industry in the country. Alexandre Silva - Chairman of the Board of Directors
TABLE OF CONTENTS CLICK TO GO TO THE INTENDED SUBJECT
All pages in this file are browsable: menus and pagination.
06 12 15 36 48
Fit For Growth ESG
About & FINANCIAL COMMITMENT Business
EMBRAER PERFORMANCE TO THE FUTURE INNOVATION UNITS
07. Introduction 13. Introduction 16. Introduction 37. Introduction 49. Commercial Aviation
08. Where We Are 14. Operating Result 17. Environmental Commitment 38. Awards | Highlights 51. Executive Aviation
09. Our values 21. Social Commitment 39. Innovation Verticals 56. Defense & Security
10. Timeline 32. Commitment to Governance 43. Innovation Culture 61. Services & Support
45. Embraer-X
65. Agricultural Aviation
46. Beacon
47. Eve Air Mobility
Sustainability INDICATORS
67. Technical References, Materiality, Indicators, GRI, SASB, TCFD
About
EMBRAER
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ONE OF THE Embraer is one of the world’s largest aerospace and defense
conglomerates. On average, every 10 seconds an aircraft ma- NET REVENUE
LEADERS
US$ 4,5
nufactured by the company takes off from an airport, annually
carrying more than 145 million passengers around the world.
in the aerospace
and defense Leader in the segments in which it operates in the Commercial
Aviation, Executive Aviation, Defense & Security, Services & BILLION
industry Support markets and with more than 8,000 aircraft manufac-
GRI 2-1; 2-6 tured and delivered throughout its history, Embraer has been Embraer is the main ex-
an exponent of innovation since its inception in 1969, and has porter of high value-added
in this strength its critical pillar for sustainable growth. There- goods in Brazil, with in-
fore, the company fosters an ecosystem of knowledge genera- dustrial operations, offi-
tion and dissemination that stimulates the quality training of ces, service centers, and
its collaborators, increases the competitiveness of the aero- parts distribution in the
Americas, Africa, Asia, and
nautical industry, furthers scientific development, and positi-
Europe.
vely impacts the society as a whole.
Of total net revenue, Com-
At the end of 2022, Embraer’s workforce was made up of 18,872
mercial Aviation accounted
collaborators, of which 14,960 in Brazil and 3,912 abroad. The
for 34%, Executive Aviation
reported total includes OGMA employees.
27%, Defense & Security
10%, Services & Support
145 MILLION
28%, and 1% of other rela-
ted businesses.
At the end of the year, the
PASSENGERS
ARE CARRIED ANNUALLY AROUND
portfolio of firm orders to
be delivered reached USD
17.5 billion.
THE PL ANET ON OUR AIRCRAF T
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5
6
8
7
2 4 11
3
9
10
WHERE 1
we are
GRI 2-1
1 2 3 4 5 6 7 8 9 10 11
Brazil United Mexico Portugal United Ireland France Netherlands Arab Singapore China
São José dos Campos States Chihuahua Alverca Kingdom Dublin Le Bourget Amsterdam Emirates Singapore Beijing
Gavião Peixoto Mesa Subsidiary: Farnborough Dubai
Subsidiary:
Botucatu Nashville OGMA
EzAir Subsidiary:
Taubaté Melbourne
Interior Embraer Cae
Brasília Irwindale
Training Services
Belo Horizonte Fort Lauderdale
São Paulo Davies
Rio de Janeiro Jacksonville
Sorocaba Memphis
Campinas Dallas
Subsidiaries: Subsidiaries:
Atech Embraer Cae
Visiona Training Services
Tempest Eve
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Our
VALUES Ethics and integrity
are in everything we do
Our people are what
make us fly
We are here to serve
our customers
We strive for company
excellence
From the simplest activities Happy, competent, valued, Winning the loyalty of Corporate action designed for
Embraer’s values were built to the greatest achievements. fulfilled people, committed customers by ensuring their simplicity, agility, flexibility, and
collectively, involving collabo- We follow the rules and to what they do. People complete satisfaction, and security, with a constant drive to
rators around the world, and question when necessary, who work as a team and act building strong and lasting continual improvement and to
bring the deepest and most always in search of what is with integrity, coherence, relationships. Establishing excellence. An entrepreneurial
compelling view of what is in right and best for society, respect, and mutual trust. partnerships, based on real attitude based on integrated
for the company and for all. commitment and flexibility. planning, responsible delegation,
the company’s business. They
and disciplined execution.
form a solid base, founded on
ethics and integrity, from whi-
ch Embraer will always deve-
lop science and technology,
ESSENCE Boldness and innovation
are our hallmarks
Global presence
is our frontier
We build a
sustainable future
generating value for its cus- The forefront in technology, Global presence and Constantly striving to
tomers, shareholders, colla- an organization that learns mindset, acting locally to build the foundation for
borators, society, and other continuously, and has the leverage competitiveness, the company’s longevity,
stakeholders. capacity for innovation, using the best of each considering stockholders’
for transforming inner location. Vision of a world profitability, respect for
reality and influencing without borders and of quality of life, environment
the markets in which it valuing diversity. and society.
operates. Strategic vision
and capacity to overcome
challenges, with creativity
and courage.
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1983 1996
1994
1968 1975
1969
1978 1985
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2021
2017
2018
2001
2004
2018
2019 2022
2005
11
Fit for Growth &
FINANCIAL
PERFORMANCE
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159AIRCRAFT
In 2022, Embraer exceeded the financial indicator forecasts dis- COMMERCIAL AND EXECUTIVE
closed at the beginning of the year: Adjusted EBIT, Adjusted EBI-
TDA, and Free Cash Flow. Results that reflect better operational
efficiency compared to previous years.
DELIVERED IN 2022
Compared to 2021, the company increased the delivery of Com-
mercial and Executive aircraft by 12.7%, from 141 to 159 aircraft in
2022, posting a revenue of 8.2% (in USD) higher. Detailed results
of the company’s financial performance are available in the Ma-
nagement Report.
Learn more:
Financial Statements (only in Portuguese)
Release of Deliverables and Backlog
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Commitment to
THE FUTURE
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Embraer maintains its sustainability strategy and planning, announced at the end of 2021, with long-term ESG goals. Focused on decarbonizing
E / Environmental
aviation through the development of more sustainable products, services, and technologies, as well as strengthening its historical performance
S / Social
in social responsibility, the company advanced and, in 2022, its goals evolved and achieved concrete results on several fronts. G / Governance
Carbon neutral Maintain Maintain Commitment to Provide professional 100% Carbon Products for
growth from the Ethics & the highest 50% diversity in qualification in electricity neutrality in zero-carbon
2022 Compliance international hiring across all technology for from operations aviation
Program, fully standards of gateway programs 1,500 people from renewable until 2040 by 2050
aligned with global governance by 2025 minority groups by sources by
standards 2025 through the 2030
Social Tech Program
Continuous training in Maintain the approval of Maintain high product Have 25% of women Have 20% of
Diversity & Inclusion more than 80% of Embraer safety standards in Embraer’s women in senior Learn more:
high school students in and full alignment Master’s Program leadership
public or private universities with international in Aeronautical positions by 2025 Sustainability
requirements Engineering by 2025 Indicators
with a full scholarship
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ENVIRONMENTAL
Commitment
RENEWABLE ENERGY
In 2022, the company signed a power purchase agreement that ensures that
100% of the electricity acquired by Embraer in Brazil is from renewable, wind, and
solar sources, starting in 2024.
With this agreement and the acquisition of Renewable Energy Certificates
(RECs), Embraer will zero its Scope 2 carbon emissions in Brazil one year earlier
than announced in its corporate goal.
Electricity consumption in its operations in Brazil accounts for about 70% of
the total consumed in all its operations around the globe. In 2022, assessments Learn more:
and discussions were also started with the teams in Portugal and the United Sustainability
States so that, by 2030, 100% of the electricity consumed by Embraer will be from Indicators
renewable sources in all its operations worldwide.
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CARBON NEUTRALITY
Embraer focuses on three main actions to achieve carbon neutrality of its operations by 2040. They are:
As concerns energy efficiency and use of electricity 100% from renewable sources, in 2022 several initiatives were implemented, with special emphasis on:
Solar heating installation at the Changes in processes and automation of machines Installation of photovoltaic panels in the Ede unit
Gavião Peixoto unit at the Ozires Silva unit
The Embraer Equipment Division (EDE), a unit dedicated to the ma-
Two relevant efforts were implemented at the Ozires nufacture of landing gear in São José dos Campos, São Paulo, recei-
The installation of solar panels at the Gavião
Silva unit to reduce electricity consumption: ved the installation of photovoltaic solar panels in one of its adminis-
Peixoto unit was carried out with a view to
trative buildings. This technology is capable of transforming sunlight
supplying heated water to its restaurant. The
• One of them was dedicated to reviewing the process of into electricity, and estimates are that power thus generated will be
photothermal solar panel is a highly efficient
heat treatment of metal parts manufactured in the com- sufficient to supply the building, producing around 42 MWh, poten-
and widely used technology in Brazil, capable
pany, which occurs in a large air furnace and requires tially avoiding up to ten tons of carbon in the atmosphere per year.
of converting sunlight, an infinite and free
source of energy, into heat. Estimates are that large amounts of power, especially when starting the
this project will reduce each year approxima- device’s use. At no cost and with a potential reduction Use of biomethane gas in the Gavião Peixoto unit
tely 40,000 m3 of natural gas consumption of up to 218 MWh of electricity per year, they represent
and avoid the emission of about one hundred around sixteen tons of avoided carbon emissions. In 2022, the company implemented a pilot project to replace
tons of carbon (CO2e) into the atmosphere. natural gas (non-renewable source) with biomethane in several
• And the other consisted in creating a strategy of automa- production processes at the Gavião Peixoto unit. Biomethane is a
tic activation and disconnection of the machining ma-
Practices similar to this have already been im- renewable source gas, generated in the process of decomposing
chines. This initiative required a change in the operating
plemented at the Ozires Silva and Eugênio de organic matter.
logic of the machines and implies a reduction in annual
Melo units in Brazil, and are strategically linked electricity consumption of up to 145 MWh per year, avoi- Comparative analyses of the performance of equipment and sys-
to Embraer’s emission reduction targets. ding the emission of, on average, ten tons of carbon into tems were carried out, with a positive outcome that will serve to
the atmosphere. replicate the project in other units and production processes.
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EMBRAER’S E195-E2 AIRCRAFT IS THE QUIETEST AND MOST EFFICIENT IN THE WORLD
Operating on short- and medium-haul routes, E2 has the lowest external noise levels and As the aircraft consumes less fuel, it has greater
E195-E2 is the most efficient aircraft on the longest maintenance intervals in the single-aisle flight range while being 50% quieter and emitting
market, and considered the most sustainable in jet category: 10,000 flight hours for basic checks up to one-third less carbon dioxide. The economy
its class, with a 25% lower fuel consumption than and no time limit for typical E-Jets operations. This of E195-E2 coupled with its comfort allows the
the previous generation, and 17% lower emissions. means an additional fifteen days of use over a ten- operator to increase capacity and delight their
year period compared to the current generation. customers.
Learn more:
Aircraft E2
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SOCIAL
Commitment GRI 405; 3-3
Learn more:
Sustainability
Indicators
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TALENTS
Inspired by all the learning gathered over the critical period of the Covid-19 pandemic, 2022 saw the implementation of new work models, focusing on the hybrid
model, in which part of the professionals work in person and part remotely. The company realized the need to support its leaders and collaborator, so that this
adaptation was efficient, changing new behaviors into new habits.
In 2022, the company created a global project entitled “Future of For Embraer, attracting and retaining the best talent are primary
Work,” managed based on an Agile methodology (based on the goals. In 2022, Embraer had more than two thousand and seven
Scrum framework) with weekly sprints, and engaging more than hundred vacancies filled. The company carried out an active sear-
50 collaborators, who represented Embraer’s major areas. ch for the best candidates, especially on the LinkedIn platform, in
addition to being present at fairs and career events at institutions
Diagnostics and adjustments were made in different processes
such as ITA (Technological Institute of Aeronautics), POLI USP
to improve the experience of collaborators, who were working
(Polytechnic School of the University of São Paulo), UFMG (Fede-
100% remotely or hybrid, in addition to guiding their leaders in
ral University of Minas Gerais), and other relevant universities in
the management of teams and supporting the business needs in
Brazil, thus advancing the selection process with interviews and
the face of changes in the current corporate world.
simultaneous hiring. This selection process model, called selec-
The concept of asynchronous communication (non-simultaneous tion sprints, resulted in swift hiring for various positions in pro-
communication) has been implemented as a capital point of duction and production support areas.
mindset change within the company, being essential for hybrid
Alongside the personnel of Talent Acquisition, Information Tech-
work, fostering transparency, and avoiding excessive meetings
nology, Medical Team, and Payroll and with the support of an ex-
and interruptions.
ternal partner, the company mapped the journey of the new Em-
The project made the company review new work scenarios that, braer collaborator, in order to assess the possibilities of improving
connected to the business vision, the pillars of culture and the the hiring process. With this initiative, newly hired collaborators
expectations of collaborators, allowed to build an adaptive and and leaders were interviewed with the purpose of better unders-
bold work model. tanding customer experience, using Design Thinking techniques
for interview and user journey.
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In 2022, Embraer’s Internship Program filled five Overall, forty collaborators attended Data Scien-
WORKING MODELS
hundred vacancies in two cycles and is expected ces subjects, and fifty-one collaborators took the
to fill another three hundred vacancies in the first subjects on Embedded Software. In December
half of 2023, with a new cycle of applications 2022, the class was concluded with the approval
ON-SITE: Five days in person
for candidates from all over Brazil. In addition, of the thirty-five professionals, thirty-three of
(productive areas and production the Summer Internship was also launched, with whom were hired by Embraer.
support) thirty vacancies and a duration of two and a half
Embraer’s goal is to draw the new generation of
months with opportunities in several areas, and in
aviation talent and provide candidates with great
face-to-face, hybrid, or 100% remote work models.
HYBRID: On-site + Remote convenience and experiences, in a diverse and
(up to two days in person) Embraer, in concert with Senai (National Service inclusive environment, so that each professional
for Industrial Training) for young apprentices, becomes the main player in their own development
opened new classes in 2022, with about two and career.
100% REMOTE: Five days remote hundred participants in the São Paulo cities
of Gavião Peixoto, Botucatu, and São José dos
Campos. It also maintained the partnership for
FORMARE, a professional qualification program
Based on these three models, the
aimed at young people in situations of economic
company tested and validated the
and social vulnerability, earmarked for logistics
foundations of Future of Work, such as
students in the city of Gavião Peixoto.
updating employment agreements, how
to offer infrastructure services such Also in 2022, the first class of the Software
as food and transportation, as well as Specialization Program – PES was formed. Held
issues of home-office allowance and in partnership with UFPE (Federal University of
assistance during the pandemic. Pernambuco), this is a Non-Degree Graduation
Program in Embedded Software and Data Science,
with subjects taught by professors from UFPE and
with the participation of Embraer professionals.
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Embraer has been In 2022, the company carried out continuous All new company leaders also undergo training, which
recognized as one actions for the development of its leaders. Wi- includes understanding all company processes,
of the best com- thin the “Leadership Academy”* topics were people management, and culture. In 2022, there
panies to work in worked on Culture, People Cycle, Business, Fu- were three classes of new leaders.
a survey performed by Gre- ture of Work, and Diversity. For the Future of
at Place to Work®, a global The portfolio of training performed in 2022 is extensive
Work topic, the company combined efforts to
consulting firm that supports and covered specific training on Diversity and Inclusion,
customize a global training on hybrid manage-
organizations to achieve the Culture, Compensation, Confidential Processes, and
ment for supervisors and managers. Senior lea-
best results through a cultu- Communication, the latter focusing on “communicate
ders were also trained to be facilitators of this
re of trust, high performance, to lead.” Overall, there were one hundred and
topic for new leaders.
and innovation. sixty-six training classes for leaders, totaling
almost five hundred hours of training.
The GPTW Certification was Learn more:
* Development program in management,
launched in Brazil in 1997 as Talent Management leadership, and innovation.
a seal that recognizes organi-
zations that develop a work
of excellence with their colla-
borators.
EMBRAER CULTURE
One of the highlights in the sur-
vey was Embraer’s contribution In 2022, the company made important advances in the evolution of its culture. All
to society. Leader of an indus- company’s leaders and collaborators participated in training and a number of enga-
try deemed strategic owing to gement and communication efforts, which prompted reflection and strengthened the
the cutting-edge technology it movement of change for an increasingly integrated company, with diversity and inclu-
develops, the company gathers sion, focused on results, agile and efficient. The leap in this evolution could be quan-
talents with high capacity to tified through the engagement survey, carried out in concert with Great Place to Work.
generate innovations with po- In just one year, the company had an increase from 72% to 78% in overall favorability
sitive impacts on the economy. in relation to the topic, in the perception of more than 8,000 collaborators worldwide.
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Embraer values the history and particularities of people, so it always seeks to build
diverse teams, with initiatives aimed at the inclusion of underrepresented groups. Wi-
thin the company, it is important that all people are represented, both in the staff and
especially in leadership positions, regardless of their characteristics.
reated in 2021 in partnership with the Institute of Management and Information Technology
(IGTI) with a view to fostering the professional qualification of minority or underrepresented
groups. In its first edition, Social Tech had as participants people with disabilities and, in
2022, the program continued, this time aimed at black people, with more than ten thousand
candidates for a thousand vacancies. Throughout the course, which provided two hundred
and forty-four hours of study, students learned to work with the Python programming
language, which has applications in data science, artificial intelligence, and automation,
through the bootcamp methodology*. Participants make up the talent pool of Embraer and
partner companies in future selection processes. Besides being relevant to the market,
Social Tech is a program that integrates the company’s affirmative actions.
*Type of immersive training destined for the
development of important skills in several areas.
Course with
244 HOURS
IN PYTHON PROGRAMMING
LANGUAGE.
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16% OF
GRI 401; 404; 405
Learn more:
Ecosystem Accelerating Careers
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FINANCIAL PERFORMANCE
*Environment, Health and Safety. The Well-Being Program contributes to a better quality of
life for active collaborators, direct dependents, and interns.
In order to reduce health risk factors, the program encou-
rages the practice of beneficial habits and provides facili-
tating means in order to introduce a healthier lifestyle into
Learn more: daily life. In 2022, twenty-seven thousand people were im-
Sustainability Indicators pacted by the vaccine benefit, including collaborators and
their dependents.
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GRI 413
For more than 20 years the Em- dents in Science & Technology, in
braer Institute has supported addition to fostering social inclu-
education in Brazil to build a fairer sion through a healthy competi-
and more inclusive country, main- tion that generates knowledge.
taining two full-time high schools
In addition, the schools achieved
for students from public schools
a remarkable result of students
and low-income households in
approved in the entrance exam,
São José dos Campos and Botu-
with 75% of approval in public or
catu, in the State of São Paulo.
private universities with scholar-
To them, a contingent of paying
ship.
students (20% of the total student
body) is added, reaching a total of Another major initiative of the
800 students in 2022. Embraer Institute revolves around
The resumption of face-to-face the response to climate emergen-
school classes was one of the cies. The Institute joined the cam-
high points of the year 2022. With paign to donate necessity goods,
this, new programs were laun- integrating into the hall of organi-
ched, such as the 1st edition of zations that sent aid for the floods
the Embraer Institute of Science that struck the state of Pernam-
and Technology Olympiad, targe- buco in 2022, serving more than
ted at furthering the interest of 1,000 people of the area’s vulne-
elementary and high school stu- rable population.
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GRI 413
VOLUNTEER PROGRAM
DIVERSE SCIENCE
The Asas do Bem volunteer program mo-
bilized collaborators, who presented the The Embraer Institute held
factories of São José dos Campos, Bo- the second edition of Ciência
tucatu, Eugênio de Melo, and Sorocaba Diversa, a program to encou-
to students, contributing to the dissemi- rage the formation of groups
nation of aeronautical culture in the re- underrepresented in Science
gions where Embraer conducts business. & Technology. In 2022, the
In 2022, 440 students visited the com- topic addressed was “Black
pany’s production units. People in Science,” with a
focus on non-profit Civil So-
Since the start of operations in 2001: ciety Organizations (CSOs)
that develop projects for bla-
8 THOUSAND PEOPLE
+ ck and mixed-race people.
The social action invested
IMPACTED BY THE ACTIONS OF
ENGAGEMENT WITH SO CIET Y BRL 380,000 in two institu-
tions that perform activities
aimed to encourage training
+4 THOUSAND STUDENTS in STEM areas (Science, Te-
GRADUATED FROM EMBRAER SCHO OLS chnology, Engineering, and
Mathematics) and that have
75% STUDENTS
of
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GRI 413
Learn more:
Embraer Foundation
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Commitment to
GOVERNANCE
Embraer seeks to ensure the highest level of corporate integrity and
ethics in all its businesses. The corporate governance model adopted
has a business management focused on sustainable growth, meeting the
highest Brazilian and international market standards.
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1
To foster a culture of ethics and integrity ba- KAIZEN & OFFICE FLOOR MANAGEMENT
sed on Embraer’s Values and Code of Ethics
and Conduct, as well as the anti-corruption The Kaizen philosophy – which means continuous improvement in
laws applicable to the company. Japanese – is already adopted by Embraer in its production processes,
and is now also part of its Compliance Program. This is the first
administrative area of the company to work on a pilot project called
2
To support Embraer’s other Compliance Office Floor Kaizen, which was conducted in three of its
departments in preventing main processes: Due Diligence, Know Your Customer, and Hospitality.
risks, spotting red flags, and
improving processes.
FLY RIGHT
New tool, which had its initial implementation in 2022, and will have
the other implementation phases carried out in 2023, and centrali-
zes the Compliance processes in a single platform, optimizing the
approval flows, activity management, monitoring and addressing of
risks in the company.
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The following trainings were provided by the Compliance area during the 2022 THINK AND RETHINK
accounting year: New edition of the Compliance communication
campaign for 100% of collaborators. In 2022, the
• Compliance Processes – (refresher): (Hos- •E
thics & Compliance Management Pro-
pitality, Gifts, Events, Due Diligence, Know gram: A Story main topic revolved around raising awareness on the
Your Customer, Risk Assessment, Monito- Target audience: the entire leadership of use of the whistleblowing channel – the Helpline – en-
ring, Red Flag & Blocklist, Donations, Spon- Embraer S.A; couraging collaborators to identify the situations in
sorship, Helpline, Membership) – Taught to which the use of the channel is recommended.
Compliance Officers and also Agents, Am- • Bribery and Corruption: A Story About Glo-
bassadors, and Requesters, as applicable; bal Bribery
Target audience: the entire leadership of
•O
FAC (Office of Foreign Assets Con- Embraer S.A;
trol) Training – For Compliance Officers, COMPLIANCE DAY
Agents, and Ambassadors; • Conflicts of Interest – Managing and resol-
Held on the week of the international anti-corruption
ving conflicts of interest involving gifts and
• Anti-Corruption Compliance Training – day, December 9, for 100% of collaborators, the event
gratuities in business
Taught by the law firm Maeda Ayres & Saru- was attended by members of Embraer’s Board of
bbi to the Compliance team of Embraer S.A. Target audience: the entire leadership of
Embraer S.A; Directors and Executive Board, as well as external
and group companies, in addition to the Hel-
guests, experts in FCPA*, and the Brazilian Anti-
pline investigation team; •C
ompliance Training for the Board of Di- Corruption Law.
•B
ribery and Corruption: Doing Business in rectors and Executive Board’s members
High-Risk Countries – taught by a lawyer specialized in FCPA. The lectures and roundtables highlighted the challen-
Target audience: the entire leadership of ges, trends, and future of Compliance both in the ae-
Embraer S.A; rospace industry and in other sectors of the economy
and facilitated the interaction among collaborators
and speakers.
* Foreign Corrupt Practices Act - The United States Corrupt Practices
Act, which is considered the pioneering anti-corruption law abroad
and came into force in 1977.
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35
INNOVATION
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INNOVATION UNIT INDICATORS
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INNOVATION
Embraer believes that collaborative innovation is the best way to co-
-create the future, adding value to all its stakeholders and society. The
efforts seek to contribute in a relevant way to the technological advan-
ces of Brazil and the markets in which it operates. In practice, Embra-
er’s evolution and innovation journey is carried out every day through
the commitment of collaborators and networking taking the whole
ecosystem into consideration, i.e., partners, government, universities
and research institutions, suppliers, startups, and customers.
Within this perspective, once again the company’s innovative profile
stood out on the Brazilian scene. The company was one of the hi-
ghlights of the 2021/2022 edition of the National Innovation Award,
an initiative of the Business Mobilization for Innovation (MEI),
carried out by the National Confederation of Industry (CNI), and the
Brazilian Micro and Small Business Support Service (SEBRAE).
In the award, held to encourage and recognize the efforts of ins- IN 2022, ABOUT
46%
titutions that operate in the Brazilian innovation ecosystem, Em-
braer won in the “Product Development” category, “Large Com-
panies” modality.
In 2022, about 46% of the company’s revenue came from
innovations that occurred over the last five years. Investment OF THE COMPANY’S
in technological development and innovation remained stable, REVENUE CAME FROM
on the order of 5% of annual revenue. DEVELOPMENTS
MADE IN THE LAST
FIVE YEARS.
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AWARDS HIGHLIGHTS
NATIONAL INNOVATION AWARD DESIGN SYSTEM PLATFORM [DS]
The Brazil’s largest innovation award, conducted to en- Development of a standard library of design, ob-
courage and recognize the efforts of institutions opera- jects, colors, text sources, and active components
ting in Brazil: 1st place in the product innovation category that allow software development teams to create
with the case of Eve Urban Air Mobility. prototypes and solutions with significant time and
cost savings, while keeping designs standardized
with the brand’s visual identity.
AWARD VALOR INOVAÇÃO BRASIL 2022
In its 8th edition, Embraer ranked as the third most in-
novative company in Brazil and the first in the Capital
Goods Sector. INCEPTION OF THE INNOVATION LAB
Place that allows fast execution of tests and proto-
types, which has methodologies and tools supported
RAZIL 5.0 DIGITAL TRANSFORMATION
B
by the Product Design concept.
AWARD 2022
National highlight with the pro-
ject “Leveraging Digital Transfor- EMBRAER INNOVATION
mation in Products and Talents” ECOSYSTEM PORTAL
organized by Manifesto & Prêmio Launched in 2022, the portal furthers governance,
2022, which furthers the develo- programs, events, content, pages, and news pertaining
pment of projects for Innovation to innovation at Embraer, maximizing the company’s
and Digital Transformation of Pro- global innovation potential through integration and
cesses and Business Models. greater visibility of structuring actions.
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INNOVATION The Innovation Verticals are Innovation priorities under study by Embraer. In 2022, the highlight is the advance in the Business
agenda of Zero Emission and Autonomous Flight Verticals, especially the direct investment in XMobots by Embraer Ventures.
Verticals In addition, in 2022 two new Verticals were approved for Incubation: Cybersecurity and Passenger Experience.
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Embraer has concluded its first the Program team, each focusing on Embraer believes that some of the
“Start-Up Day” with a view to en- one of four critical areas: electric and technologies needed for aviation YDROGEN FUEL CELL
H
couraging startups with the most hybrid powertrain, fuel cells, hydrogen have not yet been developed, and DEMONSTRATOR
cutting-edge technologies to join storage, and battery technology. that it is essential to harness all the
the sustainable flight initiative of talent available in the world to find With the first flight scheduled
Embraer is connected and works for 2025, the company has ad-
the Energia Program. The company’s answers that work, are accessible
closely with agile innovators, and vanced the conceptual design
goal is to select organizations to and practical in the real world.
believes that the growth of the of the aircraft. Based on the
partner with the Energia Program,
ecosystem of small startups with The quality of interactions and the Ipanema platform, in 2022 the
develop technologies with the grea-
technology experience has a huge potential capabilities of the tech- project made an important ad-
test potential to address the challen-
contribution to make – when the nologies presented drove the com- vance in its technical feasibility.
ges of the climate crisis, considering
opportunity is offered. The event pany to plan more events such as
that startups have a significant role
drew relevant organizations from Start-Up Day, including other areas
in overcoming certain challenges.
around the world, including France, of interest such as design projects
At the first meeting, held in 2022, si- Germany, the Netherlands, South aimed at sustainable cabin, connec- Learn more:
xteen organizations from around the Korea, the United Kingdom, and the tivity, ground handling, clean power Energia Program
world introduced their technologies to United States. generation and more.
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Learn more:
Experimental Flights Learn more:
XMobots Software Specialization Program
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INNOVATION CULTURE
With the challenge of stimulating the generation of new ideas and solutions, as well as fostering the culture of innovation throughout Embraer, the
company opens opportunities for the development of innovative projects and calls for Innovation Strategy programs and actions.
INNOVA PROGRAM
Created to disseminate culture and foster innovation to every collaborator who is willing to seek innovative solutions. Besides, it stimulates the
generation of ideas in the company through Innovation Challenges.
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INNOVATION CULTURE
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Embraer’s disruptive innovation arm is a group Among the news of 2022, Embraer-X strengthened
company focused on the future of air mobility, relations with the Netherlands, opening an offi-
clean energy, among other topics, with a view to ce at the Aerospace Innovation Hub@TUD, of the
fostering and structuring new business opportu- Delft University of Technology (TU Delft).
nities. Embraer-X is committed to sustainabili-
Embraer-X’s strategic position in the Aerospa-
ty principles in the development of its business
ce Innovation Hub@TUD will serve as the basis
and operations.
for continuously connecting to the institution’s
In 2022, Embraer-X established itself as a market business ecosystem, which involves startups,
accelerator committed to developing solutions test facilities, and spin-offs, facilitating colla-
that change life experiences, and dedicated to boration between professionals and researchers
collaborating with global innovation communities. from both organizations.
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Incubated by Embraer-X, the Beacon is a maintenance nagement software services. This collaboration aims to
coordination platform for faster return to operation. In- test a fully integrated solution for managing aeronauti-
novative, it is designed to connect and synchronize in- cal maintenance profiles with a complete Competency
dustry, supply chain and aviation service professionals and Compliance check to solve the growing need to find
resources in a more agile and efficient way to keep air- qualified and specialized professionals.
craft in operation.
This partnership will bring more transparency, security,
The platform is primarily focused on providing solutions and trust to the platform, as Beacon wants to empower
for unscheduled aircraft maintenance. Through an ea- teams and individuals with tools that can deliver the best
sily accessible digital web and mobile application (IOS return to their customers’ operation.
and Android), Beacon’s main goal
In December 2022, Embraer-X signed a
is to connect businesses and pro-
contract with Pulse Aviation to use the
fessionals in a revolutionary way.
Beacon. Headquartered in Florida, Pulse
The technology triggers a network
is a business aviation company that provi-
of accredited suppliers, promp-
des maintenance, repairs, and operations.
ting real-time collaboration during
The company intends to use Beacon to
maintenance activities not initia-
improve maintenance coordination, sim-
ted, accelerating the return to air-
plify communication about maintenance
craft operation.
events for all aircraft models, and increa-
In 2022, Beacon formed a working se team collaboration, thereby improving
group with ELMS Aviation, a lea- knowledge exchange and streamlining
ding provider of Competency Ma- maintenance-related workflows.
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An Embraer Group company for eVTOLs (vertical ca. FlyBIS will purchase up to 40 eVTOL vehi-
takeoff and landing aircraft), Eve had its shares listed cles from Eve.
on the New York Stock Exchange under the symbol
The partnership with FlyBIS has made it pos-
“EVEX” in 2022.
sible to expand the future of air mobility to the
In order to go public, Eve merged with Zanite, a spe- Southern Region of Brazil and to other coun-
cial-purpose acquisition aviation company (SPAC). tries in South America.
Eve also signed a letter of intent with FlyBIS, an ad- FlyBIS vehicles are included in Eve’s market-
vanced air mobility startup based in Caxias do Sul, -leading backlog, which currently has an order F LY B I S TO B U Y U P TO
40
Rio Grande do Sul, for cooperation in the develop- backlog for up to two thousand seven hundred
ment of eVTOL operations in Brazil and South Ameri- and seventy eVTOLs. EVE
Learn more:
eVTOLs
Eve Air Mobility
47
BUSINESS
Units
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19 E2 FAMILY
AIRCRAFT
WERE DELIVERED
ghts, causing passengers to change planes at the airport.
38 AIRCRAFT OF
THE E1 FAMILY
or performance. The aircraft completed two days of ground testing at
Fort Lauderdale International Airport in Florida, followed by another
seventy minutes of flight testing at Vero Beach Regional Airport in
Learn more: Florida. Future fuel specifications will enable blends of up to 100%
Financial Statements (only in Portuguese) SAF to boost the potential for reducing carbon emissions.
Release of Deliverables and Backlog
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ENERGIA PROGRAM
HYBRID ENERGY FUEL CELL POWER
(E19-HE E E30-HE) (E19-H2FC E E30-H2FC)
In December 2022, Embraer shared new advances in the Energia Program, the
company’s initiative to zero pollutant emissions in the aviation industry by 2050. Announced in 2021 with nine Announced with nineteen
seats, Embraer now explores seats in 2021, Embraer
A year after the Sustainability in Action event, which unveiled the study of a nineteen and thirty-seat is studying a thirty-seat
four new aircraft concepts powered by new technologies and renewable version with: version with:
energy, the company has focused on two nineteen- to thirty-seat projects
for hybrid electric and hydrogen-electric propulsion. The research has been • Parallel hybrid-electric propulsion • Hydrogen hybrid propulsion
developed based on Embraer’s fifty-year technical experience, external • Up to 90% reduction of CO2 emis- • Zero CO2 Emissions
contributions from airlines, and joint studies with engine manufacturers. sions when using SAF • 1 9- and 30-seat versions
The two projects offer a real and feasible path to zero carbon emissions. • 19- and 30-seat versions • Electric motors at the rear
• Engines at the rear • Technological readiness – 2035
• Technological readiness – early 2030
Learn more:
New concept of Energia Family
Energia Program
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EXECUTIVE
Aviation PHENOM 300
ARE THE WORLD’S BEST-SELLING JETS FOR THE
SERIES
JETS
Embraer is creating the future of Executive Aviation today, using industry- ELEVENTH CONSECUTIVE YEAR
-leading innovation, design, and technology, while incorporating new part-
nerships to deliver the best experience in the industry.
Embraer reached a histo-
ric milestone in 2022: the
Phenom 300 series jets be-
came the best-selling category
models in the world for the ele-
venth year in a row, and the most
delivered twin-engine jet of the previous
year, according to figures released by the General Aviation
Manufacturers Association (GAMA), a United States association
that brings together manufacturers in the industry. Embraer delive-
red fifty-six Phenom 300 series jets in 2021 and fifty-nine in 2022,
cementing product excellence for a decade and market dominance.
The Phenom 300 series has an average of fifty aircraft delivered per
year since it entered the market in December 2009.
In 2022, after demand for business jets recovered strongly compared to
the previous year, the Business Aviation market continued to post sharp Learn more:
growth. Embraer’s activity level remained high, reaching record levels in
sales, backlog, and utilization. Financial Statements (only in Portuguese)
Release of Deliverables and Backlog
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US$ 1,2
In May, Embraer announced that
Flexjet is the first Legacy 500 cus-
tomer in the world to install the Ka
BILLION
Band, which offers fast connection,
as an after-sales modification, to
its business jet fleet in Europe. This
new feature is also available, via a
service bulletin, for Legacy 450, Le-
gacy 500, Praetor 500 and Praetor
600 business jets. Ka-band provi-
des high-speed internet access, very attractive to the charter market lando, Florida, to serve the fleet of and the most delivered twin engine of
allowing multiple devices to be con- and is recognized and requested by more than two hundred aircraft on the year. A market leader, the model
nected at the same time. Installation customers for its emphasis on com- the Praetor platform. Operations offers best-in-class features in cabin
of this feature is also offered direct fort, technology, and performance. will begin in the second quarter of range, speed and pressurization, and
from the factory, as an optional item, 2023. The new flight simulator will stands out for its unique technology
In the fourth quarter, Embraer and
for the Praetor 600 and Praetor 500. provide Embraer customers with the and unprecedented comfort.
FlightSafety International annou-
latest technological updates to the
In the third quarter of 2022, Embraer nced a new Full-Flight Simulator At the end of 2022, Embraer has more
aircraft, bringing the highest level of
delivered its 1,600th business jet, a (FFS) for the Praetor 500 and Pra- than 1,600 aircraft in operation and
service to market.
Phenom 300E, on July 7, to U.S. char- etor 600 business jets in order to more than 1,000 operators and cus-
ter operator Keystone Aviation. This meet the growing demand for trai- With the 2022 results, Embraer cele- tomers present in more than sixty-
impressive feat has been achieved in ning these models. The simulator, brates eleven years of leadership in -five countries. Executive Aviation’s
twenty-two years, while the industry which is the third for these business the light jet segment with Phenom firm order backlog ended the year at
average for reaching this milestone is jet models designed by FlightSafety 300, the fastest jet in production cer- USD 3.9 billion (34% higher) and its
thirty-four years. The Phenom 300E is International, will be based in Or- tified for operation with only one pilot Net Revenue reached USD 1.2 billion.
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PARTNERSHIP
WITH VOAR
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PORTFOLIO
The current portfolio includes:
• the entry level Phenom 100EV jet;
• the last decade’s most designed light class,
Phenom 300E;
• the Praetor 500 medium jet;
• and the super-midsize Praetor 600.
Learn more:
Executive Aviation Portfolio
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Embraer
DEFESA & SEGURANÇA KC-390 MILLENNIUM
99,5%
OPERATIONAL
Embraer Defense & Security is a leader in the Aerospace and Defense RELIABILITY
Industry in Latin America. The company’s solutions are available in more ABOVE
than sixty countries, and continue to expand into the global market.
In 2022, the Brazilian Area Force (FAB) received its fifth KC-390 Millen-
nium aircraft. The fleet accumulates about eight thousand flight hou-
rs and almost six thousand cycles, with an outstanding maturity level
(operational reliability above 99.5%).
The negotiation of adjustments to the serialization agreement, an ef-
fect of the country’s economic moment, was successfully concluded,
quelling the possibility of further unilateral reductions: the nineteen
aircraft contracted preserve the company’s cash flow, and ensure the
program’s economic and financial feasibility – the strategic partnership
between Embraer and FAB goes on strong and healthy.
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The KC-390 program continues to progress smoothly. New capabilities were considered much superior to all competitors in the category. The Dutch Air Force’s
added in 2022, with emphasis on operation on gravel tracks, and firefighting public report, considered to be of high technical competence, represented a seal
system. The Portugal setup is in the testing/certification phase, was presented of quality for C-390, and yielded an immediate increase in global market interest.
to the customer in Beja in October 2022, and will be delivered in 2023. The first In addition, even in the midst of the pandemic, Embraer signed a new contract for
Hungarian aircraft is already in production, in the structural assembly phase. the sale of A-29 Super Tucano aircraft. Deliveries are planned for 2023.
On the international stage, the Dutch government announced the decision to Highlight in the streamlining programs was the delivery of the fourth E-99
purchase five C-390 Millennium aircraft to replace its fleet of C-130 Hercules. AEW&C aircraft to FAB – the fifth and last aircraft of the contract will be
After thorough technical and economic assessment, the Embraer product was delivered in 2023.
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In 2022, Embraer Defense & Security set up important new The year 2022 was a great success The first two M60 v2 radars (which
partnerships, with emphasis on: for the Radar & Terrestrial Systems join the more than 30 units of the
business. original version already in opera-
• Memoranda of Understanding signed with BAE Systems,
tion by the Brazilian Armed Forces)
which establish a partnership between the two companies The First Phase of the SIS-FRON
were delivered to EB, which this year
for global sales efforts of the C-390, and to collaborate on Program was fulfilled by the effec-
also signed a contract to acquire 4
the development of a military use variant of eVTOL. tive implementation of more than
additional units of this radar. Las-
1,500 contractual deliveries plan-
• Eve Air Mobility has announced a Letter of Intent with tly, a new contract was signed with
ned for this stage. Reasserting a
Embraer and BAE Systems to explore the potential order of the Brazilian Army for the develop-
relationship of trust and satisfac-
up to 150 eVTOLs for aircraft application to the Defense & ment of a radar for Counterbattery
tion, the Client signed a contract
Security market. application. The project will resort to
with Embraer for SISFRON Phase
knowledge and technology applied
• Embraer announced the Memorandum of Understanding 2, which will continue the Pro-
to the M200 family of radars.
(MoU) with South Korean aerospace companies, with a view gram, complementing the covera-
to a future supply of parts for the C-390 Millennium, which ge of the country’s western border
competes in the Large Transport Aircraft II program. surveillance system.
•E
mbraer and L3Harris Technologies have announced
a partnership to develop the “Agile Tanker,” an agile
tactical aerial refueling aircraft based on KC-390
Millennium, to meet U.S. Air Force operational guidelines
and Joint Force requirements.
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Atech, company that specializes in de- In 2022, Eve Air Mobility was also awar-
veloping solutions for critical missions ded Phase 1 of the Urban Air Traffic In 2022, Visiona took important steps to ce-
and technologies to support decision- Management (UATM) system concept. ment its status as a space systems integra-
-making, has been working on major Atech is a strategic partner of EVE, and tor in Brazil.
programs of the Brazilian Armed Forces. aims to apply its expertise in develo-
ping, deploying and supporting air tra- It was declared the winner of a Public Notice
Tamandaré-class Frigate Program: in of Subsidy to Technological Innovation, con-
ffic flow control and management sys-
2022, the infrastructure of CMS (Combat ducted by FINEP (Financier of Studies and
tems for the future of urban air mobility.
Management System) and IPMS (Integra- Projects) for the development of a new high-
ted Platform Management System) inte- Accomplishing the main milestones of -resolution satellite – in the tender, Visiona
gration test laboratories was completed. the year, Atech and the Municipality of led a consortium of thirteen companies and
São José dos Campos signed a partner- ICTs in the space industry in Brazil.
LABGENE Program (Laboratory for the
ship focused on the management and
Generation of Nucleoelectric Energy) Additionally, the company completed the
monitoring of intelligence and security
of the Navy: Atech develops the monito- assembly of the VCUB satellite, and advan-
operations – CSI.
ring, control, and protection systems of ced its final tests, expected to be launched
the laboratory, as well as the integration The agreement will result in increased by SpaceX in the first half of 2023.
of instrumentation systems and auxiliary situational awareness of security, ena-
systems: the year marked the issuance bling strategic decision-making and In the application business, the highlight of the
of the field installation documentation, greater risk control, in addition to opti- year was the signing of the contract with BBSeg
which begins the performance schedu- mizing operational costs. for the supply of a system for the provision of
led for 2023. parametric agricultural insurance, expanding
its participation in the agricultural industry.
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Services &
SUPPORT
Embraer Services & Support’s commitment is to offer high-tech The survey occurs in various formats and according to the customer’s
experiences with a human touch through a team dedicated to profile and operation, being sent soon after the customer’s contact
exceeding expectations. With a pool of experts that supports each of with Embraer, as well as an annual survey with several pillars for
its customers, both in the air and on the ground, it is committed to assessment. The Customer Experience Program allows Embraer to be
always keeping them flying at their best performance. more responsive in developing initiatives based on customer feedback,
estimating, and anticipating their needs.
With the customer at the center of its operations, the
company implemented in 2022 the Customer Additionally, the company has Product Support
Experience Program, a tool designed to surveys that are carried out by Aviation International
measure customer satisfaction based on News (AIN) and Professional Pilot Magazine. Over the
their experience. past ten years, Embraer has remained in the Top 3 of
these surveys, in 2022 ranking first in the AIN ranking
and second in ProPilot.
Learn more:
Research
Financial Statements
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AGRICULTURAL
Aviation
Embraer is a leader in Agricultural Aviation, certified by ISO 9001, ISO 14001,
and OHSAS 18001. Since 2004, the company has a certificate issued by ANAC
for Ipanema 100% hydrated alcohol (ethanol) powered airplane, which makes it
the only aircraft in the world certified to fly with this type of fuel.
Ipanema has also reached other levels. The new generation, EMB-203, which
was launched in 2015, accumulates high orders each year and is currently the
best-selling aircraft in Brazil. Throughout 2022, Embraer reached the mark of
sixty-four aircraft sold, surpassing the previous year’s figures.
This is the third consecutive year of aircraft and parts sales records, reaching
a growth of 40% compared to 2021 and four times higher than the average
production of the first five years since the launch of Ipanema 203. On top of
the high growth of agricultural market, this strong expansion results from the B R A Z I L’ S B E S T- S E L L I N G A I R C R A F T
64 AIRCRAFT
consistent process of brand strengthening, as well as improvements in the
already recognized high performance of aircraft, not to mention the plant’s
operational efficiency and the quality of customer service and support.
These figures cement Embraer’s leadership in the market. Throughout 2023, SOLD IN 2022
the aircraft will also bring new improvements in aspects such as ergonomics,
maintenance, and durability, exceeding customer expectations.
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Since 2005, Ipanema is the first and only aircraft certified to operate
with an ethanol engine in the world. As of 2015, 100 percent of
the new airplanes leave the plant powered by ethanol, in addition
to hundreds of conversion kits from gasoline to ethanol engines
installed in part of the more than 1,200 airplanes in operation. The
SPEECHES AND CONSULTING
company estimates that more than 200 million liters of fossil fuel
have ceased to be burned. Embraer’s Customer Support team held, throughout 2022,
lectures on flight safety and continuous improvements to
maintenance processes.
In addition, partnerships were signed with the compa-
nies Sabri and Agroefetiva that, from 2023, will offer free
consulting to Ipanema purchasers, so that the aircraft
operate in an optimal configuration and thus can achie-
ve maximum performance, according to the needs of
each customer.
+
300 THOUSAND
TONS OF CO2 STOPPED BEING RELEASED
INTO THE ATMOSPHERE
66
SUSTAINABILITY
Indicators
67
INDEX CLICK TO GO TO THE DESIRED TOPIC
All pages in this document are browsable: menus and pagination.
69 Technical References
AND MATERIALITY 74 Environmental
INDICATORS 89 Social
INDICATORS 125 Governance
INDICATORS 150 Content
SUMMARY
70. Technical References 75. Energy 90. Safety, Health and Wellbeing 126. Corporate Governance 151. GRI
71. Materiality 78. Emissions 97. Talent Management 132. Ethics and Compliance 156. SASB
82. Water and Effluents 112. Diversity 137. Data Security 158. TCFD
86. Waste 118. Supplier Assessment 140. Operational Safety and
124. Local Communities Product Quality
Technical References
AND MATERIALIT Y
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1. Technical
REFERENCES Global Reporting Initiative (GRI): Data pointed out refer to the period from
January 1, 2022, to December 31, 2022
The full list of material indicators covered in this report is available
This Annual Sustainability Re- in the GRI content index. And it covers 100% of Embraer S.A.’s collaborators.
Exceptions regarding the scope of data are duly
port follows the reporting re-
described in the indicators to which they pertain. (GRI
ferences below: Sustainability Accounting Standards Board (SASB):
2-2; 2-3)
Embraer’s ESG performance information was supplemented by
specific indicators from the aerospace industry. The list of indi-
Embraer produces its Sustainability
cators is available in SASB content index.
Reports on an annual basis.
The document is available to the public on its
Sustainable Development Goals (SDGs) and Global
corporate website esg.embraer.com and the historical
Compact Principles:
series can be accessed on the Investor Relations
Embraer’s efforts are aligned with global agendas, which assemble website (GRI 2-3)
relevant challenges from society, government, and the aerospace
Questions about this report can be sent to the e-mail
segment. The main SDGs considered are integrated into the GRI
investor.relations@embraer.com.br (GRI 2-3)
content index.
This report has not undergone independent auditor
Task Force on Climate-Related Financial Disclosures assurance (GRI 2-5).
(TCFD)
Information pertaining to this framework’s recommendations is
available in the TCFD content index.
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2.MATERIALITY
(GRI 3-1)
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MATERIALITY
The materiality survey was attended by more
than 700 responses, accounting for five stake-
holder groups: suppliers, customers, collabora-
tors, investors & shareholders, and civil society. MATRIX
The material topics were discussed and vali-
dated by the company’s senior leadership, and
by the Board of Directors advisory committee’ 5
members in charge of People and ESG matters, Topics prioritized by internal and external stakeholders
referred to as CPESG. Topics not prioritized
1
When comparing the list of material topics of
4 3
this year with that carried out in the previous 4,5
23 14
materiality process, conducted in 2017, the 13 5
12
main change is in the inclusion of the topic
6
7 2
Materiality 2022
16 15 8
Support for the development of biofuels (SAF), 17 11
24 22
Stakeholders
1. Product safety and quality
which occurred both by prioritizing stakehol- 4 18 9
10
2. GHG emissions in the product use phase
ders and by strategically prioritizing Embraer’s 29 27 19
20
28 25
executive committee. 21 3. Anti-corruption and bribery practices
26
4. Hazardous waste management
(GRI 3-2)
5. Support for the development of biofuels (SAF)
3,5
6. Talent attraction and retention
7. Emission of GHG in manufacturing processes
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ENVIRONMENTAL
Indicators
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3.1.1. ENERGY Energy consumption within the organization (MWh) (GRI 302-1)
The units included for the construction of the in- Purchased and consumed fuel 83 739 1168
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In 2022, compared to 2021, there was a re- Fuel consumption within the organization (MWh) (GRI 302-1)
duction in purchased renewable electricity,
owing to the termination of the contract for Source Fuel 2020 2021 2022*
incentivized energy supply in the Botucatu,
Hydrous ethanol 83 143 166
EDE and Taubaté units (which together ac-
counted for 17% of electricity consumption SAF – Sustainable Aviation Fuel - 596 682
Renewable
purchased in 2021). It ought to be remarked Biomethane - - 320
that from 2024, the company will purchase
Total renewable fuel 83 739 1168
and use 100% energy from renewable sour-
ces in all Brazilian units. Diesel – Brazil 635 731 505
Aviation Gasoline 2 4 4
Acetylene 2 2 2
Propane 7 8 61
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Fuel consumption outside the organization (MWh) (GRI 302-2) Energy Management (RT-AE-130a.1)
In 2022, the significant increase in aviation kerosene consumption was due to the increase of air travel.
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3.1.2. EMISSIONS
GREENHOUSE GAS EMISSIONS Direct (Scope 1) GHG emissions (tCO2e) (GRI 305-1)
The company has been carrying out its Greenhouse Gas (GHG) Emissions
Gas 2020 2021 2022*
Inventory in keeping with ISO 14064 Part I since 2009. From 2020 on,
Embraer increased the coverage of GHG Emissions data from 9 to 6
operating units, which has led to an increase in emissions. In 2022, the CO2 36721 38007 36504
Évora unit ceased to be part of the Embraer group, and the inventory
started covering 15 unites, namely: Belo Horizonte, Botucatu, EDE, Eugênio HFC 5304 6497 4846
de Melo, Gavião Peixoto, Ozires Silva, São Paulo, Sorocaba, and Taubaté,
in Brazil; Fort Lauderdale, Jacksonville, Macon, Melbourne, and Nashville, N2O 251 266 230
in the United States, and OGMA, in Portugal.
Embraer’s GHG Inventory is being verified by LRQA do Brasil LTDA in CH4 16 17 19
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Indirect (Scope 2) GHG emissions (tCO2e) (GRI 305-2) Other indirect (Scope 3) GHG emissions (tCO2e) (GRI 305-3)
CH4 16 16 20
CH4 1126 1122 1341
N2O 24 24 25
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The values reported in 2022 refer to the production units Botucatu, EDE, Emissions of Ozone-Depleting Substances - ODS (t) (GRI 305-6)
Eugênio de Melo, Gavião Peixoto, Ozires Silva, Taubaté, Melbourne, and
Nashville. For the calculations, the technical standards of regulatory
environmental agencies of each region are applied.
Gas 2020 2021 2022*
NOx 36 57 53
HCFC-141B 0,04 0,03 0,02
SOx 1 4 1
Persistent Organic
0 0 0
Pollutants (POP)
HCFC-124 - 0 0
Volatile Organic Compounds
16 89 78
(VOC)
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At Embraer, the environmental guidelines pertaining In 2022, data coverage increased to 94% compared to 92% in 2021, which is a result
to wastewater generation are: of improvements in management that made it possible to include the following units:
Campinas, São Paulo, Jacksonville, and Macon. Additionally, the indicator considers:
Belo Horizonte, Botucatu, EDE, Eugênio de Melo, Gavião Peixoto, Ozires Silva, Sorocaba,
• Compliance with legal, environmental, health, safety,
Taubaté, Fort Lauderdale, Melbourne, Nashville, and OGMA.
fire prevention, and emergency requirements applica-
ble to the company’s business;
• Prevention and response to pollution, respect for bio-
diversity, and concern about climate change; Embraer has initiatives for the rational use and conservation of water, including:
• Furtherance and enhancement of technology develo- •R
euse of treated effluent in cooling towers and gas washers in EDE;
pment, so that their products, processes, and equip- • Use of rainwater in toilets, gas washers, and floor washing in Botucatu;
ment cause less impact.
• Reuse of treated effluent for cleaning parts, in the painting booth, gas washers, and
cooling towers in Ozires Silva;
Data coverage for effluents is 86% and considers
• Reuse of effluent treated by reverse osmosis, in an industrial process at the Taubaté unit;
the following units: Botucatu, EDE, Eugênio de Melo,
Gavião Peixoto, Melbourne, Ozires Silva, Taubaté, • Use of effluents from other organizations in the Melbourne unit, for non-drinking use.
Melbourne, and OGMA.
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Water withdrawal by sources (m3) (GRI 303-3) Water consumption in 2022 was within expectations even in
the face of the company’s production increase. The high con-
sumption occurring in 2021 was mainly connected to the need
Water withdrawal 2020 2021 2022* for maintenance in industrial facilities, which resulted in an
unexpected water consumption for the year.
Surface water including lakes, rivers,
and streams
- 0 0 The reduction observed in 2022 of 11% for the consumption of
water from a local concessionaire and 67% for rainwater mainly
Groundwater 393146 517569
397825 resulted from the exclusion of the Évora unit from the scope.
This unit accounted for 16% and 65%, respectively, of water
consumption from local concessionaire and rainwater.
Water withdrawal Rainwater directly collected and stored
- 443 148
by sources by the company
The Melbourne unit stands out in terms of water consumption,
with 91% of the total water consumed coming from indirect reu-
Third-party water 314270 275182 244258 se, that is, from the use of effluents from other organizations.
The Ozires Silva unit had a 30% reduction in water consump-
Effluent from other companies 94803 81156 88925 tion in 2022 compared to the previous year. This unit accounts
for about 56% of total groundwater consumption.
Total water withdrawal 802219 874350 731156 In relation to the OGMA unit, which accounts for 18% of the
company’s water consumption, the strategy of outsourcing
Data coverage 92% 92% 94% water-consuming processes contributed to a 5% reduction in
consumption in 2022 vis-à-vis 2021.
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Groundwater 0 0
Third-party water and the volume of this total sent for use to other organizations 0 0
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Total water discharge, separated by type (m3) (GRI 303-4) Recycled and Reused Water (m3) (CDP W1.2)
2020 2021 2022* Water reused by the company 2020 2021 2022*
Domestic 130828 258251 271755 Total amount of reused water 33213 38082 16761
There was a 17% reduction in the disposal of industrial effluent, which mainly results Water reuse within the organization was lower in 2022, mainly
for the removal of the Évora unit from the scope. Another factor that contributed to due to the exclusion of Évora from the scope. In 2021, Évora
the reduction was the strategy of outsourcing effluent generating processes in the accounted for 49% of direct water reuse, with about 18,700 m3.
OGMA unit from mid-2022.
The Ozires Silva unit, which accounts for about 28% of domestic effluent generation
and where the largest number of collaborators is concentrated, posted a 44% increase
in domestic effluent generation, owing to the return of collaborators to the face-to-
face and hybrid regimes, and also due to the increase in production in 2022.
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Total waste weight, separated by (GRI 306-3,4,5 e RT-AE-150a.1) Percentage of waste recycled (GRI 306-3,4,5 e RT-AE-150a.1)
disposal method (t)
2021 2022
Type Disposal method 2021 2022 Total waste generated (t) 15913 17547
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From 2022, the formulation of waste blend for co- In 2022 there was an increase in total solid waste
processing (specific to Brazil) was included in the generation. As concerns non-hazardous waste, two
scope of recycled waste considering the specific main factors contributed to the increase in this category
legal protection (CONAMA Resolution No. 313/2002 of waste, (i) the increase in industrial production and
and CONAMA Res. No. 499/2020) that includes (ii) the post-pandemic return of collaborators to face-
co-processing in the category of reuse/recycling/ to-face and hybrid work regimes, which increased
recovery. Co-processing is defined as a final the generation of waste from restaurants, pantries,
destination that involves the processing of solid and offices. As regards hazardous waste, there was a
waste as a substitute for raw material and/ or fuel reduction in generation owing to the exclusion of the
in the clinker production furnace system, in the Évora unit, and the strategy of outsourcing production
manufacture of cement. This inclusion explains the in OGMA.
increase in the percentage of recycled waste in 2022.
It is important to note that in Brazil incineration is a
process subject to specific regulations, not covering
co-processing, according to CONAMA Resolution
No. 313/2002.
The “other” type of disposal includes hazardous UMBER AND AGGREGATE
N
waste generated at US units, classified according to QUANTITY OF REPORTABLE SPILLS;
local regulations as Universal Waste ( EPA, 40 CFR QUANTITY RECOVERED:
273.9). Recovery and Disposal are exclusive methods
There were no reportable leaks in 2022, according to
for facilities in Portugal, pursuant to Directive the guidelines of indicator SASB (RT-AE-150a 2). Events
2008/98/EC. that occurred and that do not meet the criteria of this
The category incineration or direct burning of non- indicator were reported to the regulatory environmental
agencies. Such events were promptly contained and
hazardous waste comprises wood waste generated
managed in keeping with the regulations applicable to
in operations. Such waste is processed and
the locations where they occurred.
transformed into biomass for energy use.
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SO CIAL
Indicators
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Embraer seeks excellence in its occupational The management model applied in the Embraer
health and safety performance, a topic consi- Business Excellence Program - P3E uses the con-
dered a priority in the company. Hence, it car- cept of SQDC (Safety, Quality, Delivery, and Cost)
ries out educational and preventive efforts on aiming at the standardization and optimization of
an ongoing basis, in connection with the MASS the company’s operational and cost indicators.
(Health, Occupational Safety, and Environment)
In addition to the criteria of business excellence,
policy, which is global in scope.
Embraer has maintained in its largest manufac-
All collaborators and partner companies (service turing units, for 19 years, international certifica-
providers) are covered by the Integrated Mana- tions such as ISO 14001. In 2021, the Brazilian
gement System for Health, Occupational Safety, Units successfully achieved ISO 45001 certifica-
and Environment – SIGMASS. The staff consists tion, ensuring the implementation of all the tools
of assistants, nursing technicians, occupational provided for in this requirement. This means that
safety technicians, occupational safety engine- more than 88% of Embraer’s operations are cove-
ers, coordinators and the Global Head of Health, red by these certifications.
Safety and Environment.
Collaborators and workers who are not employed
can report hazards and dangerous situations
through the SIGMASS channel. In this channel,
Learn more: communication is anonymous and supported by
MASS Policy Embraer’s Compliance policy.
Compliance Policy
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Work-related injuries - Collaborators Unit 2020 2021 2022 Work-related injuries - Contractors Unit 2020 2021 2022
The number of accidents with lost-workday The number of accidents with lost-workday
N. 23 13 23 N. 4 5 8
(excluding fatalities); (excluding fatalities);
The rate of accidents with lost-workday The rate of accidents with lost-workday
i 0,75 0,41 0,75 i 0,52 0,34 0,24
(excluding fatalities); (excluding fatalities);
The rate of accidents with lost-workday The rate of accidents with lost-workday
Unidade 2020 2021 2022 Unidade 2020 2021 2022
by countries by countries
Note: The data was calculated according to the regulatory standards in Brazil and OSHA (USA). Indexes were calculated based on 1,000,000 hours worked.
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WELL-BEING
Designed to take care of the mind and body, this initiative offers free On-Call 24 hour: A hotline designed to serve collaborators and direct
care with a psychologist with immediate support. dependents, at a distance, and assist them, at any time, in emergency
situations, such as:
Digital Health: A mobile service, in which all those assisted by the
Bradesco Saúde insurance have medical care through the app with • Funeral assistance to collaborators and direct dependents;
professionals registered throughout Brazil. • Accidents at work, traffic, and others;
Mindfulness and Self-Care: A time of the day to take care of yourself. • Authorization for emergency care relating to the health or dental
15 minutes of the day are totally dedicated to self-care, with different insurance;
types of activities.
• Emergency assistance to collaborators on business trips.
On-site health care and occupational care: Those who work 100% on-
site or in the hybrid model can count on this benefit. Occupational
and Assistance Care is a medical outpatient clinic with a health staff
always ready to support collaborators, in the case of complaints,
questions, or medical referrals.
Prevention Live Streaming Sessions: Prevention Live Streaming
Sessions are part of the live streaming sessions track at EMpower,
which address topics relating to food, sleep quality, integrative
medicine, and much more.
Multidisciplinary Well-Being Team: A team ready to listen and give
full support to collaborators. Embraer offers a staff dedicated to
exclusive well-being care, Healthcare staff, and the care of medical
and dental insurance operators, to provide the necessary support on
a daily basis.
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Total number of training hours 60349 12273 87790 20560 Average training hours per collaborator 4 48 6,8 0
Engineer Total number of collaborators in the category 2930 511 3026 553
Total number of training hours 60814 53281 51223 43581
Average training hours per collaborator 20,6 24 28,7 37,2
Professional Total number of collaborators in the category 1391 1056 1588 1169
Total number of training hours 10398 5877 12599 11102
Average training hours per collaborator 43,7 50,5 32,3 37,3
Internship Total number of collaborators in the category 387 253 310 236
Average training hours per collaborator 26,9 23,2 40,6 47 Total number of training hours 68899 7090 87886 8996
Total number of training hours 29577 4565 24522 5332 Technician Total number of collaborators in the category 1949 222 1932 194
Leadership Total number of collaborators in the category 815 120 797 148
Average training hours per collaborator 35,4 31,9 45,5 46,4
Average training hours per collaborator 36,3 38 30,8 36
Total number of training hours 438765 107546 535510 128738
Total number of training hours 202367 21454 263727 34699
Total Total number of collaborators 13179 2888 14016 3247
Operational Total number of collaborators in the category 5304 499 5908 719
Average training hours per collaborator 38,2 43 44,6 48,3 Average training hours per collaborator 33,3 37,2 38,2 39,6
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Investment on training and development 2020 2021 2022 Annually, between January and April, Embraer carries out the Performance
Assessment Process, with the purposes of assessing the performance of
Average hours by training and development by the entire company, using the Nine in Box* Matrix tool. Thus, 100% of
14 34 38
FTE [hours] collaborators are assessed and evaluated from two perspectives:
1. Result
Average expenditure on training and
13 48 78
development by FTE (US$)
2. Behavior
After the closing of the process, the leader conveys to his team,
individually, the results of the performance assessment of each
collaborator through performance feedback. One of the outputs of the
performance process is the merit cycle, taking into consideration the
result of the Performance Assessment.
Thinking about the future, Embraer annually carries out the Potential
Assessment, a process that assesses the potential of our collaborators
to take on new challenges.
Thus, while the Performance Assessment Process looks into the past, the
Potential Assessment looks to the future, making the talent management
process robust and helping in the construction of Embraer’s succession
process, that is, if any leader leaves the company, Embraer already knows
which other professional has the ideal profile to hold the position.
*Tool used to assess the performance of collaborators of a company, allowing to sort professionals
in groups, and take specific efforts to improve the performance of each one.
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EDUCATION ECOSYSTEM
ACCELERATING CAREERS Young
Aprentice Lean
(GRI 404-2)
Embraer
Internship Leader
Embraer fosters the culture of learning and believes Social Tech
Supply
Chain
that each professional is the main player in their
own career, and that continuous investment in Engineering
Specialization Operations
Program (PEE)
the training and qualification of people will
always be a competitive edge. The company relies
on an ecosystem of knowledge generation and
dissemination, through partnerships and training
initiatives, and empowerment of new talent Embraer
Designer
Partners of
Knowledge EMPOWER Culture &
Diversity Procurement
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100
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ENGINEERING ACADEMY
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It provides a Qualification Program aimed at In 2022, the company focused on building the Ma- It was created by the Supply Chain and Logisti-
collaborators who work in the manufacture of terials Solution Academy of the Vice Presidency cs area with the mission of training collabora-
aircraft. In 2022, there were 47,968 participa- of Services and Support (VSS), making a diagno- tors in concepts and best practices of supply
tions in qualification courses, totaling 182,279 sis of the knowledge and skills required for the chain management, on top of shaping attitu-
hours of training. current and future moment, and working on so- des, posture, and raising people’s drive, so that
lutions to enhance outcomes through a duly trai- they make the necessary changes in processes
The courses are structured in curricula accor-
ned team. The academy is still under construction, and continuous evolution in the pursuit of ex-
ding to requirements for performance in the
with the provision of new training and efforts to cellence. In 2022, knowledge pills were started,
production process. The definition of these
be developed, however, some training identified in which are fast courses, two hours long, provi-
requirements is carried out in concert with
this diagnosis stage has already been carried out, ded by internal facilitators, in addition to soft
representatives of quality, engineering, safe-
such as: Storytelling, Presenter Communication and hard skills development programs. Overall,
ty, and human resources. Internal procedures
(oratory), Visual Communication/ slides, Negotia- 59 classes were held, with 1,242 attendees, and
and normative requirements for each process
tion, Decision Making, Onboarding, in addition to 191 learning hours. To date, this academy has
are considered.
specific technical training. 65 courses in its tracks.
In-person, remote, online, and hands-on lear-
It is also worth mentioning the creation of a mul-
ning solutions are offered to enhance collabo-
tidisciplinary working group (with Defense & Se-
rators’ experience during the learning process.
curity, IT, Engineering, and HR) for discussions on
Some qualification tracks have been extended
the topic Cybersecurity, as well as the construc-
to overseas sites where new local internal fa-
tion of an academy through the stages of diagno-
cilitators have been trained to ensure knowle-
sis and learning strategy. The next stages are still
dge management and speed in the delivery of
under discussion and should have developments
learning solutions.
during the year 2023.
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In the context of training and development, in 2022 This program was designed with the aim of diagnosing
there was an investment of approximately BRL 5 and developing current and future skills required by the
million in this major training initiative. PEE, carried business in order to further knowledge management and
out in partnership with the Technological Institute the necessary readiness of people for the advances of
of Aeronautics (ITA), offers the Professional Master’s manufacturing engineering by 2025.
Degree in Aeronautical Engineering to selected
Launched in August 2022, it has engaged more than
participants who are interested in working in the
70 professionals, and achieved 500 hours in program
aviation segment. Classes are taught by professionals
structuring, in addition to 2,000 hours invested in the
of Embraer and professors of ITA, and students have
preparation of contents and tracks. During 2022, 50
the chance to be admitted by Embraer after the
courses were held, 34 classes with 887 participants,
program is completed. In 2022, 61 engineers attended
including engineers, analysts, and technicians. The
the program. Between July and August 2022, 22
classes developed soft and hard skills through internal
engineers were hired by Embraer.
facilitators and consulting from the market.
PCEM is based on two phases, the first being a general
alignment of concepts and the second focusing on the
PES – SOFTWARE SPECIALIZATION PROGRAM future of manufacturing and engaged professionals,
where topics of industry 4.0 are addressed, with a view
In 2022, an investment of approximately BRL 1.4 to developing the necessary skills for the evolution of
million was made in this training initiative, with a view processes and practices and mindset in the face of digital
to meeting the new demands and opportunities of the transformation. Another front of PCEM is the technical
current global scenario. The 2022 outcomes were hi- tracks, which are being built by dedicated experts and will
ghlighted on page 23 of the 2022 Annual Report. be made available gradually in 2023.
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The Engineering Acceleration Program (ACE) released its Embraer has expanded the development po-
first class with 35 collaborators graduated in 2022. ACE is licy in the language area, doubling down on
targeted at training collaborators having up to 12 months the business focus, with more robust, con-
in the company and new hires in 34 courses broken down centrated, and effective ways to accelerate
into the Pillars of Culture, Aeronautics & Business, MAnnual the language learning of our collaborators,
of Excellence in Engineering and DIP, Technical Concepts, with the purpose of meeting the company’s
Procedures and Tools, Engineering and Soft Skills, and 100% challenges globally, investing in retention
of the training is administered by Embraer’s specialized and benefitting from the resulting improved
facilitators over a 12-day period. students’ performance.
In 2022, Embraer started a new partnership
with the company Lingopass, providing a
digital study model, which addresses more
DIVERSITY ROUTE strongly the need for protagonism and en-
gagement of student, continuing to meet
Held in partnership with Senai of São José dos Campos the company’s needs with a good level of
and Araraquara, the program focuses on training people customization and great flexibility. With all
with disabilities for the labor market, offering theoretical the changes and the need to ensure grea-
training and practical training in the company. The allocation ter robustness, the program evolved into the
is performed according to the profile of the vacancies. The Languages Academy, with the entry of 181
program has contributed to increasing the employability new students in the second half of 2022,
of people with disabilities, since 2019 about 100 people closing the year with a total of 352 students
have been trained and some continue to pursue careers in and with a great prospect of increasing this
various areas of the company, such as Production, Quality, number in 2023.
Engineering, Logistics, and Administrative.
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Owing to the unremitting search It aims to further the recognition and development of One of the practical initiatives for the cons-
for knowledge, innovation, and collaborators, through subsidies for Graduate, MBA, tant improvement and responsible insertion
technology, the company refor- Master’s, PhD and Postdoctoral Programs, taking the of adolescents in the world of work is the
mulated the Knowledge Partner organization’s strategy and business needs into account. Young Apprentice Program. In such program’s
Program in which the training of Applicable to all collaborators with an indefinite scope, young people are helped through le-
instructors began to be conducted employment contract in all Embraer units. arning to develop habits necessary for entry
by Embraer professionals, mitiga- and permanence in the labor market. The ef-
ting the need for suppliers, which forts developed with them are targeted at en-
brought greater quality associated couraging the development of their autonomy,
with a lower cost. allowing the search for improving the quality
EMBRAER INTERNSHIP
of life, decision-making, building healthy af-
In 2022, the Virtual Facilitation
fective relationships, recognizing themselves
Training was created with a view The program was structured targeted at a better experience
as active players and participants within their
to accelerating the online develo- for trainees during their journey at Embraer, aiming at the
social group. The 2022 outcomes were highli-
pment of new and capital distan- development of behavioral skills, and the retention of new talent
ghted on page 23 of this report.
ce facilitation skills that make a for the company. In addition to their everyday challenges, they
difference in the development of were also responsible for creating a project that contributed
people and Embraer’s results. In to their respective areas, from process improvements to the
order to recognize, develop, and creation of something new, either a service or product. In
further improve Embraer’s internal addition to the project module, in 2022 the company’s Culture
instructors, the company is deve- Pillars, Soft Skills topics and more knowledge about Embraer’s EMBRAER SOCIAL TECH CAREERS
loping an exclusive academy for Business Units were addressed. The 2022 outcomes were
this audience, which will be global. highlighted on page 108 of this report. The 2022 outcomes were highlighted on
page 25 of the 2022 Annual Report.
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New hires Unit 2020 2021 2022 Total number and rate of new collaborator hires by country Unit 2022
N. 497
United States
Total number and rate of new collaborator hires by gender Unit 2022 % 14,8
N. 858
N 2
Women
% 25,5 Portugal
% 0,06
N. 2492
Men Other countries N 41
% 73,9
Total number and rate of new collaborator hires by age group Unit 2022 New hires - STEM Unit 2022
N. 1598
Under 30 years old N. 199
% 47,4
Women
N. 1567
% 26
30-50 years old
% 46,5
N. 561
N. 206 Men
Over 50 years old
% 6,1 74
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Turnover Unit 2020 2021 2022 Total number and rate of collaborator turnover by age group Unit 2022
N. 243
Total number of collaborator turnover N. - - 1347 Under 30 years old
% 18
Total number and rate of collaborator turnover by gender Unit 2022 Total number and rate of collaborator turnover by country Unit 2022
N. 888
N. 245 Brazil
% 65,9
Women
N. 427
% 18,2
United States
% 31,7
N. 1094 N. 1
Portugal
Men
% 0,1
% 81,2
Other countries N. 31
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Return to work and retention of collaborators that took parental leave (GRI 401-3)
Total number of collaborators that were entitled to Return rate of collaborators that took parental leave, by
Unit 2022 2022
parental leave, by gender gender
Total number of collaborators that took parental leave, Total number of collaborators that returned to work after
Unit 2022 parental leave ended that were still employed 12 months Unit 2022
by gender
after their return to work, by gender.
Women N. 114 Women N. 174
Total number of collaborators that returned to Retention rate of collaborators that took
Unit 2022 2022
work after parental leave ended, by gender parental leave, by gender
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110
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3.2.3. DIVERSITY
Diversity in Governance Bodies (GRI 405-1)
Women % 9 15 15
Men % 91 85 85
Restatements of information (GRI 2-4): In the previous Annual Sustainability Report (accounting year 2021), the
total of 11 people composing the Board of Directors was reported, but the accurate information is 13 people, as
reported in report 20F-2021 page 87. The composition of the board remains the same for accounting year 2022.
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Collaborator’s diversity Gender 2020 2021 2022 Collaborator’s diversity Gender 2020 2021 2022
Women (%) 8 9 11
Women (%) 43 41 40
Men (%) 92 90 89
Men (%) 57 59 59 Operational
Administrative Not informed (%) - - 0,4
Not informed (%) - - 0,2
Total people number 5870 5803 6627
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Workforce Composition by Age Group (GRI 405-1) Women in Leadership (GRI 405-1)
Workforce composition - Ethnicities and other Women’s participation in high management positions i.e. no
2020 2021 2022 11 13 15
minorities (%) more than two levels apart from CEO or comparable positions
Asian 2 2 2
Women’s participation in managerial positions in revenue-
17 8 0
Black or African American 12 13 13 generating functions (e.g. sales)
White 86 85 71
Women’s participation in positions related to STEM (Science,
19 17 17
Technology, Engineering and Mathematics)
Indigenous - - 0,05
Not informed - - 14 Restatements of information (GRI 2-4): (i) In the previous Annual Sustainability Report (accounting
year 2021), it was reported that the total participation of women in management positions in reve-
People with disabilities 4 5 5 nue-generating positions was 30% in 2021, but this number accounted for all women, regardless of
whether they hold management positions. From this report, only women in management positions
(junior to senior) will be accounted for. (ii) Embraer accounts for positions that have the word sales,
and intends to improve this parameter in the future to encompass other revenue-generating roles.
Note: For people with disabilities, data was considered only from units in Brazil.
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Administrative % 86
Engineer % 90
Internship % 100
Leadership % 87
Operational % 74
Pilot % -
Professional % 89
Technician % 74
Note: Data Coverage (% FTEs): 95% (Apprentices, Interns, and Eve collaborators were not considered).
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116
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Supply Chain Management is a strategic and procedures that define the requi-
area led by highly qualified people, con- rements concerning respect for privacy,
necting Embraer’s business needs to the handling of confidential information, anti-
global supplier base, ensuring value ge- trust laws, anti-corruption practices, pre-
neration within the highest standards of vention of money laundering, and social
ethics, transparency, and Compliance. and environmental requirements, should
be followed and respected by all those in-
Embraer has a large and intricate supply
volved in the procurement processes.
chain, made up of two categories of su-
pply (direct and indirect), which account Any and all procurement processes
for more than 3,500 suppliers in 62 coun- should be based on the principles of in-
tries around the world. tegrity and competitive equality, as a me-
ans to ensure that the procurements of
The company’s Global Procurement Policy
goods, services, and industrialization of
is intended to establish the guidelines for
the company are made seeking to achieve
the procurement of goods, services, and
the highest quality standards, within the
industrialization of products to meet the
conditions of greatest value generation, at
needs of Embraer, its controlled compa-
the right time and with the least risk to
nies, customers, and other stakeholders.
the company and society.
Embraer’s Code of Ethics and Conduct,
as well as other existing internal policies
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Business Partners are expected to apply Embraer has a Global Supplier Manage-
the best practices for preserving the envi- ment Procedure from the product develo-
ronment, as well as health and safety. Fur- pment phase, serial production, to after-
thermore, they are subject to the process -sales, following the Compliance standards
of reputational check (due diligence) befo- and Embraer Business Excellence criteria,
re entering into any formal commitment, or providing continuous improvement and un-
starting any commercial transaction. For dertaking activities in an ethical, environ-
Business Partners identified as critical, Em- mentally sustainable, safe, and health-pro-
braer performs risk monitoring through risk moting manner.
assessment tools.
The Supplier Management area is respon-
Applicable laws regarding import and export sible for managing and ensuring the good
control (especially ITAR* and EAR*, accor- performance of suppliers in fulfilling the
dingly) of goods, services, and industriali- agreed contractual conditions, in addition
zation should be meet and complied with to cost management. To support this pro-
in keeping with the procedures and policies cess, the area monitors the metrics that de-
established by the company. monstrate the supplier’s adherence to the
conditions agreed, as well as the spotting
It is forbidden to procure goods, services,
of the need to create an action plan with
and industrialization that is not carried out
non-adherent suppliers.
by the Supply areas and delegated areas,
and in accordance with the Global Procure-
*International Traffic in Arms Regulations.
ment Policy, as well as to ensure a fair and **Export Administration Regulations.
transparent process in competition proce-
dures, guaranteeing the equality of treat-
ment for all participating companies.
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SUPPLIERS
(GRI 308-1 and 414-1) All contracts for supply, services, and industrializa- MATERIAL RESTRICTIONS BY
tion of products have socio-environmental require- ENVIRONMENTAL REGULATIONS
100% of the new suppliers ments, which those involved should comply with and
were selected based on key implement. The mandatory submission documents As regards the use of materials that contain substan-
criteria and committed to and notifications to Embraer is stipulated in the con- ces restricted by environmental regulations, Embra-
comply with the clauses tracts between the parties, being accepted by the er has a dedicated management staff, DIPAS - Inte-
described in the annex “So- suppliers. grated Development of Environmentally Sustainable
cio-Environmental Specifi- Product. The staff works to follow up the evolution
The supplier, through its supply chain, is expected
cation,” which is an integral of environmental laws, collect information on res-
to comply with applicable environmental laws, such
part of the supply agreement, tricted substances present in articles throughout
as the European REACH* regulation, CEPA**, TSCA**,
and establishes that new su- the supply chain, identify use in products and ma-
and other relevant guidelines that may affect Embra-
ppliers should meet the en- nufacturing processes; additionally, it also directs
er products. It should also ensure compliance with
vironmental, occupational the applications identified to Product Engineering
applicable environmental laws, including those of
safety, and social respon- for analysis and execution of the mitigation plan and
subcontractors. Through the applicable regulations,
sibility legal requirements management of the alternative development plan, so
we carry out assessments, based on internal criteria,
applicable to their industry, that products and processes do not pose occupatio-
which demonstrate if there are negative impacts to
including obtaining licenses nal or environmental risks throughout their life cycle.
be avoided and/or fixed.
and certificates, if applicab- The sustainability of products is thus guaranteed to
le in their legislation. customers in different countries, as well as the occu-
* Registration, Evaluation, Authorization and Restriction of Chemicals.
** Canadian Environmental Protection Act
pational and environmental integrity in all phases of
*** Toxic Substances Control Act. operation, maintenance, and end of life of aircrafts.
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Embraer has a vast and complex supply chain across the world. Critical suppliers are identified by means of two important matrices whose
combined results allow Embraer to define the best strategy to evaluate and monitor potential risks:
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LOCAL SUPPLIERS
Embraer has a robust S&OP process 2. SUPPLIER MANAGEMENT (GRI 204-1)
that directs the supplying strategies
Supplier management is performed ba-
in order to mitigate shortages, and a
sed on three big fronts: 16% of the purchasing budget of the
Supplier Management Program based
important operational units in the 2022
on four pillars: a. Embraer has a program developed by
cycle was allocated to suppliers located in
the Purchase Team which fosters the in-
Brazil. The important operational units are
tegration of all stakeholders and a sus-
defined as the productive plants located
tainable monitoring of the suppliers’
• Performance in Brazil: São José dos Campos, Botucatu,
performance evolution.
and Gavião Peixoto.
b. Leadership Meetings: Weekly meetin-
• Cost & Efficiency
gs with Embraer’s directors and related
areas to present the suppliers’ score-
• Business Growth cards, dashboards and action plans.
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Number of graduates on both Embraer high schools since 2002 4120 4440 4760
University students awarded by the scholarship fund (cumulative) 768 768 768
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GOVERNANCE
Indicators
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As a publicly traded corporation, Em- borators and business partners to Governance (IBGC) and the Brazilian
braer adopts corporate governance always act in keeping with all applica- Association of Publicly-Held Compa-
processes and policies that meet the ble laws and regulations and internal nies (Abrasca).
regulations of the markets in which it company guidelines.
Lastly, the Anticorruption Policy is
trades its shares (NYSE, in the United
Embraer, in order to meet the highest also a reference document of the
States, and B3, in Brazil) and value
levels of Corporate Governance, has company, for establishing guidelines
transparency, integrity, and balance in
the policies recommended by the to ensure, in addition to compliance
strategic decisions.
“Code of Best Governance Practices,” with laws, the appropriate manage-
Listed in Novo Mercado, the most de- such as: Extra Audit Service Procure- ment of business relationships and
manding segment of the Brazilian sto- ment Policy, Risk Management Policy, the prevention of conflicts of interest,
ck exchange, the company has a capi- Negotiation and Disclosure Policy, as well as principles for donations
tal model without a controlling group Board of Directors’ Appointment and and sponsorships, for offering and re-
or controlling shareholder. Embraer’s Training Policy, Related Parties Policy, ceiving gifts and entertainment, and
policies maintain the standards of Compensation Policy, among others, contracting or conducting business
behavior expected and mainly reflected and these policies are published on with third parties.
in the Code of Ethics and Conduct. All the Embraer Investor Relations web-
policies and procedures require colla- site, aiming to ensure transparency
about the company’s information.
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Shareholders’
Meeting Strategy and
Innovation
Committee**
Fiscal Board
Executive Board
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In line with a transitional provision in the Arti- resolving on their submission to the sharehol- guidelines, and policies and on the measurement of
cles of Incorporation (biennium 2021/2023), the ders’ meeting, to call the Independent auditors Management and Accounting Information disclosed
Board of Directors currently has 13 members, 10 to provide the necessary clarifications about the to the public and regulatory bodies.
of whom are Independent. The Brazilian Govern- company, to approve the annual and multiannual
ment, holder of the special class share (Golden budgets, strategic plans, expansion projects and CPESG - People and ESG Committee
Share), has appointed a director and an alterna- Investment programs of the company, as well as
te and the collaborator shareholders and non- to follow up their execution. Advises the Board of Directors with regard to the
-shareholders appoint 2 other directors and their election and dismissal of Embraer’s statutory officers
Advisory committees consist of at least 3 and at and establishment of their assignments, definition of
respective alternates. Currently, the company’s
most 5 members. The composition and Bylaws of the salary and human resources policy, assessment
Board of Directors is made up of 11 men and 2
each committee are available on Embraer’s In- process, advising the Chairman of the Board, Direc-
women, with 11 members being Brazilian resi-
vestor Relations website. The summary of the as- tors, the Board and its Advisory Committees, among
ding in Brazil, and 2 North Americans residing
signments of each committee is described below: other duties. The committee discusses and overse-
in the United States. Advisors and committee
members have relevant professional experien- es the company’s ESG strategy, the management of
ces in different sectors, with emphasis on the CESTI - Strategy and Innovation Committee climate-related risks and opportunities, as well as
aeronautical industry, innovation, and technolo- monitoring the main ongoing projects, the company’s
Advises the Board of Directors in the establish-
gy, ESG, and finance. ESG schedule, challenges, and goals.
ment of the Company’s Strategic Plan and Action
The company’s Articles of Incorporation and the Plan, focusing on objectives, macro projects, and
Bylaws of the Board of Directors provide that assessments of potential new business opportu-
the main powers of the board are: to establish nities and assessments of topics pertaining to In-
the overall guideline of the company’s business, novation, digitalization, and technological trends.
to elect and dismiss the company’s officers, to
supervise the management of the company’s of- CARE - Audit, Risks and Ethics Committee
Learn more:
ficers, to review the quarterly results of the com- Advises on the Identification and management of Golden Share
pany’s operations, to review the Management business risks Inherent to Embraer’s activities, on
Report and the accounts of the Executive Board Advisory Committees
the appropriateness of risk management models,
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The Company’s Articles of Incorporation and the Bylaws The supervision of the Board of Directors is
of the Board of Directors provide that the main powers of performed through the meetings of the body
the Board are: that occur ordinarily 8 times a year or extraor-
dinarily whenever necessary in connection with
a) to establish the overall guideline of the company’s
the reporting of advisory committees and topi-
business;
cs that the board of directors deems relevant,
(b) to elect and dismiss the company’s officers; in addition to those that are already part of the
recurring agenda of meetings.
(c) to supervise the management of the company’s of-
ficers; According to Article 7, I, of the Bylaws of the
Board of Directors, the Board of Directors
(d) to assess the quarterly results of the company’s ope-
is responsible for spotting, supervising, and
rations;
following up the risks to which Embraer is expo-
(e) to review the Management Report and the Executive sed, whether financial, legal, fiscal, operational,
Board’s accounts, resolving on their submission to the commercial or other. Consequently, to approve
Shareholders’ Meeting; Embraer’s Corporate Risk Management Policy
(f) to summon the independent auditors to provide any and review it whenever necessary, monitor its
clarifications it deems necessary about the company; implementation, and ensure the existence of a
crisis management plan that allows the com-
(g) to approve Embraer’s annual and multiannual bu- pany to safely overcome them.
dgets, strategic plans, expansion projects, and invest-
ment programs, as well as follow up their execution,
among others.
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DELEGATION OF
RESPONSIBILITY FOR
IMPACT MANAGEMENT
(GRI 2-13; 2-16)
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On October 24, 2016, Embraer finalized the entered into with the US Securities and
terms of the agreements for the resolution Exchange Commission on October 24, 2016.
of Investigations with the US authorities
In November 2021, Embraer was formally
(Department of Justice (DOJ) and Securities
summoned in the courts of India with respect
and Exchange Commission (SEC), and Brazilian
to a criminal proceeding filed by the Directorate
authorities (Federal Public Prosecutor’s Office
of Enforcement in India against entities and
(MPF) and Securities Commission (CVM). The
individuals, including Embraer and ECC
investigation involved sales transactions that
Investment Switzerland AG (Embraer’s wholly-
occurred in India, the Dominican Republic,
owned subsidiary) regarding the transaction
Mozambique, and Saudi Arabia. As part of the
in India that was contemplated in the
agreement, the company agreed to maintain
investigations described in the first paragraph.
external and independent monitoring for up to 3
years to ensure full compliance with the terms The above case is in its initial phase and there
of the agreement. The company also agreed to is currently no appropriate basis for estimating
payments in an aggregate amount of about USD the additions or quantifying any contingency
206 million to US and Brazilian authorities. The in this regard. The company is not aware of
agreement also provided that as long as the other procedures pertaining to the scope of the
terms are fully met, no charges will be brought agreements entered into with the authorities of
against the company. the United States and Brazil in 2016. To date,
Embraer believes that there is no reasonable
In 2020, Embraer successfully completed third-
basis to estimate provisions or quantify possible
party monitoring, as well as the other terms of the
contingencies relating to such case.
deferred prosecution agreement (DPA) entered
into with the DOJ and the consent agreement
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In 2022, the company had no pecu- sel who for Compliance issues re-
niary losses pertaining to lawsuits ports directly to the Risk, Audit
associated with incidents of cor- and Ethics Committee of the Board
ruption, bribery and/or illicit inter- of Directors; the development of a
national trade. process for monitoring hiring and
payments to third parties; impro-
Since the start of the internal in-
vements in Compliance policies,
vestigation process in 2011, Embra-
procedures, and controls; impro-
er has engaged on a comprehen-
vement of anonymous and other
sive effort to improve and expand
whistleblower channels; and the
its compliance program worldwide.
development of a comprehensive
This multi-year task involved the re-
training and education program ai-
view of compliance systems. Some
med at maintaining and reinforcing
of the main improvements inclu-
a strong Compliance culture at all
de the creation of a Compliance
levels of Embraer globally.
Department; the appointment of
a Chief Compliance Officer who
is currently also General Coun-
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(RT-AE-510a.3)
The company had a case of discrimination received through Embraer’s
whistleblowing channel (Helpline), which was quickly ascertained as actually
Embraer has established a sin- The process is conducted and grounded in 2022, with appropriate measures applied immediately.
gle due diligence process for supervised independently by the
third parties with which it main- Compliance Department, which
tains any type of business rela- may request additional information
tionship, including customers, about the third party. External con- COMPLIANCE WITH LAWS AND REGULATIONS
suppliers, business partners, sultants may be engaged for tho- (GRI 2-27)
and government entities. rough assessment in more sensi-
tive situations and/or geographies In the period covered by this report, no fine or pecuniary penalty was applied
The level of scrutiny of the pro-
with limited access to information. to Embraer for significant cases of noncompliance with laws and regulations.
cess is established depending
on the degree of risk that the The actual engagement and/or bu-
third party represents (risk-ba- siness establishment will be a con-
sed approach), and takes into sequence of the final assessment
account several factors, such as issued by the Compliance Depart- COUNTRIES AT HIGH RISK OF CORRUPTION
exposure to public bodies, Em- ment. Lastly, Anti-Corruption Com-
(RT-AE-510a.2)
braer’s powers of representa- pliance clauses are included in
tion, countries in which it opera- Embraer’s contracts. Revenue from countries rated “E” and “F” according to the Band of Transparency
tes, payment structure, the type International’s Government Defense Anti-Corruption Index in 2022 was
of activity to be conducted, exis- approximately USD 534,685 million and about USD 85,187, respectively.
tence of adverse media, existing
legal proceedings, among others.
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3.3.3..DATA SECURITY
NUMBER OF DATA BREACHES;
PERCENTAGE INVOLVING
CONFIDENTIAL INFORMATION
(RT-AE-230a.1)
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Embraer establishes the guidelines avoiding overloads on critical systems. The the IT Infrastructure area should prioritize
regarding the methodology to be used for results of scans should generate visibility the application of updates and fixes within
managing vulnerabilities by the Information into the company’s situation, centralizing a service deadline.
Security area. Their use allows appropriate the results in CMDB. Weekly there is a
In events detected in vulnerability
measures to be taken to eliminate their meeting between representatives of all
management, the IT Infrastructure staff
vulnerabilities before they can be exploited. managers in the Information Technology
has the prerogative to perform remediation
(IT) area to report outcomes, review critical
Vulnerability management is a continuous actions without prior notice. These
cases, and address their treatment. These
and transparent process carried out by actions are connected to the purpose of
outcomes are confidential and not publicly
the Information Security staff. Using maintaining the levels of operation of
disclosed.
digital scanning and auditing solutions the business, ensuring the availability,
for systems and applications, the process The Patch Management and Update integrity, and confidentiality of the
is responsible for providing, in the Process, under the responsibility of the IT company.
Configuration Management Data Base Infrastructure area, aims to coordinate and
(CMDB) setup items, the vulnerabilities perform updates to corporate systems. The
identified in the various layers that make process should be organized by listing the
up corporate systems. Scans are scheduled vulnerabilities based on the Setup Items with
to be performed daily, with mechanisms to the classification of the required updates
avoid Impacts on operations. To meet the ordered by criticality, based on the CVE
company’s monthly critical routines, the (Common Vulnerabilities and Exposures)
scan is performed in a less Intrusive manner, severity metric. For each degree of severity,
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The Cyber Committee meets monthly, and CISO has the autonomy to call
the committee when necessary. In addition, there are meetings of the
Board of Directors and CARE to discuss the Cybersecurity Agenda with
updates and decisions on Cyber Risk.
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Embraer’s commitment and the gui- with its products. The goal is to improve conferences, participation in external
dance of safety efforts to all collabo- product safety by ascertaining contribu- safety events with customers, suppliers,
rators are addressed in the company’s ting factors and setting recommenda- authorities, and other aircraft manu-
Safety Policy. This policy is approved tions to prevent future events. facturers to exchange safety data and
by Embraer’s CEO and all Senior Vice lessons learned. Furthermore, periodic
Safety is a pivotal part of the culture,
Presidents and is available to all colla- internal safety culture surveys are con-
which is furthered through several ini-
borators. The policy is stressed through ducted to assess the areas in which ac-
tiatives: internal trainings on product
training and events to foster the safety tions will be focused to improve safety
safety and safety culture, internal safety
culture. awareness.
Since 2003, internal operational safety
committees have been established to
address risk management. These com-
mittees periodically review all safety
reports received from collaborators,
customers, suppliers, aeronautical au-
thorities, and other audiences that re- (RT-AE-250a.3)
late to Embraer. For each of these re- In 2022, there were 11 new Airworthiness Guidelines (DAs) issued by ANAC
ports, the associated risk is assessed (National Civil Aviation Agency) and 2 DA’s (from 2011 and 2021) that were
according to the aeronautical industry reviewed by ANAC, which may or may not be adopted by foreign authorities
standards and Embraer standards, vali- (FAA, EASA, CAAC-China, TCCA-Canada, CASA-Australia etc.). No Emergency
dating the proposed efforts and mana- Airworthiness Guidelines have been issued and none of these have been asso-
ging them until completion. ciated with ground events or plane crashes. All DA’s are publicly available and
In addition to the risk management the latest information can be found on the appropriate regulatory websites.
described above, Embraer allocates
experts to support authorities in all in-
vestigations of accidents and incidents
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Embraer manages its performance ba- dedicated Quality Weeks in the pro-
1
duction plants, visual communication ST
sed on the SQDC indicators, acronym
Position
in English for “Safety, Quality, Delive- campaigns underlining attitudes and
ries, and Cost.” It is no coincidence principles appurtenant to safety and
that safety and quality are the first quality, and an online event of Opera-
acronyms. The company believes that tional Safety and Quality Week for the
8,03
Overall Score
the focus on safety and quality is cru- entire company.
Source AIN Product
cial to process excellence and thus The company closely listens to its Suport Survey, Survey
Period APR-Jun 2022
ensures on-time deliveries, and the customers to understand their needs,
best cost for all stakeholders. always seeking to exceed their expec-
Quality has a dedicated board that tations. The efforts it invests to con-
guarantees a 360-degree view of all tinuously improve its processes and
deliver quality to its customers led
PRO PILOT
the company’s processes, from the
production units to corporate, from Embraer to be recognized by them in
2
the development of new products to Executive Aviation, according to a cus- ND
the operation of customers, including tomer satisfaction survey published by Position
the supplier base. AIN and PRO PILOT magazines.
7,81
Overall Score
re. To continuously develop and em- Source: Pro Pilot 2022 Corporate
phasize the quality culture, several Aircraft Product Support Survey
Survey period: Apr-Jul 2022
initiatives are carried out, such as
biweekly meetings with the teams,
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EMBRAER
EXCELLENCE
EMBRAER
SYSTEM
QUALITY
MANAGEMENT Released in 2007, the Embraer losophy comprehensively throu-
SYSTEM Business Excellence Program – ghout the organization – through
P3E aims to be, further, and sus- the Excellence MAnnuals, which
Embraer Quality Manage- tain cultural transformation by state Lean tenets, methods, and
ment System complies with explaining the Lean philosophy, tools according to the processes
the requirements of several which means the search for excel- to which they are directed. Among
authorities, regulatory bo- lence in its processes, services, the main topics covered are: Lean
dies, and certifying bodies, and products. The program ope- principles, 5S (organization), TPM
being audited periodically. rates based on the Embraer’s Ex- (reliability of assets and resour-
In 2022 there were 40 ex- cellence System, which consists ces), Kaizen (continuous improve-
ternal audits between the of 4 elements: understanding of ment), Visual Management, Value
units in Brazil and abroad strategy, integrated management, Stream Mapping (VSM), and Shop
ensuring the maintenance excellence in processes, and per- Floor Management (SFM).
of the company’s certifica- sonal protagonism. These, when
With a focus on gaining pro-
tions (AS9100, NATO AQAP put into practice, further the ge-
ductivity and eliminating waste,
2110, COP ANAC, and PC neration of value and the consoli-
Embraer Excellence System is
FAA). dation of the organizational cultu-
responsible for ensuring the im-
re with stakeholders.
plementation of improvements in
More than being based on the 4 a standardized manner.
elements, Embraer’s Excellence
System disseminates the Lean phi-
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TESTS ON PRODUCTS
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Suppliers with the tier 1 and 2 defi- fense Contracts) certification for each
nitions should have AS9100 certifi- special existing process, maintaining
cation, as well as meet the existing this certification through the annual
requirements in EQRS – Embraer cycle of NADCAP audits.
Quality Requirements for Suppliers. The quality of all products and fe-
The maintenance of AS9100 certi- edstock received by Embraer and its
fication is checked through audits suppliers (tier 1, 2 and 3) is checked
carried out by a third party company during the material receipt stage. This
and monitored by Embraer. The ser- check occurs through the test reports
vice to EQRS is periodically re-e- submitted by the suppliers or manu-
valuated by Embraer Quality. facturers of the material in question,
Besides, suppliers that produce certifying that the tests necessary for
parts according to Embraer’s speci- proof of quality have been carried out
fication (Build to Print) should have and approved according to technical
their processes qualified by Embra- specifications. In addition, some pro-
er’s auditors, as per the requirements ducts and feedstock are re-tested by
defined in EQRS. If the supplier uses Embraer in its laboratories, pursuant to
special processes in its manufac- specifications defined in the technical
turing, regardless of its level in the standards by Product Engineering.
supply chain, it should also have
the NADCAP (National Program for
Accreditation of Aerospace and De-
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SUPPLIER TRAINING
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Content
SUMMARY
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2-7 Collaborators Page 110 2-22 Statement on sustainable development strategy - Sustainability
GRI 2: General 2-8 Workers who are not collaborators Page 110 2-23 Policy commitments -
Disclosures 2021 2-9 Governance structure and composition Page 127
2-24 Embedding policy commitments -
2-10 Nomination and selection of the highest Nomination and
- Training Policy 2-25 Processes to remediate negative impacts -
governance body
2-11 Chair of the highest governance body Page 129 2-26 Mechanisms for seeking advice and raising concerns Page 132
2-12 Role of the highest governance body in
Page 130 2-27 Compliance with laws and regulations Page 136
overseeing the management of impacts
2-13 Delegation of responsibility for managing
Page 131 2-28 Membership associations -
impacts
2-14 Role of the highest governance body in 2-29 Approach to stakeholder engagement - Corporate Procedure
Page 131
sustainability reporting
2-15 Conflicts of interest - 2-30 Collective bargaining agreements Page 96
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Sustainability Additional
GRI STANDARD DISCLOSURE
Report Reference(s)
SDG Energy
201-1 Direct economic value Sustainability Additional
Page 12 to 14 Results Center 8,9 GRI STANDARD DISCLOSURE SDG
generated and distributed Report Reference(s)
201-2 Financial implications CDP -
and other risks and C2. Risks and GRI 3: Material 3-3 Management of material
- 13 Page 16 to 18
opportunities due to climate Opportunities Topics 2021 topics
GRI 201: Economic change C3. Business Strategy
Performance 2016 302-1 Energy consumption within
Page 75 7, 8, 12, 13
201-3 Defined benefit GRI 302 - Energy the organization
plan obligations and other - Report 20-F 8, 9 2016
retirement plans 302-2 Energy consumption
Page 77 7, 8, 12, 13
outside of the organization
201-4 Financial assistance
received from government
- Report 20-F
Sustainability Additional
GRI STANDARD DISCLOSURE SDG
Report Reference(s)
GRI 204:
204-1 Proportion of spending on
Procurement Page 123 8
local suppliers
Practices 2016
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GRI 303: Water 303-3 Water withdrawal Page 83 6, 8, 12 306-3 Waste generated Page 86, 87 and 88 3, 6, 12, 14 ,15
and Effluents GRI 306: Waste 306-4 Waste diverted from
2018 2020 Page 86, 87 and 88 3, 11, 12
303-4 Water discharge Page 84 6 disposal
306-5 Waste directed to disposal Page 86, 87 and 88 3, 6, 11, 12, 14 ,15
GRI 3: Material
3-3 Management of material topics Page 118
Topics 2021
GRI 3: Material
3-3 Management of material topics Page 78 308-1 New suppliers that were
Topics 2021
screened using environmental Page 120
GRI 308: Supplier criteria
Environmental
305-1 Direct (Scope 1) GHG 308-2 Negative environmental
Page 78 3, 12, 13, 14, 15 Assessment 2016
emissions impacts in the supply chain and Page 120
actions taken
305-2 Energy indirect (Scope 2)
Page 79 3, 12, 13, 14, 15
GHG emissions
Employment
305-3 Other indirect (Scope 3) GHG Sustainability Additional
Page 79 3, 12, 13, 14, 15 GRI STANDARD DISCLOSURE SDG
emissions Report Reference(s)
GRI 305:
Emissions 2016 305-4 GHG emissions intensity Page 79 to 80 13, 14, 15 GRI 3: Material
3-3 Management of material topics
Topics 2021
305-5 Reduction of GHG emissions 401-1 New collaborator hires and
Page 107 and 108 5, 8, 10
collaborator turnover
305-6 Emissions of ozone-depleting
Page 81 3, 12 GRI 401: 401-2 Benefits provided to full-time
substances (ODS)
Employment 2016 collaborators that are not provided to Page 96 and 111 5, 8
305-7 Nitrogen oxides (NOx), sulfur temporary or part-time collaborators
oxides (SOx), and other significant Page 81 3, 12, 14, 15
401-3 Parental leave Page 109 5, 8
air emissions
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403-1 Occupational health and safety 404-1 Average hours of training per
Page 90 to 92 8 Pages 97 to 98 4, 5, 8, 10
management system year per collaborator
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Total energy consumed, percentage grid electricity, Number of data breaches, percentage involving confidential RT-AE-
RT-AE-130a.1 Page 77 Page 137
percentage renewable information 230a.1
Number and aggregate quantity of reportable spills, quantity RT-AE- Description of approach and discussion of strategy to address
Page 88 RT-AE-410a.2 -
recovered from reportable spills 150a.2 fuel economy and greenhouse gas (GHG) emissions of products
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RT-AE-
Number of counterfeit parts detected, percentage avoided Page 148 Revenue from countries ranked in the “E” or “F” Band of
250a.2 RT-AE-
Transparency International’s Government Defence Anti- Page 136
510a.2
Corruption Index
Number of Airworthiness Directives received, total units RT-AE-
Page 147
affected 250a.3
Discussion of processes to manage business ethics risks RT-AE-
Page 136
throughout the value chain 510a.3
Total amount of monetary losses as a result of legal RT-AE- In 2022, the company did not have any
proceedings associated with product safety 250a.4 monetary losses related to product safety.
Materials Sourcing
Additional
Sustainability
Accounting metrics Code Reference(s)/
Report Section(s)
Link(s)
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a) Describe the board’s oversight of climate-related risks and opportunities. C1.1a, C1.1b
Governance Pages 126 to 131
b) Describe management’s role in assessing and managing climate-related risks and opportunities. C1.2, C1.2a
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. - C2.3a, C2.4a
Strategy b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning. - C2.3a, C2.4a, C3.1, C3.3, C3.4
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower
- C3.2, C3.2a
scenario.
a) Describe the organization’s processes for identifying and assessing climate-related risks. - C2.1, C2.1a, C2.1b, C2.2, C2.2a
b) Describe the organization’s processes for managing climate-related risks. - C2.1, C2.2
Risk Management
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk
- C2.1, C2; 1b, C2.2
management.
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk
C4.2, C9.1
management process.
c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets. C4.1, C4.1a, C4.1b, C4.2a
158
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