Presentation
For the third consecutive year, we present our Integrated Report
prepared based on the Integrated Reporting Framework (IR) principles
and bringing together relevant GRI and SASB indicators to our stake-
holders – shareholders, investors, team members, customers, suppliers,
partners, government and society. With this, we reinforce Braskem’s
commitment to transparency by publishing concise and measur-
able information, endorsed by best practices in corporate governance
and sustainability.
In the following pages are the results of a business strategy that is build
to be increasingly more integrated with our sustainable development
and innovation goals – key strategic pillars that drive the growth of the
company and its continuous improvement.
Good reading!
Summary
Message from the business leader
3
Message from the chairman
of the Board of Directors
Highlights from 2022
Braskem
Our value chain
Our products
Company's strategy
Value creation strategy
Business model
Ecosystem
Intelius: global
performance management
Our sustainability journey
Materiality matrix
Sustainable
development commitments
6
8
9
11
12
13
14
15
16
17
18
19
20
Governance, ethics
and compliance
Governance structure
Compliance system
Ethical conduct
Risk management
Capital performance
Human Capital
Social and
Relationship Capital
Financial Capital
Natural Capital
Manufactured Capital
Intellectual Capital
About the Report
SASB content summary
GRI content summary
26
27
29
31
32
34
35
43
54
57
74
79
84
86
89
Assurance Letter
110
Message from the business leader
GRI 2-22
At Braskem, we understand sustainable development as the
way to transform our way of doing business. Thus, since our
creation, we have sought to mitigate negative impacts and
enhance the positive ones through innovative and sustainable
chemical and plastic solutions to improve people’s lives.
In 2022, we significantly advanced in this journey from the re-
vision of our corporate strategy, consolidating as our strategic
pillars sustainability and innovation – both fundamental to en-
able the projects and initiatives related to our growth avenues:
the ambition to expand, in a sustainable manner, the renewable,
recycled, and traditional petrochemicals businesses.
Expanding leadership in renewable raw materials
We are pioneers and global leaders in the production of plastics made
from renewable sources. We currently have the capacity to produce
200,000 tons per year of green ethylene, a chemical product made
from sugarcane ethanol, which is the raw material to produce poly-
ethylene under the I’m green™ brand. At the time, the investment was
a bet to combat climate change in the chemical and plastic industry,
whose success is currently perceived by the growing demand from
our customers for this product line.
Our growth avenues are linked to the
commitments we made in 2020, which
aim to address society’s global con-
cerns in the long term. Among them,
we have defined the elimination of
plastic waste, the fight against cli-
mate change, and social respon-
sibility, including the promotion
of human rights, as central
themes for our actions.
This early move put us in the lead in
the production of polymers made from
renewable raw materials and allowed us
to acquire increased knowledge of the
operation. Thus, last year we reached 95%
utilization of green ethylene production
capacity and commercialized about
179,000 tons of I’m green™ polyethylene.
Roberto Bischoff
Business leader
of Braskem
3
Mensagem do líder de negócioMessage from the chairman of the Board of DirectorsHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryMessage from the business leaderIntegrated Report 2022 In 2022, we
increased
sales of
products
with recycled
content
by 144%.
By 2030, we are committed to expanding our bioproduct production ca-
pacity to 1 million tons. We achieved important advances in this front
during the year: we progressed with the expansion of the current green
ethylene production unit to 260,000 tons, which is expected to be
concluded in 2023, and we launched a joint venture with Sojitz for the
production and commercialization of monoethylene glycol and mono-
propylene glycol made from renewable raw materials. Called Sustainea,
the joint venture is the result of many years of research and develop-
ment in this technological journey.
Closing the loop of our products
We are betting on an increasingly circular business model that can rein-
sert our products into the value chain and avoid the inadequate disposal
of plastic waste. To this end, we challenge ourselves to expand to 1 mil-
lion tons the commercialization of resins and chemicals with recycled
content, as well as to recover 1.5 million tons of plastic waste by 2030.
Thus, in 2022 we launched a new circularity ecosystem, Wenew, in order
to consolidate and strengthen all our action fronts, such as circular
products (resins and chemicals), environmental education and proper
disposal initiatives, technologies, and circular design. The implemented
actions already show important results: we reached 40 grades of resins
with recycled content in our portfolio and 42 grades under develop-
ment. In addition, we sold 54 thousand tons of resins and other products
with circular characteristic and recovered 33.5 thousand tons in plastic
waste through investments and partnerships in new businesses, socio-
environmental programs, and industry alliances.
To boost the performance in this theme, we move forward with new in-
vestments to develop the plastic chain and leverage recycling. Thus, in
february 2023, we completed the process of acquiring shares and sub-
scribing to new shares issued by Wise Plásticos S.A., a company in the
mechanical recycling sector focused on polypropylene (PP) resins. We
also announced the creation of a joint venture with ER Plastics, a dutch
company, which uses an innovative technology that converts low-quality
plastic waste into final products. In the United States, we acquired a mi-
nority stake in Nexus Circular, a chemical recycling company.
Growth with a focus on climate change
We are committed to reaching 2030 with an absolute 15% reduction in
greenhouse gas emissions (GHG) from our production processes and
from energy purchases, and to achieving carbon neutrality by 2050.
Thus, anchored in the corporate strategy, our actions aim to achieve
these commitments.
To guide the way toward the commitments made, we performed an
analysis of potential projects based on the development of a Marginal
Abatement Cost Curve (MAC Curve) for GHG emissions. The result was
the mapping of more than one hundred projects, among energy effi-
ciency initiatives, renewable energy procurement, carbon capture and
conversion, and expansion of the renewable raw materials base. The
projects mapped by the curve have the potential to reduce up to 3.4 mil-
lion tons of CO₂e.
The mapped projects were prioritized and are being managed within the
industrial decarbonization program, responsible for implementing cul-
tural change, governance, and processes in the operations environment,
as well as investment projects for the reduction of emissions.
Among them are the partnerships for the acquisition of renewable elec-
tricity globally. In Brazil, we contracted more than 220 average mega-
watts of renewable energy based on wind and solar with an average
duration of 20 years, which represents approximately 40% of the volume
of energy consumed by Braskem in the country. The agreements began
to be signed in 2018, with the largest one coming in 2022, and allowing to
avoid the emission of 3.3 million GHG tons during the course of the con-
tracts. The volume of energy contracted would be enough to meet the
residential consumption of a city of 2.8 million inhabitants. In the United
States and Europe we also had important advances in renewable energy.
We are also joining with partners to introduce technologies that accel-
erate the energy transition of our petrochemical complexes. Thus, we
have advanced in an important partnership with Coolbrook, which aims
to plan a pilot project for the electrification of crackers, allowing us, in
the future, to use electricity supplied by renewable sources in one of the
main links of our operation.
4
Message from the chairman of the Board of DirectorsHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryMessage from the business leaderIntegrated Report 2022 Values that drive us
People are the basis of our operating strategy.
Therefore, we believe that it is only possible to advance
in our commitments for sustainable development
by ensuring people's safety, ethical conduct, and the
rights of all those who are part of our value chain.
To guide our path in this direction, we base ourselves
on the assessment of the human rights risks to which
our operations and value chain are exposed, a process
that helps us achieve our commitment of managing
100% of the risks related to this topic by 2030. This
past year we conducted this analysis for the second
time and, as a result, we identified that 96% of the
potential risks already have medium or high manage-
ment by Braskem (for example, for the issues related
to the image of plastic). For the points not yet cov-
ered, we are elaborating new action plans.
With regard to people, it is important to highlight
our continuous support to families affected by the
geological event in some neighborhoods of the city
of Maceió (Alagoas-AL) in 2018. Throughout 2022,
we maintained our work established in the Socio-
environmental Agreement, signed on December 30,
2020, with the Federal Public Prosecutor's Office, to
repair, mitigate or compensate potential environ-
mental and socio-urban impacts arising from rock
salt extraction activities.
We also continue to evolve in our operations with the
human reliability journey, which aims to reduce expo-
sure to human error that can create an environment
prone to accidents. We conducted 1,200 trainings ses-
sions on this theme globally, including employees and
service providers. At the end of the year, we reached a
rate of 0.85 accidents with and without lost time per
million hours worked, a result aligned with the year 2021.
Also, this year, we carried out the first editions of cen-
suses: one for self-identification of race and ethnicity
and another for self-declaration of people with dis-
abilities. This is an important initiative, because this
assessment allows evolving towards a more effective
diversity strategy, equity, and inclusion. In terms of
gender diversity, we achieved record participation of
women in leadership, with 33% in 2022 compared to
31% the previous year.
Discipline and value creation
These actions were accompanied by the company’s
operational and financial performance that re-
mained solid throughout the year through its robust
financial strategy, with consistent operational cash
generation, financial health, and discipline in capital
allocation. In 2022, the result was impacted by the
drop in petrochemical spreads in the international
market and the lower sales volume due to the lower
demand because of the macroeconomic scenario.
Thus, we closed the year with a recurring EBITDA of US$2.1 billion, 64%
lower than in 2021. Recurring cash generation was R$6 billion, with an
18% return on cash flow. Additionally, the corporate leverage, in dollars,
was 2.42x. It is worth mentioning that the risk rating agencies S&P and
Fitch reaffirmed Braskem’s investment grade by maintaining the rating
at BBB-, with a stable outlook. These results reinforce our commitment
to efficient capital allocation and return to shareholders.
It is worth mentioning that during the year we invested US$149 mil-
lion in projects aligned with Braskem’s long term commitments for
sustainable development. Among the main projects are the expan-
sion of green ethylene capacity, CO₂e emission reduction and energy
efficiency initiatives at the plants, and the construction of the high-
quality post-consumer resin recycling line in Brazil.
Strength and resilience
Our business strategy seeks to balance investment decisions and cap-
ital allocation with a focus on sustainability, ensuring shareholder re-
turn during the petrochemical cycles. The year 2023 will be challenging,
but Braskem is prepared, and the defined strategy will guide the com-
pany to focus and prioritize its initiatives, generating positive impacts
for all stakeholders.
Roberto Bischoff
Business leader of Braskem
5
Message from the chairman of the Board of DirectorsHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryMessage from the business leaderIntegrated Report 2022 Message from the chairman
of the Board of Directors
GRI 2-22
Dear reader,
For Braskem, taking a long-term strategic view means
achieving a balance between material issues for business,
for people and for the planet. We understand that our ac-
tions must be based on principles for sustainable develop-
ment to create value for all our stakeholders, now and in
the future.
Over the years, we have been building and aligning our
strategy to the challenges, trends, and new global demands.
Thus, understanding the risks, paying attention to market
opportunities and society’s expectations, since 2021 we
have focused our activities on themes that are relevant for
Braskem and the petrochemical industry: the elimination
of plastic waste, the fight against climate change, and so-
cial responsibility and human rights.
To ensure that the decision-making process in the com-
pany considers these and other commitments made
for 2025, 2030, and 2050, we rely on a solid governance
structure in which the Board of Directors actively par-
ticipates in discussions and decisions about the evolu-
tion of our long-term vision.
In 2022, we contributed with another crucial step for
Braskem’s journey and for sustainable development:
we approved the update of the corporate strategy that
now highlights sustainability and innovation as strategic
pillars; we positioned the renewable, recycled and tradi-
tional businesses, provided they contribute to the reduc-
tion of greenhouse gas emissions, as avenues for business
growth; and we reinforced safety, people and governance
as our foundations.
This step consolidates what had already been happening
in the last two years: attention to market opportunities
to accelerate the achievement and capture value with
the commitments made. In 2022, we approved the new
corporate structures, such as the spin-off of Voqen, an
energy trading company; the joint venture Sustainea,
producer of bioMEG and bioMPG; the joint venture with
ER Plastics to enter the circular applications market; and
the acquisition of an equity stake in Wise, a company in
the recycling sector. We also approved the launching of
Oxygea that, with initial investment of 150 million dol-
lars, aims at fomenting start-ups and ventures to reach
Braskem’s long term commitments.
José Mauro Mettrau
Carneiro da Cunha
Chairman of the
Board of Directors
6
Integrated Report 2022Message from the business leaderHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryMessage from the chairman of the Board of Directors Solid foundations
Sustainable growth
The strategic focus on growth combined with sustainability requires solid
foundations and the reinforcement of the core values of our business.
Integrity, ethics, and transparency must prevail in all strategic decisions,
actions of executives, leaders, members, and in all relationships.
Over the years, Braskem has evolved its commitments in a manner in-
tegrated to the corporate strategy, acting in an increasingly sustain-
able manner, and focused on preserving and generating value to the
planet, to society and to our shareholders.
In this sense, we recognize Braskem’s exemplary work in the continuous
strengthening of the compliance system that, in 2022, obtained two
major achievements: the maintenance of the ISO 37001 certification
and the best historical score in the evaluation of the Ethos Institute
since we implemented the Compliance System (9.9 out of an average
of 7.4 in our sector).
The recognition extends to a close look at human rights. This year, we
reinforced our corporate risk matrix with the results of the updated
human rights due diligence, which analyzed the potential risks of vio-
lation in our value chain. In this process we identified that most of the
risks mapped, such as, for example, the image of plastic and socioeco-
nomic issues, are already being treated and monitored by Braskem.
People’s safety is a non-negotiable part of our ethical and responsible
performance. In this aspect, the Board of Directors continues to closely
follow the company’s decisions in relation to the communities affected
by the geological event in Maceió. The programs dedicated to the safe
and fair relocation of families, as well as the region’s socio-urban re-
mediation plan are progressing as expected, with the full dedication of
more than 1,400 people and in alignment with the authorities.
Even in a challenging global environment, Braskem reinforced its commit-
ment to its financial health and presented solid results throughout 2022,
with recurring cash generation of R$6.0 billion, corporate leverage of 2.42x,
and maintenance of its investment grade rating by Fitch and S&P.
We have a sharp vision for 2030. Focused on the perpetuity of the
business, we will seek a balance between capital allocation, share-
holder return during the petrochemical cycles, while investing in the
business and in new opportunities, generating a positive impact for
all stakeholders.
José Mauro Mettrau Carneiro da Cunha
Chairman of the Board of Directors
7
Integrated Report 2022Message from the business leaderHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryMessage from the chairman of the Board of Directors Highlights of 2022
R$10.6 billion
in recurring EBITDA with net cash generation of
R$3.3 billion and a return on cash flow of 18%.
2.42x
of corporate leverage ratio, in dollars, with
maintenance of the investment grade by
the credit agencies S&P and Fitch Ratings.
US$149 million
of investments in projects related to achieving
sustainability goals for 2025, 2030 and 2050.
US$150 million
dedicated to investments in accelerating
innovative start-ups in sustainability and
circularity, within five years, through the
new Oxygea Ventures innovation hub.
+220 average megawatt
of renewable
electricity contracted
in Brazil through long-term agreements
for wind and solar sources, equivalent
to the residential consumption of
a city of 2.8 million inhabitants.
179,000 tons
of PE I’m greenTM sold and diversification
of the green portfolio with the Sustainea
joint venture, which will produce, in
the future, bioMEG and bioMPG
based on renewable raw materials.
Increase by 144%
in sales of products with recycled
content, totaling 54 thousand tons, and
expansion in the recycling chain with
the acquisition of Wise Plástico and
the joint venture with ER Plastics.
0.85 accidents rate
accidents with and without lost time
per million hours worked, lowest rate
in the last six years due to progress
in the human reliability program.
The highest score
of the well-being thermometer in three
years of research (4.17 out of 5 points), which
evaluates the level of satisfaction, engagement,
and well-being of the members with their
work, now considering all the regions.
+150 social projects
which benefited more than
610,000 people worldwide.
R$514 million
in spending and investment in innovation and
technology, an increase of 70% from 2021.
8
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 Our value chain
Our products
9
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryBraskemHighlights from 2022 Braskem
GRI 2-1, GRI 2-6
We are a global chemical and plastics company, a leader in
the production of biochemicals and biopolymers manufac-
tured from ethanol produced on an industrial scale from
sugarcane. As the largest plastics producer in the Americas, we are
committed to the circular economy and carbon neutrality,
and believe in innovation as the strategic pillar of our actions.
Our purpose is to create sustainable solutions through chem-
icals and plastics. To that end, we have adopted a business
strategy integrated with sustainable development, strength-
ening our commitment to economic growth, conservation of
the environment and social justice. We have a human perspec-
tive and encourage leadership in all our team members, who work
daily to develop a broad and diverse portfolio, with products and
solutions that serve our customers in more than 71 countries.
LEARN MORE!
about Braskem.
Subtitle
Commercial
office
PP: 625 kt/year
CRP: 23 kt/year
Ethylene: 3,752 kt/year
Green ethylene: 200 kt/
year (+ 60 kt growth)
Industrial
plants
Recycling
facilities
Innovation
center
PP: 2,020 kt/year
PE: 3,055 kt/year
PP: 1,850 kt/year
PVC: 710 kt/year
PE: 1,050 kt/year
Chlorine: 400 kt/year
Caustic soda:
460 kt/year
PCR: 39 kt/year
Performance map
GRI 2-1, GRI 2-6, GRI 2-7
+ 8,600
team members
Present in
11 countries.
40 industrial unities
and 3 recycling facilities.
14 comercial
offices.
Costumers in over
71 countries.
Annual production
capacity of 12 million
tons of chemicals(1)
and 9.3 million tons
of thermoplastic.
6 innovation centers
and 1 under construction.
200,000 tons of
biopolymers and
+60,000 tons
in expansion.
Net Revenue:
US$18.7 billion
in 2022.
Market Value:
US$3.6 billion
(12/31/2022).
(1) Includes ethylene, caustic soda,
chlorine, EDC and other chemicals.
Braskem
10 Integrated Report 2022
United States
1
5
+1 under
construction
2
Mexico
1
4
1
Latin America
5
Argentina, Chile, Peru,
Colombia and Brazil
Brazil
4
29
2
3
CLICK HERE
For more information
about our global presence.
Netherlands
1
1
Germany
1
2
Asia
2
Singapore
Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights of 2022Company's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary
Our value chain
GRI 2-6
We operate in the first and second generations of the petrochemical industry, with inte-
grated operations in Brazil and Mexico. In the United States and Europe, our operations are
directly supplied with raw material for the second generation by non-integrated suppliers.
Through renewable, non-renewable and post-consumer raw materials, we offer a broad port-
folio of chemicals and plastics transformed by our customers into applications that meet a
variety of essential needs for everyday life such as food packaging, household furniture, indus-
trial and automotive components, paints and coatings, among others.
d g enera
t
i
2n
o
n
Thermoplastic resins
1s t g e nera
t
i
o
n
Basic petrochemicals
Non-renewable
EXTRACTION
Renewable
Chemical
recycling(1)
(1) Technological route
under development.
Mechanical
recycling
3
r d gen
e
r
11
POST-CONSUMPTION
FINAL PRODUCTS
a
t
i
o
n
Converters
BraskemIntegrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights from 2022Company's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary Our products
GRI 2-6
In the search for sustainable solutions through
chemicals and plastics, our products are used to
manufacture a wide range of items that people use
in their daily lives in segments such as food pack-
aging, home furniture, industrial and automobile
components, paints and coatings, and others.
fronts
Through innovation, we aspire to be a benchmark
in sustainability within the chemical and plastics
industry. We work on several
to as-
sess the environmental impacts and extend the
useful life of our products. When developing new
technologies, products and applications or business
models, we seek solutions that mitigate negative
impacts of our portfolio across the chain, whether by
encouraging the use of circular design, supported by
the Design for Environment methodology(2), or through
Life Cycle Assessment (LCA)(3) or sustainable produc-
tion certifications.
LEARN MORE!
LEARN MORE!
About our
Wenew portfolio.
About our portfolio of
I'm greenTM products
(2) Design approach that focuses on reducing the overall impact of a product, process
or service on health and the environment, where impacts are taken into account
throughout its life cycle.
(3) Technique for evaluating and quantifying potential environmental
impacts associated with a product or process.
Infrastructure, housing,
water availability, and sanitation
Braskem products used
PVC • Toluene • Braskem PIB • PP - Chlorine
• Solvents • Butadiene • Benzene • PE •
Unilene • Caustic Soda • Hypochlorite
Benefits
Improved application performance, improved
pipe/treatment station efficiency, and lower
cost if compared to other materials
End products
Household appliances • Furniture • Paint • Cleaning
products • Water treatment stations
Mobility
Braskem products used
PE • Paraxylene • Cumene • PP • Propene
Fuel • Benzene
Benefits
More passenger safety, corrosion protection,
fuel economy of fuel, and lower rate of emissions
of pollutants into the atmosphere
End products
Fuel tank • Coating of steering wheels and shock
absorbers, door and instrument panels, bumpers,
glove compartment, seat linings, trunks, and roofs
• Air bag, air intake ducts, gears, injection system
connectors, and parking brake system • Seat belt •
Headlights, taillights, dashboard • Gasoline • etc.
Braskem
12
Integrated Report 2022
Health
Braskem products used
PE • PVC • Butadiene • PP • Propene • Ethane
Benefits
Greater durability and impact resistance, lower cost and rejection
in the human body, less contamination, greater hygiene
End products
Prosthetic • Medical devices • Plastic diapers • Implants • Medical
equipment • Vaccines and medicines • cleaning and sterilization
Packaging and consumer goods
Braskem products used
PE • PP • PCR (post-consumption resin)
• green PE • EVA and green EVA
Benefits
Better conservation, quality, and hygiene in food
transportation and storage, better hygiene and
comfort in baby care, better processability and
lower cost if compared to other materials
End products
Rigid packaging for food, beverage, personal care
products, and industrial uses • Flexible packaging
for food (e.g.: plastic wrap) • Fabric • Disposable
diapers • Bags • Buckets • Boxes • Furniture • Toys
Agriculture and food
Braskem products used
PE • PVC • Solvents • PP • Paraxylene • PIB
Benefits
Increased productivity with less water
consumption and reduced food waste
End products
Grain packaging • Fruit and Vegetable Products • Agrochemicals,
fertilizers, seeds • Beverage packaging, PE bottles, etc.
Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights of 2022Company's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary Company's
strategy
Value creation strategy
Business model
Ecosystem
Intelius: global performance management
Our sustainability journey
Materiality matrix
Sustainable development commitments
13
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryCompany's strategyHighlights from 2022 Value creation strategy
Foundations
Growth avenues
In 2022, we took another crucial step towards defining the company’s growth
focus for the coming years, within a strategy that integrates our commit-
ments to sustainable development and maintaining our competitiveness.
Throughout the year, we conducted a review and consolidation exercise
of our corporate strategy, which is anchored on its strategic pillars and
foundations, with a focus on creating value through balanced capital al-
location, returning value to shareholders over the cycle, while we invest
in our growth avenues, impacting positively all stakeholders.
Strategic pillars
Our strategic pillars reinforce the ambitions we have for the long term,
considering the demands and opportunities in the traditional business,
as well as ensuring that we look at the topic of sustainability in our in-
vestment decisions. Hence, our corporate strategy contemplates the
following pillars:
Productivity and competitiveness: move towards the 1st quartile of
the global cost curve of the petrochemical industry, focusing on de-
carbonization initiatives and high value-added investments.
The foundations of our strategy reflect
the values that we consistently prac-
tice and that are key to ensuring the
achievement of our ambitions across
the different pillars and growth avenues.
They are:
Safety: safe operations as a perma-
nent and non-negotiable value.
People: a human-centered company
inclusion,
that promotes diversity,
and human right.
Governance: governance and compli-
ance in line with market best practices.
Traditional business
Bio-based
Recycling
We will selectively invest to grow our
current business seeking for produc-
tivity, and competitiveness improve-
ments, and continue to implement
the decarbonization of our existing
assets. These measures together will
enable the delivery of our commit-
ment to reduce scope 1 and 2 emis-
sions by 15% by 2030 and achieve
carbon neutrality by 2050.
Our strategy seeks to grow in bio-
based resins and chemicals, as well
as increase the use of renewable
raw materials, to meet our com-
mitment of expanding bioproducts
capacity to 1 million tons by 2030.
We intend to accelerate the de-
livery of this commitment through
the creation of strategic and finan-
cial partnerships.
We aim to grow in circular products
(mechanical recycling) and expand
the use of circular raw materials
(chemical recycling), with a com-
mitment to reach 1 million tons sold
of resins and chemicals with recy-
cled content by 2030. Also, we are
working to prevent 1.5 million tons of
plastic waste from being sent to in-
cineration, landfill, or dumped in the
environment by 2030.
Strategic pillars
Growth avenues
Sustainability: to be a reference in the chemicals and plastics sector
in sustainable development globally.
Productivity and
Competitiveness
Growth and diversification: to increase diversification into bio-based
and circular raw materials and products.
Innovation: deliver sustainable high value-added solutions through
innovation in chemistry and plastics.
Sustainability
Growth &
Diversification
Traditional
business
Bio-based
Recycling
Foundation
Innovation
Safety
People
Governance
Value
creation to
shareholders
and positive
impact
generation
to all
stakeholders
Company's strategy
14
Integrated Report 2022
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V A LUE CHAIN
PRODUCTS
RESULTS
Our corporate
strategy guides
the generation
of integrated
value throughout
the value chain,
expanding
positive impacts
and mitigating
the negative
ones of our
performance
in all capitals.
Company's strategy
15
Integrated Report 2022
INPUTS
HUMAN CAPITAL
• Diversity
• Competences
• Multiculturalism
• Ethics and compliance
• Cash provided by our operations
• Banking loans and financings
• Funds raised in the stock market
EXTRACTION
Raw materials
NON-
RENEWABLE
RENEWABLE
MECHANICAL
CHEMICAL(1)
• Naphtha
• Propene
• Water
• Ethane
• Electric power
• Ethanol
• Propane
• Plastic waste
(1) Technological
route under
development.
RECYCLING
• Trust built with our stakeholders
• Industrial units
• Technical laboratories
• Pilot plants
• Logistics warehouses
• Innovation and
• Train wagons
technology centers
• Cargo terminals
• Patents
• Trademarks
• Technologies
• Copyrights
• Systems
• Processes
• Platforms
1st GENERATION
Basic petrochemicals
n
Innovatio
TY, P E
E
F
A
S
P roductivity an
O P L E AND G
O
V
d c
o
m
p
e
E
R
N
A
t
i
t
i
v
e
n
e
s
s
BELIEF AND
PURPOSE
N
C
E
y
u stainabilit
S
e
rsification
CONSUMER END PRODUCTS
POST-CONSUMPTION
Waste management
G
r
o
w
t
h
a
n
d
d
i
v
2nd GENERATION
Thermoplastic
resins
3rd GENERATION
Converters
Portfolio of
innovative and
sustainable
products from
chemistry
and plastics,
transformed by
our customers into
applications
that meet daily
human needs
and make people’s
lives better.
• Professional and personal accomplishment
• Qualification and development
• Social and environmental safety
• Chemical safety of the products
• Discipline of capital allocation
• Added value distribution
• Consumption of water
• Energy efficiency
• Reuse of water
• Clean energies
• Consumption of power
• Emission of pollutants
• Clean energies
• Waste generation
• Generation
of effluents
• Capture of CO₂e
• Recycling
• Local development
• Dialogue with the society
• Transparent relationships
with the Government
• Free competition
• Customer loyalty
• Reputation
• Relationship with
• Class agreements
suppliers
• Efficiency of installed capacities
• Prolonged useful life
• Digital transformation
• Ecoefficient products
• Clean technologies
• Operational efficiency
FINANCIAL CAPITALNATURAL CAPITALMANUFACTURED CAPITALSOCIAL AND RELATIONSHIP CAPITALINTELLECTUAL CAPITALMessage from the chairman of the Board of DirectorsMessage from the business leaderHighlights of 2022BraskemGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary
Ecosystem
GRI 2-6
We believe that the transformation of the chemical and plastics industry
is a global challenge, which shall be carried out in cooperation. For that
reason, we act with strategic partnerships to accelerate the achievement
of our long-term commitments.
ELIMINATION OF
PLASTIC WASTE
SUSTAINABLE
INNOVATION
COMBATING
CLIMATE CHANGE
COOLBROOK
LUMMUS
TECHNOLOGY
Companies
Partnerships
VALOREN
ALCAMARE
NEXUS
CIRCULAR
SENAI
16
CASA DOS
VENTOS
VEOLIA
AUREN
EDF ENERGIES
NOUVELLES
VOLTALIA
SIEMENS
ENERGY
SCG
CHEMICALS(1)
(1) Partnership in development.
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary Intelius: global performance management
GRI 403-1
The purpose of Intelius, Braskem's global manage-
ment system, is to unify and simplify the way we
translate strategy into results, and it was devel-
oped based on the ISO 45001, ISO 14000, RC 14001,
and ISO 9000 standards, in addition to regulations
of other standards applicable to the petrochemical
industry (such as ABNT rules, API, and Programa
Atuação Responsável® [Responsible Action Program]).
Intelius, which is composed of five pillars - Health,
Safety and Environment (HSE), Quality, Industrial
Effectiveness, Performance Management, and
Continuous
Improvement & Sharing of Best
Practices – is applied mainly to the company’s in-
dustrial activities, and the implementation of its
requirements leads to the identification and pre-
vention of impacts on workers’ safety and health,
the environment, process safety, asset reliability,
and the quality of our products, seeking to promote
continuous process improvement.
The system is subject to an annual internal audit
for the identification and repair of potential non-
conformities in relation to its guiding principles. In
2022, 100% of the industrial units were audited, as
well as the corporate processes related to certifica-
tions, such as ISO 9001 and ISO 14001, for example.
More than 3,000 requirement compliance checks
were performed, distributed among all units, totaling
more than 650 audit hours, globally.
Continuous improvement
Also in 2022, we established a governance cycle for
Intelius that considers a cohesive and consistent docu-
mentation structure, implementation of requirements
based on gap analysis and action plan, audits for the veri-
fication of compliance of the requirements implemented,
and the review, to ensure effectiveness of the manage-
ment system and adequacy to the company's strategies.
Review
Documentation
Audit
Implementation
17
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journey
Sustainability has been part of Braskem’s operating principles since its creation in 2002,
when we started on a path of continuous evolution, which culminated in 2020 in the
renewal of our commitments to sustainable development for 2030 and 2050 and the
inclusion of the topic as the guiding pillar of our corporate strategy.
Establishment of
commitments to
carbon neutrality and
circular economy
performance.
Renewal of the
sustainable
development
commitments
for 2025, 2030
and 2050.
2021
Creation of
Braskem and
publication
of our
commitments
to sustainable
performance.
First year of accounting
and external
verification of
corporate greenhouse
gas inventory, in
accordance with the
GHG protocol.
Start of green ethylene
plant operations, raw
material of green PE
derived from ethanol
produced from
sugarcane.
2014
2002
2008
2009
2010
Establishment of 10
Sustainable Development
Goals for 2020.
First year in which
Braskem received
recognition as a leader by
the UN Global Compact
due to its contribution
to the UN’s SDG.
2018
2020
Implementation
of the Sustainable
Development Policy.
Definition of strategic
positioning in relation to
the circular economy.
Quality
certification
ISO 37001 with
implementation
of Anti-Bribery
System.
Record score
in reputation,
according to
the RepTrak
methodology.
Implementation
of Industrial
Decarbonization
Program.
2025 / 2030 / 2050
Horizon
of the new
commitments.
2022
Updating of
climate risk
assessment and
of the Materiality
Matrix.
Completion of
the second cycle
of due diligence
on human rights.
31% achievement
of the sustainable
development
strategy.
18
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GRI 2-29, GRI 3-1, GRI 3-2
The materiality matrix is a fundamental tool for building our long-term
commitments for sustainable development. Based on the most recent
guidelines of the Global Reporting Initiative (GRI), in 2022, we updated our
materiality matrix to identify the issues that are most relevant to our busi-
ness, considering environmental, social, economic and governance dimen-
sions. This update involved consulting with more than 1,200 internal and
external stakeholders(1), including team members, leaders, customers, sup-
pliers and the financial market, as well as face-to-face interviews with 78
leaders, benchmarking peer companies and analyzing key corporate risks
and opportunities for the sector(2).
Steps for materiality reassessment
1
2
3
4
5
6
7
Identification
of ESG topics
Stakeholder
consultation
(internal and
external)
Risk analysis
Opportunity
analysis
Alignment
to voluntary
commitments
Definition
of weights
for each
attribute
Materiality
matrix
definition and
prioritization
The study resulted in more than 500 topics which, after analysis and
cross-checking of data and perceptions raised during the qualitative and
quantitative consultations, defined the 21 most relevant issues for Braskem.
These issues were aggregated into two different groups, which guided the type
of strategic action to be taken: the value protection group (16) and the value
creation group (5).
Value protection: issues whose impact management can protect
Braskem’s tangible and intangible value over time, which preserve
and strengthen the corporate image and mitigate business risks.
Value creation: issues whose impact management can create
tangible and intangible value for Braskem over time, which gen-
erate competitive advantage through business opportunities and
strategic partnerships.
After reviewing the materiality matrix, we identified that most
topics already have strategic ambitions or are part of the company's
operational management. The new themes identified are being
evaluated to define the level of action.
Braskem materiality matrix
3.0
2.5
2.0
1.5
S
R
E
D
L
O
H
E
K
A
T
S
R
O
F
E
C
N
A
V
E
L
E
R
19(3)
1.0
1.0
Protection
of value
Generation
of value
2
16
15
3
14
6
21
12
9
13
1
5
10
20
22
7
11
18
4
17
8
1.5
2.0
2.5
3.0
RELEVANCE FOR BRASKEM
1 - Irrelevant 2 - Important 3 - Very important
21 material issues
(1) Academia and universities, associations and coalitions, boards, officers, customers, communities and third
sector, financial market, government and trade associations, investors, suppliers, startup ecosystem, team
members, and unions.
Strategic ambition:
KPIs, targets
Operational management
In evaluation
1. Biodiversity and land use
2. Climate changes
3. Post-consumption plastics
4. Air pollution
5. Energy efficiency
6. Waste management
7. Waste and effluents management
8. Raw material impacts
9. Diversity, equity, and
inclusion
10. Communities and
social investments
11. Health, safety,
and well-being
12. Human rights
13. Employment, development,
and retention
14. Responsible production
and consumption
15. Innovation, technology
and digitalization
16. Economic and financial
performance
17. Project management
18. Supply chain management
19. Infrastructure and
sustainable cities4)
20. Risk and opportunity
management
21. Management of
relationship with
stakeholders
22. Governance, ethics,
and compliance
1
2
3
3
1
1
1*
1
1*
1
1
1
1
1
1
2
2
1
1
2
2
2
2
2
L
A
T
N
E
M
N
O
R
V
N
E
I
I
L
A
C
O
S
I
C
M
O
N
O
C
E
E
C
N
A
N
R
E
V
O
G
(2) MSCI, GRI, SASB, CVM, WEF, S&P, among others.
(3) Issue analyzed as non-material.
* Ambition to be defined.
19
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Sustainable Development
Commitments
Approved by the board of directors in 2020, the sustainable development
commitments were built based on our materiality matrix, had the par-
ticipation of our team members, leaders and executives, and also con-
sidering the analysis of global scenarios and trends, corporate risks and
external references in sustainability. They encompass the dimensions of
sustainable development (economic, social and environmental) and are
aligned with the UN Sustainable Development Goals (SDGs), with pri-
ority given to the topics where our biggest impacts were identified. This
strategy consists of seven dimensions and sets Braskem’s second cycle
of long-term commitments(2) for 2025, 2030 and 2050.
Commitments 2020–2030
In 2022, we achieved 31%
of our commitments(1).
(1) It disregards the Water Security indicator,
as its baseline is under evaluation, as well
as the commitment to Operational Eco-
efficiency, as ambitions are being defined.
Focuses of
action of the
sustainability pillar.
Braskem and the SDGs
The commitments for 2025, 2030 and 2050 were set considering the
impacts of Braskem and its supply chain – positive and negative – on
each of the SDGs. This analysis was performed using the SDG Compass
methodology and outlined our direct impact on four SDGs and, through
our supply chain, impact on another 9 SDGs – totaling 13 themes.
CLICK HERE
To understand how we work on each of these
commitments and how they align with our business.
Our SDG priorities:
Sustainable
innovation
MATERIAL
THEME: 15
Health and
safety
MATERIAL
THEME: 11
Lorem ipsum
Theme
Social
Economic
Environmental
Economic and
financial results
MATERIAL
THEME: 16
Elimination
of plastic
waste
MATERIAL
THEME: 3
(2) The achievement of the commitments for sustainable development disclosed by the company (within
projected costs and expected deadlines) is also subject to risks that include, but are not limited to: advancement,
availability, development and accessibility of the technology necessary to achieve these commitments.
Social
responsibility
and human rights
MATERIAL
THEME: 9, 10 e 12
Combating
climate change
MATERIAL
THEME: 2, 7 e 8
Operational
eco-efficiency
MATERIAL
THEME: 4, 5 e 6
LEARN MORE!
About our commitments.
20
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attainment in 2022
3.3%
Proper management of post-consumer plastic waste disposal is a global concern and a society-wide chal-
lenge. We want to contribute and be recognized as a company that develops the recycling supply chain, acting
on four fronts that encompass all the challenges of the industry:
Current
challenge
Annual
results
Commitment
for 2030
Positive
progress of
the target
No progress
on target
Product sales with recycled content
(thousand tons)
1
2
3
4
Portfolio of
sustainable
products
Investment in
an innovative
and sustainable
product
portfolio based
on chemical
and mechanical
recycling.
Technology
development
Development
of technologies
in chemical and
mechanical recycling
to enable large-
scale production
of products with
recycled content,
in chemical and
mechanical recycling.
Environmental
education
and consumer
engagement
Promotion and
engagement of
consumers in
the recycling
and recovery of
waste, by raising
awareness of the
value of waste.
Circular
design
applications
Innovation
in circular
packaging
design, based
on collective
intelligence.
These fronts seek to achieve our commitments of increasing to 300,000 tons
per year the sale of products with recycled content by 2025 and 1 million tons
by 2030, as well as preventing 1.5 million tons of plastic waste from being
sent to incineration, landfills or disposed of in the environment by 2030.
4.7%
1,000
+946
7.3
22.2
54.1
2020 2021 2022
2030
Recovered plastic waste
(thousand tons)
1.9%
1,500
+1,466
33.5
5.0
17.8(1)
2020 2021 2022
2030
(1) In 2022, we started to consider collective actions for waste recovery. The result for 2021, of 13 thousand tons, consid-
ered only the percentage recovered in the sale of post-consumer resins.
You can find more details on the key initiatives and projects that helped
us achieve these results in the Natural Capital and Manufacturing
Capital chapters.
CLICK HERE
To find out more about the commitments
and ambitions of our strategy.
LEARN MORE!
About the calculation
methodology in the annex.
21
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attainment in 2022
23.6%
Climate change is a global challenge, and its impacts are felt in all dimensions of sustainable development.
Thus, we wish to be global leaders in the chemical industry, with the best indicators in terms of GHG emis-
sions and a key player in carbon capture through the production of materials with renewable raw materials,
based on three fronts:
Current
challenge
Annual
results
Commitment
for 2030
Positive
progress of
the target
No progress
on target
Absolute GHG emissions
(million tons of CO2e, scopes 1 and 2)
Renewable electricity
(% of electrical energy purchased)
6.9%
69.1%
82
+3
85
1
Emission
reduction
2
3
10.87
10.83 10.76
-1.53
9.24
74
71
Carbon removal with
stock in product
Carbon to chemical
conversion
2020 2021 2022
2030
2020 2021 2022
2030
Reduction in the
emissions of CO2e
with focus on energy
efficiency and increased
use of renewable energy.
Accelerate the growth of company
business in chemical products and
polymers made from renewable
raw materials that remove CO2e
from the atmosphere.
Investment in technologies
for carbon capture to store
and use it as a raw material
for the production of
chemical products.
We seek an absolute reduction of greenhouse gases emission, scopes 1 and 2,
of 15% by 2030 (in relation to the average emissions for the years 2018, 2019
and 2020), reaching carbon neutrality by 2050.
Thus, our purpose is to increase to 85% the total renewable electricity purchased for consumption in our
industrial units, as well as to expand the production capacity of bioproducts to 1 million tons.
Part of the fight against climate change also encompasses business adaptation to extreme weather events. To
mitigate the risks related to water scarcity, we have the commitment of increasing the water safety index of our
operations to 100%, by means of water consumption efficiency and substitution of capture for safe sources.
Bioproduct production capacity
(thousand tons)
Water Safety Index
(% of water capture
from safe sources)
0%
1,000
200
200
200
+800
2020 2021 2022
2030
Climate adaptation
(% of high climate risk)
18.5%
27
22
22
2020 2021 2022
-22
0
2030
Note: Braskem's commitment is to achieve 100% water
intake from safe sources by 2030, measured by the
water security indicator.
After reviewing the methodology for this indicator in
2022, Braskem will recalculate its historical data and
base year to present its achievement in the next cycle.
See the annual indicator results in Natural Capital,
Water Management.
Find more details about the
main initiatives and projects that
helped us achieve these results in
Natural Capital.
LEARN MORE!
About the
commitments
and ambitions
of our strategy.
LEARN MORE!
About the calculation
methodology in
the exhibit.
22
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and human rights
attainment in 2022
35.1%
Progress in sustainable development also implies a just society, with opportunities for all and aligned with
human rights. Therefore, our ambition is to be recognized as a company that promotes human rights and
equity in our operations and supply chain, and that also contributes towards the local development of sur-
rounding communities. For that reason, we work on three fronts:
1
Local
development
To promote the local
development of the
communities surrounding
our operations, contributing
to the circular economy,
entrepreneurship and
innovation, and education.
2
3
Diversity, Equity and
Inclusion Program
To cooperate for an
increasingly inclusive and
welcoming society, ensuring
equal opportunities for all
through the Diversity, Equity,
and Inclusion Program.
Human rights
risk management
throughout the chain
To prevent, mitigate and,
where appropriate, redress
any human rights viola-
tions in our own operations
and as a result of our busi-
ness relationships.
In 2022, we completed our second cycle of due diligence in human rights, a process
that will help us achieve the commitment of managing 100% of human rights
risks (high and medium) by 2030, in addition to supporting the achievement of
commitments such as increasing the number of people benefited in communities
to 500,000 people, increasing the percentage of women in leadership in Brazil to
45% and the percentage of black team members to 35%, in the same period.
Current
challenge
Annual
results
Commitment
for 2030
Positive
progress of
the target
No progress
on target
RepTrak Pulse – Communities(1)
(range)
Beneficiaries in communities (2)
(thousand people)
54.5%
Strong
Average
Weak
403
323
0%
311
500
+189
2020 2021(1) 2022(1)
2030
2020 2021 2022
2030
(1) Results for 2021 and 2022 revised due to improve-
ment in RepTrak's reputation analysis methodology.
(2) Considers private social investment and volunteering.
Diversity
(women in leadership –%)
(team members self-
declaring as black(3) – %)
22.1%
17.0%
28.9
30.4
31.4
+ 8.6
40.0
29.9
30.2
31.1
+5.9
37.0
2020 2021 2022
2030
2020 2021 2022
2030
Risks to human rights
in the supply chain
(% of high and medium risks
that are fully managed)
81.8%
96
+ 4
100
86
78
2020 2021 2022
2030
(3) Considers Brazil and the United States.
You can find more details on
the key initiatives and projects
that helped us achieve these
results in the Human Capital
and Social and Relationship
Capital chapters.
LEARN MORE!
LEARN MORE!
About the
commitments
and ambitions
of our strategy.
About the calculation
methodology in
the exhibit.
23
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attainment in 2022
35.9%
Economic and
financial results
attainment in 2022
35.6%
Sustainable
innovation
attainment in 2022
50.0%
Accident Rate CAF (with lost
time) + SAF (without lost time)
(accidents per million
hours-man worked)
Accident Rate TIER 1 + TIER 2
(accidents per million
hours-man worked)
22.2%
0.95
0.86 0.85
-0.35
0.50
21.4%
0.43
0.46
0.32
-0.11
0.32
Net debt to EBITDA ratio
(points)
RepTrak Pulse – Customers
(range)
Sustainability Index of I&T
(% of portfolio of projects with positive impact)
92.0%
3.28x
2.86x
50.3%
50.0%
Excellent
2.10x
-0.10
2.00x
Strong Strong
Average
90
85
+5.0
81
80
2020 2021 2022
2030
2020 2021 2022
2030
2020 2021 2022
2030
2020 2021 2022
2030
2020 2021 2022
2030
CAF: accidents with leave
SAF: accidents without leave
Occupational diseases
(number of events)
35
0%
5
Current
challenge
Annual
results
Commitment
for 2030
Positive progress
of the target
No progress
on target
Socio-environmental
risk mitigation plan(1)
(% of actions implemented in the year)
Dow Jones
Sustainability Index
(points)
Total Shareholder Return
(%)
100%
100
0
100
75
0%
71
69
67
+7
0%
19.1
15.0
74
4.8
-58.8
+73.8
1
- 5
18
2020 2021 2022
0
2030
2020 2021 2022
2030
2020 2021 2022
2030
2020 2021 2022
2030
(1) The assessment of socio-environmental risks is an on-
going study. New action plans already exist for the coming
years and new actions that can be included by 2030.
You can find more details about the key initiatives and projects that
helped us achieve these results in the Human Capital chapter.
CLICK HERE
To find out more about the commitments
and ambitions of our strategy.
Access the appendix to find the methodology for calculating the indicators and the respective percentage of achievement.
You can find more details on the key initiatives and projects that helped
us achieve these results in the Financial Capital chapter.
CLICK HERE
To find out more about the commitments
and ambitions of our strategy.
Find more details about the main initia-
tives and projects that helped us achieve
these results in Intellectual Capital.
LEARN MORE!
About the commitments
and ambitions
of our strategy.
Operational eco-efficiency
The indicators for this dimension refer
to the availability of water consumption,
energy consumption, hazardous waste
generation, air emissions, and chem-
ical and biochemical oxygen demand.
Challenging commitments are being de-
fined and you can find further details on
these fronts in Natural Capital.
LEARN MORE!
About the commitments
and ambitions of
our strategy.
24
PB Relatório Integrado 2022
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary Governance in sustainability
Sustainability Governance Structure
GRI 2-12, GRI 2-13
To guarantee that short-term objectives are aligned with the long-
term objectives, Braskem relies on a governance structure that en-
sures the follow-up of the strategy's progress by executives through
the Global Sustainability Committee. The Committee meets monthly,
is divided into working groups for each dimension of the strategy, and
for each of them an executive is designated as the responsible person.
The matters discussed in this forum are submitted to the CECESG, an
advisory committee to the Board of Directors for sustainability mat-
ters, according to the relevance of the agenda.
In furtherance of the commitments made, assigning roles and re-
sponsibilities to all professionals, since 2021 environmental, social,
and governance (ESG) aspects have been included in the corporate
goals, which are assigned, according to positions and responsibilities,
from the business leader to the base of the hierarchy. In 2022, the
ESG targets attributed to the business leader represented 33% of the
total targets established, against 30% in 2021.
Advisory Board
Independent and specialized
external members
Global Sustainability
Committee
CEO + vice-presidents
Strategy,
Communication, and ESG
Committee (CECESG)
PMO
Transform for Value
Sustainable Development
Tools &
concepts
Governance
Communication
Sponsors: Vice Presidents(1)
1
Health
Saúde e
Ec
Ec
and safety
segurança
2
3
4
5
6
Resultados
Financial and
Ec
Ec
financeiros
economic
results
e econômicos
Eliminação
Plastic
Ec
Ec
de resíduos
waste disposal
plásticos
Combate às
Fighting
Ec
Ec
mudanças
climate change
climáticas
Ecoeficiência
Operational
operacional
eco-efficiency
Social
Responsabilidade
responsibility and
social e direitos
human rights
humanos
(1) In 2022, the Global Sustainability Committee decided to deepen the
monitoring of the commitments that are the main focus of action.
Advisory Board
Board of
Directors (BoD)
7
Inovação
Sustainable
sustentável
innovation
Focuses of action of
the sustainability pillar.
Since 2022, we have had a Sustainable Development Advisory Board formed by external
and independent members. Its mission is to bring an unbiased and specialized perspective
to decision-making related to the fulfillment of the company’s commitments on health,
safety, climate change, plastic waste elimination, social responsibility and other themes of
the strategy for 2025, 2030 and 2050.
The board focused discussion on four themes: the sustainability strategy and long-term
vision; the overall goals and ways to achieve them; advice on project portfolio and in-
novation; and know-how on sustainability trends and how to incorporate them into the
company’s strategies.
25
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary GRI 2-9, GRI 2-10, GRI 2-11, GRI 2-12, GRI 2-13, GRI 2-17
Governance structure
Compliance System
Ethical conduct
26
26
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryGovernance, ethics and complianceHighlights from 2022 Governance structure
GRI 2-10, GRI 2-13
Our corporate strategy and ambitions for sustainable development are
guided by the constant evolution of our corporate governance and com-
pliance initiatives in accordance with best market practices.
Our Board of Directors (BoD) is the highest governance body, and its
powers include to resolve on the company's Business Plan and on the
objectives related to compliance and the environmental, social, and
governance aspects (ESG), to analyze Braskem's initiatives linked to
the ESG criteria and to encourage the adoption and constant update
in relation to the best market practices applicable to its sector of ac-
tivity, to resolve on the Succession Plan of the Officers Appointed by
the Bylaws and to set their duties, in addition to approving operational
or expansion investments, as provided in its Internal Regulations and in
Braskem's Bylaws.
In order to provide a complete overview of Braskem's governance
system, all new members of the BoD participate in the Integration
Program conducted by the Corporate Governance area, with presen-
tations on the culture, people, business environment, and Braskem's
Compliance and Governance Systems. In addition, since 2018 the BoD,
its advisory committees and secretariat are subject to an annual eval-
uation process organized by external advisors. GRI 2-12, GRI 2-17
Since 2021, the BoD has periodically evaluated the trends and evolu-
tion of the practices adopted by Braskem. During 2022, 25 meetings in
all were held, including ordinary and extraordinary meetings, the main
topics discussed being the monitoring of risk assessment, the discus-
sion, approval and launch of investments and projects in line with the
2030 and 2050 sustainability commitments. As well as the BoD, our gov-
ernance structure is composed of the General Meeting, the Statutory
Executive Board, the Supervisory Board and the advisory committees to
the Board of Directors. GRI 2-12, GRI 2-14
Board of Directors (BoD)
GRI 2-11
11 members, six of whom are independent.
Elected by means of a list indicated by the signatories to the Shareholders’ Agreement.
Two-year mandate, re-election permited.
The chairman of the Board of Directors does not exercise an executive role at Braskem.
CLICK HERE
To find out more about the composition of our Board
of Directors, Executive Board and committees.
CLICK HERE
Access the internal rules of the Board of Directors here.
Ordinary General Meeting (OGM)
A forum for the deliberation of shareholders, the Ordinary General Meeting (OGM) takes
place every year after the end of the fiscal year to consider matters provided for in the
Corporations Act, such as the directors’ accounts and financial statements; allocation
of net profit from the fiscal year and distribution of dividends; election of the members
of the BoD, if applicable, and of the Supervisory Board; and the overall remuneration
of the directors and members of the company’s Supervisory Board. Extraordinary
General Meetings (EGMs) may also be held whenever the corporate interest requires
them, to deliberate on other matters under the purview of the shareholders.
27
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Governance Organizational Chart
SHAREHOLDERS GENERAL MEETING
Fiscal
Committee
4 committees advising the BoD:
Board of Directors
People and Organization
(11 members,
6 of whom are
independent)
Finance and Investment
Strategy, Communication and ESG
Independent
Audit
BoD Advisory Committees
GRI 2-9
Statutory Compliance and Audit Committee (Comitê de Conformidade e Auditoria
Estatutário – CCAE): its an statutory committee, that adheres to CVM Resolution nº 23/2021,
as well as adhering to the rules of the Sarbanes-Oxley Act (SOx), formed by five independent
members (three members of the board of directors and two external members) who monitor
Braskem’s internal controls and risk management and oversee the quality and integrity of fi-
nancial statements and financial reports.
Strategy, Communication, and ESG Committee (Comitê de Estratégia, Comunicação e
ESG – CECESG): composed of three members of the BoD, one of which is independent, it is
responsible for supporting the Board of Directors in the evaluation of the strategic direction,
which shall observe Braskem's sustainable development guidelines, and for monitoring and
evaluating the initiatives and goals assumed by the Company with respect to its corporate
sustainability and the ESG criteria. Its duties include, without limitation, to monitor ESG as-
pects existing in the strategy and in the corporate policies relating to the disclosure of infor-
mation, sustainable development, and health, safety, environment, quality, and productivity.
Statutory Compliance and Audit
CEO
Global CCO
Vice-Presidents
(VPs)
Ethics
Committee
Finance and Investment Committee (Comitê de Finanças Investimentos – CFI): analyzes
the policies related to financial management, guarantees, investments, dividends and se-
curities trading. In addition, it participates in investment decisions and monitors the finan-
cial strategy and the performance of the company’s shares on the stock market. It has four
members of the board of directors, one of these being an independent member.
People and Organization Committee (Comitê de Pessoas e Organização – CPO): com-
posed of three members of the board of directors, one being independent, it monitors and
reviews strategic policies and projects, in addition to parameters and criteria that the board
suggests in relation to the remuneration of the directors.
Corporate
Regional Offices
• Compliance
• Internal audit
• Internal controls
• Risk management
• Compliance Officer South America
• Compliance Officer Europe and Asia
• Compliance Officer United States
• Compliance Officer Mexico
Shareholding Composition
GRI 2-1
Braskem is a publicly traded company and has participated in Level 1 corporate governance of
the São Paulo Stock Exchange (BM&F Bovespa) since 2003. Currently the main shareholders of
the company are Novonor – in judicial recovery, and Petrobras. The company also has part of
its shares listed on the B3, the New York
Stock Exchange (NYSE) and the Latibex –
the Latin American section of the Madrid
Stock Exchange, which gives more liquidity
to shareholders.
Free float
38%
26%
28
36%
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderHighlights from 2022BraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summary
Compliance System
GRI 2-26, GRI 3-3, GRI 205, GRI 206, GRI 406, GRI 3-3 406, GRI 3-3 415, GRI 419
Our Compliance area has among its main roles ensuring a constant evo-
lution of the maturity of internal controls, risk management, internal
audit and compliance. To that end, we have a Chief Compliance Officer
(CCO), who reports directly to the Board of Directors, via the Statutory
Compliance and Audit Committee (CCAE), and indirectly to the CEO. In
addition, we work based on our Global Compliance System Policy, which
addresses the guidelines and responsibilities of our team members, in
addition to establishing instances of governance for their compliance.
The goal of double reporting provides for autonomy, while at the same
time, maintaining the connection with the business leader.
Braskem’s Compliance System consists of 10 integrated Risk Prevention,
Detection and Remediation measures. The commitment of Braskem
team members, especially leaders, to the implementation and practice
of these measures is fundamental to the effectiveness and efficiency of
the system. GRI 205, GRI 206, GRI 406, GRI 415, GRI 419
Engagement in
collective actions 6
7
Management of the
ethics line channel
8
Monitoring risks
and controls
Third-party
compliance 5
Communication
and training
4
Risk assessment
and controls
3
Policies and
other guidelines 2
Compliance
governance 1
29
PREVENT
DETECT
LEADER
REMEDY
9 Remedy risks and
strengthen controls
10
Disciplinary measures
Additionally, below the CCO, there are five structures
that act in relation to the continuous improvement of
our processes and risk management, with a team com-
posed of more than 80 people worldwide:
1. Internal Controls: advises the company on the evalu-
ation and design of processes and controls with a focus
on minimizing risks, promoting the accuracy of ac-
counting records and adherence of processes to guiding
documentation (internal normative documents), busi-
ness rules and laws and regulations in force.
2. Risk Management and Business Continuity: supports
the leaders of the business areas in the assessment, pri-
oritization, treatment and reporting of corporate risks.
3. Privacy and Data Protection: guides and organizes
data protection through ethical solutions, in accor-
dance with global legislation such as the General Data
Protection Law.
4. Compliance: helps disseminate company values and
promotes ethical, honest and transparent conduct. In
addition to the codes of conduct, it provides training on
topics such as ethics and anti-corruption.
5. Internal Audit: this is an objective and independent
assessment and consulting activity, designed to add
value and improve Braskem's operations.
In 2022, we issued 25 reports referring to the review
of various company processes, where we identified
128 opportunities for improvement, generating more
than 200 action plans for the business areas, with
the aim of improving our governance and the internal
controls environment.
Leniency Agreement with AGU and CGU
Within the actions of the compliance area in
2022, it is important to highlight the submis-
sion of the fifth and sixth monitoring reports of
the Improvement Plan which forms part of the
Braskem Integrity Program, together with the
Secretariat for Private Integrity, which is a result of
the Leniency Agreement signed in 2019 with the
AGU and CGU.
Global Compliance Survey
We have also carried out the 2022 Global
Compliance Survey, which allowed us to cap-
ture the perception of all members of the
company about the area, enabling the identi-
fication of opportunities for improvement and
confirming the commitment to continuous
evolution of the system.
Global Compliance
Survey 2022
97.5%
think that everyone is responsible
for ensuring compliance
within the company.
+85%
trust the confidentiality and
seriousness of the Ethics Line Channel.
93.6%
feel empowered to act ethically,
honestly and transparently.
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Commitment to compliance
Our efforts to be a company recognized for integrity, ethics and transpar-
ency also earned us two major achievements in 2022: the maintenance
and extension of the ISO 37001 certification and the best ever historical
rating in the Ethos Institute’s assessment since we implemented the
Compliance System. This result positions us as a benchmark in compli-
ance and above the overall industry average across all evaluated criteria.
In addition, besides being a signatory of the Private Sector’s Commitment
to the Integrity of the Supply Chain, promoted by the International
Chamber of Commerce (ICC), we maintain our engagement in com-
batting corruption by participating
in the UN Global Compact’s
Anti-Corruption Platform, in addition to promoting campaigns, internally
and externally, on the subject(1).
(1) There were no confirmed cases of corruption in 2022.
GRI 205-3
Compliance Ambassador Program
In 2022, we began the Compliance Ambassador Program in Brazil, an initiative that aims to
improve communication between all areas on the issues related to compliance within the
company. In this first year, 12 team members from all of the vice presidents’ departments
participated in a series of training events to become the contact point between the vice presidents
and the Compliance area, disseminating the culture and correct use of compliance tools.
Ethos institute indicators of integrity over recent years
Compliance tools
Sector average 7.4
7.9
8.7
6.4
9.3
9.3
9.5
9.9
To ensure the effectiveness of the Compliance System, Braskem
has the support of some important tools:
CLICK HERE
Related Party Policy
CLICK HERE
Third-Party Code of Conduct
CLICK HERE
Global Compliance
System Policy
CLICK HERE
Regiment of Statutory
Compliance and Audit Committee
CLICK HERE
Global Risk
Management Policy
CLICK HERE
Global Anti-Corruption Policy
CLICK HERE
Learn about Braskem’s Statutes and Corporate Policies here.
Cycle
15/16
Cycle
16/17
Cycle
17/18
Cycle
18/19
Cycle
19/20
Cycle
20/21
Cycle
21/22
In 2022, we reached a score
of 9.9, out of 10, in the integrity
evaluation of the Ethos Institute.
3030
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The Code of Conduct guides to our commitment to ethical, responsible
and transparent management. With a global scope, it defines the values,
principles and practices that guide the company’s performance, in ac-
cordance with all applicable laws.
We also provide the Ethics Line Channel, a resource, in various languages,
for receiving reports about violations of the team members’ and Third
Party’s Code of Conduct. Created in 2007, it allows anonymous contact
for whistleblowers to report information and facts in order to maintain
an ethical and respectful corporate environment at Braskem.
All pieces of information are received and treated with absolute confi-
dentiality and 100% of the cases received by the Braskem Ethics Line
Channel are handled and analyzed independently. Reports to the channel
can be made anonymously and no retaliation against to complainants
is allowed. The results and action plans arising from the investigations
undertaken by the Ethics Line are carried out independently and impar-
tially, being monitored by the Ethics Committee and by the Statutory
Compliance and Audit Committee. GRI 2-26
In 2022, the greater confidence of the team members in the Channel
was evidenced by a record number of reports being received. The
Channel is a powerful tool for improving the work environment - 844
reports were received in this cycle, with 52.8% of the total being unsub-
stantiated cases, cases with insufficient data or outside of the scope of
the Channel. Completed investigations may result in the following out-
comes: remediation plans that aim to monitor, communicate and train
team members on topics related to the conduct expected by the com-
pany; apply disciplinary measures based on internal guidelines; improve
or create processes, controls and guidance documentation; and finally,
request clarification from partners.
31
Respectful relationships
GRI 3-3 406
Based on the Diversity diagnosis we did in 2021, discussions with the af-
finity networks(2) – race and ethnicity, gender and LGBTQIA+ – and the
analysis of reports received by the Ethics Line Channel, we identified that
there are still situations of disrespect, harassment and discrimination
within our work environment, especially in the industrial areas.
Cases of discrimination
GRI 406-1
6
5
9
4
For that reason, we developed the "Respect is Non-negotiable" project,
which seeks to inform and raise awareness among people about its
role in building an increasingly healthy, welcoming and inclusive envi-
ronment. A pilot was held on November 21, 22 and 23 in Alagoas. There
were eight training sessions which included the leaders of the admin-
istrative areas of the Chlorine-Soda and PVC/MVC units and dialog
with the operators of the control rooms. We also trained the leaders
and team members in relation to the case of Maceió. As to the next
steps we will compile the lessons learnt and expand this initiative to
the other regions.
(2) Groups that allow team members to connect and engage with a specific theme, usually related to their personal
identity and experiences.
2019
2020
2021
2022
CLICK HERE
To access our
Ethics Line channel.
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Risk
management
32
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management
GRI 2-12, GRI 3-3 205, GRI 205-1, GRI 307
The risk assessment process leverages
opportunities and
identifies poten-
tially negative impacts on the company,
whether financial, strategic, operational
or regulatory.
Braskem’s risk management methodology
is based on international references (such
as ISO 31000 and COSO - Enterprise Risk
Management), and divides risks into four
categories: strategic, operational, finan-
cial and regulatory. Risks are periodically
evaluated by the company’s directors and
submitted to a regional and then global
consolidation process, and are considered
according to the potential impact and prob-
ability of occurring. The result of the analysis
is presented graphically on a heat map and
approved by the board of directors.
With the analysis approved, the pri-
ority risks are then treated and moni-
tored, by the Board of Directors and its
advisory committees, where relevant, in
order to mitigate and prepare the com-
pany to face adverse issues. Following
the assessment of the corporate risks of
all Braskem operations in 2022, we now
highlight some risks that are being dealt
with and monitored:
Note: No significant corporate risks related to corruption were found,
and the topic is continuously monitored and treated as a priority by
the Compliance vice-presidency.
Image
of plastic
Climate
change
Socio-
environmental
issues
Petrochemical
sector cycle
Cyber and
information
security
Macroeconomic
and geopolitical
factors
Strategic risks
Operational risks
Human rights
Growing global concern for the environment, as well as inadequate disposal of post-consumer plastic waste, with the
trend of banning single-use plastic by governments and lawmakers. Mitigations include the development of initiatives
to make Braskem a benchmark in the development of the recycling supply chain and the promotion of conscious con-
sumption of plastic.
CLICK HERE
The greater concern on the part of the general population, with the growing search for government alignment with the
goals of the Paris Agreement, through the implementation of public policies that encourage the reduction of greenhouse
gas emissions. Our mitigation include the reduction of greenhouse gas emissions in the processes and in the purchase of
low-carbon energy and e the compensation of emissions with investments in renewable raw materials.
CLICK HERE
Environmental, health, and safety impacts to which chemical and petrochemical operations are subject. The nature
of our industry may involve risks to our workers and to the communities surrounding the industrial areas and the
areas of transportation and loading/unloading of its products and raw materials, such as pipelines, roads, and ports.
As a result, Braskem is subject to stringent labor, environmental, and other regulations. Mitigation encompasses a
permanent mapping of scenarios of potential high risks and respective treatments through specific governance, as
well as programs to improve the human reliability, and actions for mechanical integrity of the units.
CLICK HERE
A characteristic of the petrochemical industry, which historically alternates between periods of limited supply, which
generates price and margin increases, followed by capacity expansions (of supply), which press prices and margins
down until demand can absorb this product surplus and a new cycle begins. Mitigations for this risk include maintaining
a conservative cash position above the minimum required by the company’s financial policy and maintaining the
elongated debt profile.
CLICK HERE
Increased cyberattacks, which may result in the exposure of sensitive data, unscheduled operational stops, and
unavailability of systems that affect the regular operation of the company with consequent damage to its image and
reputation. Mitigations include network segregation and initiatives to increase control of the environment and assets,
monitoring team member behavior and constant testing to identify if the environment is safe.
CLICK HERE
Instability of macroeconomic and political factors, caused by economic crises, wars and conflicts, including sanctions,
that alter business dynamics and reduce/block the availability of products and inputs, as well as changes in policies
related to fiscal incentives. Mitigations consists of periodic analysis of economic and geopolitical changes that may
impact Braskem's economic activity, in addition to monitoring the regulatory environment and projecting macro
sectoral variables, among others.
By means of the synergy with the human rights due diligence process, the risks identified have been integrated into the company's risk mana-
gement process, and are now systematically evaluated according to the corporate risk evaluation process. Risks associated with human rights
cover the topics of plastic image and social and environmental issues specifically on social and labor aspects in the value chain, as well as diver-
sity, equity and inclusion, among others. Complete information may be found in Human Capital and Social and Relationship Capital.
Risk management
33 Integrated Report 2022
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34
Human Capital
Social and Relationship Capital
Financial Capital
Natural Capital
Manufactured Capital
Intellectual Capital
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GRI 2-23, GRI 3-3 202, GRI 3-3 401, 402, 403, 404
People are the foundation of Braskem’s strategy, so our team
members are the protagonists of our history. Over these 20 years,
we have improved our actions to respect and promote human rights
by continuously acting to ensure a safe, diverse, inclusive work
environment that brings opportunity for growth and development to
all the people who are part of the company, taking into account the
physical and mental well-being of all our professionals.
Based on the importance of Human Capital to our business, we have
made commitments for 2030 related to health and safety, as well as
social responsibility and human rights.
Health and Safety
Dimension 1
CLICK HERE!
Click on LEARN MORE! for more details
about advances in the dimension.
Social Responsibility
and Human Rights
Dimension 6
CLICK HERE!
35
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Focus on human rights
Due dilligence on human rights
4%
of terminations
of employment
were voluntary
(+0.35 pp vs. 2021).
0.85
accidents rate
with and without
lost time
(1MM HT)
(-1% vs. 2021).
96%
of human
rights action
plans carried out
(+10 pp vs. 2021).
+8,600
team numbers
(+4% vs. 2021).
33%
of our leadership
positions are held
by women
(+2 pp vs. 2021).
15%
of our leadership
positions are held by
black people
(+2 pp vs. 2021).
4.17 in the
well-being
thermometer,
considering the
maximum score of 5
(+2% vs. 2021).
Human rights are the focus of our commitments
to 2030. For that purpose, we conduct our business
to respect them, promote them and, if necessary,
remedy them in accordance with the United Nations
(UN) Guiding Principles on Business and Human
Rights, the UNPGs. Our Global Policy on Sustainable
Development, Codes of Conduct for members and
third parties, as well as the proposed value to the
member, the BeUx, reinforce Braskem's commitment
to this issue.
All these principles guide us towards a responsible
business conduct; for that purpose, our starting
point is the conduction of a due diligence in human
rights, for the periodic identification of potential
risks involving violation.
We started the first cycle of due diligence on human
rights at Braskem in 2017, based on global references
and considering our operations in Brazil. In 2022,
mitigation actions in relation to the risks identified in
this analysis achieved the 96% mark.
In 2021, we started a new due diligence on a global scale,
conducted remotely because of the pandemic, with a
continued focus on centering rights-holders in assess-
ments. With respect to this, interviews were conducted
with neighboring communities, team members and
leaders, third parties and external experts, in addition
to the analysis of documents, public information and
information published in the media, resulting in, during
2022, the identification of risks and impacts on a global
and local scale.
We aim to manage
100% of high and
medium human
rights risks by 2030.
We analyzed the risks to human rights mapped in
relation to existing corporate risks – identified in
accordance with the process set out in the Risk
Management chapter. As a result, action plans
designated for corporate risks already met most
treatment recommendations for human rights. For
those not envisaged, we are developing new action
plans that will be integrated into corporate risks later.
As a result of the process, opportunities for improve-
ments were found in:
Relationship with communities: communities are
relevant stakeholders for us because they are
neighbors to our industrial operations, where there
are risks. For this reason we have implemented a
number of actions to prevent negative impacts. You
can find information on our main actions in the Social
and Relationship Capital chapter.
36
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Supply chain: labor issues, slave labor, low visibility of
the processes, among others, are problems that can
affect any part of the supply chain, across all indus-
tries. Therefore, we have adopted a series of proce-
dures for evaluating third parties, in order to mitigate
potential risks. You can find more details in the Social
and Relationship Capital chapter.
Disposal of plastic: the plastic supply chain is sub-
ject to issues related to its disposal and, for this, we
take a series of measures to return waste to the ap-
propriate location, whether through the recovery of
material or environmental education. You can find
the main actions in the Natural Capital chapter.
Occupational health: Given the nature of our oper-
ations, team members are potentially subject to oc-
cupational health-related risks, as well as the most
recent concern over mental health. The COVID-19
pandemic has intensified our actions on these topics,
with programs aimed at the integral health of people.
More details on this topic can be found later in
this chapter.
Diversity, equity and inclusion: we operate in an
ecosystem with different nations and cultures, each
with their own complexities related to diversity, eq-
uity and inclusion. As a way to adapt to the chal-
lenges, we have implemented the Diversity, Equity
and Inclusion Program, which will be covered later in
this chapter.
Value proposition to team member: BeUx
GRI 3-3 202
We have consolidated our ambition to be recog-
nized as a people-oriented company that promotes
local development and human rights through BeUx,
which reflects our most fundamental cultural ele-
ments, through competencies that guide and are
expected of our members, developed and assessed
in 100% of the company.
The annual performance evaluation process is based
on these elements and guides the corporate initiatives
and the individual development of the professionals.
All members – including the business leader – have
an Action Program (PA) with corporate and individual
targets and behavioral competencies, aligned with the
company’s culture.
To evaluate the competencies dimension, in ad-
dition to the traditional leader-led evaluation, we
adopted the network evaluation format, which is
a broader feedback system that also considers the
view of peers and other members and leaders. In
2022, 100% of the members undergone this evalu-
ation. It is important to note that the entire career
management and development is defined based on
these evaluations, and that the variable remunera-
tion (Profit Sharing) results from a combination of
factors evaluated in this process. GRI 404-3
The seven pillars of BeUx
You are
a protagonist
and we base our
relationships on trust.
You are free to
be yourself
encouraging team members
to be themselves, providing
equal opportunities for
all, without exception.
Challenge and
be challenged
encouraging our team
members to question
prevailing thought.
1
7
2
Be proud of
what you do
by improving people’s
quality of life and ensuring
the development
of the communities
where we operate.
6
3
5
4
Co-create
ideas
to achieve our purpose
of innovating
as a team.
Grow with us
through ethical,
transparent and
successful performance.
Build your
own path
by making challenging
choices that take you out
of your comfort zone.
37
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Health and safety
403-7, GRI 403-8, GRI 403-9, GRI 403-10 | SASB RT-CH-320a.1, RT-CH-320a.2
People’s safety is a non-negotiable value for us and we want all our team
members to feel well and healthy in their working day at Braskem. As
pointed out by the due diligence process in human rights, our industry
is naturally subject to occupational health risks, intensified by the new
work dynamics imposed by the pandemic.
For this reason, we take a number of measures to promote the safety,
health and well-being of people. Regarding safety, we operate based on
the Human Reliability Program and work closely with third parties. We
also adopted measures regarding the safety of processes logistics and
products. Regarding health and well-being, we implemented the Integral
Health Program and continuous improvement in occupational hygiene,
as well as programs aimed at the well-being of team members, the re-
sults of which were reflected in the Pulse Survey.
Human Reliability Program
Since 2018, we have consistently followed our human reliability journey –
which is essential to achieving our 2030 health and safety goals. The pro-
gram aims to reduce the tendency for errors and losses in operations and
maximize production and operational efficiency, relying upon integration
between people and technology in processes.
In 2022, we conducted Human Reliability training for non-leaders in
Mexico and the United States, and this process was started in Brazil,
with more than 1,200 people taking part in the training, including team
members and contractors, in all four countries, totaling more than 2,500
people trained in the subject since 2019.
For 2030, our
commitment is
to reduce the
accident rate,
with and
without lost
time, to
0.5 accidents
per one million
hours worked.
Technology at the service of safety
Technology plays a key role in maintaining and ensuring the
safety of all our professionals. Therefore, we started a digital ap-
proach to our health and safety projects with a focus on four
main pillars of action:
Reduce human risk
exposure with task
elimination and automation.
Improve skills and knowledge
through training opportunities
to build experience.
Identify and prevent
hazardous situations
based on information and
predictive maintenance.
Adherence to procedures
and processes with access,
efficiency and application.
Accident rate with and without lost time
(1MM/HHT)
GRI 403-9
Braskem's global rate of accidents with and without leave (CAF + SAF)
in 2022 was 0.85 per million of hours worked, which corresponds to
a decrease by 1% in relation to the 2021 rate. The reduction over the
years occurred due to the increasing activities of the Human Reliability
Program, which, since 2019, trains and guides members and third par-
ties on this issue, as well as to the closer management of contractors
with regard to HSE requirements. Other factors, such as the sharing of
experiences and the disclosure of the safety rules, have also contrib-
uted to an improvement in the occupational accident rate.
1.31
0.95
0.86
0.85
0.5
2019
2020
2021
2022
2030
38
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Process safety
One of our goals in the health and safety dimension
is to reduce the frequency of process accidents. To
this end, during 2022 we focused on studies for the
identification, analysis and mitigation of process
risks that may affect the population surrounding
Braskem industrial facilities or the environment.
The frequency rate of Tier 1 and Tier 2 process ac-
cidents was 0.43 (events per 1 million hours-man
worked), 34% higher than the 2021 result, but the
second lowest recorded by the company historically.
In Tier 1 the rate was 0.08 in 2022, which corresponds
to a 14% increase in relation to the previous year.
The focuses on process safety were:
Near Miss: improvement in the process for registering events and in
the critical analysis process in the units.
Mechanical Integrity: management of assets to ensure that important
pieces of equipment are always suitable for the application for which they
were designed, throughout their useful life, in their specific operation.
The program integrates the corporate areas of industrial reliability
and efficiency, prioritizing units and other areas based on the need to
improve process safety.
Risk Analysis: efforts to minimize the most significant risks of indus-
trial units by conducting in-depth risk mapping studies and engineering
studies and with investments focused on mitigating identified risks.
The Tier 2 rate, on the other hand, was 0.35, com-
pared to a rate of 0.21 in the previous year, which rep-
resents an increase of 67%, and corresponds to the
second best result of the last five years (2018-2022).
Accident rate Tier 1 and 2
(1MM/HHW)
0.73
0.46
0.43
0.32
Occupational diseases
GRI 403-10
2019
2020
2021
2022
Tier 1: Incident with loss of product containment above the limits established by the
American Petroleum Institute (API) 754 for TIER 1 according to the released product
or any release that causes: death of or injury to an employee or third party, hospital
harm to or death of the external population, financial loss greater than US$100,000, or
community evacuation.
Tier 2: Incident with loss of product containment above the limits established by the
American Petroleum Institute (API) 754 for TIER 2 according to the released product or any
release that causes: accident without leave of an employee or third party and financial loss
greater than US$2.5 thousand.
In 2022, we had five reportable occupational diseases in Brazil, of which
three are linked to hearing loss. In this matter there was an expressive
reduction, by 91% in relation to 2021, because in that year many inves-
tigations of previous years were concluded.
We are continuously working to improve the occupational risk manage-
ment. In this respect, we have developed a procedure with HSE directives
for the construction of new projects or ventures. We also actively par-
ticipate in the development of legal rules related to the efficiency of in-
dividual protection equipment for noise and for carcinogenic chemicals.
For 2030, our
commitment is to
reduce the accident
rate of Tier 1 process
to 0.05 accidents
per one million
hours worked.
39
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Two out of the five events of occupational disease relate to mental and be-
havioral disorders. Over the past five years, this indicator has shown us the re-
currence of such cases, and during the pandemic, structured actions for the
promotion of a healthy work environment have become necessary.
Since then, we have worked to provide members with care and activities aimed
at people's integral health. Thus, in 2022, Braskem began the development of a
Global Program of Integral Health and Well-Being - which initiative is divided
into four pillars of like importance: physical, emotional/mental, social/family,
and occupational health. The focus of this program is to encourage an increas-
ingly humanized and welcoming work environment, raising health levels and es-
tablishing a culture of well-being for our members. The program was structured
in four phases:
1. Overview: interviews with Braskem’s main leaders and focus groups
in Brazil, Mexico, Europe and the United States with representatives
from the areas of Human Resources and Health and Safety. Workshops
were carried out with the participation of representatives from other
areas of the company, mainly from the Industrial area, to align expec-
tations and analyze the Maturity Index.
2. Assessment: mapping of regional initiatives and structures devoted
to health and well-being, in addition to administering a health and
lifestyle questionnaire with the goal of standardizing global diagnosis
(Health Risk Assessment).
3. Strategy: planned for Q2 2023, the evaluation of Phase 2 results to
define the actions that will be implemented.
4. Implementation: the last phase will take place between 2023 and 2025.
In 2021, we developed the Mental Health Program for lead-
ership, in partnership with the Albert Einstein Hospital
Research Institute, to provide training in topics related to
mental health care. In 2022, we continued the program, to-
taling 26 groups, and 466 participants, impacting on 60%
of Braskem leaders in all the regions in which we operate.
Another highlight is the Caring for People Program, cre-
ated during the COVID-19 pandemic to welcome our team
members and promote an increasingly humanized and
collaborative work environment, based on the four pillars:
mental well-being, social well-being, support for new ways
of working and professional improvement. In 2022, the
program produced 11 livestreams and a video, totaling 5,171
participants. And to extend the reach of mental health ac-
tions, we offered four livestreams on Saturdays for teams
that work on a shift basis.
In the United States, the wellness team worked to raise
awareness, on four core themes among team members:
healthy eating, blood pressure, depression, and diabetes.
In Mexico, the team reinforced physical and emotional
health issues through the “Sentirte Bien” Program, fo-
cusing actions on stress and resilience. In Europe, the team
launched Breakfast Talks with the Leadership and made
the Gympass available in Germany, encouraging and pro-
moting physical health.
For 2030, our commitment
is to have zero occurrences
of occupational diseases.
Pulse Survey
With the intention of evaluating the results of our ac-
tions and work practices, we created the Pulse Survey in
2020. The survey is conducted twice a year and measures
the perception of our team members regarding their ex-
perience at Braskem, well-being and engagement, also
supports for the preparation of new action plans. Key in-
sights from 2022 include a sense of pride in belonging of
our team members and the recognition that flexibility is
a key factor for balance and well-being when adapting to
new ways of working.
Pulse Survey Global KPI
Goal
4.00
Braskem's general
weighted average
in the year 2022
4.17
Maximum
score
5
40
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Providing a diverse, inclusive and equitable environment for everyone
is a priority for us. According to the conclusions of due diligence in
human rights, multiculturalism is present in our daily lives, which pres-
ents even more challenges to actions in diversity, equity and inclusion
(DE&I). Therefore, we have set commitments for 2030 within the di-
mension of social responsibility and human rights, in accordance with
the particularities of DE&I in the regions in which we operate.
For 2030, our commitment is to increase
the share of women leaders globally
to 40% and black team members in
Brazil and United States to 37%.
We have implemented several DE&I actions that, in 2022 were rein-
forced by the establishment of a global corporate guideline, whose goal
is to set global commitments in DE&I and direct our actions in all the
regions where we operate.
One of our efforts to make progress in this area is to increase the rep-
resentation of minority groups. Within the pillar of race and ethnicity
in 2022, globally we went from 30% black team members to 33%. We
achieved this result through various initiatives such as: more inclusive
selection processes, implementation of goals, reservation of some
vacancies, awareness raising for leaders and team members, and a
census of race and ethnicity, among others.
In 2022, we conducted
a self-identification
campaign of Race and
Ethnicity, reaching
more than 6,000
team members in
Brazil and more than
eight hundred in the
United States. This
work helped us to get
to know our team in
more depth and aids
us in driving forward
internal initiatives and
achieving goals.
Diversity x-ray
Women
(%)
23
24
25
26
2019
2020
2021
2022
Women in leadership(1)
(%)
40
30
30
33
31
2019
2020
2021
2022
2030
Black team members(2)
(%)
30
30
30
37
33
2019
2020
2021
2022
2030
Black people in leadership(1) (2)
(%)
15
13
13
13
2019
2020
2021
2022
(1) Leadership positions include: coordinators, managers, directosr, vice-pres-
idents and business leader. To see the percentage of women for each hierar-
chical level, visit https://www.braskem.com.br/ESGdashboard.
(2) Only considers team members in Brazil and in the United States.
41
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diversity, equity and inclusion
Continuing with the training of the most senior
leaders in relation to DE&I initiatives in Brazil, we im-
plemented individual mentoring sessions with vice
presidents and the CEO. We also held as training for
everyone in the Board responsible for people and
organizational culture. Over the course of the year,
more than 4,700 people participated in livestreams,
training sessions and workshops on diversity, equity
and inclusion issues.
Inclusion of people with disabilities
In 2022, we opened up new opportunities including
vacancies reserved for people with disabilities. We
carried out a survey of the accessibility of our offices.
We created health care and people management
protocols and raised awareness on the topic among
leaders. We conducted a census to map team mem-
bers who self-declare as having a disability, and an-
alyzed their needs. The census was carried out at the
offices in Brazil and had a 75% participation, equiv-
alent to 1,079 members, with 12 people classified as
having a disability after individual analysis of possible
cases and medical evaluations.
Undergraduate internship
In the University Internship Program, we have es-
tablished goals for hiring black and ethnic minorities
(45%), women (50%), and people with disabilities
(5%). To make the process even more inclusive,
English is no longer mandatory for most positions.
In addition, when assessing resumes, we do not look
at information such as age, educational institution
and previous experience. The logical reasoning test
was replaced by a decision-making journey.
In 2022, we launched the
Black Journey with the goal
of developing behavioral
skills and providing other
content to accelerate the
inclusion of black people in
the labor market; with this
initiative, we reached more
than 1,600 people in Brazil.
In addition to the initiatives mentioned before, we
also had some other advances such as our associa-
tion with the Women Lead Movement of the Brazil
Network of the Global Pact; membership of the
Women’s Movement 360, becoming a signatory to
the Open Letter of Support for LGBTQIA+ People,
the creation of a diverse hiring area and reserved
vacancies for minority groups; accessibility surveys
and improvement in the processes for the inclu-
sion of people with disabilities in the offices and the
governance of affinity networks.
Partnerships that merit special emphasis
In the United States, Braskem maintains several
partnerships that promote issues related
to DE&I. Among them, we highlight:
Women in Manufacturing: we are corporate members
of the organization, which is the only national and global
trade association devoted to providing year-round
support to women in the manufacturing industry.
Out and Equal: we are partners with the
leading organization devoted exclusively
to LGBTQIA+ workplace equality.
Conselho DEI SPE: we are members of the Society of
Petroleum Engineers (SPE) Diversity, Equity and Inclusion
(DEI) Advisory Council. The goal of the body is to emphasize
the importance of these issues and create resources for
professional development, guidance and recruitment
to be used by the teams of member companies.
Bloomberg Gender-Equality Index
In 2023, Braskem is on the Bloomberg
Gender-Equality Index for the third consecutive
year. The index lists publicly traded companies
that commit to an inclusive work environment
and offer a work-life balance.
42
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Relationship Capital
GRI 3-3, GRI 203, GRI 203-2, GRI 413 | SASB RT-CH-210a.1
People are the foundation of our business. For this reason we con-
stantly strive to strengthen our relationship with all stakeholders. They
help form the solid foundation that maintains the longevity of our busi-
ness. Not only is this part of who we are, it also integrates with our sus-
tainability pillar through our commitment to social responsibility and
human rights.
Social Responsibility
and Human Rights
Dimension 6
CLICK HERE
For more details about
advances in the dimension.
4343
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Protecting communities
R$33.3 million
in investments
with social and
environmental impact
(-14% vs. 2021).
82%
engagement
in the CDP Supply
Chain Water
(-5 pp vs. 2021).
610,200
people benefited from
social actions
(-20% vs. 2021).
Average
reputation with
communities
(+3% in points vs. 2021).
72%
engagement in the CDP
Supply Chain Climate
(-7 pp vs. 2021).
Good
reputation
with clients
(+10% in points vs. 2021).
R$74 million
invested in
associations
(+63% vs. 2021).
44
We strive to act as agents of transformation within society and strengthen
our relationship with the communities surrounding our operations. We
believe it is our duty to contribute to the development of regions where
we operate, generating shared value and well-being for all and promoting
human rights in all of our relationships.
The results of the human rights due diligence reinforce the work we have
implemented over time with the communities that live in close prox-
imity to our operations and which potentially could be negatively im-
pacted. Therefore, we seek to strengthen the relationship and sustain our
social license to operate through focusing on the promotion of actions
that generate local development, respecting the specific characteris-
tics of each region and establishing trusting relationships through dialog
and transparency.
Global social responsibility strategy
ship and partners hi p
r economy
n
o
�
a
l
e
R
la
u
c
r
i
C
To promote the
circular economy as
a business model
that addresses the
challenges of
sustainability
and/or as a means
of environmental
educa�on.
Innova�
Ethics a
o
n a
n
d
t
r
n
d
l
o
a
n
s
p
c
a
l
a
r
e
n
e
n
t
To empower
people to develop
businesses with social
and environmental
impact, focusing on
female or black and
ethnic minority
entrepreneurs
r
c
e
y
p
r
e
n
e
u
r
s
h
i
p
E
q
u
i
t
y
a
n
d in
clusion
To ac�vely promote and par�cipate
in ac�ons aimed at educa�on,
especially science, technology,
engineering, mathema�cs and
professional training.
Educa�o n
s i n
u
B
e ss connec�on
By 2030, we
want to reach
500,000
people
benefited by
PSI (Private
Social
Investment),
donations,
and volunteer
program.
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Socio-environmental impact
Based on the global social responsibility strategy, we invest in social and
environmental impact projects in all locations where we operate. This
is accomplished through donations, sponsorship, ISP, and the Global
Volunteer Program, which primarily address three long-term causes:
education, circular economy, and local entrepreneurship and innova-
tion. In addition, we also invest in projects according to the character-
istics of each location.
In 2022, we carried out 153 social actions that benefited more than
610,000 people globally, including ISPs, donations, emergency cam-
paigns, and volunteering. More than R$33 million were invested.
Global social impact(1)
Investment (2)
People
benefited(3)
Total
initiatives
Brazil
R$27,302,853.42
R$4,441,550.47
392,777
54,789
R$1,556,772.00
162,403
R$5,427.87
220
Mexico
United
States
Europe
General
total
R$33,306,603.76
610,189
153
75
37
39
2
(1) Includes private social investment, donations, and volunteer actions.
(2) Includes investment in initiatives that will start only in 2023.
(3) Includes the result of initiatives that were paid in previous years,
with or without fiscal incentive, but with execution in 2022.
CLICK HERE
See the key programs and their impacts in 2022.
45
In 2022, we concluded the community engage-
ment review in Bahia, completed the project in
Rio de Janeiro, São Paulo (ABC), and Alagoas, and
started building the framework in Rio Grande
do Sul and Mexico. Our community engagement
methodology seeks to establish an integrated
and strategic vision of the relationship actions
with the communities in each of the regions
where we operate, by means of the identification
of potential impacts, whether positive and nega-
tive, associated with our operations and the char-
acteristics of each community.
Impacts assessed in the community
engagement framework:
Environmental Impacts, identified by the
Environmental, Health and Safety Guide-
lines for Petroleum-based Polymers Manu-
facturing of IFC.
Social and economic Impacts, identified by
the GRI, Community aspect.
Impacts related to the guarantee of human
rights, identified by Braskem's human rights
due diligence.
This framework analyzes impacts on three levels:
environmental, social and economic, and human
rights. In addition, the evaluation criteria con-
template the impact responsibility, perception
of the impact by the community, and materiality
of the potential impact.
Social dialogue
We keep an open dialogue with all the commu-
nities located in the vicinity of our operations,
through participation in the Advisory Community
Councils (CCC)(1), the communication channels
directly related to the industrial units, and the
Ethics Line, as well as through associations of
companies of the petrochemical centers where
we operate.
We also keep open,
in Brazil, the Program
Formando Laços [Forming Ties], which focuses
on receiving in our industrial units visitors from
schools, universities, customers, suppliers, the
community, and governmental and non-gov-
ernmental institutions, the press, among others,
to know our processes and facilities. In 2022,
in-person visits were resumed, and we received
more than 1,580 people from the communities
throughout the year.
Datafolha Survey
In 2022, we conducted a survey in Brazil with the
support of the Datafolha Institute. The purpose
thereof was to bring important information on the
communities in the vicinity of Braskem's opera-
tions, such as profile, characteristics, habits, and
perceptions, especially in relation to Braskem's
image and on important issues to format the com-
pany's social actions in the regional offices.
This enabled us to check the degree of knowledge of
the communities in relation to the petrochemical
centers, as well as to identify the strengths and vul-
nerabilities of the industry and of the company, which
will help us to delimit actions involving relationship,
communication, and investment in social projects.
(1) Committee organized by companies that are part of
the petrochemical centers in which Braskem has oper-
ations. Other companies of the territory and represen-
tatives of the communities participate in this forum.
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Support to the communities
Our actions with the communities have global reach and involve all locations where we operate or nearby regions
affected by our business. They involve not only donations, but also volunteer work, educational programs, and
initiatives aimed at protecting the environment.
In Brazil, we announced the first edition of a public bid – Projetos que Transformam [Projects that Transform] – to
select and support social projects devoted to the local and sustainable development of the communities where
we operate. The bid notice selected 17 initiatives that received, in the aggregate, R$1 million, and their representa-
tives attended four free virtual training sessions relating to project management and accountability aspects.
Corais de Maré
The Corais de Maré project promotes resto-
ration of the All Saints Bay (Baía de Todos-
os-Santos) reef. For that purpose, a new
technique was developed using plastic and
other recyclable materials to enhance the
growth of the species Millepora alcicornis in
seedbeds built using the skeleton of the sun
coral, which is a species considered inva-
sive in the region. The technology is tested
since 2022, on the sea bottom of Maré Island
(Ilha de Maré), with the participation of re-
searchers, environmentalists, and fishermen.
The initiative seeks to recover part of the
reefs of the All Saints Bay, the quantity of
corals of which was reduced by about 50%
since 2003, according to a survey conducted
by UFBA researchers. These ecosystems are
essential for biodiversity, since they shelter
at least 25% of the marine species, and they
also contribute to economic and food secu-
rity of the population of coastal towns, ac-
cording to studies conducted by the Global
Coral Reef Monitoring Network (GCRMN).
46
In Mexico, our industrial plant in Veracruz is close to
the Municipalities of Coatzacoalcos and Nanchital,
where community meetings were held in the com-
munities of Nahualapa, Pollo de Oro, and Lázaro
Cárdenas, with the total participation of 141 residents. The purpose
of these meetings was to discuss the implementation and results of
the social programs and the program on maintenance downtimes.
In addition, several special topics were discussed in each commu-
nity, and a space was provided to hear feedback from the commu-
nity and answer to questions.
One of our plants in the United States is located near
a residential area, in Marcus Hook, Pennsylvania. In
2022, we attended five Marcus Hook Environmental
Advisory Committee meetings and maintained an
active relationship with local representatives to ensure that we are
helping to meet the community's needs and expectations.
In that year we funded, through private social investment, a new waste
collection center for residents to recycle household plastic waste, pro-
viding access to recycling. In addition, within the Volunteer Program,
we partnered with Keep Pennsylvania Beautiful and the Marcus Hook
Borough to conduct a clean-up and focused on areas near the Marcus
Hook creek to remove plastic waste from the natural environment.
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summarySocial and Relationship CapitalHighlights from 2022 Emergency donations
We carry out five emergency donation actions to support
families in Bahia, Petrópolis (RJ), and Maceió (AL), who
suffered from the heavy rains that affected these regions.
In all, more than 121,000 people have been benefited and
more than R$3.3 million have been invested.
We also make donations to combat the hunger and vul-
nerability resulting from the pandemic. We carry out two
initiatives: the voluntary donation by members, in which
Braskem quintupled the amount donated, and direct dis-
bursement by the company, in the amount of R$5 million,
for the acquisition of food baskets. Both actions ben-
efited more than 178 thousand people with 56.7 thousand
food baskets donated.
Global Volunteer Program
One of our main initiatives in favor of the communi-
ties surrounding our operations is the Global Volunteer
Program, which originated in 2017 from our wish to in-
creasingly strengthen our relationship with people in
order to encourage our members to perform volunteer
actions that generate a positive social impact on the
communities. We note that, in 2022, there was a reduc-
tion in the number of benefited persons if compared
to 2021, because in that year we made relevant emer-
gency donations related to the Covid-19 pandemics
and to fight hunger.
Total number
of volunteers:
1.4 thousand
(1,091 members
and 331 guests)
in 6 countries.
Number of
benefited people:
37.2 thousand.
Acknowledged initiative
In 2022, the Volunteering Games (Gincana de
Voluntariado) received the Aplaude Award from
the Brazilian Corporate Volunteering Council
(CBVE), in the category Engagement Initiative. In
Mexico, we received the award Mejores Prácticas
de Responsabilidad Social Empresarial, 23rd edition,
from the Mexican Philanthropy Center (Cemefi).
In the United States, we were acknowledged as
Cleanup Champions by the Plastics Industry
Association (Plastic), due to the cleanup task
forces carried out throughout the year.
47
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Support to residents
Braskem has the non-negotiable value of the
safety of people and, since the occurrence of the
geological event in some neighborhoods of the
city of Maceió (AL), in 2018, this has been the main
priority, in view of its commitment to safety and
social responsibility. Associated with this action,
the company has carried out a series of actions
related to the preventive evacuation of risk areas,
financial compensation, geological stabilization
and referral of unoccupied areas. Below are some
of these key actions:
The Financial Compensation and Relocation Support
Program (Programa de Compensação Financeira e
Apoio – PCF), created in December 2019 with the
purpose of pre-emptively relocating residents, as
well as accelerating the compensation process, has
achieved its goals and reached the end of 2022 with
more than 98% of the families already relocated
from the areas considered to be at risk. About 97%
of residents have also received compensation pro-
posals with an acceptance rate of 99.6%.
The PCF is an integral part of the Agreement entered into between the
Public Prosecutor’s Office, Defenders and Braskem, whereby, in addition
to relocation and compensation measures, the program encompasses fi-
nancial support and technical support services, such as rent assistance,
the cost of the changes, coatrooms, pet storage during the change period,
real estate consulting, service channels, support in opening bank accounts,
partnering with notary offices to issue documents and certificates, among
others. The program has social technicians, facilitators for the process of
financial compensation, legal and psychological support, all committed to
seeking the best solutions for the residents of the region. This psycholog-
ical support service that the company offers is free for all families residing
in the areas of evacuation and monitoring and who are included in the PCF.
By the end of 2022, more than 33,000 visits have been conducted.
The PCF has completed its third year of existence having fulfilled the
scope defined in the Agreement and, so far, out of a total of approximately
19,000 entries made to the program, more than 18,600 have already re-
ceived the proposal for financial compensation, approaching its closing.
Plan for Closing and Monitoring the Salt Mines
Throughout 2022, the Company continued to make its best efforts to
adopt the necessary and appropriate measures to resolve the issues
arising from the geological phenomenon, fully complying with all com-
mitments assumed. The actions for closing and monitoring salt wells
follow the mine closure plan approved by the National Mining Agency
(Agência Nacional de Mineração – ANM), aiming at stabilization of the
cavities. The interpretation of the monitoring data makes it possible to
observe a reduction of the ground movement velocity, which will con-
tinue to be monitored, even after the completion of actions planned for
the coming years. The actions of filling the wells with sand, belonging to
the first group of 4 cavities, are in an advanced phase, with the mon-
itoring of the ANM, and expected completion for the 1st half of 2023.
Actions have already been initiated to fill the second group, of 5 cavities,
according to the planned schedule.
48
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Braskem has been moving forward with the adoption of measures, es-
tablished in the Socio-environmental Agreement, signed on 12/30/2020
with the Federal Public Prosecutor’s Office, to repair, mitigate or com-
pensate potential environmental and socio-urban impacts resulting
from the activities of rock salt extraction.
In 2022, the Social Action Plan was prepared as a development of the
work of the Technical-Participative Diagnosis, resulting in the proposal
of initiatives that are divided into: Axis 1 - Social policies and reduction
of vulnerabilities; Axis 2 - Economic Activity, Labor and Income; Axis
3 - Urban and Environmental Renovation; and Axis 4 - Preservation of
Memory and Culture. The current stage is a technical discussion of the
diagnosis with the competent public bodies. The proposal for Potential
Projects of social actions keeps evolving, to support the discussions
between the agencies involved, as well as the conduct of public con-
sultation about the proposed diagnosis.
The Socio-environmental Agreement also provided for the making of a
diagnosis to evaluate the potential environmental impacts resulting from
the extraction of rock salt and the preparation of an environmental Plan
with detailed proposals for measures. This diagnosis has already been
concluded and resulted in the preparation of an Environmental Action
Plan, which is in the process of discussion with the authorities, following
the procedure provided for in the Socio-environmental Agreement.
As an integral part of the transformation agenda and future referral of
the vacated areas, the works of the Stabilization and Drainage Project
of the Mutange Coast were started in January 2022, whose scope en-
compasses demolition, earthworks, construction of drainage system
and planting of vegetation cover in the area involved, with completion
planned by the end of 2023.
Also in 2022, the Partial Adherence Agreement of the Municipality of
Maceió to the Socio-environmental Agreement was signed relating to
eleven Urban Mobility actions in the region, of which two have already been
initiated and continue to move forward. There are al-
ready about 300 workers involved in these two ac-
tions, and the implementation of each of the planned
actions, in addition to expanding the generation of
jobs, will bring benefit to the locations where they will
be implemented, as well as to the city as a whole.
Urban integration of Flexais
In October 2022, we signed an agreement with the com-
petent public bodies to implement renovation mea-
sures in the Flexais region, located in the Bebedouro
neighborhood, considering the socioeconomic islanding
of this area, after the PCF relocation process.
The Urban Integration and Development Project of
Flexais expects to complete the 23 renovation actions
in two years, based on initiatives to improve living con-
ditions and access essential utilities. There will also
be payment of financial support to residents, vacant
property owners and merchants.
Communication
Since 2019, through social dialog with community
leaders and merchants, information has been col-
lected and questions have been clarified about the
PCF and about works and interventions in the areas,
among other topics. Active listening is also con-
ducted that receives the demands of communities
and seeks to support their resolutions, in addition
to seeking opportunities for cooperation to mitigate
local impacts.
There are various channels of direct contact with
families, with messaging application support and an
0800 Service Center. As of December 2022, approxi-
mately 224,000 telephone calls have been made. In
addition, access to information about the actions re-
lated to Maceió is broad and transparent, through the
website www.braskem.com.br/alagoas. The platform
also provides regular accountability of the activi-
ties performed. In addition to social media channels,
Communication relies on the Braskem Explains
campaign, published in the main local media, to en-
sure that the most up-to-date information is always
available and accessible.
Next steps
In 2023, the priority will be to complete the final
relocation support measures provided for in the
PCF and, as well as the latest financial compensa-
tions, in addition to proceeding with the safe clo-
sure process of the 35 wells in the region, with this
expected to last until 2024. In addition to these
actions, the company will proceed with urban mo-
bility projects, the agreed renovation actions of
the Flexais region and the forwarding actions of
the unoccupied areas.
The company will also move forward with the ex-
ecution of the environmental plan and the defi-
nition of potential social action projects in the
surrounding region.
49
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Our broad and diverse portfolio includes products that contribute to
the productivity and competitiveness of clients in a variety of indus-
tries. Together, we seek to develop sustainable solutions that posi-
tively impact the entire production chain. This is the case with life
cycle analyses, certified raw materials with renewable and circular
content and recently the offer of carbon credits to offset emissions
in the transportation of goods.
In order to strengthen our relationship with clients and present our en-
tirerange of solutions – their features, applications and degrees – we
participate in various events throughout the year. In 2022, we partici-
pated in Expobor, Agrishow, Abrafat, all in Brazil, and K Fair, in Germany.
By 2022, Braskem had already
completed 116 LCA projects in
partnership with its customers.
K Fair
In 2022 we also attended the K Fair, held in Düsseldorf (Germany)
that happens every four years. One of the highlights was the launch
of Wenew, a global circular economy ecosystem that encompasses
circular technologies and products, and education initiatives on con-
scious consumption and proper disposal.
Another important point of our participation was the presentation of innovation initiatives, such as Cazoolo
to Oxygea and the Center for Technology and Innovation (CTI), at the petrochemical hub of Triunfo, in the
south of Brazil. We also introduced Smartrails, a solution for our clients that replaces wooden sleepers
with railway sleepers made of plastic. The coating is made of polyethylene with fiberglass and high-density
polyethylene blocks.
Reputation survey
Braskem has been monitoring its reputation since 2010 through an annual survey carried out with various
stakeholders. The survey looks at emotional issues, degree of esteem, admiration, empathy and trust. It
also uses rational indicators in seven dimensions: products and services, innovation, work environment,
governance, citizenship, leadership and performance.
In 2022, Braskem’s score was with a strong reputation. We show significant growth of the reputation in-
dicator for communities around our operations in Brazil. We have also made a positive highlight for our
reputation with society in general in Brazil, with growth in the reputation indicator for the second con-
secutive year.
Highest historical score at Ecovadis
Since 2009, we are invited by our customers to participate in Ecovadis' social and environmental eval-
uation. We used efforts to improve the answers to the questions of the questionnaire and, in 2022, we
obtained Braskem's highest historical score in the evaluation, reaching 68 points, against 62 points of
the classification of the previous year.
50
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Socio-environmental engagement
GRI 3-3 308, GRI 308-2
Regarding sustainability aspects, we consolidated our partnership with
Ecovadis, one of the world’s largest global supply chain sustainability
rating companies, to evaluate the environmental, social and gover-
nance management of the supplier base. In 2022, we had 200% growth
in the evaluated supplier base, which demonstrates the engagement of
our supply chain on the topic. In addition, we also achieved the engage-
ment of 270 suppliers in the assessment of CDP Supply Chain Climate
and CDP Supply Chain Water, with engagement rates of 82% and 72%
respectively. Also worth highlighting is Braskem’s partnership with
Childhood Brazil in the fight against sexual exploitation of children and
adolescents on the highways, given its road distribution matrix.
Supplier management
GRI 3-3 204, GRI 205, GRI 304, GRI 308-1, GRI 3-3 410, GRI 3-3 414,
GRI 412-3
2022 was also a year of strengthening relationships
with our suppliers, contributing to the achievement
of greater reliability, competitiveness, safety and
efficiency for our operations. In addition, we have
strengthened our actions in Sustainability through
initiatives that promote the engagement and devel-
opment of our partners on the topic.
From the registration process onward, our suppliers
are invited to get to know and sign our Third Party
Code of Conduct, which expresses their expecta-
tions about the conduct of partners working with
Braskem. For more critical sectors, such as sug-
arcane ethanol, we also have exclusive codes and
criteria for supply, whose compliance with the stan-
dards required by the company is essential for the
formation of the partnership.
Recycled plastic suppliers, in turn, are subject to a
specific checklist and due diligence and subject to
frequent audits. In addition, in the Registration pro-
cess itself, a survey of information from each partner
is carried out with the goal of evaluating and classi-
fying the risk exposure with regard to environmental
aspects; labor and human rights aspects; ethical
aspects; and/or financial aspects of Braskem as re-
gards this new relationship and consequently acting
with the establishment of possible mitigating plans
if the relationship materializes.
Assessment of ethanol suppliers
The human rights due diligence process
has reinforced what had already been
identified a few years ago: the existence
of risks associated with the ethanol
supply chain, made from sugarcane,
which is used for the production of I’m
greenTM polyethylene. Since 2016, we
have implemented the Responsible
Sourcing of Ethanol Program to ensure
integrity and sustainability practices
in the cane chain through audits
of suppliers and sub-suppliers.
The program is structured into two
pillars: compliance and excellence.
The compliance pillar establishes the
operational standards expected for
the management of human resources,
the environment, local communities,
quality, and efficiency. The pillar of
excellence refers to a Continuous
Improvement Program, focused on
issues relevant to the ethanol chain.
In 2022, we revised the Program
to broaden the themes addressed,
reinforce governance requirements, and
further mitigate risks in the chain.
CLICK HERE
For more details of our I'm greenTM
recognitions and certifications.
51
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Recognition
As a result of the consolidation of these part-
nerships, in 2022, we held the second edition of
the Braskem Supplier Sustainability Recognition
award, which highlights the ESG best practices
of our suppliers and encourages our supply
chain to take actions in socioenvironmental
performance, human and labor rights, the envi-
ronment, ethics and sustainable Procurement.
In this process, the companies were evalu-
ated based on their scores in the Ecovadis, and
Carbon Disclosure Project (CDP) question-
naires, resulting in the recognition of 24 sup-
pliers that stood out the most in the period.
The online event had an audience of more than
1,000 Braskem suppliers worldwide.
Partnerships that transform
Since 2021, we have been working together with BASF on projects aimed at
accelerating two crucial points for the chemical sector: recycling and carbon
neutrality. In 2022, the partnership prioritized five actions, two of which are
being implemented and one will start in 2023. One of them is the use of maritime
logistical assets through the partnership, with the objective of optimizing idle
capacity and reducing impacts on emissions of greenhouse gases (GHG). The
partnership also resulted in an agreement, valid from 2023, in which Braskem
supplies propylene with a circular attribute through the concept of mass balance,
certified by the International Sustainability and Carbon Certification (ISCC).
It is worth noting that the sustainable solutions made possible by the partnership
with BASF are scalable and may be extended to other Braskem customers.
52
Supplier management
GRI 204-1
2022 was also characterized by a volatile economic and supply scenario arising
from the pandemic. In this context, expenditures with local suppliers of goods,
services and Supplies totaled R$13.5 billion (79% of total expenditure).
Expenses with local suppliers by region(1)
(%)
Local
Non-local
83
17
98
2
71
29
64
36
Brazil
United States
Europe
Mexico
(1) Suppliers of goods, services and inputs.
Risk management in input procurement
We review the input supply chain risk management process, creating
global indicators and setting priorities by region and country, enabling
the implementation of risk mitigating actions according to the degree
of vulnerability presented. Such actions have also allowed us to im-
prove business relationships and product procurement strategies that
are indispensable for our production processes, since this mapping is
not limited to looking at only our main suppliers, but the entire supply
chain and any potential impacts we are subject to.
Foreign trade compliance and safety
Another standout front in 2022 was achieving the low-risk operator
rating through the Authorized Economic Operator (Operador Econômico
Autorizado, OEA) Certification in the Safety category, resulting in greater
agility and predictability of loads in international trade flows.
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GRI 2-28
Investment in class associations
Region
Brazil
USA
Mexico
Europe and Asia
Total
Investment in 2022 (R$)
Number of entities
47,027,128.38
15,125,842.26
4,500,410.72
7,577,297.44
74,230,678.80
61
18
6
9
94
In an ethical and transparent manner, we want to contribute to discus-
sions for the formulation of public policies related to the development
of the petrochemical industry, the elimination of plastic waste and the
fight against climate change, fundamental topics for the development
of our industry and our business.
In order to improve our governance and intensify our initiatives on topics
that impact different regions, we created the Global Advocacy area in
2022. An integral part of the Institutional Relations board, the new area,
in support of Sustainable Development strategies, will focus on the cre-
ation of a governance system for the exchange of information among
the various Institutional Relations teams in the different regions, the
mapping of public policies and global impact initiatives and the mapping
of stakeholders for the development of global positions on these fronts.
At the end of 2022, along with other members of the International Council
of Chemical Associations (Conselho Internacional de Associações de
Produtos Químicos – ICCA), we participated in the first round of negoti-
ations seeking to reach a global agreement to eliminate plastic pollution.
This round was the first in a series of agendas due to continue until 2024
to come up with a global proposal covering all stakeholders in this chain.
We are also involved in discussions to develop public policies aimed at
regulating the handling of plastic waste, especially in Brazil and Europe,
which will support us in overcoming challenges in the recycling chain.
Also at the end of the year, we participated in several events during the
27th UN Climate Conference in Egypt to present our strategy to combat
climate change and key projects towards carbon neutrality. We also con-
ducted several interactions with government officials, partners and cli-
ents during the event.
53
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GRI 3-3 201, GRI 201-1, GRI 203, GRI 413 | SASB RT-CH-210a.1
It is essential for us to seek economic and financial results based on a
solid development strategy, on constant strengthening of ESG prac-
tices, on long-lasting relations with our customers and, consequently,
on the increase in the value generated for shareholders.
We understand that this is a key issue to enable our commitments of
2030 and 2050. For that purpose, we are continuously working to guar-
antee the integrity of our production chain, the strengthening of our
governance and compliance system, and the maintenance of a strong
level of liquidity and positive cash generation, even in down cycle pe-
riods in the petrochemical industry.
Economic and Financial Results
Dimension 2
CLICK HERE
For more details on advances in the
area of economic and financial results.
54
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US$929 million
R$3.3 billion
in cash
generation
(-66% vs. 2021).
in corporate
investments
(-8% vs. what was estimated).
2.42x
corporate
leverage
(+1,48 pp vs. 2021).
Recurring EBITDA:
US$2.1 billion
(-64% vs. 2021).
The good performance of the company’s financial
capital over 20 years of existence is the result of a
strategy based on discipline in capital allocation
and focused on value generation, risk mitigation,
and identifying and seizing opportunities.
55
Cash generation
Investments
We ended the year with recurring EBITDA of US$2.1
billion, 64% lower than 2021, an amount explained by
factors such as the drop in international spreads of
PE, PP and PVC in Brazil, PP in the United States and
Europe, and PE in Mexico, as well as the lower volume
of sales of major chemicals in the Brazil and PP seg-
ment in the United States and Europe.
In turn, the recurring cash generation in 2022 was
R$6 billion due to the recurring EBITDA for the pe-
riod, the variation in working capital, and the compa-
ny’s operational and strategic investments referring
mainly to the disbursements of scheduled mainte-
nance stoppages made in 2Q22 and the construc-
tion of the ethane import terminal in Mexico and
the expansion of biopolymer capacity in Rio Grande
do Sul, respectively. Adding the payments relating
to the geological event in Alagoas, the Company
presented a cash generation of R$3.3 billion.
Liquidity and indebtedness
We finished the year with gross debt of US$6.8 bil-
lion, with 96% of maturities concentrated in the
long term and 4% in the short term. In line with the
strategy of maintaining a robust cash position and
given a volatile and unstable scenario for borrow-
ings in the international market in 2022, Braskem
once again accessed the local market, issuing four
operations totaling R$3.7 billion. Finally, corporate
leverage, as measured by the recurring net debt/
EBITDA ratio in dollars, was 2.42x.
In 2022, we invested US$149 million in projects re-
lated to the seven dimensions of the sustainable de-
velopment strategy, distributed as follows:
Dimension
1 - Health and safety
2 - Economic and
financial results
3 - Elimination of
plastic waste
4 - Combating
climate change
5 - Operational
eco-efficiency
6 - Social responsibility
and human rights
7 - Sustainable
innovation
Total
2022
(US$ MM)
2023e
(US$ MM)
16
-
3
92
24
9
5
77
-
4
47
35
7
24
149
194
Note: Investments by dimension do not consider investments in scheduled mainte-
nance shutdowns, spare parts for equipment, among others.
The key projects of the year related to the commit-
ments for Sustainable Development were the expan-
sion of biopolymer capacity in Triumph, initiatives
to reduce CO2e emissions and energy efficiency of
plants and projects related to industrial safety.
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ESG value
ESG Day
2022 represented the consolidation of the sustainability strategy to our corporate strategy. In October, we held
the second ESG Day, a hybrid event where we presented our advances in sustainability and reinforced our com-
mitments for 2025, 2030 and 2050, which focus on three pillars: social responsibility and human rights; plastic
waste disposal and combating climate change.
There were about 730 participants including investors, journalists, banks and Braskem team members. The
event had a positive impact with the media and among sell-side analysts, who make recommendation on
buying, holding or selling stock.
CLICK HERE
To download our ESG Day presentation.
Click here to access the event recording.
Credit lines
In 2022, we secured our first corporate credit line tied to a sustain-
ability-linked goal (Sustainability Linked Loan, SLL). We have signed
two contracts with international financial institutions totaling US$150
million tied to the growth in sales volume of Green PE I’m greenTM bio-
based in the coming years, there are incentive and penalty mecha-
nisms tied to the achievement of the established KPI.
Also in 2022 we conducted a local debt issue. This is the 124th issue of
agribusiness receivable certificates (Certificados de Recebíveis do
Agronegócio – CRA), backed by credit rights in the amount of R$720 mil-
lion, by the Eco Securitizadora de Direitos Creditórios do Agronegócio.
Our goal is to apply resources exclusively to the acquisition of ethanol
from rural producers.
LEARN MORE!
In Manufactured Capital.
Investor
relations
In 2022, we launched the Braskem Invest podcast. The channel, avail-
able on different platforms, covers information related to the compa-
ny’s performance in its strategic pillars and the petrochemical sector,
in addition to offering analyses and views on the company and the fi-
nancial market.
LEARN MORE!
About our Investor Relations initiatives.
Click here to access Braskem Invest.
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GRI 3-3 416
We have sustainability as one of the pillars of corporate strategy and
business growth. Through our initiatives and processes, we transform
natural, renewable and non-renewable resources into chemical and
plastic products, seeking to reduce and mitigate environmental and so-
cial impacts.
Our focus is on combating climate change and eliminating plastic waste,
seeking to be a benchmark in operational eco-efficiency in our opera-
tions in relation to water and energy consumption and effluent genera-
tion, atmospheric emissions and waste.
Elimination of Plastic Waste
Dimension 3
CLICK HERE
Combating Climate Change
Dimension 4
CLICK HERE
Operational Eco-efficiency
Dimension 5
CLICK HERE
For more details on
advances in the dimension.
57
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18.6 million
tons in
raw material
consumption
(-3 vs. 2021).
˜20 million
m³ in the generation
of effluents
(-3% vs. 2021).
71.2 million
m³ in water
consumption
(+1% vs. 2021).
50.6 thousand
tons in
waste generated
(+23% vs. 2021).
10.7 million
tons in
GHG emissions
(scopes 1 and 2)
(-2% vs. 2021).
33.5 thousand
in plastic
waste recovered
(+89% vs. 2021).
Combating climate change
At Braskem, we assumed the commitment to reach
2030 with an absolute 15% reduction in greenhouse
gas emissions (GHG) in scopes 1 and 2 – in relation
to the average of the years 2018, 2019, and 2020 –
and to achieve carbon neutrality by 2050.
In addition, we committed to expand our bioproducts
production capacity to 1 million tons. For that purpose,
we have adopted an action plan composed of three pil-
lars of operation: reduction of emissions in our opera-
tions, removal of biogenic carbon with stock in product
and carbon capture/conversion into chemicals.
In 2022, we mapped potential projects to achieve
these commitments by means of the development
of a Marginal Abatement Cost Curve (MAC curve)
of GHG emissions. Based on this study, we devel-
oped a global route of initiatives of various levels of
maturity and complexity, with different expected
development horizons.
Volume of GHG emissions
(million tCO2e - average of the last three years)
The global curve mapped 161 projects with potential
to reduce 3.4 million tons of CO₂e:
Short term: efficiency projects and energy ma-
trix replacement.
Medium-term: projects for the use of renewable
raw materials.
Long-term: technology development projects
for carbon capture and use.
The MAC curve allowed us to review and improve the
internal cost of carbon, which is used since 2016 to
analyze the feasibility of investment projects consid-
ering the variable of GHG emissions. Since 2021, this
analysis is mandatory for certain lines of investment
and it is based on a tool developed internally. The tool
calculates the cost of the estimated emission of a
project based on its technical specifications.
10.87
2020
10.76
2022
9.2
2030
0
2050
LEARN MORE!
About our strategy to combat climate change in the chapter Braskem’s
Strategy or click here to access our page with a progression of the goals.
58
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Inventory of GHG emissions
Scope 1 emissions
Since 2008, we account for the emissions of Braskem’s operations and publish the results in a GHG inventory,
which currently follows the operational control approach, contemplating our global emissions of scopes 1, 2, and
3, and which is annually verified by an independent third party. The inventory is our main tool to monitor our
qualitative evolution in relation to the reduction targets of our climate change strategy.
The inventory observes the guidelines of The Greenhouse Gas (GHG) Protocol – Corporate Accounting and
Reporting Standard – Revised Edition from World Resources Institute (WRI) and World Business Council for
Sustainable Development (WBCSD) – 2004 Revised Edition and the Specifications of the Brazilian Program
GHG Protocol: Accounting, Quantification, and Publication of Corporate Inventories of the Greenhouse Gas
Emissions – Second Edition and is verified by an external third party.
Most of Braskem’s scope 1 emissions – 90% in 2022 – occur in our pet-
rochemical centers (crackers), where the raw material (of fossil and/or
renewable origin) is transformed into plastic products, chemicals, and
specialties in an energy-intensive process named cracking. With the
reduction in the amount produced in 2022 compared to the previous
year, our crackers did not operate at their optimal energy efficiency.
As a consequence thereof, even with a smaller production, our GHG
emissions of scope 1 remained stable in relation to 2021, with a small
increase by 0.58%.
Emission map
GRI 3-3, GRI 305
Scope 3 -
upstream
38%
Scope 1 –
direct emissions
26%
Scope 2 –
indirect emission
2%
Scope 3 –
downstream
34%
Emission of greenhouse gases(1)
GRI 305-1, GRI 305-2, GRI 305-4
0.668
Scope 1
(tCO₂e)
Scope 2(2)
(tCO₂e)
Intensity
(Scope 1+2, tCO₂e)
Production
(t)
0.623
16,932,289
801,633
9,750,862
16,092,170
765,287
10,021,191
0.637
17,059,721
0.643
16,569,637
881,089
9,987,076
605,702
10,045,179
Scope 2 emissions
GRI 305-5
Braskem’s scope 2 emissions presented a reduction if compared to
2021, in the market-based approach (-31.26%).
Even though the electricity and vapor consumption remained stable
in relation to the previous year, the emission factors of the intercon-
nected systems (grid) in which we operated were reduced, most ex-
pressively in Brazil, were the factor dropped by almost 66% due to the
good performance of the hydroelectric plants (which was less frequent
in 2021 due to the water crisis). Since the electricity consumed in Brazil
originating from the grid represents a little more than 60% of the total
consumption of scope 2 (electricity and vapor, the impact on emissions
was considerable.
In addition, the reduction by 31.26% reflects the renewable and clean
energy purchase agreements in Brazil, Germany, and the United States,
strategy under implementation since 2018 and which has already
brought important results in the inventory.
59
(1) The reference values for potential global warming (GWP) have been changed and are in line with the IPCC Fifth Assessment Report (AR5).
(2) Market-based, the approach of measuring Scope 2 GHG emissions using a specific emission factor directly associated with the source of the generation of purchased electricity.
2019
2020
2021
2022
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tion of the GHG Protocol Brazilian Program
(PBGHG) for the 12th consecutive time. This
is a result of the coverage of the emissions
(scopes 1, 2, and 3) and of the verification by an
accredited third party in the 2021 inventory. At
the CDP Climate, we were awarded grade B.
Scope 3 emissions
GRI 305-3
In 2022, Braskem's scope 3 recorded 27,281,767 tons of CO₂e considering all categories reported relating
to the upstream and downstream emissions of our value chain. This amount includes the report of 12 cat-
egories out of the 15 categories applicable to scope 3, it being understood that categories 2, 13, and 14
do not apply or are not material for our business. Considering the entire chain, the scope 3 emissions
represent 72% of its total emissions for Braskem. Upon analysis of the results, we note that 85% of the
total scope 3 emissions are concentrated in three categories, which are: 1- Goods and services pur-
chased; 10- Processing of products sold; and 11- Use of goods and services sold. This distribution profile
is very similar to companies of our industry due to the purchase of fossil raw material and of the pro-
cessing carried out by our customers in the transformation of resins and use of the energy products sold.
In absolute numbers there was a reduction of 9%
compared to 2021, mainly leveraged by a reduction in
raw materials as a consequence of the reduction in
the company's total production volume in the period,
use of more accurate emission factors for transport
(categories 4 and 9), reduction of the grid emission
factor, border adjustment (category 15) and disre-
gard of waste and effluent emissions from Cetrel in
scope 3.
Representativeness of each category
in the total scope 3 emissions
(%)
44.8
25.6
14.7
Category 1
Raw material acquisitions
Category 10
Processing of products sold
Category 11
Use of goods sold
Category 12
End-of-life treatment
of products sold
Category 3
Fuel and energy related activities
Category 4
Transport and distribution (upstream)
7.7
3.0
2.8
Category 9
Transport and distribution (downstream)
1.0
Other categories
0.4
Review of the corporate
inventory process
In 2022, we reviewed the greenhouse has
emission management process, which
is a fundamental initiative to consoli-
date and bring more assertiveness to
the corporate inventory. While listening
and understanding the new process,
we identified three main frons for the
inventory as a unified corporate GHG
emissions management tool: quantita-
tive monitoring of corporate emissions
reduction targets with the Industrial
team; monthly monitoring of the plant
emissions to understand the impact of
“real-time” decision making; and to fore-
cast future emissions of our operations
considering potential future projects.
60
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To achieve the emissions reduction commitment set for 2030, in 2021
we developed a program dedicated to industrial decarbonization. The
program is based on three fundamental pillars: GHG Inventory, the basis
for proper management of the topic; Culture, Process and Governance,
which includes the development of an industrial mentality focused on
operating and identifying improvements that can reduce greenhouse
gases emission, strengthen the orientation of processes and gover-
nance for decision-making based on emissions, besides stimulating
partnerships for the development and implementation of solutions;
and the lines of action, distributed on the fronts:
OPERATIONAL DECISIONS
Implement continuous improvement operational initiatives with a
view to reducing emissions.
ENERGY MATRIX
Increase the share of renewable energy and low-carbon fuels in
Braskem’s energy matrix.
ENERGY EFFICIENCY
Reduce GHG emissions through energy integration, electrification
and optimization initiatives.
TRANSFORMATIONAL PROJECT
Implement key initiatives capable of significantly reducing GHG
emissions from key issuer complexes.
61
Program initiatives per stage
Industrial mindset focused
on decarbonization
Stage 0
Idea evaluation
Stage 1
Identification – FEL Stage
In our strategy to fight climate change, we es-
tablish annual goals related to the reduction of
emissions by industrial decarbonization projects,
contemplated in the variable remuneration of the
senior management.
69
12
20
4
23
7
3
Prioritized initiatives
Stage 2
Planning/FID
Stage 3
Execution
Stage 4
Run-rate
Stage 5
Complete
Based on the MAC curve developed this year, we
prioritized 69 initiative to reduce emissions among
the lines of action, it being understood that 48% of
them are already in progress or in run-rate. The en-
ergy efficiency and electrification initiatives are the
main fronts of the decarbonization portfolio, based
on renewable energy and low-carbon fuels.
In 2022 we also conducted the main global tech-
nical congress, which was created to encourage
preparation of the industrial public to the chal-
lenges in climate change, focused on technical
excellence. Its main purpose was to share the im-
provements and best practices involving industrial
decarbonization, and also to present the external
benchmarks. Twenty-eight initiatives with poten-
tial to reduce greenhouse gas emissions were pre-
sented, and the majority of them originated from
continued improvement projects. The industrial
decarbonization capacity building track, which was
implemented in 2021 and gathers the main con-
cepts and initiatives of the program, trained more
than 700 people since then.
The target established for 2022, to map projects for the
reduction of 300 thousand tCO₂ e, was fully achieved.
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 Increase in energy efficiency in the
ABC petrochemical center
Since 2019, we devote to a process of modernization of the electric system
in the petrochemical center of the ABC region, in São Paulo. The project is
carried out in partnership with Siemens, which is responsible for building
and operating the high-efficiency co-generation system, and the joint in-
vestment amounts to approximately R$600 million.
The purpose is to update the technology of the system that serves this
petrochemical center, which is made by substituting steam turbines by
high-efficiency electric motors. The support originates from a new energy
co-generation plant fed by residual gas with high hydrogen content from
the petrochemical production process.
In 2022, we started the co-generation phase, which generated a reduction
by approximately 35 kt CO₂e/year due to the use of electricity and natural
gas. For 2023, we foresee conclusion of the project and an estimate re-
duction by approximately 100 kt CO₂e/year, in addition to estimated gains
in energy efficiency (7.3%) and water consumption (11%).
Electrification with renewable energy
As part of our commitment to implementing of new tech-
nologies and solutions that drive to the sustainable devel-
opment, Braskem and Coolbrook plan to jointly implement
a pilot project in which Braskem will evaluate the use of the
disruptive technology, called RotoDynamic Reactor (RDR),
on an industrial scale before implementing it into your
crackers. Ultimately, the project involves the electrification
of crackers through the substitution the use of thermal en-
ergy derived from fossil fuel for electricity generated from
renewable sources, which is one of the ways for Braskem to
reach carbon neutrality by 2050.
Consumption of power
GRI 3-3 302, GRI 302-1, GRI 302-3, GRI 302-4
In 2022, even with lower absolute consumption, the indicator of total energy consumed was 4.7% higher if com-
pared with the previous year (11.31 GJ/t), mainly due to a reduction in the production and consequent worsening
of the energy efficiency of the plants. Irrespective of that, throughout the year, we continue investing in renew-
able electric matrix and energy efficiency.
Energy consumption (GJ)
188,064,527.12
186,884,884
188,512,343
187,376,560
Energy consumption intensity (GJ/t)
11.09
11.23
10.80
11.31
2019
2020
2021
2022
% of consumption by energy type
4.6
0.1
8.3
4.2
0.5
7.4
4.4
0.1
7.7
4.0
2.2
8.1
25.2
2019
25.7
2020
22.6
2021
21.5
2022
61.8
62.2
65.3
64.2
Residual fuels
Natural gas
Electricity
Coal
Other fuels
Voqen: Vocation for energy
In October 2022, we launched Voqen - new Braskem company, being one of its focuses the energy
transition in our industry. Voqen already manages a portfolio of more than R$3 billion per year, will
help us in the energy transition process and provide support to the entire chemical and petrochemical
chain. We will offer our customers and partners all knowledge of the energy and gas markets we gath-
ered over the years, as well as customize renewable energy solutions and new business models.
LEARN MORE!
About Voqen.
62
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Biomass-based thermal energy
In 2018, we initiated a sequence of long-term agreements for the purchase of
renewable energy. Since then, we signed agreements with an average term of
20 years, for the supply of electric energy from wind and solar sources. In Brazil,
our agreements represent 40% of the energy we purchase in the country and
account more than 220 average megawatts. Also enable the construction of
new ventures that contribute to the expansion of the electric system and the
country's development, especially in the regions where we are located.
% of renewable electricity purchased: 82%.
MWm of long-term renewable electricity
already contracted globally: +230 MW.
3.3 million tons of CO₂e in emissions
avoided over the duration of the contracts.
Veolia: in 2022, we executed an agreement to produce energy with the use of biomass-based steam. As
from 2023, the operation will be carried out in Marechal Deodoro (AL), generating up to 900 thousand
tons of steam/year, in 20 years, reducing approximately 150 thousand tons of CO₂e in the long term.
Clean energy and RECs certificates in Germany and in the USA
We evaluate the potential to increase our consumption of renewable energy globally.
Therefore, in 2022 Braskem Europe commenced to implement its strategy of purchase of
energy with renewable certificate for 100% of its consumption of electricity. As a result
thereof, in that year the market-based emissions of scope 2 of Braskem of that region
were 75% lower than the location-based emissions.
Braskem in the United States, in turn, signed a renewable electric energy purchase agreement,
for a term of ten years, for the plant in Neal (West Virginia), which becomes effective in 2025.
It has also entered into clean energy agreements for the plant in Marcus Hook (Pennsylvania),
until 2027. Finally, it has acquired Renewable Energy Certificates (RECs) for the Texas plants.
Renewable energy in Braskem’s energy matrix
Clean and/or renewable
energy consumed
(% of total energy consumed)
Total clean and/or renewable
energy purchased
(% of total energy purchased)
Renewable electricity
purchased(1)
(% of total electricity purchased)
2019
2020
2021
2022
6.4
4.8
5.4
6.9
2019
2020
2021
2022
12.7
11.7
13.1
17.4
2019
2020
2021
2022
2030
72
74
71
82
85
(1) The electricity supply at Braskem is acquired via specific renewable contracts, complemented by electricity from the grid. Thus, the percentage of renewable electricity
purchased considers both forms of supply. In 2022, there was greater renewability of the Brazilian GRID, as explained in the GHG emissions volume indicator, scope 2.
63
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We are investing in the development of carbon capture technologies for storage and use as raw materials
for chemical production. Our Innovation team is working with a pipeline where 170 ideas have been
identified, 15 of which have been developed, becoming research already at various stages of development.
Among the projects are a partnership with Northwestern University in the development of a co-
electrolysis technology, which simultaneously transforms CO2e captured in CO and ethylene into
ethylene oxide. With the University of São Paulo and the Federal University of São Carlos (UFSCar),
we worked on creating a new technology to convert CO2e into light olefins or linear alpha-olefins.
Together, we are also developing an electrocatalytic system to convert CO2e and water into ethanol.
With New Iridium, a startup from Colorado, United States, we are supporting the development of a
photocatalytic system that uses light energy to promote the conversion reaction of CO₂2e into organic
acids. In addition to the projects to convert CO₂e, we also have a partnership for the development of
capture technologies with membrane in cooperation with Compact Membrane Systems (CMS).
With respect to the project of University of Illinois, from Chicago, initiated in 2019, we have obtained
positive results, with the conclusion of the development of the technology in laboratory, and we are
evaluating the commencement of the pilot plant to continue the development of the technology in
larger scale.
Removal of biogenic carbon with inventory incorporated in the product
From a global emission perspective, we understand
that biopolymers are an important solution for the
petrochemical industry towards carbon neutrality.
In fact, the raw material used for the production
thereof contains carbon of biogenic origin, for ex-
ample, removed from the atmosphere during the
plant photosynthesis process. Because they re-
tain biogenic carbon molecules for dozens of years,
biopolymers can be considered as long-term in-
ventories of biogenic carbon.
For that reason, we announced in 2021 the expansion
of current green ethylene capacity at the Triunfo pet-
rochemical complex in Rio Grande do Sul (Brazil) from
200 kt/year to 260 kt/year, with an estimated invest-
ment of US$87 million, which is expected to start op-
erating in the first half of 2023. As expected for 2022,
we also continue to study the feasibility of expanding
green ethylene production to Thailand, in partnership
with SCG Chemicals – during 2023, we expect to reach
project milestones such as investment approval.
CLICK HERE
Learn more about green
polyethylene sales in
Manufacturing Capital.
In 2022, we formalized our partnership with Lummus
for licensing technology to produce green ethylene. The
partnership will accelerate the use of bioethanol for the
production of chemicals and plastics.
Bioproducts
(Kt)
1,000
+21% (1)
+30%
200
260
2010–2022
2023
(Commitment)
2030
(Commitment)
(1) Considers the weighted annual growth rate in the period.
Diversification into bioproducts
The year 2022 also marked the
launch of Sustainea, a joint ven-
ture with Japan's Sojitz focused
on the production and sale of monoethylene glycol (bioMEG)
and monopropylene glycol (bioMPG) made from renewable raw
materials. The raw material for PET, MEG has numerous appli-
cations and is essential for industries such the textile and pack-
aging industries, especially beverage bottles, but today it is still
predominantly produced from fossil raw materials.
By means of this joint venture, the business plan contemplates
the implementation of three industrial plants, with start-up of
the first unit in 2025. Sustainea will also establish a production
chain to ensure renewable and competitive raw material supply,
as well as a logistics operation that enables the smallest pos-
sible carbon footprint. The expectation is that once the tech-
nology is approved, the plants will have a combined production
capacity of up to 700,000 tons of bioMEG per year.
LEARN MORE!
About Sustainea.
64
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Climate adaptation
GRI 201-2
Climate adaptation and water security
One of the main physical climate risks to which we are exposed is water scarcity; therefore, water
risk management is completely interconnected with climate risk management. The main actions for
mitigating water risk is the search for new safe sources of water catchment, thus avoiding potential
conflicts with the community and increasing water security. One example is Aquapolo, which serves
part of the operations in the Southeast region of Brazil, and is one of the main initiatives we have
implemented for water risk mitigation, the largest reuse plant in operation in Latin America with 1,000
liters/s capacity.
In operation since 2012, the project is the result of a partnership between sanitation company SABESP,
at the time with the private operator BRK Ambiental and Braskem in a 41-year contract to supply
the company's plants in the ABC petrochemical complex. Nowadays, the Aquapolo is under GS Inima
management and supplies almost 100% of the water consumed by the units of ABC Paulista, which
contributes to minimizing the risks of scarcity in the region.
For the selection of new safe water sources, using as reference the requirements of the CEO Water
Mandate and our sustainable development strategy, with technical support from a specialized con-
sulting firm, we developed a tool that considers technical, social, environmental, economic, and risk
aspects in the decision-making process for new water sources; this way, these new water withdrawal
options will be more aligned with our strategy, underpinning the achievement of the 100% water se-
curity index by 2030.
We concluded the climate risk review, with time horizons of 2030 and
2050, in which we identified and evaluated the physical and transition
risks, as well as the climate-related opportunities that could impact the
company under different climate scenarios. The study also included
mapping the existing control measures for the identified risks and up-
dating the climate change adaptation plan.
The study included scenarios limiting the average temperature increase
to 2°C by the end of the century, providing a wide diversity of plausible
outcomes and meeting the best practices for climate risk studies estab-
lished by the Task Force on Climate-related Financial Disclosures (TCFD).
Its scope reflected all operations in the countries where the company
operates, with potential physical risks raised associated with ten types
of climate threats that vary according to the region of the analyzed units
in Brazil, Mexico, the United States, and Germany. After the climate risk
classification process, the highest risks were identified, totaling 22 in the
time horizon of 2030, and thus action plans were defined to eliminate or
reduce these risks.
Among the industrial units, those located in Brazil presented the
highest incidence, where extreme climate events, such as severe
droughts, heavy rains and floods, can occur. For each of the risks, clas-
sified as high, we prepared action plans with adaptation measures. As
for the opportunities, identified and classified as priorities, we selected
those with the greatest potential positive impact on the business and
defined actions to enhance them. The incorporation of climate risks
to the corporate risk management process, aligned with Braskem's
strategy, allows for the anticipation of due adaptation measures, which
can avoid or control certain risks, and the exploitation of the opportu-
nities identified in the study.
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GRI 3-3 303, GRI 303-1, GRI 303-2, GRI 303-4, GRI 303-5 | SASB RT-CH-140a.3
Water is a fundamental resource for petrochemical pro-
duction, used in cooling processes and steam genera-
tion, as well as incorporated into certain products. Water
scarcity – magnified by climate change – can negatively
impact our business and the continuity of operations.
Therefore, based on the study of climate risks and on
the studies of hydrographic basin risks in the regions
of our operations, we defined and have been imple-
menting action plans for water safety for all industrial
units, in alignment with the climate change adapta-
tion plan, especially for those with the highest risk of
droughts and water unavailability: the northeastern
and southeastern regions of Brazil.
Among our goals for this topic is the use in our opera-
tions of 100% water from safe sources by 2030. In 2022,
the global water security index was 65.3%, an decrease
of 4.1% compared to 2021. The eco-efficiency indicator of
Braskem’s water consumption in 2022 was 4.30 m³/t, al-
most 3% higher than the previous year’s result.
We concluded the technical reassessment of indica-
tors and concepts related to water, based on the most
recent updates of recognized international references,
such as WRI, GRI, CDP, CEO Mandate, among others.
One of the main review points is the standardization
of the concept of safe water, which has already been
updated to calculate the 2022 water security indicator.
This review will allow us to follow a path in line with our
commitment for 2030.
Another important change refers to the reassess-
mento of water reuse indicator, which is part of the
water security index, what resulted in adjustments to
exclude process improvements inherent to the tech-
nologies used in the plants. This adjustment impacted
the water security indicator in 2021 and 2022.
Rio de Janeiro: we signed a memorandum of
understanding with the concessionaire Águas
do Rio (Aegea Group) for a project to supply
the company's industrial plants in Duque de
Caxias with reused water. The project is aligned
with the climate adaptation objectives, with
a focus on achieving 100% water security
for its industrial units by the year 2030.
Alagoas: we are evaluating alternatives for the
reuse and desalination of seawater for the two
industrial units. To support the project selection
process, we developed a methodology with an
external consulting firm, with criteria that will
be considered to define the winning proposal.
This process should be completed by 2023.
The effort for an efficient management of water re-
sources guaranteed our presence, for the sixth year in
a row, in the global A List of water use of the Carbon
Disclosure Program (CDP). The non-profit environmental
organization selects the best publicly traded companies
in the world in relation to sustainability aspects.
We are also part, since 2019, of the CEO Water Mandate,
a UN Global Compact platform that brings together
more than 150 companies committed to advancing the
management of water resources. After joining the Race
to Resilience initiatives of the United Nations Framework
Convention on Climate Change (UNFCCC) and Water
led by CEO Water
Resilience Coalition, a coalition
Mandate, which aims to preserve the world's freshwater
resources through collective actions in water-scarce
basins, we are evaluating existing collective action ini-
tiatives in the southeast and northeast regions of Brazil,
regions of potential water stress, to select the one most
adherent to Braskem's strategy and with potential posi-
tive socio-environmental impact.
Water safety index
(%)
Water consumption
(m³/t)
64.5
65.3
4.31
4.31
4.30
4.19
2021
2022
2019
2020
2021
2022
GRI 303-5
Water reuse index(1)
(%)
Total water consumption(2)
(m³)
17.0
72,389,471
71,216,334
13.8
70,745,786
69,341,060
2021
2022
2019
2020
2021
2022
(1) The methodology for calculating the water reuse index has been changed to exclude process improvements that are
inherent to the technology used in plants. This change also modified the water safety index values as this indicator uses
the reuse index as one of the calculation elements.
(2) Of all areas and areas with water stress (ML).
Distribution of water tanks
Developed in partnership with Fortlev, a national leader in
water storage solutions, the project aims to produce and
distribute (with the help of the Friends of Good Institution)
water tanks in 80 villages in the states of Alagoas, Pernambuco
and Ceará. The action benefited around 10,000 people
and Braskem was responsible for donating Polyethylene
resin to produce more than 2,000 water tanks.
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GRI 3-3 301
We are committed to expanding the commercialization of resins
with recycled content to 300,000 tons in 2025 and 1 million tons
by 2030, as well as recovering 1.5 million tons of plastic waste by
this same year. Thus, increasingly committed to strengthening and
achieving the circular economy, we launched Wenew, the company’s
new circularity ecosystem which includes circular products (resins
and chemicals), environmental education and proper disposal ini-
tiatives, technologies and circular design.
We denominate the last three initiatives as Wemove, a movement that
aims to educate and engage people in society and raise awareness
about ways to achieve a more circular plastics supply chain.
Waste
Recycling
Recovery
and reuse
Circular product portfolio (resins and chemicals).
Development of technologies with high potential
for the recovery of plastic waste.
Initiatives in environmental education and
consumer engagement in projects that address
conscious consumption and proper disposal.
Circular design, a tool that contributes to
rethinking products in a comprehensive way.
Start
Product design
Closing the
plastics loop
Manufacturing
Capacity
and efficiency
Collection
Plastic chain
engagement
Use
Conscious
consumption
CLICK HERE
To learn more
about Wenew.
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GRI 3-3 301
Our global portfolio comprises 40 grades of post-consumer recycled content resins and 42 grades are in de-
velopment. We have plastic resins produced from mechanical recycling, and chemicals such as solvents and
specialties, repurposed from the company’s traditional production processes. Braskem’s circular products
are the result of plastic waste recycling and recovery processes and, for this, we invest in innovative waste
recycling and recovery technologies.
Mechanical recycling
Process of milling post-consumer plastic into smaller
pieces that, after going through the extrusion pro-
cess, become recycled content resins for the most
diverse applications.
Chemical recycling
Process of breaking down post-consumer plastic mol-
ecules, with alteration of their physicochemical proper-
ties, for the generation of circular raw materials used in
the manufacture of new chemicals or resins, with the
same quality as conventional ones and for the most di-
verse applications. Braskem is investing in chemical re-
cycling technology to soon make it a reality.
In 2022, Braskem in the United States announced a novelty that contrib-
utes to the company’s commitments to the circular economy. This is the
expansion of the polymer portfolio, which now includes two new poly-
propylene (PP) grades with post-consumer recycled (PCR) content. The
solutions are used in a wide range of US Food and Drug Administration
(FDA) food contact applications, including consumer packaging, caps,
and household utilities. With the launch, we want to help our clients
meet their recycled content goals in the FDA food contact market, which
currently has limited PCR solutions.
Plastic waste
New products
and applications
Washing
Plastic waste
New products and
applications
Pyrolysis and
other processes
Mechanical
recycling
Chemical
recycling
In Brazil and Mexico, we completed
the lifecycle analysis study of recycled
content resins, which showed
up to a 48% reduction in carbon
footprint over conventional resin.
High-quality
recycled
content resin
Extrusion
Chemical
reformulation
Chemical and
resin products
Cracker
Waste recovery
Process of recovery of products derived from the manufacture of other Braskem solutions, generating
maximum use of raw materials and reduction of waste.
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The partnership between Braskem Idesa and Alcamare,
Mexico’s largest recycler, will help drive the relevance of
PE and PP recycling in the country. Through a long-term
contract, we will develop and trade food-quality recycled
material, i.e., food contact-capable recycled products.
Extending our recycling supply chain
GRI 3-3 301
In 2022, we made significant strides to achieve our
goal of expanding our portfolio to include 300,000
tons of thermoplastic resins and recycled content
chemicals by 2025. One of them was the signing of a
contract for acquisition of shares and subscription of
new shares issued by Wise Plásticos S.A., a company
in the mechanical recycling sector focused on poly-
propylene (PP) and polyethylene (PE) resins.
As of the present, Braskem owns 61.1% of Wise's
share capital. A significant part of the investment –
estimated at R$121 million – will be allocated to dou-
bling current production capacity to around 50,000
tons of recycled products by 2026. The transaction
was approved by CADE on november 2022, com-
pleted on february 2023, and and is connected to
Braskem’s circular economy strategy, creating even
more sustainable and innovative solutions based
on the improvement of opportunities in the plastics
production chain, which includes the recycling chal-
lenge in Brazil.
Also in 2022 we inaugurated, in partnership with
Valoren, the first mechanical recycling plant in
Brazil. With an investment of approximately R$67
million, the unit is expected to transform 250 mil-
lion post-consumer packaging – made of poly-
ethylene and polypropylene – into 14,000 tons of
high-quality recycled content resin annually. After
the process, the resins will serve as raw materials for
the transformation industry.
In addition, we announced the formation of a joint
venture with ER Plastics in the Netherlands. The
company, which will be controlled by Braskem, is re-
sponsible for creating an innovative technology that
converts low-quality plastic waste into final prod-
ucts. With this, we will expand our performance in
the supply chain, based on a new business model,
and be able to expand the use of this technology to
other regions.
The ER Plastics has a nominal mechanical recycling ca-
pacity of 23,000 tons per year, that transforms mixed
plastic waste into compression-molded parts (plates
for use in construction and pallets). For Braskem, the
operation is aligned with the commitment of achieving
300,000 tons of sales of products with recycled con-
tent by 2025.
Production capacity – 2025e
(kt)
Mechanical recycling
Chemical recycling
25
23
14
6
25
93
Valoren
Valoren
ER
Plastics
Wise
Valoren
Expansion
Total
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GRI 3-3 301
In search of new technologies with high potential for plastic waste
recovery, we have invested in several partnerships to increase the
quality of post-consumer recycled content resins and expand their
application possibilities. Among these projects is the partnership
with the Institute for Sustainable Process Technology in developing a
technology for separation and recycling of mixed plastic waste sent for
pyrolysis. With an investment of €2 million, the project will enable the
recovery of plastics that will become raw materials for resin production.
Together with Senai, we are working on chemical recycling research
into solutions for use of flexible post-consumer plastic. The goal of
this partnership – which has an investment of R$2.7 million – is the
development of catalysts to improve the quality of the products
generated in the plastic chemical recycling process.
Another disruptive project with Valoren also focus on chemical
recycling that will transform, by means of the pyrolysis process, plastic
waste into certified circular raw material, which will be used in the
manufacture of resins or chemical inputs. The project, which involves
a joint disbursement of R$44 million, should start operating in the first
quarter of 2023 and will have the capacity to produce six thousand
tons of circular products per year.
We also made a capital investment to acquire the minority stake in Nexus
Circular, a company that operates in chemical recycling. The proprietary
technology project converts films destined for landfill and other
hard-to-recycle plastics into high-quality raw materials. The 10-year
agreement announced by the two companies considers the supply of raw
materials for the production of circular PP resins certified by Braskem.
Environmental education
and consumer engagement
In 2022, we accounted for 33.5 thousand tons of re-
covered plastic, an increase of 156% over the last year,
due to the consolidation and increase of collective
actions and consumer engagement. This result con-
siders the volume of plastic waste recovered through
sales of post-consumer resins (PCR), which totaled
28.3 thousand tons, an increase of 115% compared to
the previous year.
Among these actions are cashback system initiatives.
In 2022, we signed and operated with three compa-
nies in this segment, in which people exchange their
sanitized post-consumption packaging for credits
available on a card, provided directly at the collection
points (fixed and mobile). The units accept materials
made of plastic, glass, paper, cardboard, aluminum,
among others. With the card it is possible to make
purchases in local establishments, such as markets,
pharmacies, and bakeries.
Triciclo, Coletando and Molecoola helped install 34
new voluntary delivery points in the states of São
Paulo, Rio de Janeiro and Bahia. In addition, we made
it possible to include PE and PP collection at more
than 200 points that were already in operation. With
Coletando, the action (also cashback) is carried out
in 17 municipalities of four states (SP, RJ, MG and BA).
The waste collected goes to one of the 25 partner
cooperatives that allocate the materials for recycling.
In the case of plastic items (polyethylene and
polypropylene), Braskem is responsible for recycling,
through the mechanical recycling unit operated by
Valoren. The materials return to the chain as post-
consumer recycled resin, which can be used for the
production of new products, thus closing the cycle of
the circular economy.
Volume of recycled waste recovered and used
in Braskem's production
(t)
GRI 301-2
GRI 301-2
Brazil
United States
Europe
Mexico
Total
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
2,341
7,608
1,598
2,947
207
2 82
944
14,270
8,632
2,651
2,304
2,785
28,337
5,091
13,119
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In 2022, we joined forces with Ibirapuera with the Zero Waste Braskem project to contribute to
the goal of making it the most sustainable park in Latin America, making it zero landfill by 2030.
The goal is to make the more than 18 million visitors aware of how to dispose of waste correctly,
improve waste management in the park, and optimize recycling by means of signalized waste
garbage cans and exchanging waste for discounts on products sold in the park.
We are also sponsors of sustainability actions at the São Paulo Museum of Art (Masp). In this
partnership we encourage the museum to make improvements in its waste management. In
the first six months of the partnership more than 10 tons of recyclable material was removed
from the museum, which was sent to a cooperative for recycling.
Recycling show
SER+ Program
In 2022, we will take our commitment
to sustainable development and
circular economy to three major events:
Rock In Rio, Lollapalooza and Popload
Festival. These actions consisted
of plastic waste collection stations
where participants could exchange
recyclable items for various gifts.
Popload Festival:
+27,000 plastic items collected.
Lollapalooza Brazil:
+129,000 plastic items collected.
Rock in Rio:
+872,000 plastic items collected.
The program aims to foster the development of the re-
cycling productive chain of solid urban waste in recycling
cooperatives, through training, mentoring, and invest-
ment in equipment, PPE, infrastructure improvement
works, and services in recycling cooperatives.
In 2022, we recovered 4.7 thousand tons through the
program, which expanded its activities to the city of
Duque de Caxias (RJ), benefiting 30 cooperatives and
more than 900 cooperative members in distinct stages
of maturity. In the year, the program recovered about 4.7
thousand tons of plastic waste.
Partnerships to prevent plastic waste disposal
GRI 3-3 301
Over the years, Braskem has joined various initiatives to understand,
prevent and assist in the management of plastic waste.
Blue Keepers: coordinated by the Global Compact Brazil, the project
was developed to prevent plastic waste from escaping into rivers and
oceans in a systemic and lasting way. We are one of the sponsors of the
action, which focuses on waste management to generate impact in
the short, medium, and long term through the fronts of diagnosis, so-
lutions, pilot projects and public management. In 2022, we presented
the project's diagnosis at an event of the United Nations Educational,
Scientific, and Cultural Organization (UNESCO), on Dialogues of Ocean
Culture; we conducted research, with the National Confederation of
Municipalities, on eco-barriers and eco-boats; and we have evolved
with the collection of samples, through the Oceanography Institute of
the University of São Paulo (USP), to build the first national inventory
of types of waste that go to sea, considering priority cities.
Alliance to End Plastic Waste (AEPW): an industry coalition that
invests in projects and technologies to end plastic waste disposal in
the environment, especially in the oceans. We make commitments
on two fronts: Solution Accelerator Fund (investment of US$7.5
million by 2023 in annual membership fees) and Member Directed
Commitment (investment of US$15 million by 2023 – alliance
members commit to investing directly in their own activities to deal
with plastic waste, a goal Braskem has already met). In 2022, more
than 30,000 tons of plastics were recovered in the initiative’s actions.
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Circular design
GRI 3-3 301
In 2022, we inaugurated Cazoolo, Brazil’s first packaging development
center for the circular economy. The space, which is located in São
Paulo (SP), is the result of an investment of R$20 million and functions
as a packaging innovation hub. Its main goal is to design and develop
improvements for the entire packaging journey – from conception to
post-consumer.
There we want to bring together all the links in the production chain,
such as clients, brand owners, designers, startups and universities, so
that they can create and co-create projects that aim at the complete
circularity of their products, reducing environmental impacts and le-
veraging innovations with technology.
All projects developed in Cazoolo follow the
concepts of Design for Environment (DfE)(1)
and Life Cycle Analysis (LCA).(2)
The initiative has already started to reap good results, with packaging
solutions developed and available for the market. This is the case of the
Stand Up Pouch, a mono-material developed in partnership with Antilhas;
the mono-material tube created in conjunction with C-Pack; and the
mono-material solution in BOPP. We have also held the first Packaging Day
with the client Vigor, with the goal of redesigning soft cheese packaging.
(1) Design approach to reduce the overall health and environmental impact of a product, process or service.
(2) Technique for evaluating and quantifying potential environmental impacts associated with a product or process.
The Cazoolo was
recognized as an
Initiative of the Year
2022 in the Design
ESG/Circular
Economy category
of the Brazil
Design Awards and
awarded in the
Design category
of the Design for
a Better World
award, organized
by Centro
Brasil Design.
Actions to increase plastic recovery
As a leader in polypropylene production in North America, we are com-
mitted to collaborating and strengthening recycling and circularity. It
was with this goal that in 2020 we joined the Polypropylene Recycling
Coalition, an initiative of The Recycling Partnership.
In 2022, the How2Recycle North American packaging recyclability la-
beling program upgraded the eligibility of rigid polypropylene (PP) tubs,
bottles, jugs, and jars from "check locally" to "widely recyclable" in the
United States. This was achieved by several years of improving polypro-
pylene sortation capabilities at material recovery facilities through a
structured granting program, administered by TRP. As a result, our cli-
ents can remain confident in communicating PP recyclability on their
products and packages.
Also in 2022, we rejoined the American Chemistry Council's Plastics
Division to work across the industry on improving the recovery of plastic
packaging. We also continued our participation as members and part
of the Executive Advisory Board of Cyclyx, an innovative consortium
working to increase plastic recovery rates and supply feedstock to recy-
cling projects.
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Within our sustainable development strategy, we
invest in technologies and projects that seek to
make our operations more eco-efficient by im-
proving the way we use and leverage natural re-
sources to reduce any kind of negative impact on
the environment.
Waste and effluent management
GRI 3-3 306, GRI 306-1
At Braskem, we have a Health, Safety, Environment,
Quality and Productivity Policy. One of its parameters
is the monitoring of hazardous and non-hazardous
waste. This is done based on local regulations and
site-specific quality procedures.
Waste management efficiency, designed to increase
company eco-efficiency, reduce waste treatment
costs and also prevent environmental liabilities, fol-
lows an order of priority:
1. Non-generation
2. Reduction
3. Reuse
4. Waste treatment
5. Final destination
In 2022, the intensity of waste generation was 3.04
kg/t, an increase of 25% compared to 2021, due to
lower production in the year, accounting for waste
from environmental liabilities and the maintenance
stoppage in Rio Grande do Sul.
Total effluent generation
(m³)
Effluent generation
(m³/t)
Waste generation
GRI 306-3
Total waste generation
(kg)
50,586,532
37,002,579
35,892,667
41,027,838
2019
2020
2021
2022
GRI 303-4
21,922,812
19,672,409
20,479,434
19,966,683
2019
2020
2021
2022
1.31
1.22
1.21
1.21
2019
2020
2021
2022
Indicator – waste generation
(kg/t)
2.20
2.23
3.04
2.43
Significant atmospheric emissions(1)
(kg/year)
GRI 305-7 | SASB RT-CH-120A.1.
The improvement in the campaign to monitor emission sources and the
standardization of atmospheric emission inventories led to a reduction
in NOx, SOx and PM emissions, mainly at the crackers in Brazil and at
Braskem Idesa. Due to the maintenance stoppage in Rio Grande do Sul,
Brazil, there was a reduction in Hazardous Air Pollutants (HAP), due to
the cleaning of equipment, improving systems' burning and cleaning
efficiency. For the other pollutants, the pattern was maintained in the
volume of emissions, without significant impacts.
2019
2020
2021
2022
10,013,984
The management of effluents is based on stan-
dards defined by local legislation and on internal
procedures in all our units. In 2022, the intensity
of generation of liquid effluents was 1.21 m³/t, in
line with the previous year. During the year we
advanced with projects to optimize cooling water
consumption, mitigating the negative effects of
scheduled and unscheduled shutdowns, as well as
equipment cleaning.
6,964,565
6,149,789
5,372,773
9,542,710
7,008,220
6,350,894
5,264,643
953,054
458,848
865,962
424,979
2021
2022
NOx
SOx
COVs
HAP(2)
MP
Other
emissions(3)
(1) The methodologies used are recommended by local environmental agencies. Where measurement is not
available, estimates (emission factors) based on recognized methods, e.g., US EPA AP-42, are used.
(2) Including toxic air pollutants and hazardous air pollutants (HAP).
(3) Including total hydrocarbons and carbon monoxides.
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Manufactured Capital
Our 40 manufacturing plants across four countries have a productive
capacity of more than 16 million tons/year of plastics and chemicals
marketed to clients in more than 70 countries. We are aware that in order
to evolve our business in a lasting and sustainable way, we need relevant
topics such as the circular economy, recycling, and combating climate
change - topics that are already present in our day-to-day activities and
integrated into our business strategy.
Elimination of Plastic Waste
Dimension 3
CLICK HERE
Combating Climate Change
Dimension 4
CLICK HERE
For more details on
advances in the dimension.
CLICK HERE
To learn about our positioning
in circular economy.
74
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in numbers
R$37.8 billion
value of fixed assets
(+1.4% vs. 2021).
21.3 million tons
productive capacity
(same as 2021).
Unit utilization
rate:
78%
Brazil
(-3 pp vs. 2021).
73%
Mexico
(+7 pp vs. 2021).
54.1 thousand tons
sales of recycled products
(+144% vs. 2021).
80%
United States
and Europe
(-7 pp vs. 2021).
Performance, efficiency and productivity
The sales of the main chemicals were lower (-6%)
mainly due to the lower availability of products for
sales given the lower utilization rate of the petro-
chemical plants in the year. Exports also decreased
(-27%) due to lower demand in the foreign market.
In PVC, the average utilization rate of the Alagoas and
Bahia plants was 66%, 1 pp higher than 2021. Sales to-
taled 498 tons, 1% higher than the previous year.
United States and Europe
The utilization rate of US and European plants was
80%, down 5 pp from 2021 due mainly to lower de-
mand in the regions and short unscheduled stoppages
in the period.
Sales volume in the United States also declined by -9%,
an amount which was also associated with lower de-
mand in the period associated with lower consumption,
high inventory levels in the transformation chain, and
the expectation of converters to lower prices in subse-
quent periods and high levels of PP imports into Europe.
In addition to setting a high standard for quality,
safety, efficiency, productivity and competitiveness,
our processes and structures are critical to the evo-
lution of our sustainable development agenda. We
have a strong commitment to the circular economy
and carbon neutrality and want to strengthen these
topics not only in the Braskem portfolio, but also
throughout the production chain.
In 2022, our fixed assets totaled R$37.8 billion and
we had a productive capacity of 21.3 million tons
of chemicals and plastic resins. In the recycled con-
tent resins segment, production capacity reached
62,000 tons/year.
Brazil
The average utilization rate of the petrochemical
plants in Brazil decreased 3 pp compared to 2021,
reaching 78%, due to scheduled maintenance stop-
pages at the Rio Grande do Sul petrochemical plant
and PVC plant in Alagoas, the unavailability of raw
materials at the Rio de Janeiro and ABC petrochem-
ical plants, in addition to the lower demand for resins
and a fall in spreads in the international market.
On the other hand, the volume of resin sales in the
Brazilian market was in line with the previous year’s
result due to the greater market share of resins and
maintenance of local PE demand, which offset the
decline in total demand for resins in the country.
Resin exports in 2022 also remained in line with 2021.
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Mexico
Transform for Value
The average utilization rate of the PE plants increased 7 pp compared to
2021 due to the increased supply of ethane through the Fast Track solu-
tion. Sales, in turn, increased 20% due to increased availability of product
for sale, given the higher utilization rate in the period, and higher demand
for PE in the region.
Fast Track operations supplemented raw material supply with an average
of 18,500 barrels per day of ethane imported from the United States,
representing a 20.4% increase compared to 2021 and 74% utilization rate
of this solution. Additionally, in August the Fast Track solution recorded
a record supply, operating at an average of 27,200 barrels per day, due to
investments that allowed an increase in the volume of imported ethane.
Puerto Mexico Chemical Terminal
GRI 2-6
Braskem Idesa (BI) announced an agreement with the com-
pany Advario for the construction and operation of Puerto
Mexico Chemical Terminal (TQPM), which will serve to import
ethane in Veracruz. The transaction, which was completed in
March 2023, with an estimated investment of US$400 mil-
lion, will have a 50% equity stake in TQPM for each company.
Construction began in July 2022 and has reached a
physical progress to December of 26%. Operations
are expected to start in the second half of 2024.
The purpose of the terminal is to complement Mexico's
hydrocarbon supply and provide additional ethane for
Braskem Idesa to operate at full capacity, increasing
gas availability and the competitiveness of the en-
tire Mexican petrochemical and plastics industry.
Within the processes that drive our strategy and drive value for the company, one highlight is the Transform
for Value global efficiency program. Its role is to coordinate and accelerate improvement initiatives in different
areas, including competitiveness and productivity and energy. Thus we can prioritize applications aligned to our
strategy by selecting those that adhere most to our business and sustainability commitments.
Environmental
Social
Economy and
governance
Hire to leave
Local labor
Investment to
shutdown
Idea to market launch
Product development
– environmental
Safe use of products
Forecast to stock
Requisition to pay
Suppliers –
environmental
management
Order to cash
Record to report
Economic
performance
Enablers
Environmental
Social
Governance
Non-renewable resources
Water
Climate change and energy
Air
Waste
Biodiversity
Post-consumption
Community and social investments
Free competition
Health and safety
Corruption
Public policies
Transparency and integrity
Through Transform for Value we redesign our process structure, generating value for the company through
process optimization (whether related to physical or intellectual assets), always focusing on the environmental,
social and governance pillars for decision making.
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In 2022, the cumulative capture of these initiatives totaled about US$283
million. The capture rate represents, mostly, a direct impact on the com-
pany’s EBITDA, which can occur in four ways: net revenue increase, vari-
able cost reduction, fixed cost reduction or DVGA reduction.
Importantly, approximately 1/3 of the value capture pace of US$353 mil-
lion/year can be associated with Digital Transformation initiatives, which
make significant use of digital technologies in their scopes, such as auto-
mation and instrumentation, new software and systems, advanced ana-
lytics, machine learning, and cloud services, among others.
In addition, other initiatives in more preliminary phases, such as plan-
ning or execution, under management of the areas that compose the
program’s scope of operation have added to the pipeline’s potential ap-
proximately US$387 million/year to be captured in the coming years.
Products and sales
Braskem has remained focused on developing var-
ious projects in its main growth avenues, which are
concentrated in existing business with a focus on
productivity and competitiveness, of renewables
and recycling.
In the Brazilian market, demand for PE, PP and PVC fell
3% compared to 2021 mainly influenced by the decline
in consumption, due to the rising interest rates.
In the United States, PP demand fell 6% compared
to 2021, affected by high inventory levels in the
transformation chain and fear of an economic re-
cession. The European market was also down 8%
year-on-year, explained by lower consumer con-
fidence due to the region’s poor economic per-
formance and the impacts of high inventories on
the transformation chain. In Mexico, PE demand
increased from 2021 (+8%), explained by the con-
tinued recovery of the Mexican economy over 2022,
especially in industrial sectors.
Sales of recycled products
GRI 301-3
In 2022, our sales of recycled content products
reached 54,000 tons, growth of 144% over 2021. This
demonstrates the company’s commitment to con-
tinue expanding its portfolio of products with recy-
cled content, encouraging the recycling chain in the
regions where it operates and developing the recy-
cled market.
Product stewardship
We perform strategic management
of our products to ensure the health,
safety, and mitigation of environmental
impacts during their life cycles,
delivering sustainability and safety to
customers and society in our portfolio.
We incorporate analyses of these
aspects even in the development phase.
The management of the topic is
performed with the following objectives:
to achieve regulatory compliance and
product safety, to understand impacts
and risks associated with portfolio
growth, to strategically position the
company with policy makers, to develop
internal culture, and to enhance systems
and tools for proper product analysis.
77
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 Sales of products with recycled content
(ton)
Green PE Sales
Sustainable Production Certifications
2022 (A) 2021 (B) Var. (A)/(B)
Recycled products
54,149
22,181
Chemicals(1)
11,772
1,975
Resins with Recycled
Content (Wenew)
42,377
20,206
Brazil
19,713
10,138
United States and Europe
16,977
Mexico
5,687
3,405
6,663
(1) Sales of circular chemicals considers only Brazil.
144%
496%
110%
94%
399%
-15%
LEARN MORE!
About our products with
recycled content strategy.
PVC with rice husk
Our vinyl business has been working on Resysta, a
technology that unites PVC with rice husk. In partnership
with the German company, the project uses rice husk – a
food by-product that generates a lot of carbon dioxide
gas – with PVC to produce a wood substitute. The
result is a resistant material that can be used in several
applications, especially in the furniture industry.
In 2022 we reached the mark of 178,538 tons sold,
with a green ethylene utilization rate of 95%. Our
commitment is to increase the production capacity
of bioproducts to 1 million tons by 2030.
Green PE
sales (kton)
Sales of ETBE (kton)
(ethyl terbulytic
ether)
Capacity
utilization rate
green ethylene (%)
2019
2020
2021
2022
161
145
75
168
87
135
165
101
220
179
95
266
Net revenue (Green PE + ETBE)
(US$ million)
2019
2020
2021
2022
401
381
630
848
CLICK HERE
To find more about our
biobased products strategy.
We were the first Brazilian company to receive the
International Sustainability and Carbon Certification
for the use of alternative raw materials (ISCC Plus).
This means that industrial units in the south and
southeast regions can test and produce new poly-
mers derived from sustainable, credited and recog-
nized sources. Germany’s production plants and the
Netherlands office also received this certification
and in 2022 it was the time of the US facilities, where
we have five certified plants.
We also received Bonsucro certification which af-
firms the production and processing of raw mate-
rials in a socially and environmentally responsible
manner at our industrial complex in Triunfo (RS). We
became members of the Roundtable on Sustainable
Biomaterials (RSB), an entity that promotes the de-
velopment of renewable and circular fuels and ma-
terials, with a special focus on the aviation sector.
Through this partnership, we can help develop and
discuss pathways to this market alongside airlines,
aircraft manufacturers and other organizations.
In addition, based on our initiatives with Ocean Clean
Sweep, we have already earned the OCS Blue seal,
awarded by Plastivida, licensor of Operation Clean
Sweep® in Brazil. In 2022, we held the Good Practices
Sharing Forum related to the OCS/Pellet Zero
Program; 85 logistics and industrial leaders from all
over Brazil attended. Our units in Mexico and in the
United States are also certified by OCS.
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We believe investing in advancing technology will increasingly be the
central path in the pursuit of a more sustainable future. We see in-
novation as a strategic pillar, being present in all our investment deci-
sions to enable the transition process to the carbon neutral circular
economy, based on the development of increasingly cleaner solutions.
To measure the results on this front, we implemented an index two
years ago that evaluates the sustainability of our projects in the
fields of innovation and technology. Our goal is to have an index
greater than 90% by 2030.
Sustainable Innovation
Dimension 7
CLICK HERE
For more details on advances in the
Sustainable Innovation dimension.
79
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360
members in I&T
(+20% vs. 2021).
14
I&T facilities
(+8% vs. 2021).
R$514 million
in spending and
investment in innovation
and technology
(+70% vs. 2021).
85%
in the Sustainability
Index of I&T projects
(+4 pp vs. 2021).
16%
of sales with products
launched in the
last five years
(+2 pp vs. 2021).
more than
R$500 million
in value captured
through digital
technologies
(+46% vs. 2021).
20
accelerated startups
at Braskem Labs.
Sustainable innovation
At Braskem, innovation is a fundamental pillar to evolve with our long-term commitments. Our transfor-
mation through innovation began with the implementation of the Sustainability Index for all innovation
projects and the creation of platforms that focus on circular and low-carbon solutions: performance ma-
terials, transformation of biomass into chemicals, recycling, next generation process, and conversion of
CO₂e into chemicals.
The innovation platforms have established themselves and started to contribute with opportunities to de-
velop production processes and new molecules with reduced carbon emissions, mitigation, and reduction of
safety risk regarding the use of chemicals and new raw materials with renewable or circular basis, strength-
ening Braskem's portfolio of innovation and technology projects.
Sustainability Index
181,005,336.08
Since 2020, the Sustainability Index has integrated
all Braskem’s innovation and technology projects,
thus ensuring the alignment of each project with
our sustainable development strategy. All initiatives
undergo an assessment in the planning phase of
aspects related to sustainability and the type of im-
pact (positive, negative or neutral). At the end, they
receive an average grade.
We ended 2022 with 179 projects in innovation
and technology, with 131 assessed against the
Sustainability Index and 111 with positive impact. This
represents an 85% Sustainability Index. The posi-
tive impacts of these initiatives are related to: water
and/or energy savings, chemical safety (process/
product), greenhouse gas emissions and circularity.
In the year, we also developed a method-
ology to map the sustainable impact of solu-
tions (Sustainable Solutions Mapping – SSM),
i.e., the combined impact of the product in ap-
plication, impact of product production up to
Braskem’s gate, and the impact of product use
after Braskem’s gate until end-of-life. Braskem’s
SSM methodology is based on four benchmarks:
(i) Sustainable Portfolio Management Guide of the
World Business Council for Sustainable Development;
(ii) Safe and Sustainable by Design Chemicals & Materials
from the European Union, (iii) Sustainable Portfolio
Management from Solvay; and (iv) Sustainable Solution
Steering from BASF. Sustainable Solution Mapping di-
rects us to a product portfolio that integrates sustain-
ability and business growth, signaling product challenges
and opportunities, and making sustainability a driver of
innovation and growth.
Investments in 2022
(in reais)
Region
Operating
Expenses
Investments
Total
Brazil
181,005,336.08
117,261,952.99 298,267,289.07
Europe
10,243,054.31
3,200,869.86
13,443,24.17
United
States
136,090,442.80
66,450,290.74 202,540,733.54
Total
327,338,833.19
186,913,113.59 514,251,946.78
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Throughout 2022, investments in
innovation and technology (I&T), including
operating expenses and fixed assets,
totaled R$514 million, up 69.8% compared
to 2021. Of the total fixed expenses,
85% were dedicated to innovation for
sustainability and 21.4% obtained in tax
benefits for innovation.
Innovation framework
Braskem’s research and innovation area has team members and centers in
various parts of the world:
24 new patent applications and 94 extensions.
We currently have 1,047 active documents, of which 454 are
patents granted.
2 Technology and Innovation Centers (CTI): Triunfo (RS, Brazil) and
Pittsburgh (PA, United States).
2 Polymer-focused Technical Nuclei: Wesseling (Germany) and
Coatzacoalcos (Mexico).
7 pilot plants.
1 Biotechnology Development Laboratory in Campinas (SP).
1 Renewable Innovation Center in Lexington (MA, United States)
under construction.
1 Process Technology Development Center in Mauá (SP).
New innovation center in Boston
Accelerate the innovation of renewable chemicals
and sustainable materials. This is the goal of the
new renewable innovation center that Braskem will
build in the US city of Lexington, in the Boston met-
ropolitan area.
With more than 3,250 square meters and an invest-
ment of approximately US$4.4 million, the site will
expand our opportunities and capabilities in bio-
technology, catalysis, process engineering and open
innovation. One of the main focuses will be early-
stage science and engineering related to converting
biomass-based raw materials (sugars, cellulose,
vegetable oils and lignin) into sustainable chemicals
and materials. The facility is expected to be ready in
the second half of 2023 after obtaining final valida-
tion and commissioning.
Supporting innovation
In 2022, our technology centers supported
many of our clients’ initiatives:
334 clients in Brazil
(23,000 analyses)
77 clients in the United
States (10,480 analyses)
51 clients in Europe
(8,400 analyses)
Innovation and digital technologies
We have joined efforts between inno-
vation and digital technologies to bring
innovative research and development
methodologies to our platforms. In 2022,
we combine data science and robotics
for product innovation, accelerating the
experimental stages of development
projects. Tests performed on material
samples, previously performed only in
laboratories, are now performed in a vir-
tual environment, allowing solutions to be
available to our customers in less time.
81
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022
Digital transformation
We have experienced an era of accelerated change driven by new dig-
ital technologies, appropriately called the Digital Age. From modern-
day rideshare apps to the use of drones to deliver goods to our homes
after we push a few buttons on our smartphones – digital technologies
are fundamentally reshaping how we live, economies and markets, so-
ciety, politics and geopolitics, community and ethics, learning and work.
With the goal of making the company increasingly innovative, sustainable,
adaptable and competitive in the context of the Digital Age, Braskem
started a digital transformation program in 2018. The effort aims to
equip company team members with a new generation of tools, which
include innovative methodologies and digital technologies that enable
us to operate smarter and safer, autonomous and more connected.
+
=
Braskem team
New work
methodologies and
digital technologies
for smarter, safer,
autonomous,
connected operation.
An increasingly
innovative, sustainable,
adaptable and
competitive Braskem
in the context of the
Digital Age.
Over the last five years, the company has been investing in an orga-
nized and recurring way in new technologies – from preparing the
necessary infrastructure to operating assets safely and reliably, to ini-
tiatives that reshape how we produce basic plastic and chemical resins.
Other investments in new ventures (new business models originating
internally) and disruptive innovation are underway and enhance our
commitment to sustainable development, alongside startups with the
same purpose.
In 2022, approximately R$35 million was directly allocated to the digital
transformation product portfolio, which already has more than 25 initia-
tives and more than 70 digital products aimed at the industry 4.0, supply
chain, commercial, research and development, among others.
Order of
more than
R$500 million
per year – an
amount that
makes up part
of the recurring
gains of the
Transform for
Value program.
Today, digital strategies are transforming practically the entire Braskem supply chain,
generating estimated gains in the order of R$500 million per year – an amount that
is part of the recurring gains of the Transform for Value program. Examples include:
Using data science to make better decisions in processes such as predictive
maintenance, quality control, process optimization, demand forecasting, logis-
tics optimization, and operations planning.
Implementing stand-alone systems for performing repetitive or high-risk activities.
Eliminating information silos, to connect people, systems and assets to maxi-
mize efficiency and productivity.
Using design and user experience best practices, to improve the customer experience.
Braskem has created most of its digital tools internally, with development teams
working through rapid feedback cycles, learning and adapting to changes in an
agile way. Indeed, our experts have already developed around 25 different ma-
chine learning models used in over 400 applications in recent years. Today, the
digital product development cycle, from idea to implementation of the new so-
lution, is about nine months, often enabling benefits to be captured quickly.
A key part of the digital transformation process has been in managing change,
promoting the use of agile working methods, and acquiring skills associated with
the development of digital solutions.
From 2018 to date, more than 3,000 members have had the opportunity to ex-
plore several complementary disciplines that foster innovative thinking, such as
data science, agile, and design thinking.
Building internal startups
The company also diversifies its portfolio of investments in digital
technologies through the creation of new business models. These new
digital businesses, developed based on ideas generated within the
company itself, have the mission of anticipating market changes that
impact the company and the industry in general. More than half of the
startups developed by 2022 are linked to the company's commitments
to sustainable development.
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Innovation in the supply chain
We believe that innovation – not only in our products and operations –
but throughout our supply chain has the ability to generate a number
of positive impacts in the pursuit of a more sustainable future. In this
way, we seek to develop tools to prepare ourselves for the structural
challenges that will enable the energy transition to a more sustainable,
circular, and carbon-neutral economy.
Oxygea Ventures
Braskem’s digital transformation led to the foundation of Oxygea
Ventures, a corporate venture capital arm launched in 2022, that is de-
voted to leveraging the work of startups that operate in sustainable
innovation and digital transformation.
The new company is strongly linked to meeting the public commitments
we have made to reduce carbon emissions and increase our plastics re-
cycling rate. With Oxygea, we are incubating ideas and accelerating busi-
nesses. Four initiatives are already in the early stages. They were created
within Braskem and will now continue as startups. In addition, the hub
intends to select six more startups.
Another goal of the company, which targets Brazil, the United States,
Europe and Israel, is to operate as an enabler of connections between
mentors, clients and suppliers, strengthening the entire ecosystem. In
addition, Oxygea comes with the technological support, expertise and
structure of Braskem where tests and validations can be carried out.
LEARN MORE!
About Oxygea.
Braskem Labs
Braskem Labs in 2022
Since 2016, we have stimulated open innovation and our supply chain
for chemistry and plastics, with Braskem Labs, a platform for the ac-
celeration of startups that generate positive social and environmental
impact. These startups focus on: agribusiness, biotechnology, pack-
aging, infrastructure and construction, chemicals, mobility, and health.
Carried out in partnership with the accelerator Quintessa, its main goal
is to encourage this ecosystem and seek solutions to Braskem’s busi-
ness challenges. Over the past six years, the platform has accelerated
132 startups, of which 96% continue to operate.
In 2022, in addition to Brazilian startups, Braskem Labs expanded its
borders by inviting entrepreneurs from Chile to be considered for se-
lection. The choice of country was based on the maturity of its inno-
vative ecosystem, which stand out in Latin America. Chile is also an
important partner in the company’s business strategy. This initiative
functioned as a pilot project to evaluate the possibility of Braskem
Labs expanding to other countries.
Recognitions and Events
Innovation Culture
Braskem is one of the 20 most innovative companies in Brazil.
The position was awarded by Innovative Workplaces, a study by
the MIT Technology Review magazine, of the Massachusetts
Institute of Technology.
Innovation Leader
The Top 100 Open Corps 2022 ranking recognized Braskem’s
leadership role in developing innovations in partnership with
startups. The company also appears in the top five in the
Manufacturing and Chemical Industry category.
20 accelerated
startups.
40+ mentors.
20 meetings over
5 months.
50 hours of
training and 17
hours of individual
mentoring support.
27 ongoing
partnerships
and/or pilots.
250 connections
made.
83
LEARN MORE!
About Braskem Labs.
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 Questions, criticisms and suggestions may
be sent to braskem-ri@braskem.com.br or
www.braskem.com.br/contato.
About this Report
GRI 2-1, GRI 2-2, GRI 2-3, GRI 2-4, GRI 2-5, GRI 2-14
Since 2007, every year we have published our Reports
based on internationally recognized standards. It has
been prepared in accordance with the current Global
Reporting Initiative (GRI) standards, follows the IFRS
Foundation’s Integrated Reporting framework, the
Sustainability Accounting Standards Board (SASB)
chemicals sector indicators, and the International
Business Council (IBC) metrics that demonstrate
progress towards stakeholder capitalism.
capitals, showing how the company generates value
and impacts its main stakeholders through its busi-
ness model. It also makes it possible to know the pil-
lars of our 2020-2030 sustainability strategy and its
performance transversal to business, the material
issues considered by Braskem, and the company’s
strategy. Thus, the content gathers the entire ESG
theme related to Braskem, in addition to the eco-
nomic and financial information for 2022.
This Integrated Annual Report covers the period
January 1 to December 31, 2022. Subsequent events
occurring in 2023 have been included and are identi-
fied throughout the Report. Publication occurred on
March 24, 2023.
Braskem is a publicly traded company incorporated
under Brazilian law, with principal place of business
in the city of São Paulo (Brazil) and with global opera-
tions on four continents. The Report covers the com-
pany’s main activities, considering the legal entities in
which Braskem has operational control and/or con-
solidates information in the Financial Statements,
excluding subsidiary Cetrel and its subsidiaries for
social and environmental indicators. Restatements
of information can be identified throughout the
Report by text or explanatory notes.
This Report describes Braskem’s commitments,
goals and performance in the financial, human, in-
tellectual, manufactured, social and relationship
The 2022 Integrated Annual Report is adherent to
Resolution No. 14 of the Brazilian Securities and
Exchange Commission (CVM), dated December
9, 2020, which made the CPC Guideline No. 9 -
Integrated Reporting, issued by the Accounting
Pronouncements Committee (CPC), mandatory for
publicly traded companies when deciding to pre-
pare and disclose the integrated report. Additionally,
it determines that the integrated report should be
subject to limited assurance by an independent au-
ditor registered with the CVM, in accordance with
the standards issued by the Federal Accounting
Council (CFC).
As a way of maintaining the conciseness of the docu-
ment, we highlight here part of the indicators and main-
tain the public data in its entirety in an online center.
Braskem’s governance agencies, including the Board
of Directors, reviewed and approved the document
prior to its publication. The Integrated Annual Re-
port 2022 also underwent external evaluation con-
ducted by KPMG.
84
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We calculated the progress of our commitments on three levels: global,
by commitment and by indicator.
Target and challenge size: target defined considering industry challenges, and the challenge size is the dif-
ference between the target and the baseline.
Current result: calculated as the moving average of the last three years or the actual result of the reported
fiscal year, according to the methodology applied in the calculation of the baseline.
The achievement of the indicators is calculated according to the formula: achievement = [(baseline - current
result)/ (challenge size)] - 1.
An exception is the Total Shareholder Return indicator, where the baseline is calculated considering the 10-
year period 2011-2020, the current result also considers the last 10 years, and the achievement is calculated by
simple variation (current result/2030 target - 1).
Global progress
The global progress is the arithmetic average of the individual progress
of each of the seven commitments (health and safety, economic and
financial results, elimination of plastic waste, combating climate change,
operational eco-efficiency, social responsibility and human rights, and
sustainable innovation).
Progress by commitment
The progress of each commitment represents the arithmetic average of
the achievement of the indicators.
Progress by indicator
The achievement of the indicator level considers some elements: base-
line, 2030 target, challenge size and current result.
Baseline: calculated as the average of the 2018, 2019, and 2020
results, for indicators subject to industry volatility, or as the actual
2020 result.
Indicators with baseline measured by three-year average:
net debt/EBITDA, RepTrak Pulse with customers, Dow Jones
Sustainability Index, absolute GHG emissions volume, renew-
able electricity, Water Security Index, bioproducts production
capacity, Reptrak Pulse with communities, people benefited in
communities, women in leadership, black people.
Indicators with baseline measured by actual 2020 result:
Workplace Accident Rate (CAF + SAF), Tier 1 and 2 Accident Rate,
occupational diseases, socio-environmental risks, sales of prod-
ucts with recycled content, recovered plastic waste, climate ad-
aptation and I&T Sustainability Index.
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Industry: Chemicals
Topic
Code
Accounting metrics
Page or answer
SDG
WEF-IBC
Product design for
use phase efficiency
Operational
safety, emergency
preparedness,
and response
RT-CH-410a.1
Revenue from products designed for resource efficiency in the use phase
www.braskem.com.br/
ESGdashboard
RT-CH-540a.1.
Process Safety Incidents Count (PSIC), Process Safety Total Incident Rate
(PSTIR), and Process Safety Incident Severity Rate (PSISR)
www.braskem.com.br/
ESGdashboard
RT-CH-540a.2
Number of transport Incidents
11
8
8
8
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
12
Planet
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
Planet
Planet
12
12
12
Production
RT-CH-000.A
Production per reported segment
Safety and
environmental
management of
chemical products
RT-CH-410b.1
Percentage of products that contain the Harmonized System of
Classification and Labeling of Chemicals (GHS) Category 1 and 2
Substances Hazardous to Health and the Environment, (2) percentage of
such products that have undergone a risk assessment
RT-CH-410b.2
Discussion of the strategy to: (1) manage chemicals of concern and; (2)
develop alternatives with reduced human and/or environmental impact
Genetically modified
organisms
RT-CH-410c.1
Percentage of products per revenue that contain genetically modified
organisms (GMO)
Hazardous waste
management
RT-CH-150a.1
Amount of hazardous waste generated, percentage recycled
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Code
Accounting metrics
Page or answer
SDG
WEF-IBC
RT-CH-140a.1.
Total water removed, (2) total water consumed, percentage of each of
them in regions with high or extremely high baseline water stress
www.braskem.com.br/
ESGdashboard
6 and 9
Planet
Water Management
RT-CH-140a.2.
Number of noncompliance incidents associated with water quality
permits, standards, and regulations
RT-CH-140a.3.
Description of water management risks and discussion of strategies and
practices to mitigate these risks
RT-CH-110a.1
Gross global emissions of scope 1, percentage covered by
emission limiting regulations
Emission of
greenhouse gases
RT-CH-110a.2.
Discussion of long- and short-term strategy or plan to manage scope 1
emissions, emission reduction targets, and analysis of target performance
www.braskem.com.br/
ESGdashboard
There were no incidents in 2022
that generated a fine without the
possibility of new appeals.
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
6
6 and 9
13
13
Planet
Planet
Power management
RT-CH-130a.1.
(1) Total energy consumed, (2) percentage of electricity from the grid, (3)
percentage of renewables, (4) total self-generated energy
www.braskem.com.br/
ESGdashboard
7 and 9
Planet
Air quality
RT-CH-120a.1.
Atmospheric emissions of the following pollutants: (1) NOx (excluding
N2O), (2) SOx, (3) volatile organic compounds (VOCs) and (4) hazardous
atmospheric pollutants (HAPs)
Health and safety of
workers
RT-CH-320a.1
(1) Total recordable incident rate (TRIR) and (2) fatality rate for (a) direct
employees and (b) outsourced employees
RT-CH-320a.2.
Description of the efforts to assess, monitor and reduce employees’ and
outsourced workers’ exposure to long-term health (chronical) risks
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
3 and 12
Planet
8
8
People
People
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Code
Accounting metrics
Page or answer
SDG
WEF-IBC
Relations with the
community
RT-CH-210a.1
Discussion of engagement processes to manage risks and opportunities
associated with community interests
www.braskem.com.br/
ESGdashboard
11
Management of
the legal regulatory
environment
RT-CH-530a.1
Discussion of corporate positions related to government regulations and/
or policy proposals that address environmental and social factors affecting
the industry
www.braskem.com.br/
ESGdashboard
16
Planet
Industry: Oil and gas - Midstream
Topic
Code
Accounting metrics
Page or answer
SDG
WEF-IBC
Competitive
behavior
EM-MD-520a.1
Total amount of monetary losses as a result of legal proceedings
associated with federal pipeline and storage regulations
EM-MD-160a.1
Description of environmental management policies and practices
Não existe nenhuma perda relativa a
procedimentos associados a regulamentações
federais de oleodutos e armazenamento.
Planet
www.braskem.com.br/
ESGdashboard
8 and 12
Planet
Ecological impacts
EM-MD-160a.2
Percentage of land owned, leased, and/or operated in areas with protected
conservation status or endangered species habitat
www.braskem.com.br/
ESGdashboard
Emission of
greenhouse gases
EM-MD-160a.3
Disturbed land area, percentage of impacted area restored
EM-MD-110a.1
Gross global emissions of Scope 1, percentage covered by
emission limiting regulations
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
EM-MD-110a.2
Discussion of long- and short-term strategy or plan to manage Scope 1
emissions, emission reduction targets, and analysis of target performance
www.braskem.com.br/
ESGdashboard
6, 14 and 15
Planet
6, 14 and 15
Planet
13
13
Planet
Planet
Air quality
EM-MD-120a.1
Atmospheric emissions of the following pollutants: (1) NOx (excluding
N2O), (2) SOx, (3) volatile organic compounds (VOCs) and (4) particulate
matter (PM10)
www.braskem.com.br/
ESGdashboard
3 and 12
Planet
88
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Declarations of use
Braskem S.A. reports information in accordance with the GRI standards for the period 01/01/2022 to 12/31/2022
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
GR 1 used
GRI 1: Fundamentals 2021
Applicable GRI industry standards
Chemicals, oil and gas
Source
Publication
Page
General disclosures
GRI 2: General
disclosures 2021
2-1 Organization details
10, 84, 28
2-2 Entities included in the
sustainability report of
the Organization
2-3 Period, frequency, and
contact person for information
on the Report
2-4 Reformulation
of information
84
84
84
2-5 External verification
84, 110
2-6 Activities, value chain, and
other business relationships
10, 11, 12, 16, 76
2-7 Employees
www.braskem.com.br/
ESGdashboard
2-7d
Not applicable
Braskem does not have
employment contracts for
non-guaranteed hours.
2-8 Workers who are
not employees
www.braskem.com.br/
ESGdashboard
8 and 10
8
89
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
2-9 Composition and
governance structure
2-10 Appointment and selection
of the highest governance body
2-11 Chair of the highest
governance body
26
26
26
2-12 Role performed by the
highest governance body in
overseeing impact management
26, 27, 28, 33
2-13 Delegation of Impact
management liability
2-14 Role of the highest
governance body in
sustainability reporting
25, 26
84
2-15 Conflicts of Interest
www.braskem.com.br/
ESGdashboard
2-16 Communication of the
critical concerns
www.braskem.com.br/
ESGdashboard
2-17 Collective knowledge of the
highest governance body
www.braskem.com.br/
ESGdashboard
2-18 Appraisal of the
performance of the highest
governance body
www.braskem.com.br/
ESGdashboard
5 and 16
Governance
principles
5 and 16
Governance
principles
16
16
16
90
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
2-19 Remuneration policies
www.braskem.com.br/
ESGdashboard
2-20 Process to
determine compensation
www.braskem.com.br/
ESGdashboard
2-21 Proportion of total
annual compensation
www.braskem.com.br/
ESGdashboard
2-21
2-22 Demonstration of
the sustainable
development strategy
2-23 Commitment policy
3, 6
35
2-24 Incorporation of the
commitment policy
www.braskem.com.br/
ESGdashboard
2-25 Processes to cure
negative impacts
www.braskem.com.br/
ESGdashboard
Confidential matters
The indicator is not reported
because it deals with confiden-
tial and sensitive information,
as it could compromise the
privacy of Braskem members. It
is possible to understand more
details of the compensation
of members of the statutory
board and the Board of Di-
rectors in item 13 of the 2022
Reference Form. [https://api.
mziq.com/mzfilemanager/
v2/d/540b55c5-af99-45f7-
a772-92665eb948e9/2e4b89ce-
5139-0b20-3333-fe8f8c-
6c0d8e?origin=1]
Governance
principles
People
Governance
principles
16
16
16
91
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Publication
2-26 Mechanisms for guidance
and concerns regarding ethics
Page
29, 31
2-27 Compliance with laws
and regulations
www.braskem.com.br/
ESGdashboard
2-28 Participation
in associations
2-29 Approach for the
engagement of stakeholders
53
19
2-30 Collective
bargaining agreements
www.braskem.com.br/
ESGdashboard
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
16
Governance
principles
Planet
Governance
principles
8
People
92
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Material topics
GRI 3: Material
topics 2021
3-1 Process to determine the
material topics 2021
3-2 List of the material
topics 2021
Economic performance
GRI 3: Material
topic 2021
3-3 Management of the
material issues 2021
19
19
54
201-1 Direct economic
value generated and distributed
54, www.braskem.com.br/
ESGdashboard
201-1b
GRI 201:
Economic
performance 2016
201-2 Financial implications and
other risks and opportunities
arising from climate change
65
201-3 Obligations of the
defined benefit plan and other
retirement plans
www.braskem.com.br/
ESGdashboard
Governance
principles
11.2, 11.14, 11.21
-
Not applicable
Braskem does not disclose,
through the Financial Statements,
this type of information by country.
11.14, 11.21
8 and 9
Prosperity
11.2
13
-
-
Prosperity
201-4 Financial support received
from the government
www.braskem.com.br/
ESGdashboard
201-4b
Not applicable
Braskem discloses the information
through the Financial Statements.
11.21
93
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Source
Publication
Market presence
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
Page
35, 37
GRI 202: Market
presence 2016
202-1 Ratio between the
lowest wage and the local
minimum wage, with
gender breakdown
202-2 Proportion of board
members hired from the
local community
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
Indirect economic impacts
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
GRI 203:
Indirect economic
impacts 2016
203-1 Investments in
infrastructure and
service support
203-2 Significant indirect
economic impacts
Procurement practices
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
GRI 204:
Procurement
practices 2016
204-1 Proportion of expenses
with local suppliers
www.braskem.com.br/
ESGdashboard
43
51
52
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
11.11, 11.14
1, 5 and 8
People
11.11, 11.14
8
5, 9 and 11
1, 3 and 8 Prosperity
11.14
11.14
8
94
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Fight against corruption
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
205-1 Operations assessed
for corruption-related risks
33
33
GRI 205:
Fight against
corruption 2016
205-2 Communication and
training on anticorruption
policies and procedures
www.braskem.com.br/
ESGdashboard
205-3 Confirmed cases of
corruption and actions taken
30
Unfair competition
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
Governance
principles
Governance
principles
16
16
16
11.20
11.20
11.20
11.20
11.19
GRI 206: Unfair
competition 2016
206-1 Lawsuits for unfair
competition, trust practices,
and monopoly
www.braskem.com.br/
ESGdashboard
206-1b
Not applicable
Braskem is not a party to
any lawsuit of this nature.
11.19
16
95
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Taxes
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
207-1 Tax approach
www.braskem.com.br/
ESGdashboard
207-2 Governance, control,
and fiscal risk management
www.braskem.com.br/
ESGdashboard
GRI 207:
Taxes 2019
207-3 Stakeholder engagement
and management of their
tax concerns
www.braskem.com.br/
ESGdashboard
207-4
Country-by-country reporting
www.braskem.com.br/
ESGdashboard
207-4b
Not applicable
Braskem does not disclose, through
the Financial Statements, this type
of information by country.
Materials
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
67 to 72
301-1 Materials used, broken
down by weight or volume
www.braskem.com.br/
ESGdashboard
GRI 301:
Materials 2016
301-2 Raw materials or
recycled materials used
301-3 Recovered products
and their packaging
70
77
11.21
1, 10 and 17
11.21
1, 10 and 17
11.21
1, 10 and 17
11.21
1, 10 and 17
11.21
1, 10 and 17
8 and 12
8 and 12
Planet
8 and 12
Planet
8 and 12
Planet
96
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Energy
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
302-1 Energy consumption
within the organization
62
62
GRI302:
Energy 2016
302-2 Energy consumption
outside the organization
www.braskem.com.br/
ESGdashboard
302-3 Energy intensity
302-4 Reduction of
energy consumption
Water and effluents
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
303-1 Interactions with
water as a shared resource
303-2 Management of Impacts
related to water disposal
62
62
66
66
66
GRI 303: Water
and effluents 2018
303-3 Water collection
303-4 Water disposal
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
303-5 Water consumption
66
97
11.1
11.1
11.1
11.1
11.6
11.6
11.6
11.6
11.6
11.6
7, 8, 12 and 13
7, 8, 12 and 13
7, 8, 12 and 13
7, 8, 12 and 13
7, 8, 12 and 13
6 and 12
6 and 12
6
6
6
6
Planet
Planet
Planet
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Biodiversity
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
304-1 Operational units owned,
leased, or managed within or
adjacent to environmental
protection areas and areas of
high biodiversity value located
outside of environmental
protection areas
www.braskem.com.br/
ESGdashboard
GRI 304:
Biodiversity 2016
304-2 Significant impacts of
activities, products, and
services on biodiversity
www.braskem.com.br/
ESGdashboard
304-3 Protected or
restored habitats
www.braskem.com.br/
ESGdashboard
304-4 Species included in the
IUCN red list and in national
conservation lists with habitats
in areas affected by the
organization’s operations
www.braskem.com.br/
ESGdashboard
11.4
6, 14 and 15
11.4
6, 14 and 15 Planet
11.4
6, 14 and 15 Planet
11.4
6, 14 and 15
11.4
6, 14 and 15
98
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Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Emissions
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
305-1 Direct emissions (scope 1)
of greenhouse gases (GHG)
305-2 Indirect emissions
(scope 2) of greenhouse gases
(GHG) originating from the
acquisition of energy
305-3 Other indirect emissions
(scope 3) of greenhouse
gases (GHG)
305-4 Intensity of greenhouse
gas (GHG) emissions
305-5 Reduction of greenhouse
gas (GHG) emissions
GRI 305:
Emissions 2016
59
59
59
60
59
59
305-6 Emissions of ozone-
depleting substances (ODS)
www.braskem.com.br/
ESGdashboard
305-7 Emissions of NOX,
SOX, and other significant
air emissions
73
11.1, 11.2
3, 12, 13, 14
and 15
11.1
11.1
11.1
3, 12, 13, 14
and 15
Planet
3, 12, 13, 14
and 15
Planet
3, 12, 13, 14
and 15
Planet
11.1
13, 14 and 15
11.1, 11.2
13, 14 and 15
3 and 12
11.3
3, 12, 14
and 15
Planet
99
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Waste
Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
306-1 Waste generation
and significant
waste-related impacts
306-2 Management
of significant
waste-related impacts
GRI 306:
Waste 2020
73
73
www.braskem.com.br/
ESGdashboard
11.5, 11.8
3, 6, 11
and 12
11.5
11.5
3, 6, 11
and 12
Planet
3, 6, 11
and 12
Planet
306-3 Generated waste
73
11.5, 11.8
3, 11 and 12 Planet
306-4 Waste not intended for
final disposal
www.braskem.com.br/
ESGdashboard
306-5 Waste intended for
final disposal
www.braskem.com.br/
ESGdashboard
Environmental assessment of suppliers
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
GRI 308: 2016
Environmental
assessment
of suppliers
308-1 New suppliers selected
based on environmental criteria
308-2 Negative environmental
impacts of the supply chain and
measures taken
51
51
51
308-2b
308-2c
308-2d
308-2e
Information unavailable
Braskem will define a strategy to
determine, based on these assess-
ments, whether there is an impact
and what type (actual or potential).
11.5
3, 11 and 12
11.5
3, 11 and 12
100
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Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Source
Publication
Employment
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
Page
35
401-1 New hires and
employee turnover
www.braskem.com.br/
ESGdashboard
401-2 Benefits provided to
full-time employees that are not
provided to temporary or part-
time employees
www.braskem.com.br/
ESGdashboard
GRI 401:
Employment 2016
11.10, 11.11
5, 8 and 10
11.10
5, 8 and 10 Prosperity
11.10
3, 5 and 8
11.10, 11.11
5 and 8
11.7, 11.10
11.7, 11.10
8
8
401-3 Maternity/paternity leave
www.braskem.com.br/
ESGdashboard
401-3c
401-3d
401-3e
Not applicable
Braskem does not consolidate the
number of male employees who
returned to work, as the issue is
material for women.
Labor relationships
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
35
GRI 402: Labor
relations 2016
402-1 Minimum notice period
regarding operational changes
www.braskem.com.br/
ESGdashboard
101
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Publication
Occupational health and safety
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
GRI 403:
Occupational
health and
safety 2018
403-1 Occupational health and
safety management system
403-2 Hazard identification,
risk assessment, and
incident investigation
403-3 Occupational
health services
403-4 Worker participation,
consultation and communication
with workers regarding
occupational health and safety
403-5 Training of workers in
occupational health and safety
403-6 Worker’s
health promotion
403-7 Prevention and mitigation
of occupational health and
safety impacts directly linked
to business relationships
Page
35
17, 38
38
38
38
38
38
38
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
11.9
3, 8 and 16
11.9
11.9
11.9
8
8
8
11.9
8 and 16
11.9
11.9
11.9
8
3
8
102
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Publication
GRI 403:
Occupational
health and
safety 2018
403-8 Workers covered by an
occupational health and safety
management system
403-9 Occupational accidents
Page
38
38
403-10 Occupational diseases
38, 39
Training and education
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
35
GRI 404:
Training and
education 2016
404-1 Average hours of
training per year, per employee
www.braskem.com.br/
ESGdashboard
404-2 Employee skills
enhancement and career
transition assistance programs
www.braskem.com.br/
ESGdashboard
404-3 Percentage of employees
receiving regular career
development and
performance evaluations
37
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
11.9
11.9
11.9
8
3, 8 and 16 People
3, 8 and 16 People
11.7, 11.10, 11.11
4, 5, 8 and 10
11.7, 11.10, 11.11
4, 5, 8 and 10 People
11.7, 11.10, 11.11
8
5, 8 and 10
103
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Diversity and equality of opportunities
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
Page
31
GRI 405: Diversity
and equality of
opportunities 2016
405-1 Diversity in governance
and employee bodies
www.braskem.com.br/
ESGdashboard
405-2 Proportion between the
basic salary and remuneration
received by women and those
received by men
www.braskem.com.br/
ESGdashboard
Non-discrimination
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
GRI 406: Non-
discrimination 2016
406-1 Cases of discrimination
and corrective measures taken
Freedom of union and collective bargaining
29
31
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
11.11
5, 8 and 10
11.11
5 and 8
Governance
principles
11.11
5, 8 and 10 People
11.11
11.11
5 and 8
5 and 8
People
8
8
People
GRI 407: Freedom
of association
and collective
bargaining 2016
407-1 Operations and suppliers
in which the right to freedom
of association and collective
bargaining may be at risk
www.braskem.com.br/
ESGdashboard
407b
Not applicable
Although Braskem does not have
a specific mapping for this issue,
it was not observed that such a
situation had occurred with our
suppliers in our analysis processes.
104
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Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Child labor
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
GRI 408: Child
labor 2016
408-1 Operations and
suppliers with significant
risk of child labor cases
www.braskem.com.br/
ESGdashboard
408-1c
Not applicable
It was not observed in our mapping
process that such a situation has
occurred with our suppliers.
Forced labor or slave-like labor
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
GRI 409: Forced
labor or slave-like
labor 2016
409-1 Operations and suppliers
with significant risk of cases of
forced or compulsory labor
www.braskem.com.br/
ESGdashboard
409b
Not applicable
It was not observed in our mapping
process that such a situation has
occurred with our suppliers.
Security practices 2016
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
51
GRI 410: Security
practices 2016
410-1 Security personnel
trained in human rights
policies or procedures
www.braskem.com.br/
ESGdashboard
8 and 16
8 and 16
People
People
8
8
16
16
11.18
11.18
105
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Publication
Local communities
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
Page
43, 54
GRI 413: Local
communities 2016
413-1 Operations with local
community engagement,
impact assessments, and
development programs
413-2 Operations with
significant actual or potential
negative impacts on
local communities
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
Social evaluation of suppliers 2016
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
51
GRI 414:
Social evaluation
of suppliers 2016
414-1 New suppliers selected
based on environmental criteria
www.braskem.com.br/
ESGdashboard
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
11.15
1 and 2
11.15
-
11.15
1 and 2
11.10, 11.12
5, 8 and 16
11.10, 11.12
5, 8 and 16
106
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Publication
Public policies
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
Page
29
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
GRI 415: Public
polices 2016
415-1: Political contributions
www.braskem.com.br/
ESGdashboard
415-1a
415-1b
Not applicable
Not applicable – Article No. 81 of
Law No. 9,504/1997, subsequently
revoked by Law No. 13,165/2015.
Our Code of Conduct also makes
this rule explicit.
Consumer health and safety
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
57
416-1 Evaluation of health
and safety Impacts caused by
product and service categories
www.braskem.com.br/
ESGdashboard
GRI 416:
Consumer health
and safety 2016
416-2 Cases of noncompliance
regarding health and safety
impacts caused by products
and services
www.braskem.com.br/
ESGdashboard
416-2a
416-2b
Not applicable
No non-conformities,
administrative or legal proceedings
related to health and safety of
impacts of products and services
on customers were verified in the
period in question.
107
Governance
principles
11.22
11.3
11.3
16
16
16
16
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 Source
Publication
Page
Omitted requirement(s) Reason
Explanation
Omission
Industry GRI
ref. no.
SDG
ref. no.
WEF-IBC
Marketing and labeling
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
417-1 Requirements for
information and product
and service labeling
417-2 – Cases of
non-compliance in relation
to Information and labeling
of products and services
www.braskem.com.br/
ESGdashboard
www.braskem.com.br/
ESGdashboard
GRI 417: Marketing
and labeling 2016
417-3 – Cases of non-
compliance in relation to
marketing communication
www.braskem.com.br/
ESGdashboard
417-3a
417-2b
Not applicable
There were no administrative
or legal proceedings related to
marketing and communication
during the period in question.
Customer privacy
GRI 3: Material
topics 2021
3-3 Management of the
material issues 2021
www.braskem.com.br/
ESGdashboard
GRI 418: Customer
privacy 2016
418-1 Proven complaints
regarding privacy violations
and loss of customer data
www.braskem.com.br/
ESGdashboard
418-1a
418-1b
418-1c
Not applicable
There were no complaints
from owners or authorities
regarding breaches of privacy or
leaks of customer, member or
supplier data.
12 and 16
12
16
16
16
16
108
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Sustainability
Material themes
GRI indicators
ENVIRONMENTAL
1. Biodiversity and land use
2. Climate changes
3. Post-consumer plastics
4. Air pollution
5. Energy efficiency
6. Waste management
3-3 304; 304-1; 304-2; 304-3; 304-4
201-2; 3-3 201; 305-1; 305-2; 305-3; 305-4; 305-5; 305-6; 305-7
301-2; 301-3
3-3; 305-1; 305-2; 305-3; 305-4; 305-5; 305-6; 305-7
3-3 302; 302-1; 302-2; 302-3; 302-4
301-2; 301-3; 3-3 306; 306-1; 306-2; 306-3; 306-4; 306-5
7. Water and effluent management
3-3 303; 303-1; 303-2; 302-3; 303-4; 303-5
8. Raw material impacts
3-3 301; 301-1; 301-2; 301-3; 3-3 308; 308-1; 308-2
9. Diversity, equity and inclusion
202-1; 3-3 405; 405-1; 405-2; 3-3 406; 406-1
10. Communities and social investments
201-1; 202-2; 203-2; 204-1; 3-3 413; 413-1; 413-2
SOCIAL
11. Health, safety and well-being
3-3 403; 403-1; 403-2; 403-3; 403-4; 403-5; 403-6; 403-7; 403-8; 403-9; 403-10
12. Human rights
401-3; 3-3 407; 407-1; 3-3 408; 408-1; 3-3409; 409-1; 3-3 410; 410-1
13. Employment, development and retention
201-3; 202-1; 3-3 401; 401-1; 401-2; 3-3 402; 402-1; 3-3 404; 404-1; 404-2; 404-3
14. Responsible production and consumption
204-1; 3-3 308; 308-1; 308-2; 3-3 414; 414-1
15. Innovation, technology and digitalization
ECONOMICS
16. Economic and financial performance
2-6; 203; 3-3 201; 201-1; 201-3; 203-1; 203-2
17. Product management
18. Supply chain management
301-3; 302-3
204-1; 3-3 308; 308-1; 308-2; 3-3 414; 414-1
20. Risk and opportunity management
2-6; 2-12; 2-13; 2-14; 2-18; 2-20; 2-21; 2-24; 205-1; 207-1; 207-2; 207-4; 3-3 407; 3-3 408; 3-3 409
GOVERNANCE
21. Management of relationship
with stakeholders
2-3; 2-4; 2-5; 2-7; 2-8; 2-17; 2-23; 2-25; 2-28; 2-29; 2-30; 201-3; 205-2; 207-3
22. Governance, ethics and compliance
2-1; 2-2; 2-9; 2-10; 2-11; 2-15; 2-16; 2-19; 2-22; 2-26; 2-27; 205-3; 206-1; 207-2
109
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110
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 111
Integrated Report 2022Message from the chairman of the Board of DirectorsMessage from the business leaderBraskemCompany's strategyGovernance, ethics and complianceRisk managementCapital performanceHuman CapitalFinancial CapitalNatural CapitalManufactured CapitalSocial and Relationship CapitalIntellectual CapitalAbout the ReportSASB content summaryGRI content summaryHighlights from 2022 Credits
Braskem
Carolina Rodrigues Pignata
Gabriela Linhares Bacarin
Marina Muniz Rossi
Tamiris Yuri Sakamoto
Thiago Gonçalves
Vittoria Neves Picarelli
TheMediaGroup
Consulting, content and design
Images
Brand Center Braskem
Getty Images
Verification
KPMG GRI 2-5